Ocwen 1

Running head: Ocwen Financial Corp.

Ocwen Financial Business Case

Christina Carter

Florida Atlantic University, MAR 6815

Professor David Georgeoff

June 20, 2006

 Ocwen 2

Table of Contents
I. Project Overview / Management Summary 3
II. Introduction 4
A. Purpose 4
B. Definitions, Acronyms, and Abbreviations 4
C. User Details 5
D. User Hierarchy 5
III. Project Definition 6
A. Problems – Overview 6
B. Problems – Detailed 6
B. Objectives 8
IV. Alternative Solutions 9
A. Solution 1 9
Description 9
Cost Analysis 9
Impact Analysis 10
Benefits 10
Risks 10
B. Solution 2 11
Description 11
Cost Analysis 14
Impact Analysis 18
Benefits 18
Risks 18
V. Recommendations 19
VI. References 20
 Ocwen 3

I. Project Overview / Management Summary

Background: Ocwen Loan Servicing prides itself on being on the “cutting edge of technology.” In that

respect, Ocwen needs to upgrade current technology in order to stay ahead of competition. Ocwen is the

leader in outsourcing and has a global advantage of working 24 hours a day (OSW Team, n.d.). Thus,

obvious deficiencies must be improved in the investor accounting department in order to maintain

competitive advantage. Ocwen is a quick responding and fast-paced company. Documentation and

instruction creation has been overlooked in the past in order to get a project into production. All

documentation and instructions must be created to reduce future training and maintenance time. Finally,

Ocwen has a significant amount of turnover in the investor-reporting sector and must maintain the

knowledge of those lost through attrition.

Recommendation: To add Investor Accounting databases and functionality to the current Intranet to

avoid global connection and compatibility issues. To add a Knowledge Management database to the

Investor Reporting Section of the new Intranet. While transitioning over to the Intranet, remove outdated

software and replace it with Oracle procedures and tables using PHP for functionality. Also, create proper

documentation and instructions; in the event that the creator/programmer leaves the company, all will not

be lost.

Project Sponsor: Brian Laforest

Project Cost: $245,000

Tangible Benefits: Savings of $176,184 per year in training

Intangible Benefits: Increase in revenues due to operating efficiency.

Payback Period: 17 months

Start/End Dates: January 2007 – December 2007

Risks: Opportunity cost of time spent upgrading.

 Ocwen 4

II. Introduction

A. Purpose

Ocwen’s core competency includes using technology to increase operating efficiencies and can

be demonstrated in a direct quote from a company representative,

“Ocwen is one of the top technology vendors serving the mortgage and real estate industries. OTX has
created advanced e-commerce and software solutions that automate time-consuming mortgage and real
estate processes, thereby enabling their customers to increase operating efficiencies, reduce overall costs
and enhance revenue streams” (Ocwen Technology xhange, n.d.).

Ocwen Loan Servicing LLC, specifically Investor Accounting, requires a tool to efficiently, timely, and

accurately complete daily tasks. Up to this point, the process has been manually intensive with potential

for human error and required timely advising from supervisors and management. Time is money and

advising results in lost revenue from opportunity costs.

The purpose of the project proposed by Investor Accounting is to ease the transition from

outdated technology into a user-friendly front-end tool in a single location using an Intranet. Along with

this updated documentation, instructions, and knowledge databases will be implemented. All employees

need access to previously resolved questions that other analysts have encountered for troubleshooting

and instructions. The programmer needs access to all documentation regarding a procedure in order to

make necessary changes as the company grows.

This document will discuss the current problems with the system in detail. It will also describe a

possible solution and address the result if the system is left unchanged, including cost and impact

analysis.

B. Definitions, Acronyms, and Abbreviations

In this document some acronyms are used and need to be defined to the reader for clarity.
Abbreviations and Description
Acronyms
OLS Ocwen Loan Servicing, subsidiary of Ocwen Financial Corp.
MDB Microsoft Database
CSV Comma Delimited File
RS Real Servicing
DB Database
IIS Internet Information Services
Investor Accounting Refers to Loan Setup, Cashiering, and Investor Reporting
ICP Incentive Compensation Plan
 Ocwen 5

C. User Details
This list includes all the people that would be directly impacted by this project.
User Name Role
Christina Carter Director of Loan Servicing Automation /
Documentation Author
Sorena Sodupe Testing in UAT – Loan Setup
Jason Snyder Testing in Production – Cashiering
James Melton Manager Cashiering
Brian Laforest Director Investor Accounting / Approver
Justin Henry Manager Investor Reporting
Jason Jastrzemski Manager Loan Setup

D. User Hierarchy

The chart explains the hierarchy of decision makers and personnel that will be utilizing the new
tool.

C E O - B ill
E rb e y

P r e s id e n t -
R o n F a r is

V ic e P r e s id e n t -
S c o tt A n d e r s o n
D e p a rtm e n ts
A ffe c te d
I n v e s to r
D ir e c to r o f A c c o u n tin g
A u to m a tio n -
D ir e c to r - B r ia n
C h r is tin a C a r te r L a fo r e s t

M a n a g e r M a n a g e r Lo a n M a n a g e r I n v e s to r
C a s h ie r in g - S e tu p - J a s o n R e p o r tin g - J u s tin
J a m e s M e lto n J a s tr z e m s k i H e n ry

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 Ocwen 6

III. Project Definition

An Intranet is a secure, private computer network or internal website.

“Increasingly, Intranets are being used to deliver tools and applications, e.g.: collaboration (to
facilitate working in groups and for teleconferences) or sophisticated corporate directories, sales
and CRM tools, project management, etc, to advance productivity. (Wikipedia, 2006)”

This document’s purpose is to explain the business case for implementing an Intranet for Ocwen Loan

Servicing Investor Accounting department.

A. Problems – Overview

The following is a brief list of problems that Ocwen has been experiencing. The list includes only

some of the problems at Ocwen, but all of the problems that will be addressed in the project.

• Scattered File Locations

• Inadequate Applications

• Outdated technology

• Global connectivity issues

• Insufficient Documentation

• Minimal Instructions

• High Turnover rate

• Slow learning curve

B. Problems – Detailed

For those parties interested in more information about the problems at Ocwen, the subsequent

text contains descriptions of the problems.

No central location for files

Due to the existence of global offices and hundreds of thousands of folders on the network,

searching for a database or file is very difficult.

Outdated Technology and Global Connectivity Issues

 Ocwen 7

Ocwen has expanded across many territories including Bangalore, Mumbai, Orlando, West Palm

Beach, Chicago, and soon Atlanta. With this growth has come a lack of consistency between application

usage and connections. Numerous ODBC connections exist on employees’ computers. Since every

business sector is a profit center, costs are strictly managed. The cost structure leads directors of

business units to cut costs by not upgrading software. Over 75% of the computers contain outdated

software including Microsoft Access ’97 and Microsoft Excel ’97. Access and Excel ’97 are not compatible

with their comparative tools in versions ’00 and ’03. Therefore, outdated procedures/macros in the ’97

version are written so that they are compatible for all users. Archaic procedures are highly ineffective and

will soon be extinct. At that point, all procedures will need to be re-written. Ocwen has an SQL Server

with Oracle that is not put to as much use as it could be. The system works well in that the Progress

production tables are copied over daily into staging (reporting) tables. The automation that gives Ocwen

its competitive advantage is written in PL/SQL and resides on this SQL server. Numerous other

procedures have been written, but without a proper front end tool, they are not utilized effectively.

Minimal Documentation and Instructions

Due to Ocwen’s fast paced growth, little or no time has been spent documenting programs or

creating instructions on how to use these tools. An individualized program can exist for a single

employee. When that employee leaves, the new person may not have been trained on how to use the

tool. At this point, the program ceases to be used and months will go by before management realizes.

Then, the creator of the process, if still at Ocwen, must explain to the new user how to use it.

Medium-High turnover Rate and Slow Learning Curve

Typically, when a new analyst comes in to investor reporting, training takes an average of 6

months in order for him or her to understand how to completely perform a remittance or reconciliation

report. Even then, training takes at least 6 months to 1 year for the new analyst to be able to complete

reports without the guidance of a supervisor. Throughout any month workload can be extremely high or

nonexistent. In a typical month on the job, analysts have two weeks where they are very busy meeting

deadlines and two weeks where they have almost nothing to do. Wasted time is unproductive for the

employees and could be used learning.

 Ocwen 8

C. Objectives

The next outline contains a summary of the objectives for the project. In depth objectives can be

found later on in the paper.

• Improve Efficiency

• Provide accurate and timely remittance files and accompanying wires for 99.75% of investors

• Support future compatibility / Upgrade Technology

• Reduce Connection failures

• Reduce Servicing costs by 5% over previous year

• Improve the learning curve

• Add consistency and easy file access

 Ocwen 9

II. Alternative Solutions

A. Solution 1
Description

Since the proposed project is not, at this point, a critical issue, the choice to upgrade to current

versions of applications could be delayed.

Cost Analysis

The project costs include all measurable costs association with Solution 1. Since Solution 1

means doing nothing, these include the current costs associated with leaving the system as is.

1. Project Cost per Year

2007 2008 2009 2010

In house 0 $50,000 $55,000 0
Personnel*
Managers 0 0 0 0
Consultants 0 $300,000 $200,000 0
Hardware 0 $5,000 0 0
Software 0 $100,000 0 0
Support Overhead Overhead Overhead Overhead
Total 0 $50,000 $255,000 0

Explanation of Costs:
* 2008 is an estimation of when Microsoft ’97 applications will no longer be supported, it could be 2009,
but the costs would remain the same in the long run.
In house personnel – A liaison between the consultants and business units would be necessary and it was
adjusted for inflation.
Managers – No additional management should be required
Consultants – Estimation based on current rate of $150 hour.
Hardware – Necessary hardware to keep the redundant data housed on servers.
Software – Estimation of licenses to upgrade all users to Office 2003.

Total Tangible Cost of Project = $305,000

2. Payback Analysis

Total Cost of Project = $410,000 over 4 years

Total Cost Savings of Project = $176,184 year

2007 Cost Left 2008 Cost Left

Cost 305,000 68,816
Savings 0 176,184

Payback time: 3 years

 Ocwen 10

Impact Analysis

As with any project, risks and benefits are associated to the different choices that can be chosen.

The following lists all the risks and benefits of choosing to do nothing.

Risks

As the volume of loans boarded increases, the problem will continue to grow worse.

• Lack of efficiency

• Increased untimely reporting

• Difficulty in upgrading/ fixing systems

• Connection failures

• Extended learning curve and training cost

• Lack of consistency and integration

• Expensive to fix later

• Could result in loss of competitive advantage

If key management and/or the automation teams leave Ocwen, the recovery will be very difficult.

Many procedures will have to be entirely rewritten. Also, when Microsoft decides that it will no longer

support Access ’97, which is definitely foreseeable in the near future, Ocwen will need to upgrade just to

get patches and updates for auditing purposes. Microsoft currently does not support Office ’95.

Presently, ’97 code is not compatible with 2000 or 2003, so Ocwen will need to rewrite all of the programs

at once to avoid system down time. At that point, multiple consultants will have to be hired to complete

the project in a timely matter. Consultants are very expensive, on average $100-$150 an hour.

Benefits

Very few benefits can be associated with taking this course of action and they are listed below.

• Short term cost savings

• Opportunity cost of programmers’ time

 Ocwen 11

• Better/Cheaper future technologies

 Ocwen 12

B. Solution 2
Description

The solution that should resolve all of the previous issues is a centralized Intranet using PHP to

connect to already existing network drives and Oracle Database. PHP was chosen because it is a very

robust programming language with a ton of functionality. The details are specified in the technical

document that will be submitted after approval. As the use of the website is transitioned from the existing

format, a knowledge database should be implemented. The knowledge database will house all

documentation, instructions, and comments regarding all business aspects and will be indexed for

keyword search retrieval.

An Intranet exists that houses mostly HR data and is used very infrequently. In this same

environment, executives will be able to use saved queries for continuous monitoring of projects and

metrics. This proposal is to suggest that the “Business Units” section be expanded to include Loan

Setup, Cashiering, and Investor Reporting.

1. The following picture shows Ocwen’s Intranet Home Page

 Ocwen 13

2. Ocwen’s Business Unit Home Page

The functionality that already exists that will be utilized is:

•Location where intranet files are stored

•Intranet Infrastructure

•Intranet Design and Format

•IIS and Connectivity

•Security

•Firewall

All local tables will be moved into Oracle tables. Each process will have a link on the Intranet that can

run the procedure and convert the output to any format necessary. Because all the process will be linked

and stored in the same location, retrieval will no longer be difficult. Since all global employees already

have access and connectivity to the Intranet, the connectivity issue will be resolved. Also, seeing that
 Ocwen 14

Office will no longer be the main tool used, outdate technology will be eliminated. During this transition

and rewriting process, documentation will be created for each project along with a set of instructions.

The new system would aid in the training of new analysts without the added expense of utilizing

scarce supervisor time. The knowledge database would give them something to do in their downtime.

The comments will be created by the individual users. Then they will be indexed and stored by the

knowledge management administrator. I created a survey and used a 10-person sample from each

affected department including West Palm Beach, Cashiering, and India locations. 90% of the employees

not only said that they would gladly participate, but were actually excited to know that the database was

even a possibility. In order to get some of the users to utilize this new feature, their ICP will be based on

them creating valuable comments regarding things they learned. ICP is a balanced scorecard that is

based on completing yearly business goals. Investor Reporting Analysts, Automation Programmers,

Managers, Directors, and Executive Level employees are already on this plan. Next year, the scorecard

would need to be modified to include the knowledge base utilization. Cashiers and loan setup employees

do not need to use the knowledge database because most of the slow learning curve exists for the

analysts. Many of the cashier and loan setup employees already utilize many forms of automation which

require no actual knowledge of the process, just proper instructions.

 Ocwen 15

Cost Analysis

“If you can’t measure it, you can’t manage it” (Pearlson, 2004). This quote is the very basis of risk
management and should be applied for researching project decisions and management options. In order
to determine whether the project is beneficial, a cost analysis was performed. The following four charts
show the cost savings for Ocwen.

1. The following table shows the employee cost analysis before the project in West Palm Beach and
Orlando, which are Ocwen’s US locations. The table is derived by calculating the average hourly
wage and multiplying it by 40 (week) and then 52 (year). The average turnover rate and training
period were calculated based on 2005 statistics provided by Jason Jastrzemski. The cost of
training is then calculated based on the average hourly rate multiplied by the training period. The
total cost of the new employee is based on the acquisition costs plus the training costs.

Department Avg. Avg. Avg. Turn Acquisition Avg. Avg. Cost Total Cost
Hourly Weekly Cost over Costs Training of Training of New
Rate ($) Hours Per Year Rate (Fixed Cost) Period Employee
Loan Setup 14 Hourly 29,120 20% $5,000 2 $4,704 $9,704
40 months
Cashiering 14 Hourly 29,120 20% $5,000 2 $4,704 $9,704
40 months
Investor 20 Salary 41,600 20% $5,000 6 $19,200 $24,200
Reporting – 40 + Bonus months
Remittance
Flow
Investor 20 Salary 41,600 40% $5,000 9 $28,800 $33,800
Reporting – 40 + Bonus months
Reconciliation
Investor 20 Salary 41,600 30% $5,000 6 $19,200 $24,200
Reporting 40 + Bonus months
Remittance
(J Henry and Jay Jastrzemski, personal communication, April 10, 2006)

2. The following table shows the employee analysis after the project is completed in West Palm Beach
and Orlando. This takes into consideration the decreases in the training period, which affects the cost of
training, which also affects the total cost of a new employee.
Employee Avg. Avg. Avg. Turn Acquisition Avg. Avg. Cost Total Cost
Analysis After Hourly Weekly Cost over Costs Training of of New
Project WPB / Rate ($) Hours Per Year Rate (Fixed Period Training Employee
Orlando Cost)
Loan Setup 14 Hourly 29,120 20% $5,000 2 weeks $1,120 $6,120
40
Cashiering 14 Hourly 29,120 20% $5,000 2 weeks $1,120 $6,120
40
Investor 20 Salary 41,600 20% $5,000 2 months $6,400 $11,400
Reporting – 40 + Bonus
Remittance
Flow
Investor 20 Salary 41,600 40% $5,000 3 months $9,600 $14,600
Reporting – 40 + Bonus
Reconciliation
Investor 20 Salary 41,600 30% $5,000 2 months $6,400 $11,400
Reporting 40 + Bonus
Remittance
 Ocwen 16

3. The following table is a duplicate of Table 1, except for the fact that it applies to Ocwen’s India location,
which has a very different salary range. The table describes the cost analysis before the project.

Employee Avg. Avg. Avg. Turn Acquisition Avg. Avg. Cost Total Cost
Analysis Hourly Weekly Cost over Costs (Fixed Training of Training of New
Before Project Rate ($) Hours Per Year Rate Cost) Period Employee
India
Loan Setup $2.20 Hourly $4,576 40% $1,000 2 months $704 $1,704
40
Cashiering $2.20 Hourly $4,576 40% $1,000 2 months $704 $1,704
40
Investor $3.39 Hourly $7,051 40% $1,000 6 months $3,255 $4,255
Reporting – 40
Remittance
Flow
Investor $3.39 Hourly $7,051 50% $1,000 9 months $4,881 $5,881
Reporting – 40
Reconciliation
Investor $3.39 Hourly $7,051 40% $1,000 6 months $3,255 $2,255
Reporting 40
Remittance
(J Henry and J Jastrzemski, personal communication, April 10, 2006)

4. The following table shows the employee analysis after the project is completed in India.

Employee Avg. Avg. Avg. Turn Acquisition Average Average Total Cost
Analysis After Hourly Weekly Cost over Costs Training Cost of of New
Project Rate ($) Hours Per Year Rate Period Training Employee
India
Loan Setup $2.20 Hourly $4,576 40% $1,000 2 weeks $176 $1,176
40
Cashiering $2.20 Hourly $4,576 40% $1,000 2 weeks $176 $1,176
40
Investor $3.39 Hourly $7,051 40% $1,000 2 months $1,084 $2,084
Reporting – 40
Remittance
Flow
Investor $3.39 Hourly $7,051 50% $1,000 3 months $1,627 $2,627
Reporting – 40
Reconciliation
Investor $3.39 Hourly $7,051 40% $1,000 2 months $1,084 $2,084
Reporting 40
Remittance
 Ocwen 17

5. The subsequent table groups together the information obtained from the four previous tables. The cost
savings is calculated by averaging the decrease in cost of training time.

Departmental Cost Savings after Project in India, West Palm Beach, and Orlando

Cost Savings % Cost Actual Number Number Attrition Cost of Cost of Total
Analysis per Decrease Cost of Emp. of Emp. Rate Savings Savings Savings
Dept. WPB / Savings in WPB / in India Per Year Per Year Per Year
India WPB / Orlando Dept WPB / India
India Dept Orlando
Loan Setup 37% / 31% $3,584 / 12 38 20% (.2*12) * (.2*38) * $12,614
$528 3,584 = 528 =
$8,601 $4,013
Cashiering 37% / 31% $3,584 / 30 30 20% (.2*30) * (.2*30) * $24,672
$528 3,584 = 528 =
$21,504 $3,168
Investor 53% / 51% $12,800 / 6 18 20% (.2*6) * (.2*18) * $23,176
Reporting – $2,171 12,800 = 2,171 =
Remittance $15,360 $7,816
Flow
Investor 57% / 55% $19,200 / 8 20 40% (.4*8) * (.4*20) * $87,472
Reporting – $3,254 19,200 = 3,254 =
Reconciliation $61,440 $26,032
Investor 53% / 51% $12,800 / 6 18 30% (.3*6) * (.3*8) * $28,250
Reporting $2,171 12,800 = 2,171 =
Remittance $23,040 $5,210

Total savings in training costs per year = $176,184

6. Project Cost per Year

2007 2008 2009 2010

In house $45,000 $50,000 $55,000 $60,000
Personnel*
Managers 0 0 0 0
Consultants 0 0 0 0
Hardware $15,000 0 0 0
Software $20,000 0 0 0
Support Overhead Overhead Overhead Overhead
Total $80,000 $50,000 $55,000 $60,000

*Adjusted for inflation and raises

• In house personnel would be hiring one additional employee to help maintain knowledge
database.
• There would be no additional managers required.
• No consultants would be necessary
• No additional hardware or software would be required unless employee growth occurs. At this
time, Ocwen does not plan on expanding workforce.
• Support is allocated by department in overhead costs and would not increase due to this project.
• Hardware consists of additional CPUs to handle increased use and storage capacity.
• Software consists of the applications and cost of adding to the intranet.

Total Tangible Cost of Project = $245,000

 Ocwen 18

7. Total Cost of Ownership (TCO)

Hardware Server $10,000

Training No additional training needed –
see training cost savings
Administration $20,000 year
Support Same as before
Storage $5,000
Software OS Same as before
Database Same as before
Intranet Modification $20,000
Support $5,000
Administration $20,000 year
Network LAN Same as before
Admin Same as before
Data Onsite Backup Same as before just different
location

Total Tangible Costs for 1st Year of Project = $80,000

8. Payback Analysis

Total Cost of Project = $245,000 over 4 years

Total Cost Savings of Project = $176,184 year

2007 Cost Left 2008 Cost Left

Cost 245,000 68,816
Savings 176,184 176,184

Payback time: 17 months

9. Timeline
G A N T T C H A R T - 2 4 M O N T H T IM E L IN E

T asks Jan Feb M ar A pr M ay Jun J u ly A u g Sep t O ct No v Dec Jan Feb M ar A p r il M ay Ju ne Ju l A ug Sept O ct No v Dec
R e s e a r c h A p p lic a t io n
A n a ly z e R e s u lt s
C re ate A p p ro v a l D o cu m e n t
P r e s e n t R e s u lt s t o B o a r d
F in a l D e c is io n
B u y A p p lic a t io n a n d C o m p ile r
C o n v e r t A ll L o c a l T a b le s t o O r a c le
C o n v e r t C a s h ie r in g P r o c e d u r e s
C o n v e r t IR P r o c e d u r e s
C o n v e rt L o a n S etu p P ro ce d u re s
C r e a t e In t r a n e t ( O T X t e a m )
M o v e F ile s t o I n t r a n e t F o ld e r s
C r e a t e K n o w le d g e D a t a b a s e
T e s t in g
C r e a t e D o c u m e n t a t io n
C r e a t e I n s t r u c t io n

K EY
M ile s t o n e m a r k e r -
s ta rt
M ile s t o n e m a r k e r -
end

G a n tt b a r

Buy SmartDraw!- purchased copies print this

document without a watermark .
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 Ocwen 19

Impact Analysis

Benefits

Many benefits are associated with choosing Solution 2:

• Improved accurate data

• Better leverage to adopt future technologies

• Seamless integration with current system

• Increased performance and effectiveness

• Favorable attitude towards solution

• Resolved incompatibility issues

Risks

As with any project, risks are associated to that project. Many risks are unknown so they can not be

accounted for. The following risks are mildly probable:

• Increased incomplete projects

• Unforeseen intranet compatibility issues

• Hostility toward knowledge database

 Ocwen 20

V. Recommendations
Ocwen should choose the proactive choice and begin upgrading before it faces consequences

and loss of its competitive advantage. The costs to implement the upgrade now versus later are in

Ocwen’s favor because it would have time to overcome any potential barriers. As Bill Erbey, Ocwen CEO,

has said, “Finally, I think the big difference between our competitors and us is really our global capacity.

We can look throughout the world to get the best resources to provide the highest quality, lowest cost

product” (Wall Street Reporter, 2004). In effect, this procedure will be doing just that.
 Ocwen 21

VI. References
McKenzie, G. (2003, October 20). Ocwen adds intelligence to servicing call center. Inside Mortgage

Technology, 112, 52-54.

Ocwen technology xchange (OTX) demonstrable GLBA compliance. (n.d.). Retrieved April 11,

2006, from http://www.vormetric.com/financial_services.html.

OSW Team. (n.d.). Ocwen offers due diligence services . Retrieved April 01, 2006, from

http://www.oswmag.com/news/viewArticle/ARTICLEID=373.

Pearlson, K. E. (2004). Managing and using information systems. Hoboken, NJ: John Wiley and Sons Inc

Prime Zone Media Network. (2004, May 5). Ocwen technology xchange licenses realservicing in multi-

year agreement. Retrieved April 6, 2006, from

http://newsblaze.com/story/2004050512560100067.pz/newsblaze/BANKFINA/Banking-and-Finance.html.

Wall Street Reporter. (2004, May 7). Interview with William C. Erbey Chairman and Chief Executive

Officer. Retrieved April 29, 2006, from

http://www.wallstreetreporter.com/linked/OcwenFinancial.html.

Wikipedia (2006, April 11). Intranet. Retrieved April 11, 2006 from

http://en.wikipedia.org/wiki/Intranet .

Yahoo! (2006, April 20). OCN – Ocwen Financial Corp. Retrieved April 20, 2006 from

http://finance.yahoo.com/q?s=ocn.

Zeidman, P. (2004, July 6). Creating a PHP-Based Content Management System. Retrieved April 23,

2006 from

http://www.intranetjournal.com/articles/200407/ij_07_06_04a.html\.