74-674 Question #21: Real Exam Question with Answer & Explanation

Question

Options

• AThe Safety Coordinator works more efficiently, reducing overtime hours.
• BAutomating the certification process reduces the risk of plant shutdowns.
• CEmployees are more satisfied since they will not lose time from work.
• DGovernment regulatory compliance inspectors are satisfied with the availability of safety

Explanation

Case Study 3 - A.Datum (QUESTION 22 - QUESTION 32) COMPANY BACKGROUND' Corporate Information and Physical Locations A.Datum Corporation is a midsize consumer marketing company based in Denver, Colorado, that has a number of regional offices. A.Datum provides marketing consulting and services to customers across the United States. A.Datum has enjoyed steady revenue growth during the past decade, earning approximate annual revenues of $50 million. EXISTING ENVIRONMENT The company has an incentive program whereby Engagement Managers and Engagement staff are rewarded for reducing project costs. In addition, rewards are increased exponentially with the number of hours billed and/or the number of staff assigned to a project. Despite these incentives, however, staff turnover has increased. Existing Business Processes A.Datum has the following business processes: - Business process for hiring new employees - Each office is responsible for its own hiring. New employees are required to complete a variety of paper forms that are faxed to the Human Resources department in Denver. The information is then entered manually into a third-party human resources database - Business process for assigning resouces to customer projects - For each new project that A.Datum starts, an Engagement Manager selects an Engagement Team based on the manager's preferences, the team member's availability, and the project's requirements. - Business process for drafting proposals - Proposal drafting and opportunity management are handled by the regional offices and are responsible for the primary source of revenue for A.Datum. Proposals are developed by a team of four to five Engagement Team members and generally take one to three weeks to complete. Each team member dedicates between six and 10 hours to building one of the many sections of the proposal. Team members collaborate on documents by using e-mail. All proposals are reviewed by the regional office lead prior to being - Business process for project collaboration - Documents and materials for A.Datum's client projects are usually developed and reviewed collaboratively by the Engagement Manager and the Engagement Team members. Collaboration is facilitated by using e-mail. Existing Technology Infrastructure The technology infrastructure is managed at corporate headquarters in Denver. The company currently has an Enterprise Agreement (EA) with Microsoft, but has not deployed Windows Vista or Microsoft Office 2007. BUSINESS REQUIREMENTS The company is experiencing a decline in new business, so management is planning to freeze new employee hiring to reduce costs. Problem Statements - Manual routing and data entry processes cause delays in new employee onboarding and inaccurate data entry. - Scheduling of resources is a problem when projects take longer than anticipated, creating resource shortages for other engagements, and pushing back start dates leaving staff underutilized. - Engagement Team members are often asked to help develop sales proposals, usually in addition to their current engagements. The current drafting process is manually intensive, and employees must recreate similar content from proposal to proposal. - Multiple versions of documents cause issue with versioning and unnecessary utilization of server storage. - The CIO has stressed the importance of improving the company's underlying technology infrastructure, but most of the staff is wary of technological change. The President of A.Datum wants to increase revenue by 10 percent and decrease overhead by 10 percent during the next 10 months. A.Datum of initiatives are underway to reduce costs, though little has been done to increase revenue. Deputy Chief Information Officer (CIO) - Supports the IT Directors. - Provides insight into current technology and technology initiatives. Regional Office Lead - Financial responsibilities with full insight into administrative - Provides insight into management practice variance across offices, and highlights additional challenges not covered by corporate. Engagement Manager - Mid-level manager in charge of engagement delivery. - Makes staffing, resource, and delivery decisions. - Provides insight into problems and opportunities relating to customer Engagement Team Member - General Information Worker (IW), supporting the Engagement Manager. - End-user of Microsoft technology, responsible for content development Deputy Director of Human Resources (HR) - Supports Director of HR and key influencer in resource assignment - May gather HR feedback on different processes that touch HR. Deputy Chief Financial Officer (CFO) - Supports the CFO to manage the organization's finances and financial

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