Analysis of HRIS Systems: Planning and Development of Current Business Processes - Essay Example

Activity definitions Phase 1: Analysis of HRIS systems - the project team will set criteria for a new HRIS, we would define a set of common questions that will be asked of all vendors with respective answers we're looking for that applies to our environment. This will help solidify what vendors will move onto the next round. The project team will start researching vendors for the new HRIS, in this round we are looking to narrow down the first selection of vendors with the initial phone interview. We will narrow down the vendor selection to four, it is our intention to set up demos with the remaining vendors with respective stakeholders and project sponsors. When this is been completed we will recommend the appropriate HRIS. Phase 2: Planning and Development- the project team will start setting up interviews and surveys with HR, accounting, finance, and plant managers for detailed analysis of current business processes. We'll take the current business process and translate that into a workable document for development team and HRIS vendors. The document will be a roadmap for the new HRIS. We will create a series of flowcharts that relates to all the business processes in each of the departments. This documentation will be used in phase 3 of the implementation of the HRIS. The project management team will coordinate with the infrastructure team to create a common database that is used by all departments, so that all information is available. Phase 3: Implementation-the project team will define showstoppers for project rollbacks. Criteria will be put in place to address what a showstopper is. This will be helpful if there is a need to roll the project back to phase 2. The project management team will define the first pilot group, when defining this we need to make sure that all users in the pilot group are fully aware of the anticipated start date. We will also let the pilot group know about the test procedures that will be implemented in phase 4. However, before the implementation is rolled out to the pilot group the developers will be tasked in phase 4 to do the initial testing. Phase 4: initial testing by development-after phase 3 and the implementation is in the production environment, the developers will begin the first round of testing. This round is generally used for obvious bugs in the software or things that might've been missed during the planning, development and implementation phase. The test criteria will be to test the system for paychecks with no manual entry processes, reimbursements from expense reports, employee self-service, e-forms that will automatically populate from the database, ensure all employees will be a will to see open positions and apply, allow applicants applying for new jobs so that they can be viewed by the hiring managers, and to make sure that the system can warn of mistakes and ensure that there are no double entries. Once initial testing is done developers will correct the inconsistencies, test and move to phase 5. Phase 5: Pilot group-once the implementation is complete, communication to the pilot group is essential. This communication will continue until all issues have been resolved. The communication will go between the project team and developers. The pilot group will start testing using the same criteria in phase 4. They will document issues and return to the project team for issue resolution and retest the applications. Phase 6: Rollout- during the start of this phase is extremely important that the end-users are completely trained on the new HRIS. This is important because it will reduce anxiety amongst the end-users and give them a sense of ownership to the HRIS. Once all the end-users have been trained a complete rollout to the entire organization can begin. This is the act of identifying eth specific activities that need to be done so that the project deliverables can be achieved. They are shown in the diagram that is shown below: A Set criteria for HRIS B Research vendors for HRIS C Narrow down vendor selection D Set up demonstrations E Planning with all departments F Document business process G Common database H Define show stoppers for project roll backs I Define pilot group J Start the implementation K Paychecks with no manual entry processes L Reimbursements from expense reports M Employee self service O E-forms automatically populate from database P Employees see open positions and apply Q Applicants applying for new jobs can be viewed by the hiring manager R WSarn of mistakes : no double entries S Communicate to the Pilot Group and roll out T Testing using the same criteria in Phase 4 U Document Issues and return to development V Group for issue resolution and retest W Training for end-users X Roll out to entire organization Activity sequencing The activities that are going to be undertaken in the project in this are project are as follows: ITEM Dependencies 1 Phase 1: Analysis of the HRIS system   2 Set criteria for HRIS   3 Research vendors for HRIS 2 4 Narrow down vendor selection 2,3 5 Set up demonstrations 4 6 Phase 2: Planning and development   7 Planning with all departments 2,3,4 8 Document business process 2,3,4 9 Common database 7,8 10 Phase 3: Implementation   11 Define show stoppers for project roll backs 2,3,4,9 12 Define pilot group 11 13 Start the implementation 12 14 Phase 4: Initial testing by development   15 Paychecks with no manual entry processes 13 16 Reimbursements from expense reports 13 17 Employee self service 13 18 E-forms automatically populate from database 13 19 Employees see open positions and apply 13 20 Applicants applying for new jobs can be viewed by the hiring manager 13 21 Warn of mistakes : no double entries 15,17,18,19,20 22 Phase 5: Pilot Group   23 Communicate to the Pilot Group and roll out 21 24 Testing using the same criteria in Phase 4 21 25 Document Issues and return to development 24 26 Group for issue resolution and retest 25 27 Phase 6: Roll Out   28 Training for end-users 23,24,25,26 29 Roll out to entire organization 28 Labor resources needed The following are the responsibilities of the various personnel in the carrying out of our project. ITEM Resource Dependencies 1 Phase 1: Analysis of the HRIS system     2 Set criteria for HRIS Morgan (Purchasing),Shea (Production purchasing)   3 Research vendors for HRIS Shea (Production purchasing) 2 4 Narrow down vendor selection Morgan (Purchasing) 2,3 5 Set up demonstrations Morgan (Purchasing),Shea (Production purchasing) 4 6 Phase 2: Planning and development     7 Planning with all departments Jessie (Production and planning) 2,3,4 8 Document business process Jessie (Production and planning) 2,3,4 9 Common database Aston (Design) 7,8 10 Phase 3: Implementation     11 Define show stoppers for project roll backs Kendal (IT),Aston (Design) 2,3,4,9 12 Define pilot group Kendal (IT),Aston (Design) 11 13 Start the implementation Kendal (IT),Aston (Design) 12 14 Phase 4: Initial testing by development     15 Paychecks with no manual entry processes Kendal (IT),Aston (Design) 13 16 Reimbursements from expense reports Kendal (IT),Aston (Design) 13 17 Employee self service Kendal (IT),Aston (Design) 13 18 E-forms automatically populate from database Kendal (IT),Aston (Design) 13 19 Employees see open positions and apply Kendal (IT),Aston (Design) 13 20 Applicants applying for new jobs can be viewed by the hiring manager Kendal (IT),Aston (Design) 13 21 Warn of mistakes : no double entries Kendal (IT),Aston (Design) 15,17,18,19,20 22 Phase 5: Pilot Group     23 Communicate to the Pilot Group and roll out Bailey (Marketing communications) 21 24 Testing using the same criteria in Phase 4 Harley, Madison, Kasey, Morgan (Purchasing) 21 25 Document Issues and return to development Harley, Madison, Kasey, Morgan (Purchasing) 24 26 Group for issue resolution and retest Harley, Madison, Kasey, Morgan (Purchasing) 25 27 Phase 6: Roll Out     28 Training for end-users Devon (Logistics) 23,24,25,26 29 Roll out to entire organization Aston (Design) 28       Activity durations The HRIS project is expected to take approximately 1 month and ten days. The representation of the same is shown in the table below: ITEM RESOURCES Dependencies BEST CASE MOST LIKELY WORST CASE Phase 1: Analysis of the HRIS system     10 days Set criteria for HRIS Morgan (Purchasing),Shea (Production purchasing)   2 days 3 5 Research vendors for HRIS Shea (Production purchasing) 2 5 days 7 10 Narrow down vendor selection Morgan (Purchasing) 2,3 2 days 3 5 Set up demonstrations Morgan (Purchasing),Shea (Production purchasing) 4 1 day 2 5 Phase 2: Planning and development     10 days Planning with all departments Jessie (Production and planning) 2,3,4 5 days 7 9 Document business process Jessie (Production and planning) 2,3,4 3 days 4 5 Common database Aston (Design) 7,8 5 days 6 8 Phase 3: Implementation     6 days Define show stoppers for project roll backs Kendal (IT),Aston (Design) 2,3,4,9 2 days 4 7 Define pilot group Kendal (IT),Aston (Design) 11 2 days 4 6 Start the implementation Kendal (IT),Aston (Design) 12 2 days 4 7 Phase 4: Initial testing by development     5 days Paychecks with no manual entry processes Kendal (IT),Aston (Design) 13 2 days 3 5 Reimbursements from expense reports Kendal (IT),Aston (Design) 13 2 days 4 5 Employee self service Kendal (IT),Aston (Design) 13 2 days 4 5 E-forms automatically populate from database Kendal (IT),Aston (Design) 13 2 days 3 5 Employees see open positions and apply Kendal (IT),Aston (Design) 13 2 days 4 5 Applicants applying for new jobs can be viewed by the hiring manager Kendal (IT),Aston (Design) 13 2 days 3 4 Warn of mistakes : no double entries Kendal (IT),Aston (Design) 15,17,18,19,20 3 days 4 6 Phase 5: Pilot Group     8 days Communicate to the Pilot Group and roll out Bailey (Marketing communications) 21 2 days 3 4 Testing using the same criteria in Phase 4 Harley, Madison, Kasey, Morgan (Purchasing) 21 3 days 4 6 Document Issues and return to development Harley, Madison, Kasey, Morgan (Purchasing) 24 3 days 4 6 Group for issue resolution and retest Harley, Madison, Kasey, Morgan (Purchasing) 25 2 days 4 6 Phase 6: Roll Out     10 days Training for end-users Devon (Logistics) 23,24,25,26 5 days 6 7 Roll out to entire organization Aston (Design) 28 5 days 6 9         Gannt Chart Critical path The critical path analysis The critical paths are as follows: Node 2 + Node 3 + Node 4 + Node 7 + Node 9 + Node 11 + Node 12 + Node 13 + Node 15+ Node 21+ Node 24+ Node 25+ Node 26+ Node 28+ Node 29 = 48 days Network diagram Implications From the tools that have been shown above, the work of a project manager has not been clearly defined. There is therefore a need for this to come out clearly. The IT personnel should be made aware that they are managing the whole process. They should know this so that the tasks run smoothly. From the schedule that is shown, most of the tasks have different personnel in various stages. This might cause misalignment. It therefore requires that the whole process should flow smoothly. In our case, the head of procurement production has been made to act on most processes. Since this is a technical project, it will require that technical personnel be involved in most processes. Another issue that needs to be considered is that of scheduling. From the Gantt chart and time duration, it is clear that there are tasks that will have to be completed before other start. There is need to ensure that tasks finish at eth stipulated time so that it does not affect the projects that come after that. If deliverables submitted for approval will require working days for review will cause constraints because there will be some delay in the whole project. There will also be constraints if the directors have not described all the details required for the development of the system. It will therefore mean that more rework will be done which will cause further delay to the project. From the slack time, there should be good alignment so that there is no delay. Slack time is the time that a task can be delayed without affecting the entire project time. From the project, it needs that all tasks run as expected because a delay in one task will affect the entire project. Therefore most of the tasks should be completed on time. The critical path shows the longest path with the sequence of interdependent activities that represents the activities that must be completed for the project to complete on time. This is what should be done right for the project to complete on time. From the project tasks, the longest set of activities is 48 days. This sequence should be taken into consideration. From parts D and E, there are some implications that need to be taken into considerations. There is need to ensure that the project completes successfully. From the analysis of the project, there is a need to have the project completed on time and within the given framework. One implication that needs to be looked into is the time that the project will be completed. From the Gannt chart and time duration, it is clear that there are tasks that will have to be completed before other start. There is need to ensure that tasks finish at eth stipulated time so that it does not affect the projects that come after that. If deliverables submitted for approval will require working days for review will cause constraints because there will be some delay in the whole project. There will also be constraints if the directors have not described all the details required for the development of the system. It will therefore mean that more rework will be done which will cause further delay to the project. Another implication here is that of hitring and getting the right skills. From the Gannt chart, the time that has been assigned to the hiring process is small indeed. There is need to ensure that the right skills and expertise are got into the team. There will be implications if the staff of the project will not have enough experience to handle the technical issues that might arise in the development of the projects. If a significant percentage of the project staff will not be experienced with the operating environment it will cause some constraint in project execution. It is expected that the staff assigned for this project will be having the technical expertise required to perform this project. There is also the issue of sponsors and directors of the company. From the Gannt chart and the critical parts, there is no time that has been given to signing and approval of the project. The issue here is that the stakeholders might not have the time to approve and the timeline of the project might be pushed further. If deliverables submitted for approval will require working days for review will cause implications because there will be some delay in the whole project. There will also be implications if the director has not described all the details required for the development of the system. It will therefore mean that more rework will be done which will cause further delay to the project. Implications will be experienced if key-decision makers will be difficult to contact when issues arise in the project. This will cause time wastage in the project execution. It is expected that these decision-makers will be reachable at any time and in all the development phases of the project. Importance of communication with stakeholders Stakeholders are individuals or entities who are actively involved in the objectives and goals of the project. The internal stakeholders constitute people within the London Underground Company and are directly affected by the London Underground Booking System project which contributes to the company’s profitability. They are the people whose key decisions influence success or failure of the above project. The software engineers become our primary stakeholders in the installation of the software. The function heads becomes a secondary stakeholder. These stakeholders need to know and relay information on project progress. External stakeholders are the London Underground customers, shareholders and/or investors, creditors, suppliers and any expertise requiring outsourcing. The project manager has a responsibility of being the closest communicator to all customers, suppliers and any outside support necessary to get the project successful. i) The sponsors and management team ought to know the constitution of the new project team, qualifications and the possibility of the team performing to the required standards and time lines. The project teams are formed by the project manager but requires the authority of the management team to sanctions its capacities to share plans, meet challenges, issues and problems and progress. The project team will exude upon sanctioning, their team spirit and adjustment to new roles. By making sure that the right people are involved, the correct frequency is put in place and the meeting stays put on the programs agenda. decision making, longevity of such decisions and consensus building ii) Stakeholders both internal and external are crucial in communication with senior executives. It pinpoints issues, risks and assumptions or exceptions. Depending on whom the stakeholders are, project objectives are important and determines project reporting periods. This will include what to be measured and the frequency of measurement. Project requirements will be listed, cost constraints discussed, technical specifications outlined and a preliminary schedule to show how monitoring will be done and by who. Progress will be monitored and deviations from the plan evaluated. At each reporting stage, the following will be reported. A) Project data (actual) will comprise budgetary issues, time utility, resource allocations and completion status of ongoing engagements. B) Contingencies will anticipate changes to the budget allocations, work schedules and the framework or range of results not from the performance of the project. iii) Progress reports will be achieved by keeping reports candid and timely, even at the point of delay. These reports will be precise for effective communication of one part of the organization to the other. The report will be analyzed to look for trends which will warrant any corrective action to be done. Action taken will include project plan updates and notify the stakeholders which the changes affect. Stakeholders’ approvals are required for those involving colossal changes. Reporting periods determines the frequency of monitoring and issuance of status reports. Status and cost reports: the stakeholders will be interested to know the detailed information on the project. It entails up-to-date actual status and any other information relating to re-baselining. Project status summary is given to include scope of deliverables, risk, cost, and time among others. It is also important to highlight portfolio status which provides all information about the organizations risk. Indeed, an external project status summary is intended for people not within the organization and may not include much details perceived as not appropriate for external assessment and evaluation. Status reports, issued monthly have project start and finish dates with updates if the finish dates have changed. The overall project status will be marked with color coding of green, yellow and red. The colors will mean; Green: the project is running as per plans of resources, expected outcomes and timing Yellow: indicates the project is at risk and need corrective action. Red: indicates the project is at risk and does not need any corrective action. In the nut shell, team members will track progress by comparing the planned to the actual which helps to update individual weekly schedules. Stakeholders will get summary tracking status and customized weekly reports to suit their interests. References Harrison, D., & Lock, J. (2004). Advanced project management: a structured approach‎. Illinois: Gower Publishing, Ltd. Ireland, L. (2006). Project Management. Columbia: McGraw-Hill Professional. Joseph P. (2003). PMP Project Management Professional Study Guide. Columbia: McGraw-Hill Professional. Martin S. (2002). Project Management Pathways. London: Association for Project Management. APM Publishing Limited. Young-Hoon Kwak (2005). A brief history of Project Management: The story of managing projects. Vol. 2. Read More