The document discusses the implementation and management of technology in law enforcement, highlighting common reasons for project failures, such as inadequate research and leadership. It emphasizes the importance of having dedicated managers, planning committees, and the use of consultants for effective technology integration. Furthermore, it covers procurement processes, including requests for proposals and sole-source procurement, as well as strategies for retaining talent in the field.

1. Copyright Protected 2005:Hi Tech Criminal Justice, Raymond E. Foster
Police TechnologyPolice Technology
Chapter TwentyChapter Twenty
Implementing and ManagingImplementing and Managing
TechnologyTechnology

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Learning ObjectivesLearning Objectives
 UnderstandUnderstand Steering CommitteeSteering Committee andand
Implementation TeamImplementation Team
 Explore the use ofExplore the use of ConsultantsConsultants
 Exposed to the concept ofExposed to the concept of BusinessBusiness
Reengineering Plan (BPR)Reengineering Plan (BPR)
 Concepts ofConcepts of Request for ProposalRequest for Proposal,,
Request for QuotationRequest for Quotation andand Sole SourceSole Source
ProcurementProcurement

3. Copyright Protected 2005:Hi Tech Criminal Justice, Raymo
Why Technology Projects FailWhy Technology Projects Fail
 Vendors are not forthrightVendors are not forthright
 Technologies are new and there has beenTechnologies are new and there has been
little research or evaluationlittle research or evaluation
 Decision makers don’t perform adequateDecision makers don’t perform adequate
researchresearch
 Purchasing scheme requires low-bidPurchasing scheme requires low-bid
purchasepurchase
 Unreasonable user expectationsUnreasonable user expectations

4. Copyright Protected 2005:Hi Tech Criminal Justice, Raymo
Why Technology Projects FailWhy Technology Projects Fail
 Decision makers view the potential of aDecision makers view the potential of a
technology and not the realitytechnology and not the reality
 Decision makers fail to account for how aDecision makers fail to account for how a
technology will change an organizationtechnology will change an organization
 Decision makers fail to consider changesDecision makers fail to consider changes
to existing systems or practicesto existing systems or practices

5. Copyright Protected 2005:Hi Tech Criminal Justice, Raymo
Why Technology Projects FailWhy Technology Projects Fail
 A review of theA review of the
reasons for failurereasons for failure
indicate that what isindicate that what is
needed is leadershipneeded is leadership

6. Copyright Protected 2005:Hi Tech Criminal Justice, Raymo
Who should Lead?Who should Lead?
 The more complex the project, the moreThe more complex the project, the more
the project is likely to change thethe project is likely to change the
organization, or the more newer skillsorganization, or the more newer skills
required by employees - indicate the needrequired by employees - indicate the need
for a dedicated managerfor a dedicated manager

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PlanningPlanning
 Planning committeesPlanning committees
should encompass ashould encompass a
wide variety of users.wide variety of users.
 Steering committeesSteering committees
are used on largerare used on larger
projects to garnerprojects to garner
political and financialpolitical and financial
support fromsupport from
stakeholders – oftenstakeholders – often
those outside thethose outside the
agencyagency

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PlanningPlanning
 TheThe Steering CommitteeSteering Committee develops goals, while adevelops goals, while a
second team – the implementation team issecond team – the implementation team is
involved in the actual development.involved in the actual development.
 TheThe Implementation TeamImplementation Team explores:explores:
 Current assets and resourcesCurrent assets and resources
 Current infrastructureCurrent infrastructure
 End user requirementsEnd user requirements
 The implementation team takes the steeringThe implementation team takes the steering
committees goals and develop objectives.committees goals and develop objectives.

9. Copyright Protected 2005:Hi Tech Criminal Justice, Raymo
Activity Steps for Planning ProcessActivity Steps for Planning Process
Process Activity
Identify Project Assess Needs, develop justifications
Preliminary Approval Develop Steering committee, political support,
identify funding sources
Refine project Develop project implementation team, refine
specifications, obtain funding
Issue Request for
Proposal
Identify potential vendors
Evaluate Responses Compare product, price, terms and vendor
history
Select Vendor Negotiate the contract, develop solid project
completion timelines
Manage the contract Check for compliance, test system, accept
completion

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Paving the Cow PathPaving the Cow Path
 Refers to the processRefers to the process
of tending to overlay aof tending to overlay a
new technology on anew technology on a
prior businessprior business
practice.practice.
 Fails to account forFails to account for
how a technology canhow a technology can
change a businesschange a business
process.process.
 Common Source ofCommon Source of
failure and problemsfailure and problems

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ConsultantsConsultants
 AA consultantconsultant is oftenis often
used to bringused to bring
expertise into anexpertise into an
organization. Theyorganization. They
supplement in-housesupplement in-house
talent:talent:
 Software engineeringSoftware engineering
 System designSystem design
 LeadershipLeadership
 Contract negotiating,Contract negotiating,
etc.etc.

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Consultant versus contractingConsultant versus contracting
 Consultants are usually hired for aConsultants are usually hired for a
relatively short time and for a very specificrelatively short time and for a very specific
task. When the task is complete, theirtask. When the task is complete, their
services are over. On the other hand, aservices are over. On the other hand, a
contracted service, or employee, tends tocontracted service, or employee, tends to
be a long-term relationshipbe a long-term relationship

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Business Process ReengineeringBusiness Process Reengineering
 Somewhat theSomewhat the
opposite of paving theopposite of paving the
cow path. It is takingcow path. It is taking
a ground-up look ata ground-up look at
how business ishow business is
conducted and howconducted and how
technology maytechnology may
change the processchange the process

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Losing PeopleLosing People
 Law enforcementLaw enforcement
tends to offer jobstends to offer jobs
with liberal retirementwith liberal retirement
benefits.benefits.
 People who developPeople who develop
expertise are oftenexpertise are often
courted by the privatecourted by the private
sector.sector.
 People oftenPeople often
sometimes thesometimes the
money.money.

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Losing PeopleLosing People
 Money may not be the prime motivator.Money may not be the prime motivator.
Some potential solutions to losingSome potential solutions to losing
expertise are:expertise are:
 Develop talents younger.Develop talents younger.
 Create an Information Technology careerCreate an Information Technology career
track in law enforcement.track in law enforcement.
 Recognize effort.Recognize effort.
 Diversify assignmentsDiversify assignments
 BroadbandingBroadbanding

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Contracting or OutsourcingContracting or Outsourcing
 Somewhat similar,Somewhat similar,
however:however:
 Contracting tends toContracting tends to
be for a longer periodbe for a longer period
of time and for aof time and for a
broader range ofbroader range of
serviceservice
 Outsourcing is muchOutsourcing is much
like consulting, anlike consulting, an
effort to bring ineffort to bring in
specific, short-termspecific, short-term
expertiseexpertise

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RFP and RFQRFP and RFQ
 a means to combat fraud and increasea means to combat fraud and increase
government efficiency a competitive bidgovernment efficiency a competitive bid
process is used:process is used:
 Request for ProposalRequest for Proposal
 Used for items generally available from a wideUsed for items generally available from a wide
assortment of private firms.assortment of private firms.
 Used to get the best priceUsed to get the best price

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RFP and RFQRFP and RFQ
 Request for QuotationRequest for Quotation
 Used for more complex purchasesUsed for more complex purchases
 Not all RFQ processes are the sameNot all RFQ processes are the same
 May award the contract on things other thanMay award the contract on things other than
price –price –
 Best productBest product
 ServiceService
 ReputationReputation
 Value, etc.Value, etc.

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Cooperative or Pooled PurchaseCooperative or Pooled Purchase
 Different government agencies, eitherDifferent government agencies, either
horizontally or vertically combine theirhorizontally or vertically combine their
purchasing power to get a better price orpurchasing power to get a better price or
value.value.

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Sole-Source ProcurementSole-Source Procurement
 Generally, the vendorGenerally, the vendor
is the only private firmis the only private firm
providing the serviceproviding the service

21. Copyright Protected 2005:Hi Tech Criminal Justice, Raymond E. Foster
Police TechnologyPolice Technology
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