Devil's Move

by Leslie Wolfe

  “Excellent.” Eddie Swanson cheered. “Nice choice!”

  “Wasn’t La Perla a brand of lingerie?” Brad asked, making everyone else smile.

  “Glad to see you know your lingerie brands, Brad,” Ellen answered, “but this is DC. Everything is different in DC; hence, this is a different La Perla. Very yummy.”

  His team members were taking their normal seats around the conference room table. Eddie Swanson and Ellen Butler at his right, Jimmy Doherty and Brad Cooper at his left. The seat across from him, at the other end of the table, stood empty, a painful reminder of Laura Robert’s tragic accident.

  “What do you want to start with?” Robert asked. His meetings were relaxed and democratic, rather than top-down driven. He wanted his team members open-minded, rational, structured, and fearless in making decisions that carried considerable price tags.

  “Let’s start with hardware,” Brad offered. The team’s senior project manager for Strategic Initiatives was tasked with keeping everyone on track, on budget, and on time. He was precise and methodical, sometimes to a fault. Eddie sometimes joked about this, saying that there must be a robot inside Brad’s brain. “Something tells me hardware will be much easier than software.” He grinned.

  “Yep, I can totally see that,” Ellen commented.

  “All right, hardware it is then,” Jimmy said. “Not much of an array of choices from my perspective. All four shortlisted vendors are from Asia. Two are from China (one from Hong Kong), one from Malaysia, and one from Taiwan. From a quality perspective they rank fairly close to one another.”

  Jimmy Doherty took the laptop remote and projected a table with numbers.

  “Very closely ranking on defects per million, opportunities, warranty issues, shipping issues, failures after install occurrences, and overall resilience. These are all top-notch electronics manufacturers, working for major brand names, such as Sony, Apple, Texas Instruments, Lenovo, and others.”

  He clicked on to the next slide. “Some differences in time commitments, with the Taiwan vendor coming in a distant first. In shipping durations, Hong Kong ranks first followed closely by Taiwan, but all the schedules of delivery are tight, with plenty of cushion for a timely delivery. Reminding everyone the e-vote tablets have to be in the central NSA vendor warehouse in Utah by end of August. September is for software installation, testing, and deployment, October is for onsite sample testing and simulations, and November is for voting.”

  “We didn’t forget any of that, but thanks,” Eddie said. “No one here can forget the details of the biggest whale of a contract we’ve ever worked on, right?”

  “Nope.” Robert agreed. “So this will be a net cost call, then?”

  “Appears like that. I went through Laura’s notes, and I see no recommendation in her files either. These top four vendors are very closely packed.”

  Laura was an important, noticeable absence in this decision-making meeting. She had held the role of senior director, Vendor Assessment. Her business unit analyzed all aspects of vendor performance before bringing a recommendation to this team. Jimmy, as director of Vendor Quality, worked closely with Laura’s team and was the most qualified to fill in for her.

  “OK,” Robert said, “let’s look at dollars. Before dollars though, who ranks the highest?”

  “Taiwan,” Jimmy said, “but only by a couple of points. Hong Kong is second.”

  “OK, dollars. How many units did we call for in our RFPs?”

  “Umm...875,000 units,” Jimmy said, shuffling through papers.

  “Remind me again how we got to that number?” Robert asked.

  “Well, there are 185,000 electoral precincts in the United States. Nationwide, the specifications call for 3.3 units on average per precinct and one additional spare unit per precinct. That brings us to 4.3 units, times 185,000 precincts, which is 795,550 units. We added the typical 10 percent reserve and rounded it slightly down to 875,000 units. All bids include cost, insurance, and freight, with delivery in Long Beach, California.”

  “Let’s see the numbers,” Robert said. Jimmy clicked the remote and displayed a new data table, showing the four bidders listed by priority order of the total bid amount. Taiwan came in first.

  “We have Taiwan with a total bid of 160 million, bringing the unit cost at $182 and change. Very close second is the Chinese vendor, at 165 million, or unit price of $188. Numbers three and four were greedy.”

  “Do we have any reason, concern, or strategic determination in favor of the second vendor or the third?” Robert looked around the table, inviting input from his team.

  “None from me,” Ellen said.

  “Nada,” Eddie seconded.

  “All good here,” Brad confirmed.

  “Seems to me we have a winner,” Robert said. “Taiwan it is. Eddie, engagement?”

  As director of Vendor Engagement, Eddie’s responsibility kicked in the moment a contract was awarded.

  “We will have one of my team onsite the entire duration of the contract, and we’ll also need an analyst,” Eddie said, looking at Ellen.

  “You got it. I’m giving you Scott.”

  “Great, he’s bright and thinks fast on his feet. I like him. He makes a good team with Brent. They can both make arrangements to be onsite within a week.”

  “That closes hardware for today,” Jimmy said. “Move on to software?”

  “Let’s take a break first,” Robert suggested. “Let’s get coffee.”

  Robert needed a minute to collect his thoughts and figure out how he was going to award the contract to ERamSys. Jimmy was going to fight this. Jimmy put a lot of heart into everything he did, and his convictions were strong. Normally, Robert appreciated his strong input because it balanced the team and didn’t allow groupthink to happen. He played the devil’s advocate against any offshoring, and a good one at that, picking and pointing at anything that could impact the quality of delivery for which he was responsible. It’s gonna be tough, but not impossible, Robert thought. Let’s get this over with.

  “All right, guys, everyone ready for round two? Let’s get some work done before pizza gets here. Finalists, Jimmy, please?”

  Everyone settled in their seats as a new data table appeared on the screen.

  “Our shortlisted five vendors consist of one consulting firm from Texas, a major household name, one UK-based software house with offices in the United States and more than 5,000 American employees, and three companies from India: one in New Delhi, one in Bangalore, and one in Hyderabad.”

  “OK,” Robert said, “let’s see preliminary numbers.”

  “The technical-requirements document calls for the software to be compatible with the tablets, easy to install via the cloud, and to incorporate the barcode reader logic for voter registration cards. InfraTech, the NSA-appointed vendor in Utah, will build the databases and install the server application at its facilities. InfraTech will test the devices and install the software on all the tablets. The process is kind of clunky, but in the interest of national security, the NSA has decided its vendor will handle the installation instead of the tablet manufacturer. InfraTech will receive empty, clean devices with only an operating system installed. It will handle the rest.”

  Jimmy stopped speaking, then went through his notes. “Development should be complete by August, with plenty of time allotted for quality assurance and test runs with simulated data. The Taiwan hardware vendor will be shipping 200 of the first units to the software vendor to facilitate testing on devices. The software has to be reusable on future elections, so it has to have an administration interface, where techs will be able to configure future polls and enter the candidates, amendments, or anything else future polls might be about.”

  “Thoughts?” Robert called.

  “As far as software is concerned, this is not difficult or complex development. It’s actually quite straightforward,” Jimmy said. “Laura checked with our technology expert, and so did I, last week. He confirmed that this shouldn’t be h
ard at all to achieve.”

  “It’s easy for me to gauge performance and progress,” Ellen said. “The requirements and project plan are calling for completion by modules, giving us ample time to correct lateness or subpar performance. I’m not worried about this contract, regardless of which vendor we choose today.”

  “I’m also not concerned with anything else but the strategic dimension of this project,” Brad added. “The project plan contains generous reserves due to the very nature of this project. Change requests might come in the last minute, based on the public’s reaction to this reform or political pressures. Media attention could generate issues we can’t even estimate or foresee at this point. From a project perspective, there is an infinite number of ways this could go terribly wrong.”

  Jimmy nodded his head in approval.

  “Great,” Robert intervened, “we all knew that, but what else does this risk bring?” He looked around the table, but no one volunteered. “The opportunity to shine, to prove what a fantastic team we are. We’ll think of everything, and we’ll support the e-vote project management team as we’ve never supported a project team before. Our vendors will do great, because we will choose well, we will monitor closely, and we won’t let them slip, not even an inch.”

  “Speaking of choosing,” Jimmy interrupted, “shall we go back to that?”

  “Absolutely,” Robert agreed. “Who’s on top by rankings?”

  “This selection is also very tight.” Jimmy turned on his laser pointer and started underlining numbers on the screen. “All quotes are relatively high for the amount of coding the vendors will actually need to do, around two hundred million dollars. We were expecting that, again, due to the strategic nature of this engagement. They also have risks they need to manage on their end. The Texas company comes in as the most expensive, followed closely by the UK, and, with some distance, the New Delhi software house is on the third spot. Hyderabad fourth, and Bangalore is the cheapest.

  “In terms of a commitment on delivery dates, they all signed off to deliver at least one month ahead of schedule, but we all know how that can go. In terms of prior experience and client portfolio, Texas ranks first, New Delhi second, London third, Bangalore fourth, and Hyderabad ranks the worst. Actually, Hyderabad scored so poorly on portfolio and references that I’m asking for your approval to eliminate them from the list.”

  “Agreed,” Robert said.

  “Same here,” Brad said.

  “No objections from me,” Ellen added.

  Eddie made a gesture in response, running the tips of his right-hand fingers across his neck, as if decapitating someone. Everyone chuckled.

  “Four candidates left, then,” Jimmy continued. “The four have ranked quite closely on error rates on the test engagement, on communication, on scalability—that’s in case of last-minute change requests—and on reports, analytics, and control systems. Shall we move to final scores?”

  “Go ahead,” Robert confirmed.

  “And the winner is,” Jimmy said, imitating the Academy Award announcers, “ERamSys from New Delhi, followed just seven points behind by Texas. Subtract twenty-three more points and UK comes in third, and Bangalore is last.”

  Robert felt a wave of relief washing over him. He didn’t have to do anything wrong after all.

  “But, boss, we gotta talk about this,” Jimmy said in a stern voice, all humor instantly gone. “I don’t care what the points say: this is just wrong. We have to give the contract to Texas.”

  Robert’s heart started pounding. “Jimmy, listen, we have a process—”

  “I don’t care about the damn process,” Jimmy interrupted, raising his voice. “This process was built for regular contracts, not for one of the most impactful changes to our core democratic processes. Not for this.”

  “I tend to agree,” Ellen intervened. Robert shot her a quick glance. Another one, he thought. She sustained his gaze, did not even blink.

  “Brad? Your thoughts?” Robert probed, bracing himself.

  “Offshoring in this case bears strategic implications, I agree. However, we have a system for a reason, and the worst possible moment to challenge a system that has been working very well for us in the past is when we’re presented with the biggest risk in our history.” Brad’s rational thinking was encouraging, almost soothing. He always brought order to their chaos. “In short, let’s stick with the system.”

  “Eddie?” Robert invited the input of one of the brightest members of his team, always able to see things from completely unexpected perspectives.

  “Who are we kidding with Texas, anyway? Do they have software development resources in the United States? All its development is done offshore, in many different centers. Most of them are in India anyway. Yeah, we’d look great on paper and in the media, and we’d deflect any flack for offshoring onto them, but we’d achieve nothing else than making a major competitor richer.”

  “Huh,” Robert said, “I hadn’t thought of that. So where do we stand?” He turned to look at Jimmy and became instantly worried. The pale and intent Jimmy had turned a sickly shade of purple, and the usual intensity in his gaze had peaked to unfiltered anger. “Are you OK?”

  “I’m fine,” Jimmy snapped. “I’m not relenting on this. This is just wrong. Laura thought so too.” He hesitated a little, wiping the sweat off his face with the back of his hand. “With any offshoring there are quality concerns.” He shifted back to a lower tone of voice and rational argument. “Offshore vendors do not see quality like we do. They over-promise and under-deliver, and then, when you’re screwed to the bone, they sometimes apologize, but most of the time they just make up excuses and charge you more money to fix it. And I cannot possibly comprehend how a company from India can have the nerve to bid such a high amount, so close to a US-based corporation’s bid. It is robbing us blind.”

  He had a point, and everyone’s demeanors changed slightly. They were starting to see the value in his logic.

  “Is it possible,” Robert offered in a mild, pacifying tone, “that the quotes came in so close because Texas is also offshoring the contract? After all, the actual work will be done in the same part of the world, right? With the same quality concerns and subpar performances and so on. We wouldn’t be fixing much but our image in the media, should this even become an issue.”

  “And that is worth nothing?” Jimmy shouted, panting and sweating profusely. “Did you speak to Campbell about this?” Campbell was the president of the company and one of the two original founders. He was the “C” in DCBI and Robert’s boss.

  “And when exactly could I have done that, in your opinion?” Robert came right back at him, irritated with Jimmy’s escalation and suddenly fearing that Campbell and even Donaldson might see things differently and override his decision-making privileges in this case. That wouldn’t go well at all with Helms. “You just showed me the finalists today!”

  “Well, maybe you should,” Jimmy came back just as angry, “because the company’s reputation is at stake. I know I’ll stop by today and explain my point of view. You people just don’t get it.”

  Their heated argument was unprecedented in the entire history of the team working together. The silence that fell thick as smoke around the table expressed everyone’s shock with where this session was heading.

  “All right, Jimmy, if this is the way you wanna play it. I’ll need a print of that,” Robert said, gesturing toward the screen showing the finalists in the software bid.

  He stood up, pushing back his chair a little harder that necessary. Jimmy headed for the coffee machine.

  “Jim, are you sure you need more coffee?” Ellen’s worried voice stopped him.

  “I’m fine,” he snapped. He looked everything but. The purple on his face was blotchy and getting darker. He was visibly unstable on his feet, and he touched the wall as he was walking to steady himself. Beads of sweat were forming on his forehead, neck, and chest, soaking his shirt.

  “No, you’re not,” Robert interve
ned. “Why don’t you go home for the day, and I’ll go see Campbell on this? You are obviously not feeling well.”

  Surprisingly, Jimmy did not fight him. He just nodded and left, walking with difficulty.

  “Get a cab, don’t drive,” Robert said as he was departing. No one else said anything.

  Robert braced himself and went to see Campbell.

  ...Chapter 16: Democratic Candidacy

  ...Monday, January 4, 3:01PM EST (UTC-5:00 hours)

  ...Flash Elections: Breaking News

  ...Nationally Syndicated

  “Another member of Congress announced his intentions to run for president this coming November,” Phil Fournier said. “This time, Democratic Representative Robert Johnson from Illinois is seeking support for his candidacy.”

  The screen displayed the portrait of a well-known politician who enjoyed being the center of attention and was frequently calling press conferences to make announcements of little importance.

  “Famous for his vision on immigration reform as well as healthcare, Bobby Johnson, now sixty-seven years of age, has declared that his presidency would restore the glamour that America used to have when the entire world was dreaming of our promised land. His statement made reference to recent statistics showing that, due to increased poverty and unemployment levels, fewer people every year decide to file for permanent immigration status in the United States, confirming that our country has ceased to present an attractive destination for people looking for a better future. Representative Johnson’s commitment is toward ‘righting the wrongs of our society,’” Phil stated, making quote signs with both his hands. “As of right now, support for Representative Johnson’s candidacy is registering modest levels, at only 17.6 percent. He needs to gain support not only from the Democratic Party but also from the electorate in general. Vice President Mark Sheridan is a very strong opponent in Johnson’s race to secure the Democratic Party nomination.”