Riordan Manufacturing HR System(4  Pages | 1890 Words)    Abstract Mr. Hugh McCauley, the COO of Riordan Manufacturing, Inc. has submitted a service request SR-rm-004. This request is to analyze the current Human Resources system and to integrate the existing variety of tools used...
Riordan Manufacturing HR System
(4 Pages | 1890 Words)
Abstract
Mr. Hugh McCauley, the COO of Riordan Manufacturing, Inc. has submitted a service
request SR-rm-004. This request is to analyze the current Human Resources system
and to integrate the existing variety of tools used today into a single integrated
application at all plant locations. Mr. McCauley would like to take advantage of a more
sophisticated, state-of-the-art, information technology system for the Human Resources
department. The IT team will examine the current information system and the possible
design and development of a single integrated application that meets or exceeds
Riordan Manufacturing’s expectations, reaches completion within time and cost
estimates, works effectively and efficiently in the current and planned IT infrastructure,
and is inexpensive to maintain and cost-effective to enhance. The outcome and analysis
of this assessment, along with recommendations and each phase of the System
Development Life Cycle (SDLC) will be identified in this report.
Current Human Resources Information System
The company’s HRIS system was installed in 1992. It is a part of the financial systems
package and keeps track of the following employee information: •Personal information
(such as name, address, marital status, birth date, etc.) •Pay rate •Personal exemptions
for tax purposes
•Hire date
•Seniority date (which is sometimes different than the hire date) •Organizational
information (department for budget purposes, manager’s name, etc.) •Vacation hours
(for non-exempt employees) Changes to this information are submitted in writing (on
special forms) by the employee’s manager and are entered into the system by the
payroll clerk. Training and development records are kept in an Excel worksheet by the
training and development specialist. Each recruiter maintains applicant information for
open positions. Résumés are filed in a central storage area, and an Excel spreadsheet is
used to track the status of applicants. Workers’ compensation is managed by a third-
party provider, which keeps its own records. Employee files are kept by individual
, managers; there is no central employee file area. Managers are also responsible for
tracking FMLA absences and any requests for accommodation under the ADA. The
compensation manager keeps an Excel spreadsheet with the results of job analyses,
salary surveys and individual compensation decisions. Employee relations specialists
track information about complaints, grievances, harassment complaints, etc. in locked
files in their offices.
Proposed Information Gathering Techniques and Design Methods
The analyses phase of the SDLC requires a clear understanding of the Human
Resources business functions. To gain a clear understanding, we must first identify and
document the physical processes and activities of the existing system at all Riordan
Manufacturing locations. This will be accomplished by using traditional requirements
elicitation techniques, i.e., holding interviews, observing users of the current system,
from observing users and having discussion sessions with subject matter experts and
process owners. Project members from the IT department as well as project analysts will
attend these discussions so they can gather facts, opinions, speculate and observe body
language, emotions and other signs of what people want and how they assess current
systems. A review of existing reports, forms and procedure descriptions will also be
conducted as a fact finding activity. Observation of the current processes will also be
conducted by the analysts and IT members so that they get a clear understanding of
exactly what takes place in the business process. In addition to the traditional
requirements elicitation techniques to gather information and data, the IT members will
also hold Joint Application Design/Development, or JAD sessions to ensure that
information is gathered from all affected parties, and that requirements that are received
in outcome are approved by all participants, and not only by decision of system analysts
collecting the requirements. The JAD sessions will last for approximately 5-7 days and
will require several key participants to be present to include: IT team, business users, a
facilitator and an executive sponsor. After all the information is obtained, analysts will
review, analyze and structure the information obtained so they can develop an overall
understanding of the new system’s requirements. To define the new system
requirements; drawing diagrams, workflow diagrams and activity diagrams will be used
to express and model the new system’s processing requirements. Last, the IT team
selects and recommends an alternative to Riordan Manufacturing. The recommendation
recaps the results of the analysis phase activities, and together the team makes firm
decisions about an alternative.
Scope of the Project
The scope of this project is to integrate the existing variety of tools currently
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