University of Phoenix
CIS Risk Management CMGT/579
November 19, 2007
Riordan Manufacturing HRMS Integration Project Narrative
Internationally renowned as the industry leader in the field of plastic injection molding, with innovative designs, attention to detail, extreme precision, and comprehensive quality control, Riordan Manufacturing's current human resource management system (HRMS) and methodologies are surprisingly antiquated and disparate with low-tech strands. Hugh McCauley, Riordan's Chief Operating Officer, has approved Service Request RM004 to analyze the current HRMS with the goal of integrating the disparate tools and centralizing all HR information into a single application.
Request for Project Plan
Before approving project funding, Hugh McCauley has requested a detailed project plan that lists all tasks, resources, schedule and budget required to complete the HRMS development and implementation project. The project must be completed in approximately six months to begin using the new system in the second quarter of next year.
Phase 1: Define Problem (Duration: 5 days, Cost: $2,800)
Hugh McCauley defined the following problems with Riordan's current HRMS at the project initiation meeting with the Project Manager:
Ã¢ÂÂ¢ Riordan's current HRMS was installed in 1992.
Ã¢ÂÂ¢ Changes to HR information are submitted in writing (on special forms) by the employee's manager and are entered into the system by the payroll clerk, making the process vulnerable to errors and lag time.
Ã¢ÂÂ¢ Each recruiter maintains applicant information for open positions and an Excel spreadsheet is used to track the status of applicants.
Ã¢ÂÂ¢ Training and development records are stored in an Excel file by the training and development specialist.
Ã¢ÂÂ¢ Workers' compensation is managed by a third-party provider, which keeps its own records.
Ã¢ÂÂ¢ Employee files are kept separately by individual managers who are also responsible for tracking Family and Medical Leave Act (FMLA) absences and any requests for...