CIC Case Study 11152017 rev. 4 1 Chesapeake IT Cons

CIC Case Study 11/15/2017 rev. 4 1
Chesapeake IT Consultants
Chesapeake IT Consultants (CIC) is a successful Information
Technology consulting services firm
that utilizes proven IT and management methodologies to
achieve measurable results for its
customers. Its customer base includes small to mid-tier
businesses, non-profit organizations
and governmental agencies at the local, state and federal levels.
CIC feels strongly that its
success is dependent on the combination of the talent of its IT
consultants, the best practices
CIC employs, and a dedication to delivering truly beneficial IT
solutions to their clients.
Corporate Profile
Corporate Name: Chesapeake IT Consultants, Inc.
Founded: May 2004
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 400
Total Annual Gross Revenue: $80,000,000

President and
Chief Executive Officer (CEO): Alvin Morrison
Business Areas
CIC provides consulting services in the following areas:
• Business Process Consulting - Business process redesign,
process improvement
• IT Consulting - IT strategy, analysis, planning, system
development, implementation,
and network support
• IT Outsourcing Consulting – Requirements analysis; vendor
evaluation, due diligence,
selection and performance management; Service Level
Agreements
Business Strategy
CIC's business strategy is to provide extraordinary consulting
services and recommendations to
its customers by employing highly skilled consultants and
staying abreast of new business
concepts and technology and/or developing new business
concepts and best practices of its
own.
Excerpt from the CIC Strategic Business Plan

While the complete strategic plan touches on many areas, below
is an excerpt from CIC’s latest
Strategic Business Plan that identifies a few of CIC's Goals.
Goal 1: Increase CIC Business Development by winning new
contracts in the areas of IT
consulting.
Goal 2: Build a cadre of consultants internationally to provide
remote research and analysis
support to CIC’s onsite teams in the U. S.
Goal 3: Continue to increase CIC’s ability to quickly provide
high quality consultants to awarded
contracts to best serve the clients’ needs.
Goal 4: Increase CIC’s competitive advantage in the IT
consulting marketplace by increasing its
reputation for having IT consultants who are highly skilled in
leading edge technologies and
innovative solutions for its clients.
Current Business Environment
CIC provides consultants on-site to work with its clients,
delivering a wide variety of IT-related
services. CIC obtains most of its business through
competitively bidding on Requests for
Proposals issued by business, government and non-profit
organizations. A small but growing
portion of its business is through referrals and follow -on
contracts from satisfied clients. CIC
anticipates it will win two large contracts in the near future and
is preparing proposals for

several other large projects.
CIC, as a consulting company, relies on the quality and
expertise of its employees to provide the
services needed by the clients. When it is awarded a contract,
the customer expects CIC to
quickly provide the consultants and begin work on the project.
CIC, like other consulting
companies, cannot afford to carry a large number of employees
that are not assigned to
contracts. Therefore, they need to determine the likelihood of
winning a new contract and
ensure the appropriately skilled consultants are ready to go to
work when needed. CIC relies
on its HR Department to find and hire the personnel that the
line managers need for upcoming
contracts. It is very much a "just in time" hiring situation.
The Headquarters in Baltimore, Maryland, houses
approximately 300 employees. Satellite
offices have been opened in the last two years in both Herndon,
Virginia and Bethesda,
Maryland to provide close proximity to existing clients. It is
anticipated that new pending
contracts would add staff to all locations. The management
team believes there is capacity at
all locations, as much of the consultants' work is done on-site at
the customers' locations.
Strategic Direction
As a small to mid-size business (SMB), CIC recognizes that it
needs to carefully plan its future
strategy. Considering the competitive environment that
contains many very large IT consulting
firms, such as Hewlett-Packard (HP), Booz Allen Hamilton

(BAH), and Science Applications
International Corporation (SAIC), as well as numerous smaller
companies with various skill sets,
market niches, and established customer bases, CIC will be
evaluating how best to position
itself for the future and recognizes that its ability to identify its
core competencies, move with
agility and flexibility, and deliver consistent high quality
service to its clients is critical for
continued success.
One area that is critical to a consulting company is the ability to
have employees who possess
the necessary knowledge and skills to fulfill current and future
contracts. Given the intense
competition in the IT consulting sector, CIC is planning to
incorporate a few consultants in other
countries to provide remote research and analysis support to the
on-site U. S. teams. Since CIC
has no experience in the global marketplace, the Director of HR
has begun examining
international labor laws to determine where CIC should recruit
and hire employees.
Challenges
The two contracts that CIC expects to win very soon will
require the hiring of an additional 75
consultants very quickly. The Director of Human Resources
(HR) is concerned that the current

manual process of recruiting and hiring employees will not
allow his department to be
responsive to these needs. He is looking for a near-term
solution that will automate many of
the manual hiring process steps and reduce the time it takes to
hire new staff. He is also
looking for a solution that will allow CIC to hire employees
located in other countries around
the world.
Management Direction
The management team has been discussing how to ramp up to
fill the requirements of the two
new contracts, and prepare the company to continue growing as
additional contracts are
awarded in the future. The company has been steadily growing
and thus far hiring of new
employees has been handled through a process that is largely
manual. The HR Director
reported that his staff will be unable to accommodate the hiring
of the 75 new employees in
the timeframe required. The Chief Information Officer (CIO)
then recommended that the
company look for a commercial off-the-shelf software product
that can dramatically improve
the hiring process and shorten the time it takes to hire new
employees. The Chief Financial
Officer (CFO) wants to ensure that all investments are in line
with the corporate mission and
will achieve the desired return on investment. She will be
looking for clear information that
proposals have been well researched, provide a needed
capability for the organization, and can
be cost-effectively implemented in a relatively short period of
time to reap the benefits. The

CEO has asked the CIO to work with HR to recommend a
solution.
Your Task
As a business analyst in the CIO's department, you have been
assigned to conduct an analysis,
develop a set of system requirements, and propose an IT
solution. The CIO has set up a series
of interviews for you to collect information about the current
hiring process and the
requirements for a system. He has asked you to produce a
Business Analysis and System
Recommendation Report (BA&SR) as your final deliverable.
Interviews
In the interviews you conduct with the organizational leaders,
you hear the comments recorded
below.
CEO: Alvin Morrison
“While I trust my HR staff to address the nuts and bolts of the
staffing processes, what is
critically important to me is that the right people can be in place
to fulfill our current contracts
and additional talented staff can be quickly hired to address
needs of future contracts we win. I
can’t be out in the market soliciting new business if we can’t

deliver on what we’re selling. Our
reputation is largely dependent on having knowledgeable and
capable staff to deliver the
services our clients are paying for and expect from CIC.”
CFO: Marianne Cho
“So glad we’re talking about this initiative. As CFO, obviously
I’m focused on the bottom line. I
also recognize it’s necessary to invest in certain areas to ensure
our viability moving
forward. Having cost effective technology solutions that
improve current processes and enable
future functionality is very important to CIC’s success. We
must consider the total cost of
ownership of any technology we adopt. CIC is run as a lean-
and-mean organization and support
processes must be effective but not overbuilt. We do want to
think towards the future as well
and don’t want to invest in technology with a short shelf-life.
Along those lines, we currently
have a timekeeping and payroll system; and to help support our
bottom line financially, any new
solution should effectively integrate with those systems.
CIO: Fadil Abadi
“As a member of the IT Department, you have a good
understanding of our overall architecture
and strategy; however, let me emphasize a few things I want to
be sure we keep in mind for this
project. Any solution needs to be compatible with our existing
architecture and systems as
appropriate. Obviously, we have chosen not to maintain a large
software development staff so
building a solution from the ground up does not fit our IT

strategic plan. Our current strategy
has been to adopt Software as a Service (SaaS) solutions that
can be deployed relatively quickly
and leverage industry best practices. In addition, our
distributed workforce means we are very
dependent on mobile computing – this brings some challenges
in term of portability,
maintenance, and solutions that present well on mobile devices.
We’ve been expanding at a
rapid rate and are seeking to expand internationally so any
solution will need to be viable
globally. And last, but certainly not least, CIC’s success is
largely dependent on our ability to
satisfy the requirements of our clients and maintain a reputation
of high credibility, reliability
and security. Any security breach of our clients’ data would
have a devastating effect to our
ability to compete for new business as well as maintain current
clients.”
Director of HR: William Bradley
“Thanks for talking with me today. I see this effort as very
important to the success of CIC. The
rapid growth to date and future plans for expansion have pushed
our recruiting staff, and we
recognize we can no longer meet the hiring and staffing
demands with manual processes. I’m
also interested in solutions that are easy-to-use and can
interface with our existing systems and
enhance processes. I’m willing to consider a basic system that

can grow as CIC grows and
provide more capabilities in the future. I’m sure Suzanne, our
Manager of Recruiting, can
provide more specifics.”
Manager of Recruiting: Suzanne Rodriguez
“You don’t know how long I’ve been waiting to begin the
process of finding a technology
solution to support our recruiting processes. In addition to
myself, there are 2-3 full-time
recruiters who have been very busy keeping up with the
increased hiring at CIC. It goes without
saying that a consulting company is dependent on having well -
qualified employees to deliver to
our customers. We’re in a competitive market for IT talent and
want to be able to recruit
efficiently, process applicants quickly, and move to making a
job offer to the best candidate
before the competition snaps him/her up. When I talk with my
colleagues in other companies,
they mention software applications for hiring that have enabled
them to reduce their hiring time
by 15-20%. I’m so envious of them and look forward to having
our new solution in place before
the next set of contracts are won and we need to hire 75 (to as
many as 150) staff in a 3-month
period. I do not think my team can handle such an increase in
an efficient and effective
manner. It really seems like there would be a rapid return on
investment in a technology
solution to support and improve the hiring process.”
Recruiters: Paul O’Brien (along with Mac Thompson and Juliet
Jackson)

“This project should have happened 2 years ago but glad it’s
finally getting some attention. As
a recruiter, I’m sort of the middleperson in this process. On one
hand, we have the job applicant
who is anxious to know the status of his/her application and fit
for the advertised position. It’s
important that the recruiters represent CIC well, as we want the
best applicants to want to
come to work for us. Then we have the actual hiring manager in
one of our business areas who
has issued the job requisition and wants to get the best applicant
hired as quickly as
possible. Obviously recruiting is not the hiring manager’s full -
time job so we’re always
competing for time with other job responsibilities so we can
keep things moving as quickly as
possible. They look to us to screen resumes and only forward
the best qualified applicants to
them so they can quickly identify their top candidates. Working
with Ted, our administrative
assistant, we need interviews to be scheduled to accommodate
everyone’s calendars. After the
hiring managers make their final selections of who they would
like to hire, it is our task to get
the job offers presented to the candidates - hopefully for their
acceptance. Everything is very
time sensitive and the current process is not nearly as efficient
as it could be. Applications and
resumes can get lost in interoffice mail or buried in email; and,
when a hiring manager calls us,
we often cannot immediately provide the status of where an
applicant is in the process. This
can be very frustrating all around. Speaking for myself and the
other recruiters, I have high

expectations for this solution. We need to really be able to
deliver world-class service to CIC in
the recruiting and hiring areas to meet the business goals.”
Administrative Assistant: Ted Anderson
“I support the recruiters in the hiring process. After the
recruiters screen the resumes and select
the best candidates for a position, my job is to route those
applications and resumes via
interoffice mail to the respective functional/hiring manager,
receive their feedback on who they
would like to interview and who should be involved in the
interviews, schedule the interviews
based on availability of applicants and the interview team
members, collect the feedback from
the interview team and inform the assigned recruiter of the
status of each candidate who was
interviewed. Then, after a job offer has been made, I coordinate
the paperwork for the new hire
with HR and Payroll to ensure everything is ready to go on the
first day. As you can imagine
when hiring volume is up, I’m buried in paperwork and trying to
keep all the applicants and their
resumes straight, track their status in the process, and ensure
everyone has what they need is
very challenging. Any tool that would help the workflow and
enable many steps in the process
to be done electronically would be wonderful.”
Hiring Manager (in functional area; this person would be the
supervisor of the new employee

and would likely issue the job requisition to fill a need in
his/her department/team):
“While it’s a good problem to have – new business means new
hires -- the current method for
screening applications, scheduling interviews, identifying the
best qualified applicants, and
getting a job offer to them is not working. My team is evaluated
on the level of service we
provide our clients, and it is very important that we have well -
qualified staff members to fulfill
our contracts. Turnover is common in the IT world and that
along with new business
development, makes the need for hiring new staff critical and
time-sensitive. I confess that
sometimes I’m not as responsive to HR as I should be but this is
only one of several areas I’m
responsible for. I look to the recruiters to stay on top of this for
me. In the ideal world, I’d like
an electronic dashboard from which I can see the status of any
job openings in my area,
information on all qualified candidates who have applied and
where they are in the
pipeline. Electronic scheduling on my calendar of interviews
would be a real time saver. It’s
important that we impress candidates with our technology and
efficiency – after all we are an IT
consulting company—and using manual processes makes us
look bad. And, this system must be
easy to use – I don’t have time for training or reading a 100-
page user’s manual. Just need to
get my job done.

Stage 1: Strategic Use of Technology
Before you begin work on this assignment, be sure you have
read the Case Study on Chesapeake IT Consultants (CIC).
Overview
As a business analyst in the Chief Information Officer’s (CIO's)
department of Chesapeake IT Consulting (CIC), you have been
assigned to conduct an analysis, develop a set of system
requirements and recommend an IT solution to improve the
hiring process for CIC. This work will be completed in four
stages, and each of these four stages will focus on one section
of an overall Business Analysis and System Recommendation
(BA&SR) report to be delivered to the CIO.
Section I: Strategic Use of Technology (Stage 1) - The first step
is to look at the organization and explain how an IT system
could be used to support CIC's strategies and objectives, and
support its decision-making processes.
Section II: Process Analysis (Stage 2) – Next you will evaluate
current processes and workflow and explain how CIC can use IT
to improve its processes and workflow.
Section III: Requirements (Stage 3) –Then you will identify key
stakeholder expectations for the new technology solution to
support CIC’s hiring process and develop a set of requirements.
Section IV: System Recommendation (Stage 4) – Finally, you
will review the provided Vendor brochure for a proposed
solution and explain how it meets the requirements and what
needs to be done to implement the system within CIC.
The sections of the BA&SR will be developed and submitted as
four staged assignments. In stages 2, 3 and 4, you will also
incorporate any feedback received when the previous stage was

graded to improve the effectiveness of your overall report and
then add the new section to your report. At the end of the
course, you will submit a complete BA&SR document that
includes all the sections and changes that resulted from previous
feedback. Part of the grading criteria for Stage 4 submission
includes addressing previous feedback to improve the final
report.
Assignment – BA&SR: Introduction and Section I – Strategic
Use of Technology
Write an appropriate Introduction to the entire BA&SR Report
(guidelines are provided below). Section I of the BA&SR
document contains an organizational analysis and identifies
ways in which information systems can help CIC, the
organization in the case study, meet its strategic goals and meet
the information needs of various levels of management.
Using the case study, assignment instructions, Course Content
readings, and external resources, develop your Introduction and
Section I: Background and Organizational Analysis. To start,
review the Business Perspectives Module (week 1 content),
particularly the sections that describe the example of Booz
Allen Hamilton, a services company with a business model
similar to that of CIC in the case study. The case study tells
you that the executives and employees at CIC have identified a
need for an effective and efficient hiring system. As you
review the case study, use the assignment instructions to take
notes to assist in your analysis; in particular, look for objectives
to support the strategies in the table below, and decisions that
the various individuals make in the hiring process as expressed
in the "interviews."
Use the outline format, headings and tables provided and follow
all formatting instructions below. For Stage 1, create a title
page and reference page that will be used for all 4 stages.

Apply specific information from the case study to address each
area.
Introduction
Begin your report with a clear, concise, well organized
introduction to explain why you are writing and what is to
come. This should briefly set the context for CIC – business
purpose, environment, and current challenges related to hiring.
Then specifically provide what is to come in the full report (not
just Stage 1). Keep your audience in mind – this is an internal
report for the CIO of CIC. Provide an introduction in one
paragraph that engages the reader’s interest in continuing to
read this report.
· Strategic Use of Technology
· Organizational Strategy – Briefly describe the organizational
strategy using the Business Strategy statement and information
from the Case Study, and explain how a new hiring system
would support that strategy. (Use two to three strong sentences
that explain how the system would support the strategy and
justify your position with specifics from the Case Study.)
· Competitive Advantage - Explain how and why CIC can use
the new hiring system to increase its competitive advantage.
Your explanation should demonstrate your understanding of
what competitive advantage is as well as how improving the
hiring process will help achieve CIC’s competitive advantage.
Include how CIC can use the type of data/information that will
be in the hiring system for strategic advantage. (Paragraph of
2-3 sentences)
· Strategic Objectives- Review the four Strategic Goals in the
Strategic Plan section of the CIC Case Study. The CIO has
asked you to come up with an example of an objective to meet
each goal and explain how a new hiring system would help
achieve that objective. As you can see from the example
provided in the table below, an objective is a statement that is
clear (not vague) and is something that can be measured or

evaluated to determine whether it has been met or not. First,
insert an introductory opening sentence for this table. Then, for
each of the rows listed below, complete the table with the
requested information. (Provide an introductory sentence and
copy the table. Create an Objective for each of the 3 remaining
Goals and explain using 2-3 sentences for each.)
Strategic Goal
(from case study)
Objective
(clear, measurable and time-bound)
Explanation
(2-3 sentences)
Increase CIC Business Development by winning new contracts
in the areas of IT Consulting
Build a cadre of consultants internationally to provide remote
research and analysis support to CIC’s onsite teams in the U. S.
EXAMPLE PROVIDED – Retain as is
Increase international recruiting efforts and employ 5 research
analysts in the next 12 months.
The new hiring system would allow applicants from around the
world to apply online, increasing the number of international
applicants. It would enable the recruiters to carefully monitor
the applications for these positions, identify the necessary
research and analysis skills needed, and screen resumes for
these key skills. Recruiters could quickly view the number of
applicants and identify when additional recruiting efforts are
needed to meet the objective.
Continue to increase CIC’s ability to quickly provide high
quality consultants to awarded contracts to best serve the
clients’ needs

Increase CIC’s competitive advantage in the IT consulting
marketplace by increasing its reputation for having IT
consultants who are highly skilled in leading edge technologies
and innovative solutions for its clients
· Decision Making - In the Information Systems (IS) course
module (included in the Week 2 Learning Resources), you were
introduced to the information requirements of various levels of
the organization. First, insert an introductory opening sentence
for this section. Then, for each of the management roles listed
below, complete the table with the appropriate level (as defined
in the course module), an example of a specific decision
supported by the Hiring System to be made at that level, and
what type of information from the hiring system would be
needed to support that decision. Think about what information
the hiring system could provide about applicants, etc., and then
identify an example of a decision that might be made by each
level of management. A decision is a choice or conclusion that
the management might make about business operations or future
planning. This is not about the decisions about implementing a
new technology solution or about general responsibilities of
each role. (Provide an introductory sentence then copy the table
and insert information within.)
Role
Level as defined in IS Course Module
Example of Possible Decision Supported by Hiring System
Example of Information the Hiring System Could Provide to
Support Your Example Decision
Senior/Executive Managers
(Decisions made by the CEO and the CFO at CIC supported by
the hiring system.)

Middle Managers
(Decisions made by the Director of HR and the Manager of
Recruiting supported by the hiring system.)
Operational Managers
(Decisions made by the line managers in the organization who
are hiring for their projects supported by the hiring system.)
Formatting Your Assignment
Consider your audience – you are writing in the role of a CIC
business analyst and your audience is CIC and your boss, the
CIO. Don’t discuss CIC as if the reader has no knowledge of
the organization. Use third person consistently throughout the
report. In third person, the writer avoids the pronouns I, we,
my, and ours. The third person is used to make the writing more
objective by taking the individual, the “self,” out of the writing.
This method is very helpful for effective business writing, a
form in which facts, not opinion, drive the tone of the text.
Writing in the third person allows the writer to come across as
unbiased and thus more informed.
· In Stage 1, you are preparing the first part of a 4-stage report.
Use the structure, headings, and outline format provided here
for your report.
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to
value quality over quantity. Assignment should not exceed 4

pages excluding title and reference pages.
· Content areas should be double spaced; table entries should be
single-spaced.
· To copy a table: Move your cursor to the table, then click on
the small box that appears at the upper left corner of the table to
highlight the table; right click and COPY the table; put the
cursor in your paper where you want the table and right click
and PASTE the table.
· Ensure that each of the tables is preceded by an introductory
sentence that explains what is contained in the table, so the
reader understands why the table has been included.
· Create a title page that includes: The company name, title of
report, your name, Course and Section number and date.
· Use at least two resources with APA formatted citation and
reference. Use at least one external reference and one from the
course content. Course content should be from the class reading
content, not the assignment instructions or case study itself.
· Begin a Reference Page for resources required for this
assignment. Additional research in next stages will be added to
this as you build the report. The final document should contain
all references from all stages appropriately formatted and
alphabetized.
· Running headers are not required for this report.
· Compare your work to the Grading Rubric below to be sure
you have met content and quality criteria.
· Submit your paper as a Word document, or a document that
can be read in Word. Keep tables in Word format – do not paste
in graphics.
· Your submission should include your last name first in the
filename: Lastname_firstname_Stage_1
Stage 3: Requirements

Before you begin work on this assignment, be sure you have
read the Case Study and reviewed the feedback received on your
Stage 2 assignment.
Overview
As the business analyst in the CIO's department of Chesapeake
IT Consulting (CIC), your next task in developing your
Business Analysis and System Recommendation (BA&SR)
Report is to develop a set of requirements for the hiring system.
Assignment – BA&SR Section III – Requirements
The first step is to incorporate the feedback you received on
your Stage 2 assignment, making any needed corrections or
adjustments. (If you have not incorporated the feedback from
your Stage 1 assignment, you should do so prior to submitting
Stage 3.) Part of the grading criteria for Stage 4 submission
includes addressing previous feedback to improve the final
report. For this assignment, you will add Section III of the
Business Analysis and System Recommendation (BA&SR)
Report by identifying requirements for the new hiring system.
This analysis leads into Section IV – System Recommendation
of the BA&SR (Stage 4 assignment) that will analyze a
proposed IT solution to ensure it meets CIC's organizational
strategy and fulfill its operational needs.
Using the case study, assignment instructions, Course Content
readings, and external resources, develop your Section III:
Requirements. The case study tells you that the executives and
employees at Chesapeake IT Consultants (CIC) have identified a
need for an effective and efficient hiring system. As you
review the case study, use the assignment instructions to take
notes to assist in your analysis. In particular, look for
information in the interviews to provide stakeholder interests
and needs.

Use the outline format, headings and tables provided and follow
all formatting instructions below.
III.Requirements
· Stakeholder Interests - Review the interest or objectives for
the new hiring system for each stakeholder listed below based
on his or her organizational role and case study information.
Consider how the technology will improve how his/her job is
done; that is, identify what each of the stakeholders needs the
system to do. Then to complete the table below, use information
from the stakeholder interviews and describe what the most
significant challenges or problems related to the hiring process
(not their future expectations). Then explain how a system
could address their problems. Do not define what that position
does in the organization. (Provide an introductory sentence for
this section, copy the table below and complete the two columns
with 1-2 complete sentences for each role in each column.)
Role
Specific problems related to the hiring process
How a technology solution to support the hiring process could
address the challenge
i.CEO
ii. CFO
iii. CIO
iv. Director of Human Resources
v. Manager of Recruiting

vi. Recruiters
vii. Administrative Assistant
viii. Hiring Manager (Functional supervisor the new employee
would be working for.)
B. Defining Requirements - The next step is to identify the
essential requirements for the information system. In addition to
the stakeholder interests identified above, review the Case
Study, especially the interviews, highlighting any statements
that tell what the person expects the system to do. Functional
requirements express specifically what the user needs the
system to do. This can be in terms of tasks the users need to
perform, data they need to input, what the system might do with
that data input, and output required. Non-Functional
requirements express how the system will perform in several
performance areas and security. As a member of the CIO's
organization, you will use your professional knowledge to
Identify 5 Functional Requirements (including one specifically
related to reporting) and 5 Non-Functional Requirements
(including 2 security-related requirements). Refer to Week 6
content on requirements;security requirements are covered in
Chapter 6 of the textbook. Additional research can expand your
knowledge of these areas.
Once you have identified the 10 requirements, evaluate each one
using the criteria below and create 10 well-written requirements
for the new hiring system.
The requirement statement:
· Is a complete sentence, with a subject (system) and predicate

(intended result, action or condition).
· Identifies only one requirement; does not include the words
"and," "also," "with," and "or."
· For Functional Requirements, states what tasks the system will
support or perform
· For Non-Functional Requirements, states how the system will
perform.
· Includes a measure or metric that can be used to determine
whether the requirement is met (time or quantity), where
appropriate
· Is stated in positive terms and uses "shall" (not "may" or
"should"); "the system shall xxxx" not "the system shall not
xxx".
· Avoids the use of terms that cannot be defined and measured,
such as "approximately," "robust," "user friendly," etc.
· Is achievable; avoids terms such as "100% uptime," or "no
failures".
For a full requirement specification, there will be many
requirements statements; you only need to provide the number
of requirements identified for each category. Do not provide
generic statements but relate to the needs of CIC to improve its
hiring process.
(Provide an introductory sentence, copy the table, and complete
the Requirements Statement and Stakeholder columns. No
additional information should be entered into the first column,
Requirement ID.)
Requirement ID
Requirement Statement
Stakeholder

(Position and Name from Case Study that identified this
requirement)
Functional Requirements
Example
The system shall store all information from the candidate’s
application/resume in a central applicant database.
Recruiter - Paul O’Brien
1.
2.
3.
4.
5. (Reporting)
Non-Functional Requirements
Example
The system shall be implemented as a Software as a Service
solution.
CIO – Fadil Abadi
1.
2.

3.
4. (Security)
5. (Security)
Formatting Your Assignment
Consider your audience – you are writing in the role of a CIC
business analyst and your audience is CIC and your boss, the
CIO. Don’t discuss CIC as if the reader has no knowledge of
the organization. Use third person consistently throughout the
report. In third person, the writer avoids the pronouns I, we,
my, and ours. The third person is used to make the writing more
objective by taking the individual, the “self,” out of the writing.
This method is very helpful for effective business writing, a
form in which facts, not opinion, drive the tone of the text.
Writing in the third person allows the writer to come across as
unbiased and thus more informed.
· In Stage 3, you are preparing the third part of a 4-stage report.
Use the structure, headings, andoutline format provided here for
your report.
· Begin with Sections I and II, revised according to any
feedback received, and add to it Section III.
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to
value quality over quantity. Section III should not exceed 4
pages.
· Content areas should be double spaced; table entries should be
single-spaced.
· To copy a table: Move your cursor to the table, then click on

the small box that appears at the upper left corner of the table to
highlight the table; right click and COPY the table; put the
cursor in your paper where you want the table and right click
and PASTE the table.
· Ensure that each of the tables is preceded by an introductory
sentence that explains what is contained in the table, so the
reader understands why the table has been included.
· Continue to use the title page created in Stage 1 that includes:
The company name, title of report, your name, Course and
Section Number, and date of this submission.
· Use at least two resources with APA formatted citation and
reference for this Stage 3 assignment. Use at least one external
reference and one from the course content. Course content
should be from the class reading content, not the assignment
instructions or case study itself.
· Add the references required for this assignment to the
Reference Page. Additional research in the next stage will be
added to this as you build the report. The final document
should contain all references from all stages appropriately
formatted and alphabetized.
· Running headers are not required for this report.
· Compare your work to the Grading Rubric below to be sure
you have met content and quality criteria.
· Submit your paper as a Word document, or a document that
can be read in Word. Keep tables in Word format – do not paste
in graphics.
· Your submission should include your last name first in the
filename:Lastname_firstname_Stage_3
Running Header: Business Analysis and System
Recommendation Report1
Business Analysis and System Recommendation Report14

Chesapeake IT Consultants
Business Analysis and System Recommenda tion Report
A. Student
Information Systems in Organizations
IFSM 300
29 August 2017
Table of Contents
Background and Organizational Analysis4
Introduction4
Organizational Strategy4
Components of an Information System4
People and Technology.4
Processes.4
Data.5
Strategic Use of Technology6
Decision-Making6
Communication6
Collaboration6
Relationships7
Structure7
Competitive Advantage.7
Strategic and Operational Outcomes8
Strategic Outcomes8
Process Analysis.8
Requirements9
System Recommendation11
Benefits of an Enterprise
Solution

11
Proposed IT solution11
How the Proposed IT

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