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 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. 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 – Identify 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. Include how the technology will improve how his/her job is done; that is, identify what each of the stakeholders needs the system to do. Use information from the stakeholder interviews and describe what they need, what challenges they have related to the hiring process and how a system could address their requirements; do not define what that position does. (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
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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.
Chesapeake IT Consultants, Inc.
Herndon, Virginia; Bethesda, Maryland
Number of Employees:
Total Annual Gross Revenue: $80,000,000
Chief Executive Officer (CEO): Alvin Morrison
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
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
Excerpt from the CIC Strategic Business Plan
CIC Case Study 11/15/2017 rev. 4
While the complete strategic plan touches on many areas, below is an excerpt from CICs 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
Goal 2: Build a cadre of consultants internationally to provide remote research and analysis
support to CICs onsite teams in the U. S.
Goal 3: Continue to increase CICs ability to quickly provide high quality consultants to awarded
contracts to best serve the clients needs.
Goal 4: Increase CICs 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.
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
CIC Case Study 11/15/2017 rev. 4
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
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.
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 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.
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.
CIC Case Study 11/15/2017 rev. 4
In the interviews you conduct with the organizational leaders, you hear the comments recorded
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
cant be out in the market soliciting new business if we cant deliver on what were 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 were talking about this initiative. As CFO, obviously Im focused on the bottom line. I
also recognize its 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 CICs 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 dont 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. Weve 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, CICs 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.
CIC Case Study 11/15/2017 rev. 4
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. Im
also interested in solutions that are easy-to-use and can interface with our existing systems and
enhance processes. Im willing to consider a basic system that can grow as CIC grows and
provide more capabilities in the future. Im sure Suzanne, our Manager of Recruiting, can
provide more specifics.
Manager of Recruiting: Suzanne Rodriguez
You dont know how long Ive 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. Were 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%. Im 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 OBrien (along with Mac Thompson and Juliet Jackson)
This project should have happened 2 years ago but glad its finally getting some attention. As
a recruiter, Im 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. Its
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 managers full-time job so were 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 everyones 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
CIC Case Study 11/15/2017 rev. 4
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, Im 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 its 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 Im not as responsive to HR as I should be but this is only one of several areas Im
responsible for. I look to the recruiters to stay on top of this for me. In the ideal world, Id 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. Its
important that we impress candidates with our technology and efficiency after all we are an IT
consulting companyand using manual processes makes us look bad. And, this system must be
easy to use I dont have time for training or reading a 100-page users manual. Just need to
get my job done.
CIC Case Study 11/15/2017 rev. 4
Stage 3: Requirements
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
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.
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.
Stakeholder Interests – Identify 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. Include how the technology will improve how his/her job is done; that is, identify
what each of the stakeholders needs the system to do. Use information from the stakeholder
interviews and describe what they need, what challenges they have related to the hiring process
and how a system could address their requirements; do not define what that position does.
(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.)
Specific challenge related to
the hiring process
How a technology
solution to support the
hiring process could
address the challenge
iv. Director of Human Resources
v. Manager of Recruiting
vii. Administrative Assistant
viii. Hiring Manager (Functional
supervisor the new employee
would be working for.)
Stage 3: Requirements 11/9/2017 v.3
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
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