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KY Logistics & Distribution Company (KYLOD)
IT Strategic Plan for KY Logistics and Distribution Company
Nambo Francis
IFSM 301

ITSP: KY Logistics &Distribution Company
May 31, 2019
May 31.20196
IT strategic plan for KY Logistics and Distribution Company
1. Business Statement - KY Logistics and Distribution Company
(KYLOD) is a zonal company which has been offering
transportation and services for the past four decades. The
company provides its services to major cities in the Midwest
region of the United States. Their headquarters is located in
Chicago, Illinois. They have a total staff of 700 employees,
including all the truck drivers. They have several distribution
terminals which are located in Chicago, Milwaukee, Green Bay,
Fort Wayne Indianapolis, and Grand Rapids, which help to fuse
shipping, they also have vehicles including 40 tractors, 80 box
trucks, and 80-panel vans. The company’s line of business is
highly competitive, and they have shown slow growth due to a
sluggish economy. Kevin, the company president, aspires, to see
an increase in the rate of 6% per year. They work 24/7, with
their salespersons visiting everywhere to market the company
and make quotations. A dispatcher at terminal makes a list of
freight pickups and drives and follows the routes making the
drops at the respective stoppages. The company is reliable and
competent in all their transport and distributive endeavors.
2. Business Strategic Objectives - KYLDO has three particular
objectives which it intends to pursue and realize success in the
next business year strategically and to give better services to
their customers (firstgroupplc.com, 2014). They objectives are
discussed below.
Business Strategic Objective 1: Focused and Disciplined
Bidding
· The company is willing to be diligent and straightforward in
their bargaining for freight transportation prices whenever they

have to compete with another company over a customer
(firstgroupplc.com, 2014). They are willing to give it the utmost
attention and discipline it requires to have more customers.
Business Strategic Objective 2: Bringing through attractive
financial propositions
· The company is willing to improve its freight services by
facilitating better delivery services in Green Bay and
Indianapolis to promote the expected 10% growth.
Business Strategic Objective 3: Prudential investment in the key
assets
· Drivers, helpdesk personnel, and accountants, and all the
company employees are going to be taken care of in the best
way possible (firstgroupplc.com, 2014). Their salaries and work
environment are going to be paid keen attention to because the
fate of the company lies with them.
Business Strategic Objective 4: Modernize the company IT
system to make sure is compliance with the state and federal
regulations. Every vehicle is check every 100,000 miles and
also make sure the drivers get allocation of hours.
3. IT Vision and IT Mission Statement-
· IT Mission Statement– The mission of KYLOD is to save time,
reliable transporters, delivering the best quality of freight in the
region with the use of the best technology.
· IT Vision Statement – The Vision is meet both cost, growth,
and mission goals as well one time delivery service. Using
technology to transport the future best qualities (SHRM, 2018).
4. Governance- The company management consists of the
President, Vice President in charge of Operations, Chief
Financial Officer (CFO) Chief Information Officer (CIO) Sales
Manager and a Fleet Manager who is in charge of maintaining
safety. The senior officers of the company meet every single
week to discuss important company matters and look for
amicable solutions. The company IT department is now going to
be headed by Jenny, who is the CIO. It is made up of seven

programmers who develop and integrates all the company
systems, six helpdesk personnel who oversee the six terminals
(Stank, Daugherty & Gustin, 1994). The team also includes two
network engineers and a financial systems specialist who
ensures accurate financial reporting. IT staff support multiple
locations. There are 15 servers in the Chicago headquarters
which contain all software and data, and a backup unit for all
the company information.
Under the able leadership of Jenny as the CIO, the company’s
IT department is going milestones. Though they are still
awaiting the updating of the older technology that they are
currently using, they have been able accurately to make the
financial reports without any hiccups whatsoever (Daugherty,
Chen & Ferrin, 2011). They have been able to track the freight
by locating the first and last destinations. However, they are
willing to have something more current, which will enable them
to see all freights during all the hours of transportation. They
are also doing prodigious fleet management with the current
technology that they have. The only challenge that they are
having is to maintain the freight scheduling to be reliable to all
their customers, which hopefully they will manage if they get a
current and UpToDate technology. The company is going to
prioritize considering customer satisfaction and safety of the
Current SystemSpring 2019
Function/
Description
Strategic Goal aligned to
Business Unit/
Department
Business Benefits
IT
spring ‘19 Resources

(people, equipment)
30 PCs
Accounting
Accounting, administration
And management
IT block and administration block and all terminal stations
Successful management, accounting and coordination
30 people
15 servers
Networking and storage and backup
Keeping the company data and information
Chicago headquarters
Kept the company safe for the past four decades
7 Engineers
Marketing App
Uses for overall marketing purposes
To increase sales of the transportation services
It keeps all the fleet information of the customers.
5. Inventory of Current IT Systems
ITSP: KY Logistics &Distribution Company
References
Daugherty, P., Chen, H., & Ferrin, B. (2011). Organizational
structure and logistics service innovation. The International
Journal of Logistics Management, 22(1), 26-51.
firstgroupplc.com. (2014). Strategic objectives. (n.d.).
Retrieved from
https://www.firstgroupplc.com/investors/strategy/strategic-
priorities.aspx
SHRM. (2018). Mission & Vision Statements: What is the
difference between mission, vision and values statements.

(n.d.). Retrieved from
https://www.shrm.org/Pages/Custom404.aspx?requestUrl=https:
//www.shrm.org/resourcesandtools
Stank, T., Daugherty, P., & Gustin, C. (1994). Organizational
Structure: Influence on Logistics Integration, Costs, and
Information System Performance. The International Journal Of
Logistics Management, 5(2), 41-52.
KYLOD Case Study (31 May, 2019). IFSM 301, foundations of
information systems
Management. Retrieved from
https://learn.umuc.edu/d2l/le/content/325948/Home
5/9/2019 1
Case Study: KY LOGISTICS & DISTRIBUTION COMPANY
(KYLOD)
Overview
KYLOD is a regional transportation and distribution company in
operation for over 40 years. The
company serves major cities in the US’s Midwest region. They
are headquartered in Chicago, Illinois and
have a staff of 700 employees including truck drivers. There are
six distribution terminals (Chicago IL,
Milwaukee WI, Green Bay Wi, Fort Wayne IN, Indianapolis IN
and Grand Rapids MI) for consolidating

freight, and 200 delivery vehicles including 40 tractor/semi-
trailer units, 80 box trucks and 80 panel
vans.
The company operates in a highly competitive business
environment. Growth has been stagnant
because of a slow economy. Kevin, the president of the
company, would like to see growth at 6% per
year. He would also like to see expenses cut by 6% to help fund
new initiatives. Current revenue is about
$42 million a year with profit running at 5%.
To familiarize yourself with commonly-used shipping terms in
the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipt
erms.html
Current Business Operations
KYLOD operates 24 hours a day, 7 days a week. Sales
personnel (10 people, two per terminal) visit
prospective customers to outline company capability, services
provided and costs. When a customer
decides to use KYLOD they call the dispatch office with
shipment information. Usually they FAX a copy of
the bill(s) of lading to a terminal with information such as

origin, destination, product description,
weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and
sends a truck to get the freight. To do this
they use the routing system to determine the sequence of
pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since
there may be several in a zip code area.
They have a performance goal of 98% of freight picked up
within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the
drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and
either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it
is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the
routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from
one terminal to another while others
make local deliveries. About half of a terminal’s space is used
on any given night. Dispatchers have a

goal to turn freight around in the terminal overnight for next
day delivery.
When freight is sent out for delivery, the driver follows the
delivery ticket order. Often, they are held up
at a delivery destination by traffic or by lack of available
unloading space. This can cause the driver to be
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipt
erms.html
5/9/2019 2
late trying to make the day’s deliveries. Sometimes they get to a
destination and the facility is closed
and they bring the freight back to the terminal for delivery the
next day. It is unloaded and re-sorted by
destination. The dispatchers then add it to the next day’s
delivery tickets.
The major freight volumes are between Chicago, Milwaukee and
Indianapolis (about 70% of total
volume). Trucks run at about 70% of capacity between terminals
overall. Local delivery volume is
heaviest in Chicago, followed by Indianapolis and then
Milwaukee. Local delivery trucks operate at
about 80% full while pickups fill about half of the vehicles
space. Some customers pick up and/or drop

freight at a terminal with their own equipment.
Truck drivers communicate with the dispatchers using two-way
commercial radios. Some also carry
personal cell phones and use them if the radio is out of range. A
few drivers also carry GPS devices to
help locate addresses. In general, the drivers are content with
the company. Pay and benefits are good
and they get overtime pay when deliveries run late. Complaints
are few and mostly center around either
the sequence of pickup and delivery of shipments or vehicle
maintenance.
The fleet is maintained at the main Chicago maintenance shop
and at a smaller shop in Naperville.
Either one can handle minor maintenance and preventative
work. Only Chicago can perform major
engine and transmission work. Overall the fleet is in good
operating condition. All vehicles are on a
preventative maintenance schedule which places them out of
service two days a month, usually on
weekends. Maintenance scheduling is a challenge because it can
interfere with the steady flow of
shipments both between terminals and for local delivery. There
are no “extra” vehicles in the fleet.

Administration
The company management team consists of the President, Vice
President of Operations, Chief Financial
Officer (CFO), Chief Information Officer (CIO), Sales Manager,
and a Fleet Manager who oversees
maintenance and safety. They meet weekly to discuss
opportunities and issues and to plan for the
future. Except for the CIO, the management team has been in
place for many years
The president of the company just hired its first Chief
Information Officer (CIO), Jenny, after the previous
IT Director retired. She comes from a nearby manufacturer who
is also a major customer. At that
company she was Deputy CIO and primarily responsible for
network operations and security.
At a recent meeting the management team decided to change the
strategic plan for the business to
meet growth and cost goals. They highlighted three new
strategies they want to employ to increase
profitability and grow the business. First, they desire to provide
warehousing services for customers who
want to reduce delivery time to their customers by having
product available locally. Second, they want
to improve the percent of loaded miles in their fleet to reduce

costs by coordinating the pickup and
delivery of freight at the same time in the same geographic area.
Third, they want to track the
whereabouts of freight both in the terminals and on the trucks to
provide customers with accurate
delivery dates and times.
5/9/2019 3
In addition, the management team wants to ensure that the
company remains in compliance with all
applicable federal and state regulations. The ones they are most
concerned about are: (1) the Sarbanes
Oxley financial audit and reporting requirements; (2) a new
federal requirement to conduct a vehicle
safety check every 10,000 miles; and (3) a Federal Motor
Carrier Safety Administration (FMCSA)
reporting requirement on the number hours per day for each
driver (or max per week, etc.). The CFO
has been charged with the overall project. He has asked Jenny
to help with this effort by modernizing
information systems to support the new strategies. She has
decided her first step is to update the IT

strategic plan to link to the new strategies in the corporate plan.
Second, she wants to engage her
customers in a proactive way to first, identify and prioritize IT
projects that will help meet the new goals,
and then develop a set of requirements for each project. Third,
she wants to decide on the best
approach to modernize the information systems that will meet
requirements at a reasonable cost, and
for this she will need to make some changes to the IT
organization.
Technology
KYLOD is using a mix of older technology products for finance
and accounting, route optimization,
freight tracking and fleet maintenance. There are several
projects already in the IT portfolio competing
for resources. The CIO sees a major challenge in balancing
available funding, IT staff workload and
project prioritization. The project nearest completion is the
adoption of the Accurate Financial Reporting
System to replace the aging finance and accounting system. It
will be completed in six months. There are
two other projects under way, one for management reporting
and one for a mobile application that
sales staff can use to show potential customers information on

the fleet, distribution services available
and freight rates, including a comparison to the competition.
The route optimization and freight tracking system is very
important to the operations manager and
dispatchers. The current system allows the input of freight
origin and destination information. This is
taken from a bill of lading which contains a plethora of specific
information. When the dispatchers enter
the origins and destinations into the system they are grouped by
zip code. The dispatchers then decide
which zip codes will be loaded in a truck and in what sequence
for delivery. This takes several hours at
night to accomplish and must be done as quickly as possible so
trucks can be loaded and sent out in the
morning for delivery. Arranging shipment sequence within a zip
code is done by locating each address
on a map and entering it into the system in the best order.
Pickups are handled in a similar manner.
The fleet maintenance system contains information on each
vehicle in the fleet. It includes all vehicle
specifications, a summary of all repairs, a preventive
maintenance schedule and an inventory of parts on
hand. This information is entered by accounting clerks,
mechanics, purchasing clerks and anyone else

who has time to do data entry. It is not as time consuming as the
routing system but it contains
information critical to fleet reliability. The greatest challenge is
scheduling preventative maintenance
since it requires vehicles to be down for two days. The
dispatchers do not want the equipment taken out
of service because it causes planning headaches. The
relationship between dispatchers and
maintenance personnel is strained.
5/9/2019 4
IT Organization
When Jenny was hired as CIO last month she took a close look
at the current staffing. The IT staff
consists of 22 people, seven of whom are programmers. The
programmers are charged with all systems
development and integration work for the company. They have
three projects in their current portfolio.
Their skill sets include SQL, .Net and C+ programming, and
Web design.

There are six helpdesk personnel who support the six
distribution terminals (one at each terminal). The
remaining staff includes two network engineers, a financial
systems specialist (an expert in Accurate
Financial Reporting), a computer security expert, two shift
supervisors (who supervise the programmers,
network engineers, financial systems specialist and computer
security expert) and the CIO and her two
personal assistants.
The IT staff supports multiple locations. At the Chicago
headquarters/terminal there are 15 servers
(they contain all software and data; one stores a backup copy of
the data) and 30 PCs for accounting,
marketing, IT, administration and management. The terminal
operations office has five PCs for
dispatchers, one for the maintenance office, one for parts and
one for drivers in the driver lounge. The
other four terminals have 10 PCs each and connect to
headquarters by a virtual private network (VPN).
IT Portfolio
Accurate Financial Reporting System- This new system will
replace the current finance and accounting
system. It is an off-the-shelf product that requires the owner to

make modifications to interface with
other systems they may own. Two programmers are working on
the project. One is setting up the
database and loading the software on servers. The other is
learning about the system to write an
interface with the routing system. A representative of Accurate
will train the accounting staff in its use.
This will take about two weeks.
Management Reporting System- Senior management wanted to
know financial information daily. Two
programmers have been working on a system to compile the
data in a format they can use. They plan to
extract information from Accurate Financials when it is ready
but for now have focused on the current
system. They will be done in two months.
Mobile Marketing App- The marketing manager asked for an
app that sales staff could use to show
potential customers information. This would include things like
fleet photos and specifications; pictures
of the six terminals and information about the distribution
services KYLOD can provide; and a
comparison of their costs using sample shipments with rates
from competitors compared to KYLOD

costs. A programmer and the web designer are working on the
project. It will take two more months to
complete.
The current design and development process is best described
by the way it worked in the selection and
integration of Accurate Financials. The CFO asked the (former)
CIO to develop a new finance and
accounting system. The CIO interviewed large, respected
companies and, after comparing their
5/9/2019 5
capability to the current system, chose Accurate Financial
Reporting. Two programmers were assigned
and an Accurate Financial Reporting specialist was hired to
work between IT and the finance office. The
CIO receives progress reports every two weeks.
Situation
When Jenny was hired, she toured each terminal to see the IT
setup and understand local business
operations. It was important to her to know just how each
person used the systems. She spent time with
bookkeepers and accountants, dispatchers, drivers and terminal

management. Since she came from one
of KYLOD’s customers she knew that customers could offer
insight into business improvements that
would be good for both companies. She visited one large
customer in each of the terminal’s area of
service to get feedback on how operations between them and
KYLOD could be improved. Her goal was
to see how she could translate what she learned into systems
improvements.
Interestingly the most complaints came from bookkeepers and
accountants. They said the system was
slow and data entry was tedious because accuracy was very
important. If they entered wrong
information, it could cause incorrect billing (rates are based on
weight and size), improper loading (the
wrong zip code could mean sending freight in the wrong
direction unless a dispatcher caught the error),
and more. They estimated current accuracy at about 95% but
they had no way of knowing for sure.
Further, they complained about financial reporting and their
ability to meet compliance requirements.
Reporting was mostly a manual process and data they needed
from the system was not easily accessed.
Most of them had resorted to keeping small ledgers at their desk

to track information they knew they
would need for reporting.
The dispatchers explained that routing wasn’t all that hard, just
time consuming. The routing system
grouped all the shipments by zip code. They would take all the
shipments in a zip code and look at the
weight and size (how much cubic space each one needed in a
truck), plot them on a map and then put
them in delivery sequence. They thought most trucks left the
loading dock full and that that the drivers
made adjustments in delivery sequence when needed. Pickups
were a bit more challenging. Sometimes
they sent a truck out just to pick up freight and bring it back to
the terminal. Other times they contacted
a driver to ask them to stop at a customer to pick up a shipment
while they were making deliveries.
Since they didn’t know exactly how much space was available
on the truck this was a hit or miss
situation. Drivers were left to decide if they could make it work.
Drivers were the most outspoken, probably because no one ever
asked for their opinion. They were also
the happiest of employees (this might explain why they were
non-union). They liked being able to make

decisions on the go and they knew the customers very well. In
fact, they could call some of them if they
were running late and the customer would stay open so they
could deliver or pick up a shipment. They
seemed to have favorite customers and often spent extra time
with them talking about common
interests. Generally, they were good ambassadors for the
company.
Terminal managers were under constant pressure. Their main
goal was to get shipments into and out of
the terminal as quickly as possible. Delivery times were
measured and part of their performance plan.
They knew the company had established three new strategies
because they were explained in an email
5/9/2019 6
they just got. Jenny asked how they might provide warehousing
services. Most felt they had extra space
and could take on some storage but keeping track of the
shipments might be a problem. They had to do
this manually and the bookkeepers were the ones to keep the
records. They felt more bookkeepers
would be needed but they didn’t know how many.

Jenny also met with the maintenance and safety staff at the
Naperville terminal. The maintenance folks
had a large workload and complained that they had a hard time
getting equipment in the shop for
preventative work. They did not know when equipment would
be available until the last minute so
scheduling was always a scramble because they needed to make
sure mechanics were available to do
the work. They had a lot of complaints about shifting work
hours and the effect it had on their personal
lives.
The safety manager expressed concerns over driver hours of
service. There are federal regulations that
limit drivers to 10 hours of driving at a time. Then they need to
take an eight-hour break. The problem
was tracking the driver’s hours to make sure they stayed within
the law. Dispatchers tried to help with
this when they scheduled pickups and deliveries but there was
no easy way to do it and the results were
often based on best guess. The safety manager who was
ultimately responsible for compliance had
drivers turn in their hours each day but this was always after the
fact.

Jenny’s customer visits were eye-opening. Most of the
customers had automated inventory systems and
could easily track products from raw material to finished goods.
They knew exactly what they would ship
and when, usually several days ahead of time. Some customers
however needed near instantaneous
shipping. They wanted same-day pickup in a lot of cases and
fast delivery. In most cases, they were all
able to produce electronic documents such as the bill of lading
and email or FAX it to KYLOD.
During her interview for the CIO position, Jenny was told that
the previous IT Director had left a good
foundation and that the staff seemed sufficient in number and
appeared to be very capable. However,
since KYLOD is developing its strategies for the future, the
staff must be able to support the business
strategies as well as the IT strategies that Jenny would develop.
One of the first things Jenny did was to
interview each member of her staff. She discovered that the
roles and responsibilities tended to overlap
and that morale among her staff was very low. Jenny also
interviewed the senior leadership of KYLOD
and learned that her staff was not meeting their expectations for
service. The help desk was perceived

as being only somewhat competent and took much too long to
respond to problems. Application
developers were very slow in delivering systems, and when the
systems were finally delivered, they did
not reflect what the customers needed or wanted. Network
outages occurred too often from the users’
perspective. Finally, the Chief Financial Officer told Jenny that
the IT costs need to be reduced.
Jenny knew she had many challenges. She was determined to
identify essential projects and then
prioritize them for management review. The outcomes would
affect almost every aspect of the
business. Her IT portfolio was about to grow and her
organization will need to change to meet the
challenges.
KY Logistics & Distribution Company (KYLOD) IT Strategic
Plan, Part 2
Before you begin this assignment, be sure you have read the
“KY Logistics & Distribution Company Case Study” and the
feedback you received on your IT Strategic Plan Part 1
assignment. Also, be sure you have read the course content
materials that have been assigned to this point.
Purpose of this Assignment
This assignment gives you the opportunity to apply the course
concepts to complete the development of an Information

Technology Strategic Plan (ITSP) to support the strategic
direction of KY Logistics & Distribution Company (KYLOD).
This assignment specifically addresses the following course
outcomes to enable you to:
· identify, define, and explain the concepts of information
technology governance and management
· apply best practices in information technology management
and governance to make, defend, and justify an IT decision
IT Strategic Plan for KY Logistics & Distribution Company
For the previous assignment, you developed Part 1 of an IT
Strategic Plan for KYLOD. For this assignment, you will
incorporate any needed changes resulting from the feedback you
received on your Part 1 assignment and you will add Part 2.
Part 2 will include an IT project that you are proposing that
KYLOD undertakes. This new project will be included in the IT
Portfolio section of Part 2, and will be further described in a
future assignment, the “IT Decision Paper.” The entire ITSP
will be submitted as a single document for this assignment.
Assignment
First, you should make any changes to your Part 1 assignment,
as indicated in the feedback you received. Then, you will
develop Part 2 of the ITSP for KY Logistics & Distribution
Company (KYLOD), using the outline below, and add it to Part
1. A single, complete ITSP, with both Parts 1 and 2 will be
submitted for this assignment. Note that Part 2 includes a
project you are proposing that KYLOD undertakes. In addition
to the course materials, at least one external resource (resource
other than those provided in the class) must be used. Two or
more cited references will earn top credit. Use a separate
References page to list just the references you have cited.
Remember to use the APA formatting rules and correctly cite
and reference your sources with APA format. Use the Grading
Rubric to be sure you have covered everything.
Please use this outline to build Part 2 of your IT Strategic Plan.
Use the numbering and headings shown below.

Part Two
1. IT Strategies - Write four (4) IT strategies and explain how
they align to one or more of the business strategies, including
the compliance requirements, articulated in the Case Study. If
these business strategies were not included in your Part 1 paper,
you should add these strategies into Part 1 prior to submitting
this assignment. When the full ITSP is submitted for this
assignment, there should be a clear link between the business
strategies in Part 1 and the IT Strategies in Part 2. Provide at
least one (1) internal IT strategy and two (2) business-enabling
IT strategies and identify each as either and internal or
business-enabling strategy. Refer to the reading on “Creating a
Future Vision for the Chief Information Officer” for an
explanation of internal and external (business-enabling) IT
strategies.
Please complete the following table by copying/pasting it into
your paper for this section:
IT Strategy
(Spring 2019)
Strategic Objective, then Explanation of Alignment of the IT
Strategy to Business Strategic Objective
Internal/Business-Enabling (state the words “Internal” or
“Business Enabling”)

2. IT Portfolio Roadmap - The overall IT Roadmap shows the
systems that are currently in development or are planned to start
within the time frame shown. It is a summary of projects to
support your proposed strategy. You should review the case
study and identify the new systems that the stakeholders are
requesting or that KYLOD has decided to implement. Each of
these systems should be entered into the table below under the
appropriate functional area, such as marketing or finance.
Then, the time frame for developing the system should be
presented as a bar in the table. The table covers a six-quarter
time frame shown, with each quarter having three months. Thus,
the six-quarter time frame looks out a year and a half into the
development and implementation of the strategy. Of course, the
entire implementation may take longer, but six-quarters allows
both short term and long term to be viewed at a glance. For
purposes of this assignment, only the projected timeframes to
develop the projects are required. The table below shows the
five functional areas of an example company and two systems
for each area. To develop your roadmap, use a table like the
one below to create a timeline; you can copy the table, insert
the functional areas and systems that are discussed in the Case
Study, and use ‘insert shape – rectangle’ to insert the bars
showing the timeframes for development of each. The
functional areas and projects in development, and their
timeframes should be extracted from the Case Study. Be sure to
include an introductory paragraph to explain the table that will
follow.
Projects by
Functional Area
Qtr. 1
Qtr. 2
Qtr. 3
Qtr. 4

Qtr. 5
Qtr. 6
Sales
Sales Force Automation
Online Quoting
Product Development
Collaboration – Wikis, Blogs
Showcase Company Products
Marketing
Customer Experience
Marketing Analytics
Finance
Business Intelligence
Global Payroll

Technical Support
Network Upgrade
Data Center Move
3. Proposed Project: Next, you will propose a new IT project to
support at least one of the strategies in section 1 above and
include it in the Table above. Use a different color font to
indicate this new project and insert it with the appropriate
functional area in your table. In Section 3, describe how your
proposed project will supplement the current IT development
projects in supporting the business of KYLOD. In a future
assignment, you will use this project to develop an “IT Decision
Paper”; therefore, you should look at that assignment to be sure
the project you propose will be appropriate for that assignment
as well. (You can propose a specific vendor package though it
is not necessary. However, if you are incorporating an
integrated solution, you should discuss the various features of
the package that are appropriate for the study.
Solution
s such as backups, training of employees, utilizing social media,
customizing packaging of products for storage and others
involving Human Resources are not appropriate solutions for

this assignment.) Refer to Case Study for ideas for a new
project. This is a major part of the next assignment. Give this
some thought.
4. Risk Management – List and explain four (4) risks that Jenny
should be prepared to manage as she executes her plans.
(1) What risk management techniques can she use for each
one to try to prevent and/or mitigate them (accept, reject,
transfer or mitigate)? Discuss specifics, related to the case
study in your response.
This is a good area to do some external research – see what you
can find on the web about IT project risks and risk management.
(Review the document “IHS Guide to Risk Management” found
under the Week 3 readings.) A source must be incorporated into
this section for full credit.
5. Business Continuity Planning–
(1) List and explain the general steps Jenny should take to
develop a Business Continuity Plan for KYLOD so she can be
sure that the most important systems will remain operational in
the event of a catastrophe.
(2) Include who should be involved in its development and
their roles in the BCP.
(3) In addition, from the Case Study, identify what you

consider the three most important systems currently in use at
KYLOD along with justification of your choices.
(4) Based on the three systems chosen in (3), explain the
specific steps Jenny can take to ensure those systems continue
to be available for KYLOD in the event of a local catastrophe.
(Review course materials on the Business Continuity Plan.)
The "right" and "wrong" answers have to do with whether or not
you correctly incorporated the course concepts from the course
and addressed all parts of the assignment. The project you
propose is not as important as that it makes sense considering
the course content and the Case Study. Use the Rubric below
to be sure you have covered all aspects of the assignment.
Formatting Your Assignment
· In the ITSP #2 assignment, you are preparing the second
assignment which also will include ITSP#1 and the feedback
provided on the graded copy and scoring rubric. This should be
added to the ITSP #2 requirements. Begin with the updated
ITSP #1 document, then add it to the ITSP #2 paper.
· Continue to use a title page from the ITSP #1 assignment that

includes: The company name, title of assignment, your name,
Course and Section number and date.
· Use the outline format in the assignment instructions above,
for these sections:
· IT Strategies
· IT Portfolio Roadmap
· Proposed Project
· Risk Management
· Business Continuity Planning
· Write a short concise paper: Use the recommendations
provided in each area for length of response. It’s important to
value quality over quantity.
· 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.
1. Use at least two resources with APA formatted citation and
reference. Any 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.
· Begin a Reference Page for resources required for this
assignment. Use APA format for your reference page.
· 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_ITSP2
GRADING RUBRIC:
Criterion
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60%

Well Below Standards
Possible Points
IT Strategies
18-20 Points
Four (4) or more IT strategies (including at least two (2)
business enabling strategies and one (1) internal IT strategy) are
presented and are clearly and appropriately stated and tied to
the business strategies articulated in the Case Study and listed
in Part 1; demonstrates thorough understanding of course
concepts, analysis and critical thinking.
16-17 Points
Three (3) IT strategies (including two (2) business enabling
strategies and one (1) internal IT strategy) are presented and are
clearly stated and appropriately tied to the business strategies
articulated in the Case Study and listed in Part 1; demonstrates
understanding of course concepts, analysis and critical thinking.
14-15 Points
Three (3) IT strategies (two (2) business enabling strategies and
one (1) internal IT strategy) are listed, stated and aligned to the
business strategies articulated in the Case Study. All business
strategies cited are now included in Part 1. There is a clear link
between the business strategies in Part 1 and the IT Strategies

in Part 2.
12-13 Points
Fewer than three (3) IT strategies (two (2) business enabling
strategies and one (1) internal IT strategy) are presented; one or
more are not appropriately stated and tied to business strategies
articulated in the Case Study; and/or business strategies are not
listed in Part 1.
0-11 Points
Few or no IT Strategies are included; strategies do not relate to
the Case Study; and/or are poorly written and do not convey the
information.
20
IT Portfolio Roadmap
18-20 Points
This section includes an effective and well-written introductory
paragraph that is applicable to the Case Study and the table that
follows. The IT Portfolio roadmap table of systems in
development accurately reflects the information presented in the
Case Study (functional areas, systems, and timelines); and
demonstrates thorough understanding of course concepts,
analysis and critical thinking. Table is very professionally

presented, uses a logical and easily understandable structure,
and spelling is correct.
16-17 Points
This section includes an appropriate introductory paragraph that
is applicable to the Case Study and the table that follows. The
IT Portfolio roadmap table of systems in development
accurately reflects the information presented in the Case Study
(functional areas, systems, and timelines); and demonstrates
Table is professionally presented, uses a logical structure, and
spelling is correct.
14-15 Points
This section includes an introductory paragraph that applies to
the Case Study. The IT Portfolio roadmap table shows the
functional areas and projects in development, and their
timeframes extracted from the Case Study.
12-13 Points
This section is somewhat incomplete (lacking in introduction or
required table, or table content is incomplete); and/or is not
applicable to the Case Study.
0-11 Points

Little or no information is provided on the IT Portfolio; table is
missing; and/or information presented does not apply to the
Case Study.
20
Proposed Project
9-10 Points
The IT project proposed is appropriate to the Case Study, is
aligned to a functional area, supports at least one (1) strategy in
Section 1 above, and is included in the table. The explanation of
how it supplements the current IT projects in development is
clear and convincing and is clearly aligned to the business in
the Case Study; demonstrates thorough understanding of course
concepts, analysis and critical thinking.
8 Points
The IT project proposed is appropriate to the Case Study, is
aligned to a functional area, supports at least one (1) strategy in
Section 1 above, and is included in the table. The explanation
of how it supplements the current IT projects in development is
clear and is aligned to the business in the Case Study;
demonstrates understanding of course concepts, analysis and
critical thinking.
7 Points

A new IT project that supports at least one of the strategies in
section 1 above, has been included it in the appropriate
functional area in the Table above, using a different color font.
The explanation includes how the proposed project supplements
the current IT development projects in supporting the business
in the Case Study.
6 Points
The IT project proposed is not appropriate to the Case Study; is
not correctly aligned to a functional area; and/or is not listed in
the table. And/or the explanation of how it supplements the
current IT projects in development is not clear, or is missing.
0-5 Points
No Proposed Project is included; or proposed project is not
appropriate to the Case Study and/or is not explained.
10
Risk Manage-ment
14-15 Points
Four (4) or more risks are listed and fully explained, along with
techniques to prevent and/or mitigate them; risks and techniques
identified are appropriate for the Case Study; section is well
written with reference used to support explanation;
demonstrates thorough understanding of course concepts,
analysis and critical thinking.

12-13 Points
At least three (3) risks are listed and fully explained, along with
techniques to prevent and/or mitigate them; risks and techniques
identified are appropriate for the Case Study; demonstrates
good understanding of course concepts, analysis and critical
thinking.
10-11 Points
Three (3) risks are listed and explained, along with techniques
to prevent and/or mitigate them; risks and techniques are
appropriate for the Case Study.
9 Points
Fewer than three (3) risks are listed and/or explained; lacking in
some techniques to prevent and/or mitigate them; and/or risks
and techniques are not appropriate for the Case Study.
0-8 Points
Risk Management section is not included; few risks are listed or
explained; and/or risks/
techniques do not apply to the Case Study.
15
Business Continuity Planning

14-15 Points
Business Continuity Planning (BCP) section thoroughly covers
all four (4) requirements including the major steps needed to
develop a BCP and correctly identifies the participants, their
roles, and three (3) systems important to the Case Study are
listed with complete steps to ensure their continued availability;
responses are appropriate to the Case Study; demonstrates
thorough understanding of course concepts, analysis and critical
thinking.
12-13 Points
Business Continuity Planning (BCP) section completely covers
at least three (3) requirements including the major steps needed
to develop a BCP and correctly identifies the participants, their
roles, and three (3) systems important to the Case Study are
listed with steps to ensure their continued availability;
responses are appropriate to the Case Study; demonstrates
10-11 Points
Business Continuity Planning (BCP) section covers at least two
(2) requirements including the major steps needed to develop a
BCP and identifies the participants; their roles, and three
systems important to the Case Study are listed with steps to
ensure their continued availability; responses are appropriate to

the Case Study.
9 Points
Business Continuity Planning section is incomplete (lacking in
major steps, participants, roles, identification of three (3)
important systems and/or steps to ensure their continued
availability); and/or is not applicable to the Case Study.
0-8 Points
Business Continuity Planning is not included, or severely
lacking in completeness and/or applicability to the Case Study.
15
External Research
9-10 Points
Two (2) or more sources other than the class materials are
incorporated, are substantive and are used effectively. Sources
used are relevant and timely, contribute to the analysis and
support conclusions. References are appropriately incorporated
and cited using APA style.
8 Points
At least one (1) source other than the class materials is
incorporated and used effectively. Source(s) are relevant and
contribute to the analysis. References are appropriately

incorporated and cited using APA style.
7 Points
At least one (1) source other than the class materials is used and
properly incorporated into the text. Reference is cited using
APA style.
6 Points
A source other than the class materials may be used, but is not
properly incorporated, and/or is not relevant or timely; and/or
APA style for references and citations is not followed.
0-5 Points
No external research is incorporated or reference listed is not
cited within text.
10
Report Format
9-10 Points
ITSP includes Part 1 (updated/
corrected as needed) and Part 2, integrated into a cohesive
document; ITSP is very well written and easy to read; uses
correct sentence structure, grammar and spelling; presented in a
professional format.
8 Points

corrected as needed) and Part 2. ITSP reflects effective
organization. Few errors in sentence structure, grammar, and
spelling; presented in a professional format.
7 Points
corrected as needed) and Part 2. ITSP has some organization;
may have some errors in sentence structure, grammar and
spelling.
6 Points
ITSP does not include Part 1; Part 1 has not been updated or
corrected; ITSP is not well organized; and/or contains several
grammar and/or spelling errors.
0-5 Points
ITSP is extremely poorly written has many grammar and/or
spelling errors, or does not convey the information.
10

TOTAL
Possible Points
100
April 23, 20196
Projects by
Functional Area
Qtr. 1
Qtr. 2
Qtr. 3
Qtr. 4
Qtr. 5
Qtr. 6
Sales
Sales Force Automation
Online Quoting

Product Development
Collaboration – Wikis, Blogs
Showcase Company Products
Marketing
Customer Experience
Marketing Analytics
Finance
Business Intelligence
Global Payroll

Technical Support
Network Upgrade
Data Center Move

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