Data Communications and Networking

REQUEST FOR PROPOSAL
SUMMARY AND BACKGROUND
Hamilton & Co. Advocates is inviting proposals for the initiation,
migration from legacy operating system to Web-based operating system, as
well as subsequent operationalisation of the same. Currently, Hamilton &
Co. Advocates is using the legacy operating system, which was developed
and implemented as the company was being launched in 2003. However, the
legacy system has proved to be considerably inefficient in meeting the
needs of the law firm especially with regard to reporting,
administrative and payroll activities. In essence, it has become
imperative that the law firm undertakes a migration to a more efficient
platform, in this case a web-based platform, which will allow for
enhanced accuracy in reporting, and enable individual employees to make
their own entries pertaining to their jobs and work-hours. The employees
will have an enhanced role in the management of their payrolls, as well
as any administrative issues rather than having them handled by the
departmental managers.
This Request for Proposal (RFP) aims at soliciting proposals from
different organizations, carry out a comprehensive and fair evaluation
that is based on the set-out criteria, and choose a candidate who will
best effect the migration from a legacy operating system to a new
Web-based operating system. It is worth noting that the IT Department of
Hamilton & Co. Advocates will be at hand during the implementation and
will be working hand-in-hand with the winning bidder to carry out the
migration.
Hamilton & Co. Advocates is a law firm located in Hamilton Building in
Washington DC. Founded in 2003, the law firm has been providing legal
services to its extensive client base that is made up of individuals,
small and medium-sized business, corporations, as well as governmental
and non-governmental organizations in the state and beyond.
PROPOSAL GUIDELINES
This RFP outlines the requirements pertaining to a competitive and open
process. The law firm will accept proposals from 1st April 2013 to 5pm
EST 31st April 2013. It is imperative that the proposals sent to the
company bear the signature of an official representative or agent of the
candidate organization that is submitting its proposal.
In case the candidate organization will be contracting or outsourcing
any work so as to meet the project’s requirements, such arrangements
must be clearly outlined in the proposals. On the same note, it is
imperative that the costs outlined in the project are inclusive of the
contracted or outsourced work to allow for proper comparison. In
addition, the candidate must outline the name, as well as description of
the organization that will be contracted alongside the duties that such
organization will be carrying out.
Negotiations pertaining to the terms and conditions of the contract will
be carried out once the winning bidder has been selected. These terms
and conditions will be reviewed by Hamilton & Co. Advocates’ legal
team, IT department, and the marketing department, and will outline the
schedule, budget, scope, as well as any other item that is necessary to
the project.
PROJECT DESCRIPTION AND PURPOSE
Project purpose
The current legacy platform on which Hamilton & Co. Advocates operates
was put in place in 2003. At that time, the company was composed of
three lawyers and a secretary operating in a small office in the same
building as they currently are in Washington DC. Over the years,
however, the law firm has grown in size, incorporating 20 lawyers, three
secretaries and 4 IT professionals. This means that the operations of
the company have expanded, not to mention the number of transactions
that have to be carried out. The accuracy of the reporting system is
questioned, while complaints have been lodged pertaining to the payroll
systems. These have been seen as inaccurate, but the resolution of such
complaints has been hampered by the cumbersome nature of the system.
Hamilton & Co. Advocates believes that migration from the legacy system
to a Web-based platform would allow for streamlining of the activities
that the secretaries and managers carry out and reduce the errors
incorporated in the financial reports. In addition, it will lead to an
elimination of the need to outsource certain services. Employees would
also be capable of entering data pertaining to their working hours
rather than having to report to their departmental heads. This will
reduce redundancy, increase efficiency and eliminate certain costs. It
will also reduce employee turnover in the company, as issues will be
expedited fast and efficiently.
Description of the Project:
Hamilton & Co. Advocates is looking for a provider who will make use of
the latest web-based technology so as to allow for a smooth migration
from the legacy platform to the Web-based platform. The web platform
must be simple to use, user friendly, as well as easy to modify, make
corrections and add content. It should allow for ease of navigation,
allow for interaction, file sharing, and incorporate personal email
reminders, reports, calendars and task lists (Schwalbe, 2010).
On the same note, it is imperative that the finished web-based platform
allows Hamilton & Co. Advocates to manipulate the content and layout
easily so as to accommodate the frequent changes pertaining to the
dynamic environment within which the law firm operates.
In addition, the web-based platform must not only be easy to navigate
but also incorporate stringent security measures that will guard against
data loss. It must allow the current employees to hold accounts with
company generated PIN numbers, which should be changed in case employees
leave the company. As much as the employees may enter data in the
database, the platform should allow for crosschecking so as to ensure
accuracy (Schwalbe, 2010).
On the same note, the web-based platform should allow for the
incorporation of data presently held in the legacy platform (Schwalbe,
2010). It should be possible to migrate from the current system to the
web-based platform with little or no disruption, as well as no data
loss.
SCOPE OF THE PROJECT
This project requires that the bidders undertake the design, creation,
implementation of the web-based platform, purchase any software and
hardware that are required to make the transition, as well as undertake
the coding and licensing of such software.
The selected bidder will also be charged with the responsibility of
planning, as well as carrying a comprehensive market research portfolio
in collaboration with the Hamilton & Co. Advocates’ IT department.
This will ensure that the platform so selected not only fits the current
needs of the company but would allow for any potential expansion
occurring in the next 10 years (Schwalbe, 2010). In addition, the bidder
will undertake training of employees in Hamilton & Co. Advocates on the
utilization and the fundamentals of the web-based platform in
collaboration with the law firm’s IT technicians. The bidder will not
only undertake the implementation of the new system but also ensure that
all current data is safely archived and stored, and that the migration
process occurs with minimum disruptions to the payroll and
administrative activities of the law firm (Schwalbe, 2010).
REQUEST FOR PROPOSAL AND PROJECT TIMELINE
Timeline for Proposal Request:
All proposals responding to this Request for Proposal must be received
by Hamilton & Co. Advocates not later than 5pm EST May 30, 2013.
The proposals will be evaluated for 15 days from 1st June to 15th June
2013. In case any extra discussions or information is required with any
of the bidders within the two-weeks period, proper notification will be
done on the same. A decision selecting the winning bidder will be
reached at not later than 18th June 2013, which is also the same time
that the winning bidder will be notified and a contract negotiation
started immediately. Contract negotiations are to be cleared by 25th
June 2013, with the bidders not selected being notified by the same
time.
Project Timeline:
Once all the details are finalized, the project initiation phase is
supposed to be completed no later than 31st July 2013. It is expected
that the Project Planning Phase will be completed not later than August
30th, a phase in which the contractor is expected to come up with a
timeline and schedule for the other phases in the project.
BIDDER QUALIFICATION
Bidders are required to provide these items for their proposal to be
considered.
A clear description of their experience in effecting the migration from
Legacy Mainframe Systems to Web-Based Platforms.
A list of the number of part-time, fulltime and contracted staff in the
organization.
At least 3 examples of corporations in which they have effected the
migration, as well as testimonials from the same.
Anticipated resources that the company will assign to the project
including number, title, role and experience.
Methodology for project management
Full plan for testing the web-based platform
Timeframe for project completion.
CRITERIA FOR EVALUATION OF PROPOSAL
The following criteria have been laid out for the evaluation of the
proposals by a select group from the IT department in Hamilton & Co.
Advocates. It is imperative that the proposals are complete and meet the
following criteria to ensure that it is considered.
The experience of the Organization: the evaluation of the bidders will
be carried out based on their experience pertaining to effecting
migration of systems.
Previous assignments: the examples of organizations where the bidders
have effected migration from legacy operating system to a new Web-based
operating system, as well as the references and testimonials of such
customers.
Experience and Technical expertise: it is imperative that the bidders
provide descriptions and supporting documentation pertaining to the
experience and technical expertise of any staff that will be undertaking
the project.
Total cost and value of the project: the evaluation of the bidders will
also be based on the cost of their solutions in line with the work to be
carried to within the project’s scope.
5 copies of the proposals should be provided to the address below not
later than 5pm EST 30th May 2013.
Hamilton &Co Advocates
145 Constitution Avenue, NW
Washington, D.C. 30003
IMPLEMENTATION PLAN
The implementation of the project is expected to take place or kick off
immediately the winning bidder has signed the contract and the terms and
conditions agreed upon. Varied software and hardware are expected to be
needed, in which case the winning bidder, in consultation with the IT
department will come up with a list of the software, servers and
hardware.
Stage I: 1st September- 5th September: Purchasing of all software and
hardware required to carry out the upgrade. At this stage, the
contractor, in collaboration with the IT department will create the
web-platform and undertake the necessary tests so as to ensure
suitability, as well as determine the workability or functionality of
the same (Schwalbe, 2010). It is imperative that the implementation
provides for the least disruption of the activities of the law firm, as
well as a smooth transition from the legacy platform to the web-based
platform.
Stage II: 6th September- 15th September: the contracted company will
undertake the implementation of a temporary legacy operating system,
which will archive and create a backup for the data contained in the
current mainframe of the firm. The temporary legacy operating system is
to be used in carrying out all administrative and payroll activities of
the company during the implementation period of the web-based platform.
Stage III: 16th September- 30th September- The contracted company will
feed the Web-based platform with all relevant and necessary data that
pertains to the payroll and administrative activities. This will allow
for further testing of the functionality of the platform in the law
firm, which will be carried out by both the IT department and the
contractor.
Stage IV: 1st October – 15th October: The contractor will carry out
training of the company employees, starting with the senior management
staff, then departmental heads, secretaries and then the employees. The
training will cover different aspects including opening accounts,
entering data, and sharing files among other tasks pertaining to its
functionality.
Stage V: 16th October – 31st October: The contractor, in collaboration
with the IT department will undertake full internalization of the
web-based platform, and archiving of all data in the legacy operating
system. This will mean that all payroll and administrative activities
will be carried out using the Web-based platform.
References
Schwalbe, K. (2010). Information technology Project Management. Boston,
MA: Course Technology/Cengage Learning.
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Data Communications and Networking

Executive
This business case provides an outline of how a Web-based platform would
address communication and reporting concerns by Hamilton & Co.
Advocates, the benefits, goals, assumptions, performance measures,
constraints, as well as alternative options. The shift to a centralized,
web-based platform allows the law firm to manage its payroll and
administrative tasks with enhanced efficiency. Such a shift would result
in a reduction in overhead costs, as well as a reduction in errors and
enhancement of accuracy in reporting.
As much as the company has a number of alternatives at its disposal,
evaluation of the same has brought to the fore fundamental challenges
pertaining to their adoption or retention. Not only does the shift to
the Web-based platform result in enhanced efficiency, but it is also in
line with the company’s goals and objectives.
Business Need and Current Situation
Problem Statement
Hamilton & Co. Advocates Law Firm was started in 2003. At the time of
its inception, the law firm was made up of three lawyers and a
secretary. The law firm occupied an executive but single office, in
which case its operations and business needs were relatively few. The
management of its payroll, as well as other administrative functions
could, therefore, be satisfactorily handled using the mainframe system.
However, the law firm has grown over the years to increase not only the
number of lawyers and employees that it has but also the size of the
office that it needs. Currently, the law firm is composed of 20 lawyers,
as well as 7 paralegal assistants and 3 secretaries. In addition, a
total of 3 departmental heads are incorporated, not to mention 4 workers
in the IT department. These employees occupy two floors in a downtown
building. Needless to say, the increase in the number of employees and
workers in the office resulted in an increase in the burden for the
company as far as the administrative activities and the employees’
payroll are concerned. On a monthly basis, Hamilton & Co. Advocates
outsources the services of Mick Consultants Ltd. who assist in the
alignment of the payroll and financial reports.
One of the key problems in the law firm revolves around the making of
financial reports. In line with the mainframe system all financial
reports for the entire week and month have to be done manually by the
three secretaries. Needless to say, not only does the manual generation
of financial reports take too much time and effort, but it also comes
with a higher probability that errors will be made in making the
entries. This costs the law firm quite a lot in terms of finances and
much needed workforce.
On the same note, the employees are currently required to report to the
departmental heads as to the number of hours that they have worked every
day, as well as raise any concerns that they may be having pertaining to
administrative tasks or the payroll and billings. It goes without saying
that the enormous burden weighs heavily on the secretary, especially
considering that she is also expected to undertake her daily billable
tasks. Maintaining a proper balance between the two tasks presents an
enormous challenge on the secretaries.
Since the beginning, Hamilton & Co. Advocates law firm has been using
legacy mainframe systems to undertake tasks such as payroll activities,
reporting, as well as resource management. These have been rendered
inadequate by the increased workforce, which has resulted in higher
administrative costs, time wastage, as well as increased turnover of
employees. These problems have made it necessary that Hamilton & Co.
Advocates inculcates web-based platform to replace the mainframe legacy
platform. The implementation of the Web-based platform would allow
employees to have an enhanced role in the management of their payroll
and administrative issues, as well as allow the law firm to manage its
administrative duties from a central platform. It eliminates redundancy
in the workforce, allows for timely and accurate reporting, as well as
increased efficiency.
Impact on Hamilton and Co. Associates Law Firm
Migrating to the Web-Based platform would have a widespread impact on
Hamilton & Co. Advocates law firm, especially with regard to the time,
effort and finances required to carry out certain administrative and
payroll activities. On the same note, the migration will undoubtedly
require input that alters the manner in which the organization is run,
as well as the roles and responsibilities, tools and processes in the
organization.
Tools: The implementation and operationalization of the web-based
platform means the complete phasing out of the existing legacy operating
system or platform. Having in mind that the platform is relatively new
in the law firm, it is imperative that the employees are taken through
some form of training or orientation on the use of the platform
alongside other organizational tools.
Processes: The greatest impact of the web-based platform will be felt in
the process aspect of the law firm especially with regard to the
administrative and payroll activities. These will become streamlined and
their efficiency enhanced, which will result in a reduction of the
workload on the secretaries. In addition, the implementation of the
system comes with an element of independence to the employees as far as
the management of their payroll and administrative tasks is concerned.
Roles and Responsibility: The increased autonomy and efficiency,
alongside the streamlining of some activities will result in a reduction
of the magnitude of work, as well as the manpower required for its
execution. In essence, as much as the law firm values its workforce and
employees, it will have to reduce their numbers. This is especially with
regard to outsourced services, as such activities would become redundant
in the new system. The current workforce, with the new web-based
platform, would have the capacity to handle the activities. This will
undoubtedly result in a reduction in the expenses spent on outsourcing
certain services, which will increase the law firm’s return on
investment. As much as the platform is new, the current workforce in the
IT department is sufficiently capable of putting it into place and
operationalizing it.
Additional hardware: The initial capital investment will involve the
purchasing of software, as well as obtaining of a license for the
implementation of the project. However, it is imperative that the law
firm buys additional servers in an effort to accommodate the web-based
platform today and in the future.
Technology Migration
The migration of the existing data from the legacy operating system to a
new Web-based operating system requires that disruption to the daily
activities in administration and payroll are kept at a minimum. In
essence, a phased approach incorporating 6 stages will be used. These
stages include the following.
Stage I: Any software and hardware that will be required in the upgrade
will be purchased. The Information Technology development group will
undertake the creation and testing of the Web Platform in a web-based
environment.
Stage II: A temporary legacy operating system that backs up the system
and archives all data stored in the law firm’s mainframe will put in
place. This legacy operating system will be used in the daily
administration and payroll activities for the time being.
Stage III: At this stage, the IT team fills the Web-based operating
system with all data pertaining to administration and payroll activities
alongside end-of-a-pay cycle.
Stage IV: Considering that the web-based platform is a relatively new
phenomenon in the law firm, it is unlikely that the employees are privy
to its functioning. In essence, the IT team will take the employees
through training on the functionality of the platform.
Stage V: This stage involves full internalization of the web-based
platform, as well as the archiving of the legacy operating system. At
this time, the web-based platform or operating system is the only one
used in carrying out the varied administrative and payroll activities in
the law firm.
Overview of the Web-based Platform Project
Project Description
The Web-Based Platform Project undertakes a review and analysis of
likely products that would best replace the legacy platform that
Hamilton & Co. Advocates Law firm has been using with an entirely new
web-based platform. The selection process involves the evaluation of
programs with regard to the sufficiency with which they replace the
current system while still allowing for the expansion for the next
decade.
The new platform, on being selected, will be implemented in phases
where the current system will be phased out and archived while the new
platform becomes fully operational. The key objective of the project
will be realized through enhanced efficiency in carrying out
administrative, payroll and reporting activities, which will result in a
significant reduction of the expense. On the same note, the increased
independence and flexibility of employees is bound to result in enhanced
job satisfaction, thereby reducing the turnover in the law firm.
In addition, the time spent undertaking redundant activities that do
not bring any income to the law firm will be channeled to productive
activities, thereby adding to the return on investment.
The IT department will issue an RFI so as to have clear knowledge of
the products available in the market both in terms of software and
hardware. The specifications of the products should be listed so as to
determine the ones that would sufficiently replace the existing system,
as well as meet the future needs of the law firm for at least the next
decade. This will allow for evaluation, determination and acquisition of
the best product, paving way for the implementation, as well as data
population using internal resources.
Goals and Objectives
The implementation of the Web-based Platform project is aimed at
enhancing the capacity of Hamilton & Co. Advocates law firm to meet
certain goals and objectives. These are especially with regard to
enhancing its efficiency, reduce costs and enhance accuracy and
timeliness.
Enhancing employee efficiency: The undertaking of administrative and
payroll activities is bound to require a reduced number of employees, in
which case the law firm will increase its efficiency as it will not need
to outsource some of the services.
Enhanced accuracy and timeliness in reporting: all data pertaining to
administrative and payroll activities will be reported in an accurate
and timely manner.
Reduction in employee turnover: Enhanced flexibility and independence of
employee allows for quick addressing of any concerns that the employees
may be having, thereby enhancing their satisfaction. This results in a
reduction in employee turnover.
Reduced expenses: The increased efficiency results in fewer employees
and outsourcing being required by the law firm, in which case it saves
on overheads and costs spent on these.
Project assumptions
The success of the project is built on a number of assumptions. However,
these assumptions would be likely to change with time, especially as the
scope of the project increases. Nevertheless, they make the fundamental
basis upon which the business case is built. The key assumptions made
include the following.
It is assumed that the funds needed for making the technological
migration are available in Hamilton & Co. Advocates law firm. This
includes funding for the purchase of hardware, software, as well as
training of the employees about the usage and functionality of the new
platform.
It is assumed that all employees and members of staff will undergo
sufficient training in line with their tasks pertaining to reporting,
timesheet and data entry alongside other elements of functionality of
the new web-based platform.
It is assumed that the executive is backing and in support of the
project, as only then would the project be bound to be successfully
implemented and incorporated. This will allow for the full participation
and support of the project on its entirety.
Project Constraints
As much as the environment may be conducive for the implementation of
the project, there are varied constraints that face the same. These
constraints are undoubtedly bound to increase (or decrease) with the
development of the project into more details. Nevertheless, these
constraints form the basis upon which the business case is built and
from which other constraints would follow after enhanced detailing. Any
additional constraints that are identified in the course of the project
will be added accordingly. Nevertheless, the key constraints revolve
around the following constraints.
Limited commercial off the shelf products that will have the capacity to
support the administrative and payroll activities.
On the same note, the project is limited in terms of the IT resources
that would be available to support not only the WP project, but also
other IT initiatives that the law firm is currently undertaking.
Software and hardware providers would be limited in terms of the support
they render to the project, especially considering that the
implementation process will not be done by product vendors or product
developers rather it will be carried out internally.
Performance of the Project
The success of the project is founded on varied key processes or
resources. Their likely and expected outcomes would be fundamental to
the overall success of the project, in which case they may be used as
the yardsticks upon which the performance of the entire Web-based
project would be measured (Scwalbe, 2010). It is imperative that
quantification of the impact of these performance measures is done so as
to determine the real outcome. The table below presents the key
resources or processes, and matches them up with the performance
measures.
Key services/Processes/ Resources Measurement of Performance
Manpower, workforce, staff resources The project is bound to streamline
the workforce especially considering that the work previously carried
out by the three secretaries alongside other outsourced service vendors
can be comfortably carried out by the secretaries alone. In essence, not
only will the law firm cease to outsource varied services pertaining to
the administrative and payroll activities, but also there will be a
reduction of employees carrying out these activities by at least three
members of the staff.
Reporting One of the areas that will be fundamentally affected is the
reporting activity in Hamilton & Co. Advocates Law firm. The Web-based
platform will streamline reporting activities in the firm, ensuring that
the information is entered in an accurate and timely manner. In
addition, the timelines within which reconciliation of the reports is
done will be depreciably reduced from monthly to twice a year.
Maintenance of the Software and the System There will be a reduction in
the number of times that maintenance of the system and software is
carried out. The new web-based platform will need to undergo maintenance
twice a year, which is a reduction from the monthly maintenance that the
system undergoes. Needless to say, there will be a reduction in the
workforce that is needed to carry out routine maintenance. It is,
however, impossible, to determine the reduction in the workforce needed
for maintenance of the system and the software before implementation of
the same.
Data entry As noted, the system gives employees more freedom as far as
making their own entries is concerned. This results in a reduction (as
well as elimination) of the redundant or non-billable activities that
managers and secretaries undertake.
Cost Benefit Analysis
The viability of any project for any company is based on the savings
that it incorporates for the company, not only in terms of manpower and
human resources but also with regard to the cost or financial savings.
In essence, the costs of the project have to be matched up against the
savings (benefits) so as to determine the overall viability (Scwalbe,
2010). A cost benefit analysis has been done for the project for its
first year, detailing the capital costs and constituent costs, alongside
the benefits accruing in the same year. These are presented in monetary
terms in the table below and net loss/savings presented at the end of
the same.
Costs
Action Description Amount in Dollars ($)
Purchase Web-based product, hardware, software and licenses Initial
costs pertaining to the web-based project. 390,000
Hardware alignment and Software installation The cost that the IT team
incurs in the installing and implementation of the new Web-based
platform, transferring information and data from the old system,
archiving the legacy system and operationalizing the new system. 60,000
Staff training Training the employees on the functionality of the new
web-based platform so as to allow for enhanced utility and success of
the same. 70,000
Total costs ($)

520,000
Savings
Action Description Amount in Dollars ($)
A reduction of the Payroll staff by 3 people. Elimination of the need to
outsource activities to outside vendors. The reduction of the number of
individuals working in the payroll and finance department will result in
savings equal to their combined annual salaries and benefits. These are
added to the savings made by the eliminated need for outsourcing the law
firm’s activities. 345,000
Reduction in the frequency of system and software maintenance
Previously, the system and software maintenance was done on a monthly
basis. This has been reduced to only twice a year, which could result in
savings as fewer IT resources would be used in such activities that do
not generate income. 93,000
Non-billable payroll and administrative tasks eliminated from the realm
of the departmental heads and secretaries. 5 departmental heads and
secretaries have always been burdened with redundant and non-billable
tasks pertaining to the payroll, as well as administration. The
increased independence of employees eliminates this redundancy resulting
in savings in the time (and money) dedicated to such redundant
activities by 12 hours a week, billed at 34 dollars for the 5
departmental heads and secretaries. 106,080
A 15% reduction in employee turnover The increased efficiency and
independence has resulted in enhanced satisfaction among employees
thereby reducing turnover by 15%. This saves the law the money that it
requires to recruit, hire, train and orient new employees. 64,000
Total savings
— 608,080
Difference (Loss or savings)
– 88,080
The implementation of the project results in savings amounting to
$88,080 in the initial year. This is undoubtedly bound to have a
positive impact on the sustainability and profitability of Hamilton &
Co. Advocates law firm. It is worth noting that while the cost incurred
in obtaining the licenses and software is a one-time affair, all
benefits pertaining to the system are bound to be repeated every year.
In essence, the amount of savings is bound to increase in the subsequent
years, holding all factors constant.
Analysis of the Available Alternatives for Hamilton & Co. Advocates
As much as it would be recommended that Hamilton & Co. Advocates
implement the web-based platform, it is worth noting that the company
has varied alternatives that it could still explore. In fact, the choice
or decision to implement this system should be based on the evaluation
of all alternatives and weighing them against each other in terms of
their pros and cons so as to determine the best alternative (Scwalbe,
2010). For this project, Hamilton & Co. Advocates has the option of
retaining the mainframe legacy platform, developing the software
internally, as well as outsourcing the web-based platform
implementation.
Retaining the mainframe legacy platform that Hamilton & Co. Advocates
use comes with a number of disadvantages. The system is not automated,
in which case timely and accurate reporting would be difficult. In
addition, it results in wastage of time and money as departmental heads
undertake the non-billable tasks pertaining to payroll and
administration. Turnover would likely remain high due to dissatisfaction
of workers especially considering that they would think of the
administration as nonresponsive to their concerns more so with regards
to issues pertaining to payroll and administrative activities.
The development of the software internally faces the challenge of
deficiency in the technical expertise in the law firm. In addition, the
development would consume a lot of time to make and install. This is
over and above the enormous investment in terms of financial resources
needed to kick off the development to completion.
Outsourcing the platform, on the other hand, introduces an element of
redundancy in the law firm, especially considering that the company has
employees who have the capacity to implement the same. In essence, that
would introduce duplicity, not to mention that it would be extremely
expensive on the company. Enormous savings would be made by allowing the
internal workers in Hamilton & Co. Advocates to carry out the
implementation, especially considering that they have knowledge about
the internal workings of the law firm and its needs.
Approvals
The implementation of the platform would be guided by a project plan.
These have to be examined and given the approval by the executive
individuals in the law firm. These would be required to append their
signatures against their names, which will serve as an indication that
they have read the document and approved the content and would allow for
the making of the project plan.
References
Schwalbe, K. (2010). Information technology Project Management. Boston,
MA: Course Technology/Cengage Learning.
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