Maryland Technology Consultants is a fictitious company create.docx

Maryland Technology Consultants is a fictitious company
created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 1
Maryland Technology Consultants, Inc.
Maryland Technology Consultants (MTC) is a successful
Information Technology consulting 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.
MTC feels strongly that its
success is dependent on the combination of the talent of its IT
consultants in the areas of,
Business Process Consulting, IT Consulting and IT Outsourcing
Consulting and their ability to
deliver truly extraordinary results to their clients.
Corporate Profile
Corporate Name: Maryland Technology Consultants, Inc.
Founded: May 2008

Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 450
Total Annual Gross Revenue: $95,000,000
President and
Chief Executive Officer (CEO): Samuel Johnson
Business Areas
MTC provides consulting services in the following areas:
• Business Process Consulting - Business process redesign,
process improvement, and best
practices
• 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
MTC'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 MTC Strategic Business Plan
While the complete strategic plan touches on many areas, below
is an excerpt from MTC’s
latest Strategic Business Plan that identifies a few of MTC's
Goals.
Goal 1: Increase MTC 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 MTC’s onsite teams in the U. S.
Goal 3: Continue to increase MTC’s ability to quickly provide
high quality consultants to
awarded contracts to best serve the clients’ needs.

Goal 4: Increase MTC’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
MTC provides consultants on-site to work with its clients,
delivering a wide variety of IT-related
services. MTC 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. MTC
anticipates it will win two large contracts in the near future and
is preparing proposals for
several other large projects.
MTC, 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 MTC
to quickly provide the consultants and begin work on the
project. MTC, like other consulting

companies, cannot afford to carry a significant e 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 within 60 days of signing
the contract. MTC relies on its Human Resources (HR)
Department to find, research, and assess
applicants so that line managers can review and select their top
candidates and hire
appropriate consultants to meet their needs for current new
contracts. It is very much a "just
in time" hiring situation.
The Headquarters in Baltimore, Maryland, houses
approximately 350 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 clients’ locations.

Strategic Direction
As a small to mid-size business (SMB), MTC 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, MTC 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. MTC’s plan for growth includes growing by
7% per year over the next five
years. This would require an increase in consulting contract
overall volume and an expanded

workforce. 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, MTC 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 MTC has no experience in the global
marketplace, the Director of HR has begun
examining international labor laws to determine where MTC
should recruit and hire employees.
Challenges
Increased business creates a need to hire IT consultants more
quickly. Overall, the Director of
HR is concerned that the current manual process of recruiting
and hiring employees will not
allow his department to be responsive to the demands of future
growth and increased hiring
requirements. There are currently two contracts that MTC
expects to win very soon will require
the hiring of an additional 75 consultants very quickly. 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 MTC
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 handle the expanded
hiring projections as well as
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 HR to work with the CIO
to recommend a solution.
Your Task
As a business analyst assigned to HR, you have been assigned to
conduct an analysis, develop a
set of system requirements, evaluate a proposed solution, and
develop an implementation plan
for an IT solution (applicant tracking system hiring system) to
improve the hiring process. You
have begun your analysis by conducting a series of interviews
with key stakeholders to collect

information about the current hiring process and the
requirements for a technology solution to
improve the hiring process. Based on your analysis and in
coordination with key users you will
produce a Business Analysis and System Recommendation
Report (BA&SR) as your final
deliverable.
Interviews
In the interviews you conducted with the organizational leaders,
you hear the comments
recorded below.
CEO: Samuel Johnson
“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 that 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

MTC.”
CFO: Evelyn Liu
“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. I
recognize that the current manual hiring process is inefficient
and not cost-effective. Having
technology solutions that improve current process and enable
future functionality is very
important to MTC’s success. We must consider the total cost of
ownership of any technology
we adopt. MTC 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 and
our strategic goals 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 that requires input from the
hiring process to be entered to
establish new employees; and to help support our bottom line
financially, any new solution
should effectively integrate with, but not replace, those
systems.

CIO: Raj Patel
“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 at a low total cost. 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, MTC’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 applicants’
data could have a devastating
effect to our ability to compete for new business as well as
maintain current clients. Any
technology solution adopted by MTC must contain clear
security measures to control access and
protect data and allow us to use our current security for mobile
links. I recognize that MTC can
no longer rely on a manual hiring process to meet these needs.”
Director of HR: Joseph Cummings
“Thanks for talking with me today. I see this effort as very
important to the success of
MTC. While the recruiting staff has done an excellent job of
hiring top IT consultants, 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 MTC grows and
provide more capabilities in the future. I’m sure Sofia, our
Manager of Recruiting, can provide
more specifics.”
Manager of Recruiting: Sofia Perez
“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 MTC; and there are
no plans to increase the recruiting staff. 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 applicant
tracking systems 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 2-
month period. I do not think my
team can handle such an increase in an efficient and effective
manner. On-going growth at
MTC will continue to increase the demands to hire more
consultants quickly. It really seems like
there would be a rapid return on investment in a technology
solution to support and improve
the hiring process.”
Recruiters: Peter O’Neil (along with Mike Thomas and Jennifer
Blackwell)
“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 MTC 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
provide us with job descriptions to meet the needs of clients and
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 Tom, 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 MTC in the recruiting
and hiring areas to meet the business goals.”
Administrative Assistant: Tom Arbuckle
“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 his or her feedback on who
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. In addition to preparing the job offer letter based
on the recruiter’s direction, after
a job offer has been made and accepted, 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. I love my job, but want to ensure I can continue to
keep on top of the increased
hiring demands and support the recruiting team effectively. 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
although hiring new consultants for
the contracts I manage is important to successfully meet the
clients’ needs, this is only one of
several areas for which I’m responsible. 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 of interviews on my
calendar 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 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 1 and 2 assignments.
Overview
As the business analyst in the CIO's department of Maryland
Technology Consulting (MTC), 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 review any feedback from previous stages to
help improve the effectiveness of your overall report and then
add the new section to your report. Only content for Stage 3
will be graded for this submission. Part of the grading criteria
for Stage 4 includes evaluating if the document is a very
effective and cohesive assemblage of the four sections, is well
formatted and flows smoothly from one section to the next.
For this assignment, you will add Section III of the Business
Analysis and System Recommendation (BA&SR) Report to your
Sections I and II. In this section you will identify 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
MTC's organizational strategy and fulfills its operational needs.
Using the case study, assignment instructions, Content readings,
and external research, develop your Section III. Requirements.
The case study tells you that the executives and employees at
Maryland Technology Consultants (MTC) have identified a need
for an effective and efficient applicant tracking or 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
A. 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
hiring system to do. Then to complete the table below, use
information from the stakeholder interviews and identify one
significant challenge or problem for each stakeholder related to

the current 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 problem related to the current hiring process
How a technology solution to support the hiring process could
address the problem
1. CEO
2. CFO
3. CIO
4. Director of Human Resources
5. Manager of Recruiting
6. Recruiters
7. Administrative Assistant
8. 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 or needs the system to do.
User 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. System performance
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 User Requirements (including one specifically related
to reporting) and 5 System Performance Requirements
(including 2 security-related requirements). Refer to Week 5
content on requirements;security requirements are covered in
Week 6. 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
statements 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 User Requirements, states what tasks the system will
support or perform.
· For System Performance 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 "must" (not "shall," "may"
or "should"); "the system must xxxx" not "the system must not
xxx".
· Avoids the use of terms that cannot be defined and measured,
such as "approximately," "robust," "user friendly," etc.
· Is achievable and realistic; avoids terms such as "100%
uptime," or "no failures".
For a full requirements document, there will be many
requirement 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 MTC 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# only
Requirement Statement
Stakeholder
(Position and Name from Case Study that identified this
requirement)
User Requirements – (What the user needs the system to do)
EXAMPLE
The system must store all information from the candidate’s
application/resume in a central applicant database. EXAMPLE
PROVIDED – (Retain text but remove this label and gray
shading in your report)

Recruiter – Peter O’Neil
1.
2.
3.
4.
5.
(Reporting-Output of organized information retrieved from the
system—replace this statement with a specific reporting
requirement)
System Performance Requirements – (How the system will
perform)
EXAMPLE
The system must be implemented as a Software as a Service
solution. EXAMPLE PROVIDED – (Retain text but remove this
label and gray shading in your report)
CIO – Raj Patel
6.
7.
8.

9.
(Security-replace this with a specific security requirement)
10.
(Security-replace this with a specific security requirement)
Formatting Your Assignment
Consider your audience – you are writing in the role of an MTC
business analyst and your audience is MTC and your boss, the
CIO. Don’t discuss MTC 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, and outline format provided here
for your report. Use the numbering/lettering in the assignment
instructions as shown below.
III. Requirements
A. Stakeholder Interests
B. Defining Requirements
· Begin with Sections I and II, considering 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 3
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. For information on APA
format, refer to Content>Course Resources>Writing Resources.
· 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
GRADING RUBRIC:
Criteria
90-100%

Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%
Well Below Standards
Possible Points
Stakeholder Interests
Identification of specific stakeholder problems (interests and
objectives for improving the hiring process) and how a
technology system could address.
Generally, 0-3 points per role. Both quantity and quality
evaluated.
22-24 Points
Problems and how a technology solution will address are
correctly and clearly described and fully explained using a
sophisticated level of writing.
20-21 Points
Problems and how a technology solution will address are clearly
described and explained using an effective level of writing.
17-19 Points
Problems and how a technology solution will address are
described and explained.

15-16 Points
Problems and how a technology solution will address are not
clearly described and explained; and/or lacks effective
presentation of information
0-14 Points
Content missing or extremely incomplete, did not reflect the
assignment instructions, showed little or no originality,
demonstrated little effort, is not supported with information
from the Case Study; and/or is not original work for this class
section.
24
User
Requirements
5 user requirements (1 addresses reporting)
Generally, 0-5 points each. Both quantity and quality evaluated.
23-25 Points
Correctly identified, written and sourced; clearly derived from
the Case Study; demonstrates sophisticated analysis.
20-22 Points
Identified, written and sourced correctly; requirements are
derived from the Case Study; demonstrates effective analysis.
17-19 Points
Identified and sourced; requirements are related to the Case
Study.
15-16 Points
Fewer than 5 requirements are identified and sourced; and/or
information provided is not correct; and/or requirements are not
all related to the Case Study.
0-14 Points

section.
25
Performance Requirements
3 performance requirements and 2 system security requirements
Generally, 0-5 points each. Both quantity and quality evaluated.
23-25 Points
Correctly identified, written and sourced; clearly derived from
the Case Study; demonstrates sophisticated analysis.
20-22 Points
Identified, written and sourced correctly; requirements are
derived from the Case Study; demonstrates effective analysis.
17-19 Points
Identified and sourced; requirements are related to the Case
Study.
15-16 Points
Fewer than 5 requirements are identified and sourced; and/or
information provided is not correct; and/or requirements are not
all related to the Case Study.
0-14 Points
section.
25
Research
Two or more sources--one source from within the IFSM 300
course content and one external (other than the course
materials)
9-10 Points
Required resources are incorporated and used effectively.
Sources used are relevant and timely and contribute strongly to
the analysis. References are appropriately incorporated and

cited using APA style.
8.5 Points
At least two sources are incorporated and are relevant and
somewhat support the analysis. References are appropriately
incorporated and cited using APA style.
7.5 Points
Only one resource is used and properly incorporated and/or
reference(s) lack correct APA style.
6.5 Points
A source may be used, but is not properly incorporated or used,
and/or is not effective or appropriate; and/or does not follow
APA style for references and citations.
0-5 Points
No course content or external research incorporated; or
reference listed is not cited within the text.
10
Format
Uses outline format provided; includes Title Page and Reference
Page
14-16 Points
Very well organized and easy to read. Very few or no errors in
sentence structure, grammar, and spelling; double-spaced,
written in third person and presented in a professional format.
12-13 Points
Effective organization; has few errors in sentence structure,
grammar, and spelling; double-spaced, written in third person
and presented in a professional format.
11 Points
Some organization; may have some errors in sentence structure,
grammar and spelling. Report is double spaced and written in
third person.
10 Points
Not well organized, and/or contains several grammar and/or
spelling errors; and/or is not double-spaced and written in third

person.
0-9 Points
Extremely poorly written, has many grammar and/or spelling
errors, or does not convey the information.
16
TOTAL Points Possible
100
Stage 3: Requirements 11/6/2019 ver. 1 6

Maryland Technology Consultants is a fictitious company create.docx

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