COMM391 Section 103 Phase 8

Get Started. It's Free
or sign up with your email address
Rocket clouds
COMM391 Section 103 Phase 8 by Mind Map: COMM391 Section 103 Phase 8

1. ISSUE #1 - Competitive Advantage our main purpose for outsourcing is to limit our expenditure on data management, information sharing [cloud computing] and operational software maintenance/development [SugarCRM and Financial Tools]. being able to outsource software/database maintenance relieves the firm of having to worry about allocating more resources towards this - in addition to upgrading it every time, meaning the firm can focus on investing in better financial analysts/guest services agents our ability to focus on the said resources but still have the ability to retrieve information and analyze data when needed also gives the extra time we need to be able to make sure that the clients complaints, wants and simple requests are addressed - also all their questions are answered outsourcing our social CRM through SugarCRM and linking all social media accounts to our SugarCRM account will allow VAnalyst to manage all means of communication effectively and efficiently - also using insource guest service agents will allow VAnalyst to get to know clients at a more personal level when they do decide to go to the office - in addition to this effective and efficient management of socialCRM through SugarCRM will allow us to make our presence known to our local potential clients a lot faster outsourcing database management - linked to SugarCRM and all Financial Tools will allow our analysts to not only use financial data but also client data to match their portfolios and investment 'wants' [i.e. high risk/high yield or low risk/constant returns] giving us a better opportunity to heighten the satisfaction of our clients

2. CRM software systems are a journey, not a destination, and successful CRM application programs leverage a continuous process improvement cycle to constantly refine and optimize the business software system. Compare, measure and verify planned and achieved stakeholder group objectives Compare and verify the most critical success factors Be sure to trend user-based utilization metrics Analyze proposed software benefits from new software version upgrades Verify Second Wave benefits (e.g. those proposed implementation activities that didn't make the cut in the original implementation) Assemble an internal or external advisory group and participate in the vendor's user group(s)

3. these specialists know the company and are aligned with our values.

4. Group 303

4.1. Outsourcing

4.1.1. Cloud Computing

4.1.1.1. Use Google Apps

4.1.1.1.1. Benefits: -reduces costs: eliminates need to recruit additional IT team -gives core team in VanRealty ability to focus on core activities (eg: manage business projects, manage schedules of clients, reception jobs, etc) -already developed, easier to implement rather than designing everything from scratch

4.1.2. iPhone App

4.1.2.1. Use external app developer

4.1.3. Website development

4.2. Project Management

4.2.1. -Require staff to 'define' projects -Make sure 'scope creep' does not occur -Ensure feasibility of project -Ensure project is communicated to all relevant parties: -eg: 3rd party service providers, etc

5. Implementation

5.1. Privacy

5.1.1. Importance

5.1.1.1. customers creates profiles in the online plateform, company is responsible for the privacy issues

5.1.1.1.1. New node

5.1.1.2. E-commerce: Customers fill in credit/debit card information online

5.1.2. Solution

5.1.2.1. GFC customers who utilize the website will be required to create an account, which will be protected with a password

5.1.2.2. Credit card information and other sensitive data that are required to process a payment will go through external outsourcing with companys such as Paypal, SSL and Authorize.net

5.1.2.3. OpenPro system will be made more secure by adding preventative measures including: firewalls, digital signatures and encryption

5.1.2.4. Routine back-up of information, In the case of a Web Attack and information in our database is deleted, we will be able to complete a full restore to recover the lost data

5.2. Information security

5.2.1. RFID, product informations are valuable because it is trackable to the supplier

5.2.2. If Customer database is vulnerable, once hacked, both financial and personal information will be leaked out

6. How do we develop a mobile app

6.1. How do we develop it

6.1.1. Insourcing

6.1.1.1. The big benefit here is that it will be developed by a team of internal employees. They know what they want and how we want it. They know the culture we want to portray, but then we also need to

6.1.1.2. There will be prohibitive costs involved, not only in hiring a team which is capable of doing it, but also what do we do after the project is complete

6.1.1.3. You could argue that we already have a team who already designed and implemented the website, so in fact we will be using our staff more efficiently. Arguments work both sides

6.1.2. Outsourcing

6.1.2.1. We can take expertise from outside, it could be a lot faster since those who are designing it will already know about mobile applications

6.1.2.2. There will be a communication gap, what we want may not transfer to the other team. If we outsource it, then it may be really expensive comparing it to offshoring which may be more cheaper but then we will also encounter a much greater communication gap

6.1.2.3. It will take time for the other organization to learn of our company culture so the application may not be representative of our culture

6.1.2.4. We will also need someone to maintain it after, which could just keep us giving major recurring costs

6.2. How will we manage it

6.2.1. As a cost focused company, the first and most important thing will be to get the balance between cost and quality.

6.2.1.1. The internal quiality we believe may be better but it could also be more expensive, whereas the external quality may be worse but the it could also be cheaper

6.2.1.2. In the long run it may be beneficial to insource it especially if we plan on taking future it projects

6.2.2. We must also realize the balance between the speed of the application. We need to determine how important it is to get the product out on in the market, so if speed is vitally important then it may just be more cost effective to outsource it purely for the speed it takes to get into the market

6.2.3. We must also realize that if we insource it, then the focus of our executives may slightly shift towards the main goal of selling products to partially including the website development as well. It may shift the focus from executives

6.2.4. If we are to be innovative, than outsourcing the product also causes other issues such as them using it for other companies as well as our own, so we loose that competitors advantage, but then we must also realize that it may already be happening that those companies already have another product and we can get the product even faster

7. We will hire a 3rd party developer to create the mobile applications

8. ISSUE #2 - Security and Reliability SugarCRM uses online databases from various other big companies which supply these storage spaces and secure them with state of the art technology, however should any compromise to their storage happen VAnalyst will have hard copies and electronic on hand of every single transaction and conversation done with each client With regards to basic access to the SugarCRM software, usernames can be linked to security levels which only allow the specified user to view and or edit only the level allowed by the administrator - this lowers the chance private information leaks within the firm In the event of outages of any type, as mentioned above, VAnalyst will also be having hard copies [transcripts] of every transaction and conversation done with every client which is updated every start of the office hour

9. Group 301

9.1. Training

9.1.1. Introducing a new system will require our employees to learn how it works(how to input data into the system, how to view information etc.)

9.1.1.1. Solution: Test prototypes of the system with our staff and make necessary improvements that will make the system more user friendly (involve staff with the design of the system)

9.1.1.2. The hired contractor to make our database could provide documentation and training.

9.1.1.3. Microsofts provides many guides and videos on using MS Access

9.1.1.4. Additional Support from company and community forums is also an asset for our Gps Software (GpsGate)

9.2. Outsourcing

9.2.1. Communication with the developer is important, or the software we obtain might not meet our requirements

9.2.1.1. Solution: Like training, close communication between the developer is crucial. an iterative approach to development should be made. Prototypes should be shown to make sure project is meeting our requirements.

9.2.1.2. Our hired contractor must be able to come to our offices and work with us in person. He should not be in India.

9.2.2. 3rd Party Software we obtained may not perform as well as thought.

9.2.2.1. The system should be rolled out in parts - GPS could be tested on one truck, then 3 trucks before it is deployed to the entire system

10. Group 302

10.1. Development

10.1.1. Outsourcing

10.1.1.1. We will use: Microsoft Dynamics CRM 4.0 Implementation Guide (software) CRM software implementation should follow a strategic approach to maximize likelihood of successful outcome The outcome is uncertain for we often make adjustments and adapt to new ideas, new information or new human capital as we make progress.

10.1.1.2. Hire Project Management Professional (PMP)

10.2. Implementation

10.2.1. SMART goals:

10.2.1.1. Specific, Measurable, Agreed Upon, Realistic, Time-framed NOT – ‘Increase Customer Satisfaction’ ‘Increase customer satisfaction by the end of the quarter by reducing Late Delivery by 15 percent' ‘Complete Review of Preliminary Software Specifications by June 15th, ensuring compatibility with company values’

10.2.1.2. Hire Project Management Professional (PMP)

10.2.2. Phase 1:

10.2.2.1. Quality project plans start with proven implementation methodologies and project management best practices. Organise the project team Establish clear project goals and quantifiable success metrics Craft a detailed project scope Thoroughly review existing business processes and keep an open mind to business process re-engineering

10.2.3. Phase 2:

10.2.3.1. Software Design and CRP

10.2.3.1.1. A Conference Room Pilot (CRP): a systematic approach to prototype the proposed operation of an information system, to learn how it works or should work, and to decide how to best manage the business with it – prior to the go-live conversion. The CRP results indicate confirmation or illustrate gaps and areas requiring a more detailed design effort prior to full implementation.

10.2.4. Phase 3:

10.2.4.1. CRM software User Training

10.2.4.1.1. Use the KISS (keep it simple stupid) principal. CRM systems, more so than other type of business applications, should have less focus on software and more focus on people, processes and training. Develop a rock solid training curriculum, classroom approach, hand-out materials and agenda; integrate cross reference materials where they can add value.

10.2.5. Phase 4:

10.2.5.1. Go-Live and Software Testing

10.2.5.1.1. When the go-live event happens, your full project team, including executive sponsor, should be shadowing the user communities in order to project confidence and be instantly available for user requests or the inevitable software irregularities that are sure to arise. The more the CRM software system pilot is tested, the more smooth the go-live event will likely be.

10.2.6. Phase 5:

10.2.6.1. Software Evolution and Maintenance

11. Group 304

11.1. Development

11.1.1. Outsourcing

11.1.1.1. They will also maintain them at minimal cost, must less expensive than trying to have it developed in house

11.1.1.2. This is the most important thing because app development is key, as if the app is not developed well. no one will use it

11.2. Implentation

11.2.1. Training

11.2.1.1. Apps will be intuitive to allow minimum training to a small limited manual.

12. Group 319 CityWorkforce

12.1. Security

12.1.1. Not implementing ERP

12.1.1.1. Prevents issues of employees having too much information

12.1.2. Cloud

12.1.2.1. Who owns the data?

12.1.2.2. Make sure that we implement a strong privacy policy

12.1.2.3. Limit access based on user authorization

12.1.2.3.1. Provide different levels

12.1.2.3.2. Limit who can edit information to relevant client management people

12.1.2.4. Data transmission security; Wifi? LAN? Mobile?

12.1.2.4.1. Must maintain security of client data; there are likely legal constraints around this

12.1.2.4.2. Potential attacks because of valuable nature of our data for identity thefts

12.2. Project management

12.2.1. Outsource CRM

12.2.1.1. Cloud computing will be outsourced

12.2.1.2. Development

12.2.1.2.1. Buy CRM from a vendor

12.2.1.2.2. Adapt this CRM to allow matching and integration search engine

12.2.1.2.3. Need to train our own project managers

12.2.1.3. Implementation

12.2.1.3.1. Train staff, especially IT

12.2.1.3.2. Ensure this training program addresses any resistance and integrates the system into daily workflow

12.2.2. Keep internal

12.2.2.1. Payroll system

12.2.2.1.1. Do not put in the cloud due to security considerations

12.2.2.1.2. Can use current and expand it (save money)

13. 320 - Good Food Canada

13.1. E-commerce security related issues

13.1.1. Privacy : need for explicit privacy policy in order to increase customer trust toward release of personal information .

13.1.1.1. Privacy policy will explain which information will be mined from data collection, for which purpose and which technologies will be used to process them

13.1.2. The website will be an important channel for collection of customer data. Recommendation Agents will use customer information to implement cross-selling strategy . protection and securitization of database management system will be ensured through need for employees authentication for data access and backup .

13.1.3. Scepticism toward online payments : Credit card details will be protected by the payment gateway through encryption.

13.1.3.1. Credit card details will be protected by the payment gateway through encryption. Use of 3D secure protocol to increase level of data protection.

13.2. RFID privacy issues

13.2.1. - some information about the items will be accessible to anyone - where product was made need to be accessible only to those we choose- to protect our farmers and suppliers

13.3. Outsourcing

13.3.1. Smartphone App

13.3.1.1. Instead of creating an R&D department and providing necessary funding involved with hiring managers, employees, providing health benefits and EI and CPP etc. It will be more cost effective to outsource the creation of our Smartphone App

13.3.1.1.1. Benefits

13.3.1.1.2. Downsides

14. Group 318

14.1. Privacy

15. New node

16. Group 318: DataMed

16.1. Implementation: Resistance from employees

16.1.1. Why?

16.1.1.1. We believe some staff members, especially older physicians may resist our proposed changes as they do not want their work environment to change.

16.1.2. How to manage?

16.1.2.1. We need to educate our staff members about how the new systems will benefit them by making their jobs easier and providing a better patient experience. Employees are less likely to resist change if they are informed of the benefits. Once educated about the benefits, it is essential to provide a thorough training program so employees can understand and use our new software system with ease. Once the system is up and running, we need to ensure our partnered developer is available to provide support to staff members. If our developer is easily contacted to answer any questions it will make it easier for employees to adapt to this sophisticated system.

16.2. Development: Maintaining a solid relationship with development partner

16.2.1. Why?

16.2.1.1. DataMed is intent on developing a joint venture with a midsized software developer also located in Vancouver. We will retain a 60% share of the software while the developer will own 40%. Both organizations will contribute capital and resources. Our doctors will provide feedback and creative input about the software design. Our clinic will serve as a pilot project for launching and refining the software. There are many inherent risks and potential benefits with such a proposal. The software developer could abandon the project or our companies relationships could become strained. We believe the benefit of a customized software program, catered directly to our specifications outweighs the risks. This venture will allow us to attain advantages associated with outsourcing while achieving the customization and support associated with internal development.

16.2.2. How to manage?

16.2.2.1. We will hire a project manager to oversee the project and work with our physicians and the developers. The project manager will convey our interests to the developers and ensure the project is being completed at a reasonable pace. We also believe that 40% ownership provides an incentive for the developers to produce a quality software program that can be commercially successful. DataMed understands the practical aspects of medical software while our partnered developer can provide any necessary technical expertise and support!

17. Group 316- Full of Christmas Spirit

17.1. Development

17.1.1. Outsourcing

17.1.1.1. Why is it important?

17.1.1.1.1. Not developing own system- using sales force to cloud compute our information

17.1.1.1.2. Utilize professional and established service companies instead of having manage a newly developed service.

17.1.1.2. How are we going to manage it?

17.1.1.2.1. Don't need to manage since its just an external platform

17.1.2. Insourcing

17.1.2.1. Why is it important?

17.1.2.1.1. Lower cost compared to outsourcing to another company.

17.1.2.1.2. Need someone to update and maintain the website

17.1.2.2. How are we going to manage it?

17.1.2.2.1. Hire project manager

17.2. Implementation

17.2.1. Security

17.2.1.1. Why is it important?

17.2.1.1.1. Online security is essential for e-commerce

17.2.1.1.2. Security builds trust between partners so that deals can be reached

17.2.1.1.3. Customers can sue us if their information are stolen

17.2.1.1.4. Law requires the privacy of information among parties

17.2.1.2. How are we going to manage it?

17.2.1.2.1. Use firewall to protect us from possible attacks

17.2.1.2.2. Educate employees to keep track of information properly

17.2.1.2.3. Use digital signatures and other authentication devices to keep information protected and accessible to right users

17.2.2. Privacy

17.2.2.1. Why is it important?

17.2.2.1.1. When customers pay for an order online they need to be sure that the information (credit card info) will not be spread across the internet

17.2.2.2. How are we going to manage it?

17.2.2.2.1. Have a update and advanced security system

18. Group 315

18.1. Technology: Web 2.0 Site: Patient Profiles

18.1.1. Security and Patient Privacy

18.2. Cost of Technology Implementation

18.2.1. Outsourcing

18.2.1.1. Use external firm or freelancer to develop and implement the technology

18.2.1.2. Staff will need to be taught by software developer how to use technology and how to trouble shoot minor issues

18.2.1.3. DataMed will need to have someone available to be able to come in to fix software issues

18.3. Security

18.3.1. Implement Security software and make sure staff and patients know that it is in place and how to use it

18.3.1.1. New node

19. Group 314

19.1. Outsourcing [SugarCRM which includes online database, cloud computing, analytical and social CRM]

20. Group 312

20.1. Privacy

20.1.1. Why?

20.1.1.1. Due to sense of nature of customer data/information, Move IT needs to ensure their customer's privacy is respected and complies with privacy laws

20.1.2. How to manage?

20.1.2.1. Move IT will enforce a strict privacy policy to its employees to reinforce importance of keeping customer information private

20.1.2.2. Customer data will be protected by passwords and user registration to prevent unauthorized misuse of customer data

20.1.2.3. Inform customers that we are using their data to customize moving experiences

20.2. To outsource or insource?

20.2.1. Outsourcing

20.2.1.1. Why?

20.2.1.1.1. Some benefits of outsourcing are that Move IT’s management isn’t burdened trying to coordinate the design of a new CEM system from scratch. Moreover, designing an IT solution internally from scratch requires a large capital investment upfront, tying up money that could be put towards other projects. Furthermore, being a start-up moving company, Move IT doesn’t have large team of IT designers on payroll that experience building CEM systems adding arguments for outsourcing the creation of the information system.

20.2.1.1.2. Finally outsourcing will allow Move it to benefit from the expertise of Software designers that have many years of experience of building IT solutions. That’s their business, Move IT’s business is moving.

20.2.1.2. How to manage?

20.2.1.2.1. Outsourcing the development of Move IT’s CEM system is the most efficient way of completing the project with the least amount of supervision by management, lower initial capital investment, lack of skilled IT Move IT employees.

20.2.1.2.2. losing control of management so give specific instructions to manage system, communicate openly with outsourcing company weekly in order to create an IT solution that will support Move IT's value proposition

21. Group 311

21.1. Outsourced IT

21.1.1. ERP

21.1.1.1. Integration of OpenPro: converting from a traditional way of keeping records and providing customer service to a more consolidated application requires massive restructuring that can cause confusion and dislike amongst employees and managers.

21.1.1.1.1. Employees will have to be trained how to use the new technology. We have to allow a training period where an OpenPro professional guides them.

21.1.1.1.2. We have to make sure that the current website server is in sync with the OpenPro server.

21.1.1.1.3. OpenPro's E-Commerce software suits ours needs very well. One issue that may arise is that we may not be able to upgrade easily or add additional features without contacting OpenPro and negotiating prices first.

22. Group 309- MoveIT

22.1. 1) Outsourcing of our development

22.1.1. poses a great risk of spending a large amount of money on a project that does not end up accomplishing what we need in order to meet our value proposition and generate revenue

22.1.1.1. putting the creation of our software (which is needed to fulfill our value proposition) in the hands of someone who is not as familiar with our business strategy and mission as someone within the organization

22.1.1.1.1. We will manage this issue by ensuring that a top manager (business strategist) is involved in not only creating in depth requirements for the development of our software at the beginning of the project, but also in meetings throughout the process that will serve as check points to ensure that the development is constantly in line with our firm's goals.

22.1.1.2. This may take more time and money (employee salary), but it is worth it in order to avoid a huge loss that would be caused by the software not meeting requirements

22.2. 2)

23. Group 306- city workforce

23.1. Database

23.1.1. Problem: Security/Privacy of customer information

23.1.1.1. identity theft - using other people's identification to apply to a job

23.1.1.1.1. binding legal agreement that will make you liable if the information you provide is incorrect

23.1.1.2. Hacking

23.1.1.2.1. have an antivirus in place

23.1.1.3. Employees who don't understand how much information they actually have

23.1.1.3.1. training for employees to understand how to protect customer information

23.1.1.4. unprotected systems

23.1.1.4.1. have passwords in place

23.2. Talemetry

23.2.1. Anything to do with information of the customer is in-sourced, any extra features that we secure from out-sourcing will be unable to access our current database

24. Group 305

24.1. Insourcing

24.1.1. IT specialists will create a virtual design software

24.1.1.1. using prototyping (rapid application development) methodology in developing this technology.

24.2. Outsourcing

24.2.1. Business processing service, contacting a business to take care of payroll such that costs are eliminated from the company and no extra people and systems need to be set up

24.2.2. Cloud computing for our phone apps to ensure that there are no breakins and it is running efficiently

24.2.3. By outsourcing we are avoiding heavy capital investment, thereby releasing funds for other uses

24.2.3.1. Get expertise that is not available internally

24.2.3.2. Provide superior infrastructure

24.2.3.3. Eliminates the need to recruit and retain competent staff to operate the needed technologies

24.2.3.4. Downsizing and company wide cost-cutting efforts

25. Group 307 Van Realty

25.1. Development

25.1.1. Outsourcing(Cloud Computing)

25.1.1.1. Van realty will outsource to a 3rd party for our cloud computing platform. The cloud will run our MLS(multiple listing service) app and the 3rd party will maintain its stability

25.1.1.2. Make sure all the information and data that Vanrealty provides to the 3rd party is kept private and secure; we can do this by communicating with salesforce and inquiring about their security strategies/policies. We can also reccomend some of our own security policies to them

25.1.1.2.1. In order to maintain confedentiality, require both parties to abide by the confendiality clause in a contract

25.1.1.3. Once Cloud Computing is up and running we can rely on salesforce to always maintain an up-to-date MLS application.

25.1.1.3.1. Provide key features of app: matching system where we list houses for sale and current offers filter system to find specific houses, etc.

25.1.1.3.2. Continual maintenace checks with 3rd party to make sure everything is running smoothly

25.2. Implementation

25.2.1. Training

25.2.1.1. Need to make sure all employees are trained with Cloud computing and the MLS application

25.2.1.2. Make sure agents are familiar with Chatter application that they can use to communicate with clients and agents

25.2.1.3. Make sure our agents know how to market our application, listing the benefits of using our MLS application versus other companies. This will make us stand out and differentiate us from our competitors

25.2.2. Cross Compatibility

26. Group 308

26.1. Website Security

26.1.1. What is it

26.1.1.1. We will be storing a lot of data of our users such as some personal identifiable information as well as more secure credit card information. We not only have to protect this information, but we also need to work with it ethically

26.1.1.1.1. We need to worry about the ethics of the information. Is it right to be able to quietly sell it to marketers to earn revenue?

26.1.1.1.2. A lot of people tend to fill their carts, but don't make the actual purchase. We want to make the payment system as simple as possible so people are more likely to actually buy their cart, by storing their account information. Credit card information needs to be securely stored as well as securely transmitted during a transaction.

26.1.2. How will we manage it

26.1.2.1. Encryption

26.1.2.1.1. Having appropriate encryption methods, such as assymetric encryption (is that the one with public/private keys?) will ensure when information is being transmitted, only the intended receiver can read it, as well as know who was the intended sender

26.1.2.2. Good privacy policy

26.1.2.2.1. The decision which we choose on how we keep marketing data will be focused as a business strategic decision on how we mange this data. This will be decided by our privacy policy and we can go either way, whichever way seems more beneficial, and of course whichever method fits the law

26.1.2.2.2. If we do keep it secure, we will make it clear on the website, to make people comfortable with using our services

26.1.2.3. Digital Signatures (Part of encryption)

26.1.2.3.1. Part of credit card verification systems. We want people to know that their credit card is being treated properly, so investing some money on digital signatures such as verified by visa will ensure that the transactions are more secure

26.1.2.4. Prevention from hackers

26.1.2.4.1. We could ask other people to try and hack our system, but it could be costly

26.1.2.4.2. We could also just believe that we have appropriate systems in place to prevent such hacking, and deal with it when the situation occurs (probably happens most of the times anyways)

26.1.2.4.3. We could also place firewalls or other such ways to prevent people, such as spamming our website, if we get too many connections being opened, we can just block the iP addresss

26.1.2.4.4. Important part is to balance effective cost and security

27. Group 310

27.1. New node

27.2. New node

28. What are the two most important issues (of those discussed in the phase 8 slides) when planning the development and implementation of IT for your company? Why? How are you going to manage those two issues?

29. Group 317 CITY WORKFORCE

29.1. Implementation

29.1.1. Privacy

29.1.1.1. In order to protect sensitive customer and corporate information, we will develop written policies to establish employee guidelines, personnel procedures, and organizational rules to handle information - ie: develop an information privacy policy

29.1.1.2. Because the resume and cover letter the candidates provide will contain the contact information and address, it is important to protect those employees' privacy and only distribute their information upon their consent.

29.1.2. Information Security

29.1.2.1. Our sources of positions and candidates information is essencial for City Workforce.

29.1.2.2. Since we are a start up company, there will be a relatively little amount of information to protect, however, it is important to City Workforce to establish a secure network early to protect information from accidental or intentional misuse by persons inside or outside the organization

29.1.3. Change Management

29.1.3.1. Have a plan in place on how to implement the IT into City Workforce, including: training sessions for employees in order for them to fully understand how to operate the IT, slowly make the change over to the new IT (nothing drastic), communicate why it is important and how this IT will help with operations to employees of City Workforce. Explain to customers how this IT will increase the efficiency and effectiveness of matching (marketing).

29.2. Development

29.2.1. Outsourcing vs. Insourcing

29.2.1.1. Outsourcing

29.2.1.1.1. Define which kind of services we are going to provide and how our IT will assist or enable City Workforce to do so effectively. Define what our City Workforces IT requirements. Decide to outsource the development of our IT to achieve the aim of effective "matching" between candidates and positions in a shorter period of time.

29.2.1.2. Insourcing

29.2.1.2.1. Hire a group of new IT specialists to develop the intelligent agent system inside our company.

30. New node