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Transcript of Ch06 Implementation
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Copywrite C 1999 PMi www.p
mihrm.com
Chapter 6
Implementation
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Copywrite C 1999 P
Human Resources Management
Systems: A Practical Approach By lenn M. Rampton! "an #. $urn%ull! #.
Allen &oran
"SB' ()*+9)+6,-()
Carswell
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Pit/alls in HRMS "mplementation
0ack of management commitment leading toinadequate resources and personnel.
Failure to assign a project team for the duration
of the project. It is imperative that the core
project team members stay with the project from
inception to implementation. Political intrigue, conflict, hidden agendas.
Poorly written, incomplete needs analysis reports
lead to incorrect decisions and a costly system
that does not meet the needs of the organization.
Failure to include key personnel on the projectteam. his can e!acerbate political problems and
reduce perceived ownership to a small group.
Failure to survey"interview key groups in the
organization.
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"mplementation Processes•
implementation planning• role of the steering committee
• policy and procedure development
• project team training
•
installation• fit analysis
• modification
• interfaces
•
conversion
• user training
• unit and integrated testing
• parallel testing
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"mplementation Planning
#hen the software programme has been
chosen and the arrives on$site, a great
deal of time must be invested in planning
the %&'( implementation. o start the
planning process, a number of things mustbe known, including the scope and goals
of the project. If the needs analysis
was thorough, and the successful software
vendor was quite clear on thecapabilities of their product, this task
will be simpler.
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"mplementation Planning
Cont234)n effective Project Plan will
include*
Project +oals
imetables
&esponsibilities
&esources
'onitoring and &eporting
'echanisms
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Priorities
uring the development of the overall
Implementation Plan, key resources from
%uman &esources and from the
Information echnology area must worktogether on a realistic plan that
covers all of the e!pectations of both
areas. If, in fact, users are going to
be greatly impacted -through new
duties, responsibilities, re$
engineering, etc. they too should be
involved in the initial planning.
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Priorities Cont234
the technical environment/ what equipment,
technology must be purchased/
priority of individual %& modules/ whether to
implement all at once, or in a specific
sequence/
e!pectations of new users, such as moving to
a decentralized system/
availability of resources including whether
human resources or information technology
e!pertise will be provided by* internal
organization resources, contract resources,
or e!ternal consultants/
availability of training for project team.
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"mplementation Sche3ules
0nce the priorities have been reviewed
and a consensus reached, the %&'(
Project 'anager must work with the team
leaders to scheduling each task in the
plan. his is a critical component ofsuccess and the only way to control costs
and resources effectively.
he implementation schedule must includeestimated completion dates as well as the
elapsed time or duration of each task,
and who will be responsible.
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HRMS Pro5ect "mplementation $eam
uring the earlier stages of the %&'(
project, key people involved are often
functional %& 1 'I( e!perts line
management, a consultant -if
applicable. and the Project 'anager-often from %uman &esources. 0ther
members may now be added, i.e.*
implementation specialists*
internal or information systemsauditor*
training coordinator"advisor*
user representatives*
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$he HRMS Manager
0ften, the %&'( Project 'anager
is an %& 'anager, if someone
with appropriate skills e!ist.&egardless, it is the %&'(
'anager who effectively takes
over or accepts the new system
for implementation.
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Policy an3 Proce3ure "ssues
)ttention must be paid to impacts of
implementing a new %&'( on policies
and procedures due to possible impact
on*#ork Flow
&egulatory
2usiness 3ycle(ecurity
4ew echnology
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$he Steering Committee
#ill generally be made up of a minimum of thefollowing*
3hair -3orporate"5!ecutive (ponsor or othersenior e!ecutive
6ice President or irector of %uman &esources 6ice President or irector of Information
echnology e!ecutive level representative-s from line
management.
0thers that may be included on a (teering3ommittee*
6ice President or irector of Finance/ change agent -senior person responsible for
2usiness Process &e$5ngineering/ &epresentative from the 2oard of irectors/ and irector of Internal )udit.
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Steering Committee Cont234
oes not generally include* %&'( Project 'anager -this
person reports to the
(teering 3ommittee/ %&'( 'anager/
Information echnology
'anager/ other %&'( Project eam
members
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Pro5ect $eam $raining
he best %&'( in the world will
only work if users know how to
use it effectively. %uman&esources can foster that
knowledge by providing
e!plicit training and ongoing
support.
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$raining Plan
)n effective training plan will*
identify the actual kinds of users requiring
training/
identify the kinds of training needed/
estimate the number of individuals to be trainedon each topic/
provide an inventory of specific information and
skills required/
include decisions on training media/
identify the trainers/ provide a schedule for the training/
include a development plan for training
materials/
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$he $raining Plan Cont234
If the organization is adopting a whole
new area of technology, will need to
address*
technical training on the new technology/ 7computer equipment, data bases, programming
tools, communications tools, security, etc./
key user training on the %&'( software/
technical training for the information
systems personnel/
(pecific user training for %uman &esources
personnel including* benefits, payroll,
reporting, staffing applications, etc./
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$echnical $eam $raining
echnical training must take place early,
especially if the organization is
changing technology. he %&'( Project
eam, in particular, must receivethorough training on all aspects of the
new product in order to assist others on
the project with its use. his training
must be delivered early on in the project
or the team will spend a great deal of
time trying to figure out things that
would be readily clear if proper training
had been given.
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7ten3e3 $eam $raining
0nce the project is well underway and the core
Project eam is well trained, time should be set
aside to train other users/ for e!ample, the
employees in %uman &esources, Payroll and
2enefits who will be using the system as soon asit is ready. +enerally this training can done in$
house by members of the core project team, usually
from %uman &esources. raining addressed during
these sessions relate to the way the new system
works and any new procedures that may have evolved
during the early phases of the implementation.
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"nstallationhe installation of the new %&'( softwareis much more than just removing theshrink wrap from the packages and loadingthe software. In many cases a new systemmeans new technology. 2y the time the
software is ready to be loaded and run onreal data, in a test mode, the projectteam should have done a great deal ofgroundwork. In addition to the stepsoutlined above, this will mean having set
up the capability for the old system andthe new one to run in parallel until thenew system is running smoothly.
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8it Analysis
(ometimes called gap analysis, a fit analysis
is basically the determination of the
differences between the delivered system and
what the client wants to do with it.
o complete a fit analysis, the project teamdivides up the various requirements to be
tested. +enerally a two to three person team
works on each task. 5ach task is modelled or
trialed on test data bases.
) simple e!ample of a task to be reviewed underthe fit analysis, would be to simulate the
hiring of a new part time casual worker.
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Mo3i/ying the System
'aking modifications to the system after it is
delivered system can have very significant long$
term costs. raditionally such modifications meant
that, with each subsequent official software
release from the supplier, the modification has tobe redone, or carried over.
his is changing with modular systems and new tools
designed to track these modifications. (oftware
vendors today try and deliver systems where the
changes made to the original version can be tracked
and accounted for relatively easily with vendor
supplied updates -releases.
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nit $esting
o some e!tent, the system has already beenheavily tested. uring the fit analysis, everypossible requirement should have been tried on
the system. 2y now the system should berunning almost as it will when it is fully
implemented.
8nit testing involves a review of every majorprocess planned for the system and the testing
of outputs.
Included might be hiring hypothetical employeeto ensure deductions are correct/ terminating
hypothetical employee to ensure finaldeductions are correct/ calculating pay for a
hypothetical employee and comparing it to anactual pay, etc
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Conersion
0ften underestimated, this is a very important
phase in the project
Information in the e!isting %&'( is an
accumulation of a succession of %& systems
which have in turn been converted.In most
cases, the new %&'( will have been designed
significantly differently from the old one and
the data elements will not translate to the new
%&'( e!actly as they are in the old system.
)s well, each software package may handle data
a little bit differently than the last one.
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Parallel $esting
0nce the system has been stabilized with all
the new data on it, the project plan will call
for a parallel test that may vary from one to
several months. uring this time period,
corporate information will be entered into both
systems and the results compared. +enerally
the old system will be used to actually pay the
employees, but the new system will be handled
e!actly as it would during full live
production. he results from the payroll runs ,
reports, and other activities will becarefully compared during the parallel trial
period and adjustments made to the new system,
if necessary.
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Parallel $esting Cont234
uring the parallel testing, %uman
&esources should monitor the system very
carefully. 0nce they have determined
that the system is operating to theirfull satisfaction, the project team will
work out an actual cut over date where,
the old system will be shut down and the
new system will be used in full live
production.
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;uestion 1
9ist the types of people you
would like to have on your
%&'( Project (teering3ommittee and describe why
its important to have people
with various backgrounds.
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;uestion <
%ow might one go about
assessing whether a training
programme has been successful:o you think such ;training
validation; is important:
#hy: #hose responsibility
should it be:
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;uestion ,
0utline the various types of
testing that are normally done
in a project. evelop a list
of test cases.