NYCAPS

The New York City automated personnel systems were developed with an initial capital of around $ 66 million with the goal of creating a modernized system that will be able to manage and update personal data of the New York working force. Successful implementation of the NYCAPS saved the city millions per in IT and labor costs (MCELDERRY, n.p). The City Times helped in under serving the overtime payments to the city employees and making an improvement on accountability in the entire government.
Both projects for NYCAPS and the city time project were of great importance to the Mayor Bloomberg for modernization of the innovative record handling for all employees of the local government. Much of the city million dollars and wasted time could have been saved after it was enacted. It manages the employee personal information and employee records for New York City. All information is managed by processing review and correcting information which takes less time from all local government facets. Moreover, it is capable of tracking data that concern, for instance, over time, the government workers and wages, median and other important information that is meant for budgeting.
The projects suffered the implausible size to both of them. They had ambitions of bringing the city of New York into a technological era that may have risen fast and highly. The system to be developed was too complex where every employee in the government could have been involved. There was a lack of proficiency in all related levels for the project.

This was observed where the interns were doing the duties of upper-level workers, a sign of inappropriate oversight on the management. There was no auditioning of the budget by the individuals in the city control. All the factors were left to sheer disaster as it was over ambitious and mismanaged with little control.
Despite an expenditure of $ 50 million on the sponsorship and management of DCA’S support that involved the end users for system requirements specification and by the use of a project manager, NYCAPS was still never complete. The project was left behind due to DCA’S failure to ensuring the system integration and the quality assurance over budget and schedule. The DCA, s failure was attributed to the completion of NYCAPS with the inability of hiring a qualified quality consultant. It had hired system integrators late, failed to effectively define the system integrators and was awarding contracts before the due date. The City Times system project had been surrounded by corruption scandals at every department. Individuals involved were the science applications international corporation and engineers from the main consulting organization who were the major culprits in fraud activities. The subcontractors and contractors overbilled for the consultants time, they systematically made an increase in costs and made an extension of the date of completion (Hansen, 90). There was a budget increases due to the unqualified oversight. Government Employees assigned such duties assumed to see nothing on the increasing costs by SAIC and how the project did not progress. There was a belief that the system which had been developed was not to be sold to any other governments allowing the costs to run wild. Factors responsible for these problems were the trends by police officers, aging city workers, and firefighters receiving overtime who assumed it to be not necessary at the end of careers by increasing pensions. Instead of competing for bids for the process of contracts, the city just decided to transfer the contract to SAIC, a subsidiary of the MCI.
Similarities between the projects were that they both wanted to create an automated scheme that should be modern to administer and modernize personal data for the entire New York workforce to include the employee benefits in information. Both projects monitor described cost overruns, chronic mismanagement, and the general wastes.
Differences were that the NYCAPS was designed to be like a website where individuals were supposed to make applications of taking civil service exams. The City Times systems were created to make automation on payrolls on timekeeping to reduce the burden of dependence on pen and paper (Kenneth & Jane, 40).
The impact of the botched implementation of business led to several failed outcomes. It came with terms of the contract that were frequently changed, for instance, a consulting company was hired for the provision of quality assurance, and it had to be amended more than 11 times which led to an increase in value to $ 50 million as compared to the initial cost that was $3.4 million. SAIC had made many delegations of work on city time contractors to the subcontractors.
Steps that should be taken to prevent the negative outcomes will be first to look for commercial software before customization of developed software when it is no need. To avoid the future partnerships, for instance, SAIC and Accenture by billing contractors to be like functional benchmarks that should be achieved instead of every one-hour allocation. The multi-million-dollar technological projects should be overseen by professionally qualified experts instead of the government selections by administrators.
Conclusion
To conclude, the scandal is a black mark for goals and Bloomberg in modernizing of city information systems. The New York city council summoned for a meeting to make responses crippling the budget on cost overruns for both projects. Bloomberg management has promised to review the manner in which it handles multi-million dollar projects.

Works Cited
Hansen, R. A. “Planning, Installing, And Controlling The United States Army Materiel Command Management Information System.”. Academy of Management Proceedings 1963.1 (1963): 84-93. Web.
Kenneth C, Laudon and Laudon Jane p. Essentials Of MIS. 11th ed. Pearson education, 2014. Print.10-96
MCELDERRY, STANLEY. “Toward A National Information System In The United States”. Libri 25.3 (1975): n. pag. Web.