How A Web-Based Platform Would Address Communication And Reporting Concerns By Hamilton & Co. Advocates

Contents

TOC o “1-3” h z u HYPERLINK l “_Toc380293162” Introduction PAGEREF _Toc380293162 h 1

HYPERLINK l “_Toc380293163” Executive Summary PAGEREF _Toc380293163 h 1

HYPERLINK l “_Toc380293164” Business Need and Current Situation PAGEREF _Toc380293164 h 1

HYPERLINK l “_Toc380293165” Problem Statement PAGEREF _Toc380293165 h 1

HYPERLINK l “_Toc380293166” Impact on Hamilton and Co. Associates Law Firm PAGEREF _Toc380293166 h 3

HYPERLINK l “_Toc380293167” Technology Migration PAGEREF _Toc380293167 h 5

HYPERLINK l “_Toc380293168” Overview of the Web-based Platform Project PAGEREF _Toc380293168 h 6

HYPERLINK l “_Toc380293169” Project Description PAGEREF _Toc380293169 h 6

HYPERLINK l “_Toc380293170” Goals and Objectives PAGEREF _Toc380293170 h 7

HYPERLINK l “_Toc380293171” Project assumptions PAGEREF _Toc380293171 h 8

HYPERLINK l “_Toc380293172” Project Constraints PAGEREF _Toc380293172 h 8

HYPERLINK l “_Toc380293173” Performance of the Project PAGEREF _Toc380293173 h 9

HYPERLINK l “_Toc380293174” Cost Benefit Analysis PAGEREF _Toc380293174 h 11

HYPERLINK l “_Toc380293175” Analysis of the Available Alternatives for Hamilton & Co. Advocates PAGEREF _Toc380293175 h 14

HYPERLINK l “_Toc380293176” Approvals PAGEREF _Toc380293176 h 15

Introduction

Executive SummaryThis 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 SituationProblem StatementHamilton & 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 FirmMigrating 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 MigrationThe 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 ProjectProject DescriptionThe 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 ObjectivesThe 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 ConstraintsAs 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 ProjectThe 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 AnalysisThe 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. AdvocatesAs 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.

ApprovalsThe 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.