As years and cost $63 million, was designed with

As a result of the disastrous unfolding of the
CityTime project, Mayor Bloomberg said they would review the manner in which
large-scale technology projects are managed, that they would research solutions
already in existence before attempting to build their own, that they would
better manage contractors pay negotiations, to avoid partnering with companies
that put their interests over those of taxpayers, and to ensure that technology
projects are overseen by technology experts (Laudon & Laudon, 2015, p. 546).

As we will discuss throughout this paper, this
project was grossly mismanaged and ended up taking 13 years to complete, and
costing $720 million (Laudon & Laudon, 2015, p. 546).  A few of the reasons for the explosion in
costs were lack of qualified oversight, failure to audit the project
appropriately, failure to address concerns about skyrocketing costs and the
likelihood of project success, implementation of hourly contracts in place of
fixed-price contracts, outsourcing parts of the project that could have been
handled in-house, and fraud (Laudon & Laudon, 2015, p. 546).  Aside from the return on investment the city
set out to achieve through payroll and pension control, it also wanted to sell
its new software to other cities upon completion (Laudon & Laudon,
2015, p. 546).  Interestingly, New
York state already had a technology solution in place that New York City could
have adopted and used, essentially eliminating the need for the project in the
first place (Laudon
& Laudon, 2015, p. 546).

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In 1998, New York City began work on the
CityTime project (Charette, 2011).  This
Information Systems project, initially budgeted to take 5 years and cost $63
million, was designed with the objective of curbing undeserved overtime pay to
city workers, simplifying the process of payroll management, leaves of absence,
and attendance for city workers, and ultimately reducing inflated pension
payouts (Laudon
& Laudon, 2015, p. 546).  The
idea was that the $63 million would be an initial investment that would save
the city much more in payroll long term (Laudon & Laudon, 2015, p. 546).  Lawyer Mark Page, budget director for
New York City Mayor Michael Bloomberg, led the project, instead of
an expert in information systems (Laudon & Laudon, 2015, p. 546).