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payroll checks, which had previously been done by hand. At that time, journal entries, check printing, and reports were not yet an option. Over the decades though, the systems became more sophisticated and began taking over more and more of the manual duties in the payroll department. In order to enable the computerized paycheck calculations, the payroll department also had to computerize its database as well. During this same time, the human resources department also began to automate. This department began to use its computer system to track compensation, bene ts, employee relations, and af rmative action. So unlike payroll, which developed a computer system to do calculations, human resources leaned more toward information storage. Because the two departments had different needs and their computer systems evolved separately, stand-alone systems became the norm for both departments. However, over the past several years, the departments began to realize that integrated systems would be more ef cient, as both departments share the same database. The early standalone systems that were developed were not made to integrate, so instead, interfaces were developed that allowed the two systems to share information and to talk to each other. But common data entry was not the rule of thumb. Today, service bureaus and software companies offer completely integrated payroll/ human resources systems. So now the question arises, should the company integrate payroll and human resources or not There are bene ts to having an integrated payroll/human resources system. These include:

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21 Nov 33 0.002 0.000 0.001 0.001 0.001 0.231 0.001 0.000 0.159 0.005 0.119 0.013 0.248 0.005 0.120 0.094

exhaustive search would have to try 816 = 2.8147 1014 possible combinations of notes. In this case we know the correct answer, and the notes are shown in Figure 4.1. Putting the song parameters into a row vector yields

X d (%) X ( 2)

l/2

Therefore (4.16) becomes Y0n 1 n Y 1 n 0n =0 1+ n 1+ n yielding Y 1 n Y0n 1 n = 0n 1+ n 1+ n (4.24) (4.23)

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of buyer and vendor infrastructures represents a true turning point in the BPO relationship the partners are now becoming familiar with one another. The transition phase is characterized by sharing systems, data, and knowledge. Each party now has additional risk exposure. The buyer is concerned about data and systems integrity. The vendor is concerned with meeting the contract terms that were established by the sales team. Cross-enterprise collaboration to improve performance must be the overriding objective for each organization. In this chapter, we examine a variety of infrastructure issues that must be managed during the transition and operating phases of the BPO Life Cycle. Although these issues are exceedingly interdependent, we have divided them for clarity into the following sections: Hardware infrastructure Software infrastructure Knowledge infrastructure Training and support infrastructure A truly effective BPO project will elevate itself beyond the service level agreements (SLAs) established in the contract.1 The project management plan discussed in 7 highlights the basic operating rules, and procedures for modifying them, that are freely agreed to by each side. Establishing a collaborative mindset that seeks to leverage economies of scale and each party s core business strengths can lead to amazing and unexpected results. However, if the entire BPO relationship is governed solely by the SLAs, the relationship will be more traditional in nature, focusing on service delivery, monitoring, and meting out rewards and penalties. To achieve breakthrough results from the BPO project, the infrastructure needs to support that potential. Throughout this chapter, we address infrastructure issues from the perspective of creating the potential for breakthrough performance through cross-enterprise collaboration.2

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