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