IHRIM n International Association for Human Resource Information Management n Professional group - HR, HRIS, IS managers; compensation, computer, and other backgrounds n Magazines, newsletters, HR Matrix n Conferences, vendor displays n $40/year for students n Web page:
A New HRIS Planning, Designing, & Developing
Systems Development Process n “The steps taken from the time a company considers computerizing its human resource functions through the analysis, design, development, implementation, maintenance, evaluation, and improvement of the system.” n Options: Buy, make, re-automate.
HRIS Systems Development Phases n Planning n Designing n Developing n Implementing n Maintaining
Planning Topics n Planning process n Elements of project management n Steering committee n Project team n Communications strategy n Identifying & building- in critical success factors n Planning for management of change n Options - repair & refine, build, or buy n Implementation of plan n Training & docu- mentation issues
n To meet strategic, tactical, and operational goals n Can be too broad, or too detailed n Over-planning, taking too much time can doom a project n Pragmatic process: effective and efficient, best estimate. n Should be flexible: adjust, react to changes Project Planning
The Planning Process Steps n Recognition of need n If existing system, can it be modified to produce info at reasonable cost? n If no system, or if cost too high, conduct analysis of whether to buy or build n Prepare detailed needs analysis n Prepare RFI and/or RFP and send to vendors n Analyze results, reduce short-list, select finalist product and vendor n Negotiate price and conditions, conduct final vendor references, review
Project Management n Objectives, resource limits and specs u Time (start/end dates) u People (ID, skills, cost u Tools (equipment, software u Money (budget) n Combines planning with controlled use of resources to develop and implement specified results, or projects.
Software Tools Can Handle: F project scheduling Every task/activity is integrated into the project schedule by listing an estimate of its start and end dates. F milestones These are time-limited events which signify specific and significant progress F resource assignment Every person and piece of equipment together with the cost of each must be assigned to specific accomplishment of tasks. Downtime or, in financial terms, indirect labour (e.g., vacation; union business; maintenance; etc.) is included where it is predictable F costs and budgets Resource costs are calculated and amalgamated over the expenses that are estimated to be required to accomplish each task F visual representations There are between several different visual methods for the representation of activities
Visual Representation Tools F GANTT Chart - a bar chart which graphically displays the status of a task based on time or money. F PERT - Program Evaluation and Review Technique. PERT Charts illustrate the relationships and dependencies between different activities. F CPM - Critical Path Method. CPM was developed around the same time as was PERT, and performs the same function.
Communications Process n Five R’s of Reception u Reason u Reduction u Redundancy u Readback u Record n Guidelines u involve key members u how and when, how solve problems u strategy to ensure info not lost u communication plan immediately, bring newcomers up to speed
Critical Project Success Factors F Org's financial health F Org's structure F Org's culture - climate for success F “Mission champion" F Status & involvement of project manager F Effective Project and Steering Committees F Clearly defined business needs identified F Formal documented plan F Planning coordinated across departments F Systems support F Age, satisfaction with the current system F Effective business process integration F Realistic project budget