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Individual Project I-2
1. Title
Technology Management Plan
2. Introduction
You h
Individual Project I-2
1. Title
Technology Management Plan
2. Introduction
You have been selected to be the acting CIO for a subsidiary of Largo Corporation called Rustic
Americana. Its primary products include arts and crafts that reflect the history, geography,
folklore and cultural heritage of the United States. It specializes in direct marketing and sales
through its call center. Sales are through a web store, a brick-and-mortar store, and a direct
mail catalogue. All services are housed under one roof that include warehousing, order
fulfillment, shipping, corporate management and operations, and the call center. The success of
the company hinges on its eye-catching direct mail catalogue and the unique product line.
Unfortunately, annual sales have declined over the years due largely due to internal issues. The
previous CIO was terminated some say due to incompetence primarily related to the
underperforming call center. In addition, speculation swirled around the activities of the CIO.
He was often absent from the building. He secluded himself behind the closed door of his
office. Associated rumors mounted, and it was believed that he was running a consulting
business on company time. When the Rustic Americana CEO asked him about this during a
formal review, the CIO answered that it was a weekend hobby that kept him abreast of
emerging technologies. The CEO asked him if one of their competitors was a client and he
vehemently denied the accusation. She was certain that the CIO was not being entirely truthful
with her.
Call Center Operations
Managing a call center demands a wide range of skills including managerial, troubleshooting,
patience and being cool under pressure. Knowledge of computer and communications skills is
helpful but most call centers have a technical support division. The call center manager is Prisha
Khan – she has been in the job for about 2 months.
The customer service representative (CSR) in the call center responds to a call for product. On
the customer management system (CMS), the CSR collects and directly enters customer
information; on a separate inventory management system (IMS), the CSR looks up the product,
and verifies if the warehouse has it in stock. If it does, the order is entered on the CMS, and the
CSR decreases the inventory on the IMS. On the CMS, the CSR creates an order fulfillment ticket
that is automatically shuttled to the warehouse processing clerk who prints it and then
generates the shipping label. The shipping label is prepared through a web-based system
through either UPS or USPS, which also produces a tracking number used by both the company
and the customer. The processing clerk enters the shipping costs and tracking number into the
CMS. The customer is billed when the order ships.
The warehouse crew uses bar code scanners to track merchandise; once the order is selected, it
moves along a conveyor to a shipping clerk who packages the order, affixes the shipping label,
scans the bar code, and places the package into a bin for delivery pick-up. The final scan
automatically enters the dollar amounts into the system for billing.11
An old UNIX system is used to manage inventory. Data input clerks entered information on new
merchandise into it, CSRs referred to it for product data, and if the product was on hand, it
produced an order processing form which was sent to the warehouse for processing. The CSR
could reduce the inventory through the terminal on their desk. The problem they experienced
was a refresh rate on volatile inventory. It was a common occurrence that a customer would be
told the product would ship when it was in fact depleted by other CSRs.
There were conflicting views on the party responsible for upgrading the systems. The former
CIO believed the call center manager needed to take the lead on upgrading operations, while
the call center manager complained that this was an IT problem, and she could not tolerate
downtime. To add to the fray, the Chief Financial Officer balked at the cost associated with this
investment. The CEO did not feel the urgency and leaned to the CFO for advice.
Staffing the call center is the responsibility of the call center manager. Ms. Khan uses past
volume experience to make sure there were sufficient CSRs on hand. She kept a list of “on-call”
CSRs for unanticipated business. Her staffing limit was the number of stations with computer
access to the servers. The call center uses a Cisco Voice over Internet Protocol (VoIP) phone
system. The phone system runs on two standalone servers — one for call routing and the other
for voicemail. There is a dedicated toll-free number into the center, and the system is
programmed with an auto-attendant to direct calls. The volume of calls is a problem, and the
number of lines is less than the number of agents available to take calls during high volume
periods. This is because there is a per-trunk monthly service charge, and the call center cannot
adjust the number of trunks based on periodic demand. When the caller is placed in queue, the
standard practice is to limit the length of the average call to six rings. The phone system
requires a local coaxial cable Internet service to supply broadband. Phones are connected to
the network architecture using standard Cat5 copper cabling which routes phone traffic to the
call center.
Under this approach, there have been issues with “quality of service.” The former CIO was fond
of saying “problems with the cable company” when things went wrong. There was no effort to
track downtime. During these “downtimes” the entire call center becomes idle, and revenue is
lost. Because the Internet is tied to the same cable service, web services were also down. The
Rustic Americana CEO felt that the lack of access discouraged new customers, but no data was
collected to indicate a correlation between downtimes and sales decline.
Inside the building there is an application server, a server for Microsoft Outlook email, the web
server, and the typical complement of routers and switches. The former CIO used a variety of
hardware from different vendors. When broadband cable services are up, bandwidth is not a
problem, except when the former CIO allowed employees to stream movies during their breaks
to boost morale. Employees routinely used their workstations to check personal email, and to
manage their social networking accounts. There was a problem with one employee posting
unflattering comments about the company that resulted in a severe reprimand.12
The data systems for the call center are setup as follows. The center has two data servers. One
data server has a UNIX operating system, and it runs Oracle database technology. The second
server is a Microsoft operating system, and it runs SQL database technology. The two data
servers are accessed via 40 workstations in the call center. It is staffed 24/7 but is closed on
major holidays. The call center also contains 10 additional older workstations, which are used
by data input clerks to update inventory when ordered and upon arrival this inventory was
verified, and bar code tagged with local stock inventory labels.
CSRs use a “homegrown” customer support application developed in house which uses a
generic Oracle Forms interface. The former CIO did not believe in “bells and whistles” of
modern Customer Resource Management (CRM) systems — besides, the Director of Marketing
did not understand the value of CRM, the CFO was not persuaded to make the software and
hardware investments, and the Rustic Americana CEO held stereotypical, non-strategic views of
customers. The inability to do their required work was a constant complaint of agents.
Moreover, there is no technology infrastructure in place to support mobile computing such as
staff use of tablets or (more critical) a wireless interface on bar code scanners used in the
warehouse.
Your Role as Acting CIO
You should frame your work around understanding the mechanics of enterprise technology
management beyond the need to specifically recommend the replacement of antiquated yet
functional systems. You should strive for an alignment of technology with the business needs.
You have been asked by the Corporate CEO to fix the problems created by the former CIO’s
perceived mismanagement of the IT operations and resources. You need to address the
numerous complaints about the call center regarding its poor service such as delayed shipping
and failure to notify when a product is out of stock.
The CEO asked that a plan be prepared and presented for effectively managing the company’s
IT operations – specifically its call center. Within Rustic Americana, there is a Chief Financial
Officer, a Director of Marketing, a Direct Sales Director, and the usual departments. You are the
“acting” CIO, and as such, you have your own staff of ten which includes an assistant who
handles staff management and equipment orders, a network engineer for each of the three
critical systems, a systems analyst, a web server programmer, and four desktop support
technicians.
This learning activity focuses what it takes to manage technical operations. You will learn about
creating reliable feedback mechanisms for difficulties at all levels of enterprise Information
Technology interface. This includes timely discovery of technology related issues, resolution of
these issues, creating a culture of trust and dependence, informing staff of your activities, and
developing strategic plans for reducing bottlenecks in the future.
Understanding technology management is important to an IT professional because in this
environment, as would be true of most corporate environments, computer-based information
systems are at the core of an efficient and competitive service delivery. Effective leadership13
requires the identification of problems, the resolution of those problems, an eye on the future
of the corporation and its profit, and transparency through communication with peers and
subordinates.
3. Steps to Completion
1) Analyze the Situation
First review and analyze the business and IT operations of the call center. Break down the
entire process into smaller parts and analyze these parts. If necessary, draw a sketch.
In general, here are some typical questions one should consider as part of the analysis:
1. What is the business model for the corporation?
2. Where is technology strong? Where is it weak?
3. How do we manage capacity both in terms of our computer system’s capacity (and
response time and fault tolerance) and our staffing capacity (does the work performed
full occupy the expertise for which it is paid?).
4. What is our sustainability policy?
5. What is our technology innovation strategy?
6. What is our level of contract support? How are contracts evaluated for their full value
to the efficiency of the corporation?
7. How are problems solved within the corporation?
Next identify key issues and challenges. Beyond technical concerns, there are also managerial
issues that need to be addressed.
Deliverable: Capture this information in an issue matrix which is a table that lists, categorizes,
and prioritizes these problems (High, Medium, and Low), that assigns responsibility for the
problem to internal staff, to contract support, or to others (specify these individuals) and
contain other information you feel relevant. This will be shown to management so they will
readily identify and understand the key concerns. Use your creativity.
Identify problems and do not jump the gun and start identifying or implying solutions at this
point. Solutions are to be presented in Step 3.
2) Identify Best Practices
Research current best practices relating to technology management practices including
operational improvement approaches. You can start with these U.S. Government Accountability
Office (GAO) information:
• Managing Technology: Best Practices Can Improve Performance and Produce Results
http://www.gpo.gov/fdsys/pkg/GAOREPORTS-T-AIMD-97-38/pdf/GAOREPORTS-T-
AIMD-97-38.pdf14
• Information Technology: Implementing Best Practices and Reform Initiatives Can Help
Improve the Management of Investments http://www.gao.gov/assets/670/663051.pdf
Also, key management best practices are listed in Chapter 2 of this reference:
https://books.google.com/books?id=SPjRBQAAQBAJ&printsec=frontcover&source=gbs_ge_su
mmary_r&cad=0#v=onepage&q&f=false
(Note: If you have trouble accessing this reference, you will need to go to the Safari e-book
database. To do this, go to the library home page at http://www.umuc.edu/library, click
Databases by Title (A-Z ), and then S, and then the Safari Books Online database. Using the
search bar, you can then locate the book entitled “IT Best Practices”. Click on the book that is
by Tom C. Witt. Proceed to Chapter 2.)
Also identify people management skills needed to have an effective operation. You can begin
with this link: http://www.forbes.com/sites/victorlipman/2014/06/09/6-tips-for-managing-
people-who-are-hard-to-manage/
Understand ethical requirements for individuals in an organization. Here is a Prezi presentation
about the subject:
https://prezi.com/swchhg04exdh/how-ethical-theories-apply-to-it-professionals/
Deliverable: Prepare a best practices report that addresses the key findings from this step. This
will be shown to corporate management. Minimum length: 400 words.
3) Select Applicable Operational Improvements
You are to identify what is needed for managing the call center. You use all of your staff as a
team to identify solutions (Note: you may request for new positions on your staff, but you
cannot exceed your current number of slots).
You have a sense of the problems; now document the best practices which, if implemented,
generate a computing environment more stable, reliable, and innovative and help in resolving
the challenges you have set as top priorities facing your corporation.
Specifically, identify needed operational improvements applicable to Rustic Americana’s call
center with a set of recommendations. Among other approaches, explore the use of ITIL to
provide customer-centric IT services. Here is a good starting resource:
https://docs.newhorizons.bg/itil/ITIL-the-basics-White-Paper.pdf
Here is an introduction to call centers:
https://books.google.com/books?id=0ZdG1qF2XvYC&printsec=frontcover&source=gbs_ge_sum
mary_r&cad=0#v=onepage&q&f=false
Also, be sure to address ethical behavior based on concerns raised in this learning
demonstration. This has been a major concern in Largo Corporation because of recent unethical
corporate practices that has been in the news recently.15
Also address needs for the support, renewal, and sustainability of a call center technology. Be
sure to specify effective day-to-day practices needed to manage operations.
Deliverable: Develop an operational improvement report that summarizes the key
requirements discussed above. Minimum length: 600 words.
4) Document Findings and Recommendations
Document key findings and recommendations in a presentation to your executive team (e.g.,
CEO, CFO, and Director of Marketing). This presentation should document the issues and
solutions identified earlier.
Deliverable: Final presentation
The presentation should consist of 10-15 slides. It should include audio narration (directions are
found at: https://support.office.com/en-au/article/Add-narration-to-a-presentation-0b9502c6-
5f6c-40ae-b1e7-e47d8741161c). The narration should also be captured in the slide notes.
4. Deliverables
1) Issue matrix
2) Best practices report
3) Operational improvement report
4) Final presentation
Except for the presentation, combine all the files into one Word document. Provide an abstract,
introduction, table of contents and conclusion in this one document.
Title your files using this protocol: LastName_FirstName_I-2_AssignmentName_Date.
In lieu of submitting the presentation, you may provide a link to your presentation file.
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