Business process redesign, process improvement

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Business process redesign, process improvement

CIC Case Study 3/18/2017 1 Chesapeake IT Consultants Chesapeake IT Consultants (CIC) is a successful Information Technology consulting services firm that utilizes proven IT and management methodologies to achieve measurable results for its customers. Its customer base includes small to mid-tier businesses, non-profit organizations and governmental agencies at the local, state and federal levels. CIC feels strongly that its success is dependent on the combination of the talent of its IT consultants, the best practices CIC employs, and a dedication to delivering truly beneficial IT solutions to their clients. Corporate Profile Corporate Name: Chesapeake IT Consultants, Inc. Founded: May 2004 Headquarters: Baltimore, Maryland Satellite Locations: Herndon, Virginia; Bethesda, Maryland Number of Employees: 400 Total Annual Gross Revenue: $80,000,000 President and Chief Executive Officer (CEO): Alvin Morrison Business Areas CIC provides consulting services in the following areas:  Business Process Consulting – Business process redesign, process improvement  IT Consulting – IT strategy, analysis, planning, system development, implementation, and network support  IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence, selection and performance management; Service Level Agreements Business Strategy CIC’s business strategy is to provide extraordinary consulting services and recommendations to its customers by employing highly skilled consultants and staying abreast of new business concepts and technology and/or developing new business concepts and best practices of its own. 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 Case Study 3/18/2017 2 CIC, as a consulting company, relies on the quality and expertise of its employees to provide the services needed by the clients. When it is awarded a contract, the customer expects CIC to quickly provide the consultants and begin work on the project. CIC, like other consulting companies, cannot afford to carry a large number of employees that are not assigned to contracts. Therefore, they need to determine the likelihood of winning a new contract and ensure the appropriately skilled consultants are ready to go to work when needed. CIC relies on its HR Department to find and hire the personnel that the line managers need for upcoming contracts. It is very much a “just in time” hiring situation. The Headquarters in Baltimore, Maryland, houses approximately 300 employees. Satellite offices have been opened in the last two years in both Herndon, Virginia and Bethesda, Maryland to provide close proximity to existing clients. It is anticipated that new pending contracts would add staff to all locations. The management team believes there is capacity at all locations, as much of the consultants’ work is done on-site at the customers’ locations. Strategic Direction As a small to mid-size business (SMB), CIC recognizes that it needs to carefully plan its future strategy. Considering the competitive environment that contains many very large IT consulting firms, such as Hewlett-Packard (HP), Booz Allen Hamilton (BAH), and Science Applications International Corporation (SAIC), as well as numerous smaller companies with various skill sets, market niches, and established customer bases, CIC will be evaluating how best to position itself for the future and recognizes that its ability to identify its core competencies, move with agility and flexibility, and deliver consistent high quality service to its clients is critical for continued success. One area that is critical to a consulting company is the ability to have employees who possess the necessary knowledge and skills to fulfill current and future contracts. With all the competition in IT consulting services, CIC is planning to incorporate consultants in other countries to provide remote research and analysis support to the on-site teams. Since CIC has no experience in the global marketplace, the Director of HR has begun examining international labor laws to determine where CIC should recruit and hire employees. Challenges The two contracts that CIC expects to win very soon will require the hiring of an additional 75 consultants very quickly. The Director of Human Resources (HR) is concerned that the current manual process of recruiting and hiring employees will not allow his department to be responsive to these needs. He is looking for a near-term solution that will automate many of the manual hiring process steps and reduce the time it takes to hire new staff. He is also looking for a solution that will allow CIC to hire employees located in other countries around the world. CIC Case Study 3/18/2017 3 Additional business plans include adding help desk support as a provided service. This may include partnering with another vendor offshore to provide economical competitive services in this area. Management Direction The management team has been discussing how to ramp up to fill the requirements of the two new contracts, and prepare the company to continue growing as additional contracts are awarded in the future. The company has been steadily growing and thus far hiring of new employees has been handled through a process that is largely manual. The HR Director reported that his staff will be unable to accommodate the hiring of the 75 new employees in the timeframe required. The Chief Information Officer (CIO) then recommended that the company look for a commercial off-the-shelf software product that can dramatically improve the hiring process and shorten the time it takes to hire new employees. The Chief Financial Officer (CFO) wants to ensure that all investments are in line with the corporate mission and will achieve the desired return on investment. She will be looking for clear information that proposals have been well researched, provide a needed capability for the organization, and can be cost-effectively implemented in a relatively short period of time to reap the benefits. The CEO has asked the CIO to work with HR to recommend a solution.

CIC Case Study 3/18/2017 1
Chesapeake IT Consultants
Chesapeake IT Consultants (CIC) is a successful Information Technology consulting services firm that utilizes proven IT and management methodologies to achieve measurable results for its customers. Its customer base includes small to mid-tier businesses, non-profit organizations and governmental agencies at the local, state and federal levels. CIC feels strongly that its success is dependent on the combination of the talent of its IT consultants, the best practices CIC employs, and a dedication to delivering truly beneficial IT solutions to their clients.
Corporate Profile
Corporate Name: Chesapeake IT Consultants, Inc.
Founded: May 2004
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 400
Total Annual Gross Revenue: $80,000,000
President and
Chief Executive Officer (CEO): Alvin Morrison
Business Areas
CIC provides consulting services in the following areas:
 Business Process Consulting – Business process redesign, process improvement
 IT Consulting – IT strategy, analysis, planning, system development, implementation, and network support
 IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence, selection and performance management; Service Level Agreements
Business Strategy
CIC’s business strategy is to provide extraordinary consulting services and recommendations to its customers by employing highly skilled consultants and staying abreast of new business concepts and technology and/or developing new business concepts and best practices of its own.
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 Case Study 3/18/2017 2
CIC, as a consulting company, relies on the quality and expertise of its employees to provide the
services needed by the clients. When it is awarded a contract, the customer expects CIC to
quickly provide the consultants and begin work on the project. CIC, like other consulting
companies, cannot afford to carry a large number of employees that are not assigned to
contracts. Therefore, they need to determine the likelihood of winning a new contract and
ensure the appropriately skilled consultants are ready to go to work when needed. CIC relies
on its HR Department to find and hire the personnel that the line managers need for upcoming
contracts. It is very much a “just in time” hiring situation.
The Headquarters in Baltimore, Maryland, houses approximately 300 employees. Satellite
offices have been opened in the last two years in both Herndon, Virginia and Bethesda,
Maryland to provide close proximity to existing clients. It is anticipated that new pending
contracts would add staff to all locations. The management team believes there is capacity at
all locations, as much of the consultants’ work is done on-site at the customers’ locations.
Strategic Direction
As a small to mid-size business (SMB), CIC recognizes that it needs to carefully plan its future
strategy. Considering the competitive environment that contains many very large IT consulting
firms, such as Hewlett-Packard (HP), Booz Allen Hamilton (BAH), and Science Applications
International Corporation (SAIC), as well as numerous smaller companies with various skill sets,
market niches, and established customer bases, CIC will be evaluating how best to position
itself for the future and recognizes that its ability to identify its core competencies, move with
agility and flexibility, and deliver consistent high quality service to its clients is critical for
continued success.
One area that is critical to a consulting company is the ability to have employees who possess
the necessary knowledge and skills to fulfill current and future contracts. With all the
competition in IT consulting services, CIC is planning to incorporate consultants in other
countries to provide remote research and analysis support to the on-site teams. Since CIC has
no experience in the global marketplace, the Director of HR has begun examining international
labor laws to determine where CIC should recruit and hire employees.
Challenges
The two contracts that CIC expects to win very soon will require the hiring of an additional 75
consultants very quickly. The Director of Human Resources (HR) is concerned that the current
manual process of recruiting and hiring employees will not allow his department to be
responsive to these needs. He is looking for a near-term solution that will automate many of
the manual hiring process steps and reduce the time it takes to hire new staff. He is also
looking for a solution that will allow CIC to hire employees located in other countries around
the world.
CIC Case Study 3/18/2017 3
Additional business plans include adding help desk support as a provided service. This may
include partnering with another vendor offshore to provide economical competitive services in
this area.
Management Direction
The management team has been discussing how to ramp up to fill the requirements of the two
new contracts, and prepare the company to continue growing as additional contracts are
awarded in the future. The company has been steadily growing and thus far hiring of new
employees has been handled through a process that is largely manual. The HR Director
reported that his staff will be unable to accommodate the hiring of the 75 new employees in
the timeframe required. The Chief Information Officer (CIO) then recommended that the
company look for a commercial off-the-shelf software product that can dramatically improve
the hiring process and shorten the time it takes to hire new employees. The Chief Financial
Officer (CFO) wants to ensure that all investments are in line with the corporate mission and
will achieve the desired return on investment. She will be looking for clear information that
proposals have been well researched, provide a needed capability for the organization, and can
be cost-effectively implemented in a relatively short period of time to reap the benefits. The
CEO has asked the CIO to work with HR to recommend a solution.


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