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1. Introduction
The process of change is often seen as a necessary evil within most organisations.Unfortunately more employees naturally resist change than those that actively seek and embrace it.It is for this reason that when a planned change is scheduled to occur, that a thorough project management process is utilised.This should include
- documentation of a decision to begin the project
- a charter which outlines the requirements and limitations of the project
Cheap custom writing service can write essays on How to Implement a HRMIS
- identification of key stakeholders and team/members roles
- a project plan that outlines the required deliverable's and how they will be prepares
- documentation of the decision-making process
- methods of evaluation and project close-out report
All of these aspects combine to assist keep the project as smooth as possible as well as ensure that all customer requirements are met.This includes monitoring the three key areas of change ¡V time, quality and cost ¡V and ensuring they are kept at the required levels.
With this in mind, ABC College of TAFE has charged us with the task of developing a project layout that includes all of the above as well as documentation of all aspects of the intended project.
. Project Charter
The purpose of the project charter is to convey the purpose and requirements of the project to the project team ¡V it will outline what the customer requires, and what is expected of them to achieve this.
.1. Project Scope
The project scope will describe the objectives, deliverable's and the customers of the project.It is important that all team members understand the project scope and what it is the project hopes to achieve because it is crucial that the end product meets the customers requirements.
.1.1. Objectives
„h Choose an appropriate HRIS for the College
„h Develop a project plan for implementation of that system
„h Keep within the customer's budget
„h Increase employee's acceptance of the system
„h Starts 1st July 00 ¡V Ends nd December 00
.1.. Purpose
To identify and research a Human Resource Information System that can be within ABC College TAFE, to meet all Human Resource needs.To develop project plans aimed at assisting the implementation of the chosen system, as well as strategies that will reduce the impact of this project.
.1.. Project Name
Implementation of a Human Resource Information System (HRIS) at ABC College of TAFE.
.1.4. Customers
ABC College of TAFE, Management and Staff
.1.5. Customer Needs
1) Increase knowledge of how to implement a HRIS
) Reduce payroll errors
) Decentralise and restructure the Human Resource Department
4) Provide plans that will reduce the resistance to change.
.1.6. Final Deliverable
A project plan based on the implementation of a HRIS at ABC College of TAFE.
.1.7. Organisational Deliverable
¡§Decision-making process adaptation to HRIS selection report.¡¨
Life-Cycle Stage ¡V Start and finish StageCreate the Report.
Team members will use the decision-making process to determine which HRIS is most suitable for ABC College of TAFE.
. Determining the Team's Boundaries for creating Deliverables
This section is to inform team members of the start and end points of this project. This will ensure we do not fall short of the customer's requirements, nor will we do more than necessary.These boundaries are set by ABC College of TAFE and will ensure that the right people are responsible for the different tasks.
.1. Generic Life-Cycle Stages of Creating a Plan
The team's boundaries for implementing a HRMIS project begin at life-cycle stage 1 (creating the concept for the implementation of a HRMIS), and ends at life cycle stage 5 (retiring implementation).
Life-Cycle StageStage of DevelopmentGeneric Descriptions of Activities
1Create ConceptABC college of TAFE has been manually handling all pay and training requirements. This has resulted in 5% of all pay variations being incorrectly calculated. The College has realised this is a problem so has decided a HRMIS is needed to reduce these errors. We have been asked to prepare a project plan on how to implement it. The HRMIS must be able to reduce payroll errors as well as provide up to date information abOur staff including records on training requirements and leave entitlements.
Design and PlanReport on ¡¥Decision-making process adaptation to HRMIS selection¡¦ will be completed in this stage because the outcome will determine the nextstages.
REVIEW All customer requirements are listed and will be prepared according to guideline outline throughout the charter.
Test or Install- Test the HRMIS. Ensure updates are successful and that no data will be lost.
- Are training system and IT administrators on hand?
- Implement on a parallel with the current system.
- Test along side and check capabilities with current system.
4Produce and Implement- Remove old system and continue testing
- Finish documentation
- Continue monitoring plans for managing change and deliver plans on their success.
DUE nd December 00.
5RetireGain final approval from customer.
.. Customer Criteria for Acceptance
We must determine what criteria the customer will use to judge the acceptability of what we deliver. The following criteria will be used
Criteria for Acceptance and SuccessY/N
Timeliness ¡V takes 5 months to complete projectÀ
Number of errors in payroll reducedÀ
HR staff to scale the ease of use between 1-5 with a minimum average rating of À
HR staff to scale the training provided between 1-5 with a minimum average rating of 4À
Evidence that at leastsystems were consideredÀ
Cost of less than $500,000À
.. Reviews and Approvals Required
We must decide who will be responsible for providing review and approval of deliverable's. This aspect will ensure any problems are detected as soon as possible and any solutions do not interfere with the team's ability to deliver the final plan by nd December 00.
Interim DeliverableReviewApprovalReason
Choice of SystemSponsorSponsorTo make sure the system meets the customers¡¦ needs.
Method of InstallationSponsorSponsorTo ensure System Administrators are able to implement it the way the team suggests.
HR RestructuringSponsorSponsor7 people must lose their job, and schools must have adequate HR resources for decentralisation to be successful.
4. Project Scope Risk
4.1. Risk Limits
We need to define the maximum degree of risk for each deliverable as is acceptable to the customer.We need to ensure that these risk levels are reflected in the corrective or preventative measures we use for those final deliverable's with an unacceptable degree of risk.
1) HRIS must meet all of the College's needs (some features are more important than others. As long as the main functions of payroll, training and entitlements are provided for, the other facilities are prioritised) Risk Limit of .
) Plan to implement program must take no longer than 1st November (this must be done right. It has the potential to add cost and will throw off timing restrictions) Risk Limit of .
) Plans to restructure the HR Department must result in at least 7 staff being identified for redundancy plus each school must have a complete HR section. Risk Rating of .
4) Decision-making process adaptation to selection of a HRMIS report. Limit of .
14567810
4.. Dealing with Problems
We have addressed the problem of not being able to get deliverable's finished by being generous in terms of deliverable deadlines.We have ensured that should we come into project difficulties, we have a decent number of hours to crash.
In addition, we have made sure we have sufficient staffing throughout the process.It is one of our largest expenditures, particularly when it comes to preparing the system for installation. We have realised that our team is small, and no-one in the team had the skills to configure the system or test it adequately.For this reason we have recruited the system administrators who will be maintaining the system once the project has completed anyway.
We have had several team meetings and during these discussions we have been able to analyse any potential problems and list any possible solutions.
5. Project Resources
5.1. Team Assignment
Project Leader Bronwyn Elverd
Project Team Lauren Sanders
Meredith Grose
5.. Deadlines for Deliverable's
Deadline for the Final Deliverable The complete implementation plan must be delivered by nd December 00. This will allow the College to use the semester break to train and fully prepare staff and system for the next education year.
Preliminary Delivery Deadline 1 The choice of systems must be made by 0th August 00. Installation plans start once the choice is made and approval given.
Preliminary Delivery DeadlineInstallation program must be finalised for approval by 1st September 00. This gives team members times to make any changes suggested by sponsor and adequate parallel testing performed.
5.. Staffing Limits
Some. The staff involved in the implementation of a HRMIS at ABC College of TAFE will be completely devoted to this task. The hours will be normal working hours as they would work if not involved in this team.The only staffing restriction will be in training where trainees will only be engaged for a total of 15 working hours over a -month period.
5.4. Spending Limits
1) Internal $650. There will be a limit on internal costs for training where the majority of the cost is dependent on the wage of the trainees and the lost productivity.The limit is 15 full working hours (varying cost) where there is 0 HR staff, at 15 hours training and an average hourly earning of $17 per hour. Otherwise, the sponsor requires that the team estimates internal costs and then monitor actual expenses.An additional $000 has been budgeted for additional training for general staff.
) External $500,000. External costs have a limit of $500000, which includes the cost of the system and implementation.
5.5. Report Requirements
We are required to prepare the following reports to allow management to monitor our progress. It is also handy for us to know of where we are in terms of the final deliverable and ensures we are kept on track.
Type of ReportRequested byWhenContent
Decision ReportSponsor0th September 00Which system has been chosen and the documentation for it.
Progress ReportSponsorFortnightlyBudget and Schedule Variances
Installation ProgramSponsor1st NovemberProcess of Installation
Training ReportSponsorWeekly from 1st November or start of installationTraining costs and details.
5.6. Organisational Constraints and Project Priorities
This is important so we don¡¦t expect tools that the organisation is not willing to give.This way the final deliverable reflects the special needs of the organisation.
1) No overtime before installation
) No additional staff can be hired except for stress counselling
) No capital equipment purchases
4) No unscheduled system downtime.
5.7. Improvement Priorities for Implementation
Of the three components of project management, which should be given priority in the overall scheme of the implementation?
More Functions ABC College of TAFE is an expanding organisation and with the rapid improvement in technology it is important that the system has features that reduce the threat of system obsolescence.
Cost It is expected that the HRMIS will reap monetary benefits in the future. Ill use of budget allowances will not benefit the College because its needs can be met by a basic system.
Time The final testing and training plan takes place over the semester break. Due to parallel installation there is no benefit from early delivery.
6. Project Schedule
The following schedule is designed to be easy to read and to keep team members informed of when project requirements are due.It is also an indication of how difficult it will be to meet these deadlines and how hard team members must work to keep the project on track.
1/1/1/14/5/6/7/18/1/110/1
6.1. Gantt Chart
The Gantt chart has been created to illustrate the major activities of the project and how long it will take to complete.This will also keep team members on track and will ensure deadlines are met.
JulyAugustSeptemberOctoberNovember
Week1414141414
Task
Project Charter5 hours
System ChoiceDue 0th August
Installation PlanDue 1st September
Configure System10 days
Transfer Data0 hrs
Test System wk
Test Change StrategiesOngoing
Check Redeployment ProgramOngoing
Implement System0 hours
Finalise Budget 4 hrs
Training HR15 hrs
Close out Report
7. ¡§Decision-Making Process Adaptation to Selecting a HRMIS¡¨
ABC College of TAFE realises that the implementation of Human Resource software will have far reaching results in the organisation whether these results are good or bad.Ultimately, the method of choosing the right software for the College must be systematic, and revolve around the requirements outlined by the customer.
With some research, the three systems that have been identified as options for the College include Team Work as used by the Department of Housing, and CHRIS as provided by local firm Frontier and Empower HR which has been used by Central TAFE for a number of years.
Under consultation with the sponsor the following criteria has been identified and prioritised
„h Cost
„h Complexity
„h Features
„h Security
Below is a decision-making matrix, which will allow us to assign weightings of importance to each of the criteria above and make an informed choice as to which system is best.
SystemCost
8/10Complexity
8/10Additional Features 7/10Security
/10Total/0
CHRIS4 x 8 = 6 x 8 = 488 x 7 = 56 x= 8117
Empower6 x 8 = 488 x 8 = 647 x 7 = 46 x= 5415
Team Work5 x 8 = 4010 x 8 = 805 x 7 = 57 x= 618
Cost Fujitsu charge per employee for the rights of the software.This is between $10-$0 depending upon the size of the organisation. Generally a larger work base will require more maintenance by Fujitsu.The College will be charged a fee of $16 for each employee which will be included in the operating budget of the Human Resource Department.This fee covers maintenance, development of corrupt data, and support line that is available during ordinary working hours.When compared to the per employee costs of Empower and CHRIS which range between $10-$50 per employee per year, Team Work is the obvious choice in terms of cost.
Complexity The HRIS that is implemented must be easy to use especially with employees only available for 15 hours worth of training.Team Work is very simple software program, easy tabular form, with search capabilities and customable interface.The other two programs offer similar capabilities however some of them require programming (by IT professional).None of these programs are incredibly complicated but after surveying the staff at the Department of Housing we believe TeamWork is the easiest to use.
Additional Features All of the systems have additional features, however CHRIS is the most complete with all aspects of HR (OHS, recruitment, training, and payroll etc) being well addressed.However, additional features are not nearly as important to the customer as complexity because it has been assumed that even a basic system would adequately see to ABC's HR needs.Given this, TeamWork still meets the organisational requirements.
Security TeamWork allows the HR department to nominate people who can have access to the system, which is different to the general log on the system. The software controls personal details and the department can choose to allow only HR personnel or provide self-service for detail amendment.
Conclusion Using the decision-making matrix, which reflects the need of the customer, it can be concluded that the TeamWork software is the best suited for the College.
8. Project Plan for Installation
This project plan will describe what we intend to produce and what resources will be required to make this happen.All team members must understand what deliverable is required, when, and how it will produce. This will ensure the final deliverable is acceptable to the customer and that the team project is kept on schedule.
8.1. Project Scope
The purpose of this project plan is to outline the steps involved in the installation of the HRIS software at ABC College of TAFE.
8.1.. Objectives
„h Have the system implemented by nd December 00
„h Reduce data errors currently in existence
„h Ensureweeks testing time is allowed
8.. What is the Final Deliverable?
A report will be produced which outlines the steps that will be taken to install the software.This will include the amount of time required for every step, as well the problems that may arise throughout the process, that will impede upon the team's ability to get this task done on time.
A flow chart may be produced depending upon how valuable it will be in the long-term completion of this task.
The project plan must also assign responsibility as well as list any adverse effects on the current workings of the College (for example system downtime).
8.. Customers¡¦ Criteria for Acceptance of the Project Plan
The project plan must involve at least three steps and include the parallel testing of the software that the customer requires.The parallel testing should involve at least two weeks of intensive evaluation to ensure no data will be lost.
8.4. Life-Cycle Stages for Project Plan Deliverable
The production of the Project Plan for installation of the software is based on the life-cycle stages just as the entire project is.The table below illustrates the 5 stages of the life cycle and how they pertain to the project plan deliverable.
Life-Cycle StagesStage of DevelopmentStage ActivitiesInterim Deliverable for Implementation
1Create Concept or DefinitionThe project plan will outline the steps involved in the installation of the HRIS software.- Preliminary steps expected to be required
Design or PlanDesign the steps required to install and the people required to do it.- Finalisation of the steps.
Test or InstallInstall the software and begin integration- Installation should take place nd November 00
4Produce or InstallationImplement the plan fully and once testing is complete prepare to remove old system.- Transferral of data by nd December 00, checklist
5RetirementFully remove old system and dismantle centralised network, to be replaced by the Intranet functions provided by Team Work.- Equipment list
- Return all College Equipment
- Final Assessment Report
8.5. Internal Quality Criteria for Project Plan on Installation
Like the overall quality required for the project, this plan must have some quality criteria as set out by the customer. This will assist in the monitoring of the plan and ensure all deliverable's are of acceptable quality.
Internal Quality Criteria for the Project Plan on Installation
Final DeliverableInternal Quality Criteria
Project Plan on Installation„h 100% of historical data must be loaded by nd December
„h At leastweeks must be budgeted for parallel testing to be conducted upon installation
„h No more than 5 days down-time can be recorded for the duration of installation
„h A quality rating of 4 on the training provided by the team on use of the new software.
„h At least 0% of time spent in training must be on payroll and related functions to reduce errors.
8.6. What Processes are Required for the Project Plan on Installation?
The team must identify where our responsibilities begin and end.This is a major project and will affect all activities in the HR department. It is therefore important that only the processes necessary to the project scope are included and that the processes are scheduled to reduce interference.
8.6.1. Step 1 ¡V Configure the new HRMIS
An HRIS comes with built-in processes for most HR activities, but the team will need to customise the system process according to the customers¡¦ specific needs. For example, every system supports several pay structures, but the College hasand this will need to configured in the new system.Customising the HRIS will not involve programming; the common activity is to enter specific data into control tables that then direct how the HRIS operates. The configuration tasks then become a process of understanding the College's business processes well enough to encode that logic into the HRIS.
Requirements This task requires people who understand the processes of the College so full dedication of several () systems administrators will be beneficial.Internal recruitment of people more suited to this task (since team members do not provide the required characteristics) will aid the team in getting the task completed, and completed well.It will also ensure that the trade off between the configuration of processes to fit exceptions [of the HRIS] and the more restricted approach to implementation of the process to enforce data integrity and accurate application of HR policy is taken into consideration.
The team recognises the importance of well-informed system administrators for this task, as well as the significance of getting this done before the final deliverable is due.
Expectations This is a time consuming task and may require some overtime for system administrators.We have budgeted for a total of 0 hours of overtime at time and a half for system administrators. This is in line with organisational constraints and is estimated to cost $00, plus a time estimate of 10 days.
8.6.. Step¡V Link the New HRIS with Other Systems
This task involves converting historical data that is currently stored in the College's database into useable variables for the new HRIS.The College has been operating on a manual system, so some verification must be available.Again system administrators will be involved because they will be maintaining the system once the project is retired.
Verification of data would be expected to have commenced prior to the start of this project.Final verification and linkage to the new system is expected within 5 days of the previous step finishing.
Requirements System administrators will again be required for this task. Replacing HR systems involves any area of the College that reads or relies on employee data.This will require some degree of programming and the administrators are the only one's qualified for this task.
Expectations This task must be finished in by the deadline because parallel testing is required for at leastweeks after inputting the historical data.Testing can be conducted during normal business hours, and standard system documentation is necessary.Three system administrators, for a total of $000, over approximately 0 hours (combined).
8.6.. Step¡V Begin Parallel Testing
This is the most exact form of testing is parallel testing (Gary North, 17, http//www.garynorth.com/yk/detail_.cfm/848).It is a process that involves running the two systems along side each other and entering the data to ensure the data is handled the same way.If there is a difference in output then we need to reconfigure the software to guarantee that when the old system is turned off, no data will be lost and it is handled in the right way.
In the past, most tests were conducted sequentially, with a test commencing when the previous test was complete. While suitable for some test scenarios, this does not suit applications where the tests can be either complex or time consuming, because many instruments remain idle while others are used heavily (Insight technology, 001, http//www.insightcp.com/res_0.htm).Parallel testing allows several instruments to be used continuously, and the task time is reduced.
Requirements According to acceptance criteriaweeks must be allowed for testing which will improve the College's acceptance of the new system.If the College has a data administrator, they should oversee this task.Data is often seen as the most valuable commodity so the College believes the successfulness of the testing phase as crucial.
Expectations The customer expects full documentation of the testing phase to be readied by the final deliverable date.Two system administrators will be required for the full two weeks.Business hours will be adhered to, at a cost of $44 ( SA x $/hr x 8 hrs x ). This is generous and is expect to cost less at the end of the project.
8.6.4. Prepare the Organisation
The next phase of installation involves fully introducing the working model with the end users. This will include all HR officers as well as most employees, especially in terms of the self-service sub environment.
RequirementsThe team is required to formulate plans to reduce resistance to change and the stress likely to be felt by those employees about to lose their jobs.These plans (which will be discussed further on in the report) will be implemented in this phase of the implementation.
Expectations The College will expect these plans to be successful because there is little point implementing a new HRIS if the expected end-users do not utilise it.These plans should be implemented at the concept stage because employees have the right to know what kind of changes should be expected and when.
. Strategies for Reducing Resistance to Change
The customer realises that the implementation of a HRIS will bring about a variety of responses from employees.From complete support and embracement to outright resistance the type of response given by employees will have a resounding effect on whether or not the implementation is successful.With this in mind, we have been charged with the task of establishing strategies to reduce the expect resistance to the change.
.1. Kotter's Eight Steps
The steps to successful change which have been developed by John Kotter, have been identified as the best method for the College's HRMIS project plan.The steps we will be promoting are
„h Establish a Sense of Urgency
„h Create a Guiding Coalition
„h Develop a Vision and Strategy
„h Communicate the Change Vision
„h Empower Broad-Based Action
„h Generate Short-Term Wins
„h Consolidate Gains and Produce More Change
„h Anchor New Approaches in the Culture
.. Kotter's Methods of Overcoming Resistance to Change
Kotter is a well known expect in the field of change management, and the following approaches to managing resistance to change, should be combined with the steps listed above.
ApproachCommonly UsedAdvantagesDisadvantages
Education and CommunicationWhere there is a lack of information or inaccurate information and analysisOnce persuaded, people will often help with the implementation of the changeCan be very time-consuming if a lot of people are involved
Participation and InvolvementWhere the initiators do not have all the information they need to design the change, and where others have considerable power to resistPeople who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan
Can be very time-consuming if participants design an inappropriate change
Facilitation and SupportWhere people are resisting because of adjustment problemsNo other approach works as well with adjustment problemsCan be time consuming and expensive and still fail
Negotiation and AgreementWhere someone or some group will clearly lose out in a change, where that group has considerable power to resistSometimes it is a relatively easy way to avoid major resistanceCan be too expensive in many case if it alerts others to negotiate for compliance
Manipulations and CooperationWhere other tactics will not work or are too expensiveIt can be a relatively quick and inexpensive solutionCan lead to future problems if people feel manipulated
Explicit and Implicit CoercionWhere speed is essential and the change initiators possess considerable powerIt is speedy and come overcome any kind of resistanceCan be risky if it leaves people angry with initiators
.. Kotter's Eight Steps at ABC College of TAFE
..1. Step 1 Establish a Sense of Urgency
„h Examine the market and competitive realities
- This involves analysing the College's current employee situation.We should gain an understanding of the organisational culture and conduct a needs analysis of how previous changes were accepted by the employees.Chances are that the type of response given once will indicate in some part, on how the employees respond to the implementation of the HRIS.
„h Identify and discuss crises, potential crises, or major opportunities.
- This aspect involves conducting a SWOT analysis of the current organisational situation.By conducting the SWOT, the customer will have some idea of what to expect in the future ie the reduction in the workforce is both an opportunity and a threat.Once the potential crises are identified, employees can be informed (in line with Kotter's model above) and have the ability to help with the implementation.
... Create a Guiding Coalition
„h Put together a group with enough power to lead the change
- The team recognises the importance of this step.It is absolutely crucial that a team is formed to lead the employees in the change otherwise they lack direction and will actively resist change if support is not offered.Facilitating employees in the change process will quicken the adjustment period and restabilise support in the managers of the College.
„h Get the group to work together
- The College should view the entire HR department as a team.Since they will be the ones experiencing the change, they should have input into the process.Participation and involvement is an excellent method of getting employees to place ownership on the project.
... Develop a Vision and Strategy
„h Create a vision to help direct the change effort
- This is again an issue of ownership.Employees need to know the reason the College is implementing a HRIS and have something to work towards.Once the change is complete and the vision is met, not only will resistance be minimal but also a sense of achievement can be felt.
„h Develop strategies for achieving the vision
- This is a matter of employee's and team members knowing the ¡§how's¡¨, ¡§what's¡¨, ¡§where's¡¨ and ¡§whys¡¨ of the project.It's fine to have a vision but employees need to know it is possible to achieve otherwise they naturally resist.
..4. Communicate the Change Vision
„h Use every vehicle possible to constantly communicate the new vision and strategies
- Educations and Communication.By keeping the communication channels open, employee's can ask questions and attempt to settle their own fears.
„h Have the guiding coalition model the behaviour expected of employees
- If management fully embrace the change there is a better chance that all employees will. Without management approval the project can not succeed.
..5. Empower Broad-Based Action
„h Encourage employee involvement
„h Encourage risk taking and non traditional ideas, activities, and actions
- The best ideas are often the ones that seem completely unheard of and have not been experienced before.
..6. Generate Short-Term Wins
„h Visibly recognise and reward employees who actively embrace the change
- A little bribery never hurt anyone.By actively recognising those that embrace the change there may be more that will be willing to see the other side if they intended to resist.
„h Outline the benefits of the change
- The payroll function is currently having to re-calculate a quarter of all pay variations.This costs them time and lowers morale (no-one likes making mistakes).The HRIS is expected to immediately reduce these mistakes, this will free up payroll officers for more strategic functions.
..7. Consolidate Gains and Producing More Change
„h Use the increased credibility to change systems, structures, and policies hat don¡¦t fit together and don¡¦t fit the change vision
„h Hire, promote and develop people who can implement the change and vision
..8. Anchor New Approaches in the Culture
„h Create better performance through productivity-oriented behaviours, more and better leadership, and more effective management.
- Implementing a HRIS is an organisationally wide change and it gives the customer a chance to influence the way the College is run to reflect this new efficiency.
„h Develop means to ensure leadership development and succession. (Kotter, 15, HBR March-April).
10. Strategies to Reduce Stress
The Customer has identified that at least 7 employees will be made redundant.When co-workers lose their jobs, not only is that cause for resistance but it is also a recipe for increased stress.The following methods have been
10.1. Outsource Counselling
Provide the individuals who will be losing their jobs, with counselling from people not connected with the College.This is a slightly expensive method of reducing stress but it is important that the employee feels that the counselling is genuine.If the employee is given counselling from within the organisation they may feel that it is only done so that they don¡¦t ¡§make waves¡¨ when leaving.It is expected that proper counselling given to the 7 employees will be approximately $700.
10.. Redeployment
The College has a redeployment process, which should be utilised throughout this implementation project.The identification of employees that will be redundant was made early in the project so the redeployment process should begin immediately.The employee may wish to stay with the College and ideally they should be given this option.In addition, keeping loyal employees now will reduce the need for the expensive recruitment process to be used in the future.
Lastly, redeployment can be used throughout the project, which means there is 5 months to final alternative employment.
10.. Additional Training
By offering the employee some additional training, the customer is preparing them for moving on.It will make it easier for them to find employment elsewhere, and will reduce the fears felt by the departing employee.An interview will be conducted and information gained about what type of training the employees may want. This can include resume preparation and/or aid in enrolling in a TAFE course.The additional training may benefit the College by making redeployment easier.
It is expected that this option will cost approximately $1400.
10.4. Redundancy Packages
The College already knows they will be required to make at least 7 employees redundant.It is a good idea to offer some employees the ability to take voluntary redundancy thereby reducing the stress and resistance that comes from forcing redundancy at the end of the project.
The sponsor has indicated that the College wishes to offer an attractive redundancy package toemployees (more if the response is better than expected) and is expect to cost approximately $1 566.
A normal redundancy package based on a wage of $17 an hour, with a 8 hours week, onyears (6 weeks pay) continuous service will cost $876 per employee.For 7 employees it will cost $71.
11. The Project Budget
The implementation of a HRIS is not a simple process. It involves both internal and external costs, which must be illustrated in a project budget.As you will see, the budget shows that the team will be able to complete the project within the limits set by the sponsor and the College.
CostCost ItemsStaff Time (in hours)Hourly RateTotal Cost
Internal Costs
Staff Costs
Project ManagementN/A00$5$5000
Training HRTrainers450 (0 staff)$17$7650
Training GeneralTrainersN/AN/A$000
Voluntary Redundancy PackagesN/AN/AN/A$1 566
Forced Voluntary PackagesN/AN/AN/A$15504
Installation
ConfigurationSystem Administrators 100 ( staff)N/A$00
TransferralSystem Administrators0N/A$000
TestingSystem Administrators150( staff)$$44
Subtotal Internal Costs $51 64
External Costs
Outsourced CounsellingCounsellingN/AN/A$700
TrainingTrainersN/AN/A$1400
SystemTeam WorkN/AN/A$450000
Additional moneys to offset unknown costs $5000
Subtotal External Costs $457100
Total Project Cost$508 64
11.1. Accuracy Ratings
Internal Costs The team members have assigned an accuracy rating of M Internal Costs.We have been generous, particularly with timing so believe the final costs could vary by ¡5%. This means the range amount for internal costs is $8448 ¡V 64080.
External Costs The team members have assigned an accuracy rating of H to external costs.These costs have been confirmed several times so are believed to be reasonably accurate and will only vary by ¡5%.This means the range amount for external costs is $4445 - $4755.
1. Team Review
1.1. Meetings
Team meetings were held every fortnight to discuss our progress with the project and to identify any problems we were having.This was a little difficult because Meredith lived in a different suburb to Lauren and I.We had an entire group meeting four times to discuss the information Meredith had gained through interviewing the HR department at her work.
Lauren and I regularly met at our homes, and gained a better understand of the project by discussing it between us.
1.. Team Rules
In week 8 of term, Meredith and I decided that the strategies for overcoming resistance to change and ways to mitigate stress were to be completed by week 11 of term.I research Kotter's 8 steps, while Lauren research ways to reduce stress and Meredith interviewed the HR department at work.
The basic rule included
„h Work assigned was to be completed by the deadline
„h Information was to be share evenly throughout the group
„h 4 team meetings were classified as mandatory attendance
1..1. Team Rules Reviews
I believe we all work very well together however I did note a severe communication problem.Meredith was responsible for collecting the information on the TeamWork system however she did not pass this information on easily.I believe that this was the biggest risk to the completion of this assignment.Since she was the only one to have access to the system it made it very difficult for Lauren and I to gain a thorough understanding of the assignment.
1.. Making Changes to the Project
We all realised that there may need to be changes made to the project at some point.With this in mind, the following flowchart was decided as the most appropriate because it allowed quick (but detailed) changes to be made.
1..1. Change Order
Date 14/11Originator Bronwyn Elverd
Change Order Number 1
Description of Change Use outside counselling for reducing stress of employees who will lose their job.
Why needed Employee may feel restricted when using an internal counsellor.The purpose of these sessions is to prepare redundant employees for losing their job and attempting to reduce the adverse effect of this.It is believed that an internal counsellor will merely be seen as a method of reducing the resentment and conflict that a disgruntled employee can cause, rather than as a means of helping for post-redundancy.
Change requested go to outside counsellors
Proposed solution Research the costs of outside counsellors for the time period required.
Impact on Project Scope None
Risk Rating for the Implementation of a HRIS No change
Impact on Team None
Impact on Deadline Date No impact
Risk ratings for deadline dates no change
Impact on budget $700 increase
Impact on Project Reports None
Date Approved
Project LeaderSponsorCustomer
1. References
Bartol, Martin. Matthews, & Tein. (18). Management A Pacific Rim Focus (nd Ed). McGraw-Hill Companies Inc. Roseville
Cole. (001). Supervision A Theory and Practice of First Line Management (nd Ed). Prentice Hall Frenchs Forest
InsightCP. (00). Impact of Implementing a HRIS. Available WWW http//www.insightcp.com/res_0.htm [Accesses 4th November 00]
Martin & Tate. (17). Project Management Memory Jogger. Goal/QPCSalem
Nankervis, Compton, & Baird. (00). Strategic Human Resource Management (4th Ed). Thomson Southbank
North. (17). Parallel Testing. Available WWW http//www.garynorth.com/yk/detail_.cfm/848
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