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Riordan Manufacturing Business Systems

By kariya1 Aug 07, 2013 1474 Words
Riordan Manufacturing Service Request SR rm-022
Peggy Filius
University of Phoenix
BSA/375
Didier Opotowsky
July 29, 2013

Abstract
In this paper I will provide information on the existing HRIS and provide a plan on integrating the existing variety of HR tools into a single integrated application.I have been asked to review Service Request SR rm-022 for Riordan Manufacturing. I will provide the business requirements for the development of an HR system to support the objective of SR rm-022. I will create and provide a detailed system design and a project implementation plan required to complete the project. The desired timeline for of the project approximately six months, so the new system can be utilized in the second quarter. This will be included with the details of the project.

Riordan Manufacturing Service Request SR rm-022
Introduction
Riordan Manufacturing is global plastics manufacturer currently having 550 employees. Riordan Manufacturing is owned by Riordan Industries, which is a Fortune 1000 company and has revenue exceeding $1 billion. Riordan Manufacturing has plants in Georgia, Michigan, and China. The company’s research and development teams are located at the corporate headquarters in San Jose, California. Riordan has many customers but their major ones are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. The plant in Georgia produces plastic beverage containers. Michigan’s plant produces custom plastic parts and China produces plastic fan parts. Riordans future goal is to be focused in reaching and maintaining profitability in assuring the financial and human capital sustains growth (Apollo Group, 2013). Riordan’s HRIS (Human Resource Information System) was installed in 1992 and is in need of upgrades. Each department uses a separate program or file. The system is a part of the financial system and stores data for personal information, pay rate, personal exemptions, hire date, security date, organizational information, and non-exempt employee vacation hours (Apollo Group, 2013). Any changes for personal information is still submitted the old fashioned way in written form by the employees’ manager. This change is then entered into the system by the payroll clerk. Training and development records are kept separate in an excel spreadsheet, maintained by training and development specialist. The person that recruited an applicant for a position keeps the applicants information. However Resumes are kept in a central storage area, and the status of the applicant is kept in an Excel spreadsheet. Workers’ compensation is kept off site by a third-party provider. Employee files are not kept in a centralized as each manager keep these files. The managers track FMLA (Family and Medical Leave Act) absences and any requests for accommodation under the ADA (Americans with Disabilities Act). Job analyses, salary surveys, and individual compensation decisions are put in an Excel spreadsheet by the compensation manager. Such discrepancies as complaints, grievances, and harassment complaints are in locked files in the employee relations specialist department. These specialists will remain responsible for tracking these discrepancies (Apollo Group, 2013). Stakeholders will be the first topic discussed in this paper. The definition if stakeholder’s is: “Stakeholders are anyone who has an interest in the project. Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project’s objectives and outcomes” (Wikipedia, 2013). There are several stakeholder’s involved in this project. Hugh McCauley, COO is the requestor of the SR rm-022 and will be the primary contact throughout the process. Mr. Mc Cauley will provide an outline of the requirements for the integration. Due to each department using separate programs or files it will be necessary to talk to each of the department managers from each location to acquire information. The payroll clerk will provide the information as to what type of data the project needs to integrate into the system. The training and development specialist will provide the information kept on an excel worksheet for training and development records. The recruiting department manager of each location will provide details as to what they currently track on an Excel spreadsheet. Individual recruiting managers will give their suggestions for integrating their information into the integrated system including FMLA absences and Requests for accommodations under the ADA. The final stakeholder will be the compensation manager to assist with information as to how they want the integrated system to handle analyses, salary surveys and individual compensation decisions. All these department managers are stakeholders because they all have information that is required by Riordan Manufacturing and need to be included in order to meet requirements of the integration of the system. Describe the information-gathering techniques and systems analysis tools you would propose for the project. Integrating a system into one functional system requires gathering all necessary information from the stakeholders for a successful integration. Information must be acquired in an accurate methodical manner. It is necessary when collecting this information there are few interruptions to ensure information is correctly collected. Gain access to a procedural manual explaining how the present system works, what data goes in and comes out, and if there is a dependent external system. Acquire information on the types of forms, users of the forms, information necessary for the form, and are they easy to read and understand. The integration of the forms must be the same company wide. Making an onsite visit to gain a look at and knowledge of the system is another important tool for gathering information. Taking notes on the system and how it operates is an important factor in the system integration. Conducting interviews to acquire information from department personnel is a good tool for gathering information as well. During the interview ask precise questions about the system and the requirements for their department (Toolbox.com, 2013). There are several key factors that ensure the information required is gathered successfully. Management commitment is important to the success of a project. Mr. McCauley will be the high-level manager with Riordan Manufacturing. He will have to provide the necessary resources for the project to succeed. He will also be held accountable by Riordan for seeing that the system is a success. Other factors are ensuring there is interaction and communication amongst developers, users and IS personnel during the integration. This includes assigning IS developers to the functional areas to perform task to fully understand the system. IS personnel will need to understand the application to know the purpose, tasks, and outputs of the work processes that the application will support. The project scope is important for Riordan Manufacturing to operate as a whole. The system needs to contain all the information made available to the approved users throughout the company. Integrating the system will make the entire companies jobs easier as each department will no longer keep their own records. If upper management needs to see how many employees are taking a leave of absence they won’t need to go to the recruiting manager to find this out all they have to do is pull up the file that contains this information. With the system integrated there will be no more separate files and programs. The feasibility that will be examined in the analysis phase of the SDLC will consists of economic value, operational, organizational, and technical feasibility. In the economic stage the cost of the project will be analyzed and determine if it will be worth the cost to the company. The cost of the integration will pay off in the long run because of less paperwork and labor cost. Operationally the feasibility analysis will determine if the integration will solve issues for the user in the proposed system. Organizational feasibility will determine if the proposed system will be consistent with Riordan’s strategic objectives. Lastly, technical feasibility will analyze how the existing technology and resources will be used (National Institute of Open Schooling, 2013). In closing, these steps and processes will determine how and why to integrate the HR system into one integrated application using existing HR tools. Communicating and interviewing key stakeholders will start the work on the project. Using the information gathering techniques and analysis tools will provide the input necessary to integrate the system. These tools and techniques will also assure the success of the integration. The feasibility stage will allow upper management the information of the exact financial cost and how to avoid any issues in the development of the integration.

References
Apollo Group. (2013). Riordan Manufacturing. Retrieved July 29, 2013 from, http://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Riordan/HR/HRIS.asp Critical success factors for information requirements gathering. (2002). Retrieved July 29. 2013 from,

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