...1. How important were the NYCAPS and CityTime projects for New York City? What were their objectives? What would have been their business benefits? Both of these projects were important to the city of New York, for they were both designed to save the city millions of dollars in labor and IT costs. NYCAPS was designed to singlehandedly manage and update the personal information of the city’s work force. This was very important because at the time, the city had been using eight individual citywide systems, 200 systems within individual agencies, and a maze of paperwork for handling employee benefits and job changes. CityTime was created to automate payroll timekeeping in order to curb underserved overtime payments to city workers, and improve accountability throughout the government. 2. Evaluate the key risk factors in both projects The key risks for both projects were the lack of technical expertise during the planning of the projects, the risk of developing a customized solution, instead of purchasing an existing program that was already designed to facilitate their needs, the lack of experienced technical project managers, and the high risk of hiring fraudulent subcontractors who could fleece the city for millions of dollars. 3. What were the similarities and differences in the management of both projects? Both of these projects were managed by government administrators, who had no technology project management experience and they did not have the authority...
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...NYCAPS and CityTime: A Tale of Two New York City 1. How important were the NYCAPS and CityTime projects for New York City? What were their objectives? What would have been their business benefits? New York City Automated Payroll System (NYCAPS) and CityTime were both projects initiated by Mayor Bloomberg, to modernize the New York City government through a technological overhaul of various systems. Both systems had a common goal of saving the government money by creating systems that were more efficient and effective. The goal of NYCAPS was to create a modern, automated system for managing and updating personnel information for New York City’s workforce, including employee benefits information. NYCAPS would replace the need for the eight city wide systems and 200 systems within individual agencies and the maze of paper work related to employee benefits and job changes. The goal for CityTime was to create an automated payroll timekeeping process to curb undeserved overtime payments to city workers and improve accountability throughout the government. The CityTime system would reduce errors associated with manual timekeeping such as police and firefighters and other aging city workers receiving unnecessary overtime at the end of their careers to increase their pension and prevent lawsuits brought against the city by workers who claimed to be paid too little for the hours they worked. 4. What were the similarities and differences in the management of both projects...
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...NYCAPS and City Time: A Tale of two New York City 1. How important were the NYCAPS and CityTime projects for New York City? What were their objectives? What would have been their business benefits? * Importance of NYCAPS and CityTime projects for New York City: 1. To reduce the paperwork used handling employee benefits and job changes. 2. To save labor and IT costs for New York City. 3. To control overtime payments to the city employees and improve accountability. 4. To reduce the mismanagement of the system and to deliver the information accurately. * Objectives of NYCAPS and CityTime Projects: 1. To create a modern automatic system that is used for managing and updating the personal information for New York City’s workforce along with information of employee benefits. 2. To save millions of dollars every year for the New York City with the successful implementation of NYCAPS. 3. City time project objective is to provide an automatic payroll for employees to control and check the undeserved overtime payments to city workers, which are not possible before. * Business benefits using NYCAPS and CityTime projects: 1. They are able to reduce the labor costs by automating the system to handle employee benefits. 2. It saved the revenue of the New York City by control the overtime payments to the city employees. 3. Improves the business process and efficiency of the system 2. Evaluate the key risk factors in both projects...
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...The difference between Nycaps and CityTime is that while eight people have been indicted in connection with CityTime, no allegations have emerged about criminality in Nycaps. But both projects highlight the city‟s failure to properly manage private contractors and the ability of the Mayor and his top aides to ignore signs of trouble in large-scale technology operations. “It was a runaway project,” Raj Agarwal, a former city employee who managed the early part of Nycaps, told the New York Times, which broke the story in its Sept. 24 paper. He told the Times that he had repeated disputes with the primary contractor, the Accenture consulting firm, because he felt the company was billing for more workers than were necessary, at up to $383 per hour. But he said the Bloomberg administration would not get involved. “I did not get the sense that the Mayor‟s Office was paying attention,” he said. He said he eventually quit in frustration. Council to Hold Hearing Reacting to the Times report, the City Council promised Sept. 26 to hold a hearing on the project on Oct. 24. Council Speaker Christine C. Quinn said the hearing would also examine a bill by Councilwoman Letitia James to require the city to report projects that go over budget and explain why they did so. City Comptroller John C. Liu and Public Advocate Bill de Blasio joined in the criticism of the project. Some Council Members wondered why all this money was squandered on Nycaps when education and social programs were being cut...
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...CHAOS MANIFESTO 2013 Think Big, Act Small THE CHAOS MANIFESTO TABLE OF CONTENTS PREFACE Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Executive Management Support User Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Agile Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Clear Business Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Emotional Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Tools and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 THE CHAOS MANIFESTO Copyright © 2013. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any...
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