H Develop A Project Plan For Implementation example essay topic

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 - 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. 2.

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. 2.1. 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. 2.1. 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 2002!

V Ends 2nd December 2002 2.1. 2. 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. 2.1. 3. Project Name: Implementation of a Human Resource Information System (HRIS) at ABC College of TAFE. 2.1.

4. Customers: ABC College of TAFE, Management and Staff 2.1. 5. Customer Needs: 1) Increase knowledge of how to implement a HRIS 2) Reduce payroll errors 3) Decentralize and restructure the Human Resource Department 4) Provide plans that will reduce the resistance to change. 2.1. 6.

Final Deliverable: A project plan based on the implementation of a HRIS at ABC College of TAFE. 2.1. 7. Organisational Deliverable: ! SSDecision-making process adaptation to HRIS selection report. !" Life-Cycle Stage! V Start and finish Stage 2: Create the Report.

Team members will use the decision-making process to determine which HRIS is most suitable for ABC College of TAFE. 3. 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. 3.1. 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 Stage Stage of Development Generic Descriptions of Activities 1 Create Concept ABC college of TAFE has been manually handling all pay and training requirements. This has resulted in 25% 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 about staff including records on training requirements and leave entitlements. 2 Design and Plan Report on! yen Decision-making process adaptation to HRMIS selection! | will be completed in this stage because the outcome will determine the next 2 stages.

REVIEW: All customer requirements are listed and will be prepared according to guideline outline throughout the charter. 3 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. 4 Produce and Implement - Remove old system and continue testing - Finish documentation - Continue monitoring plans for managing change and deliver plans on their success. DUE: 2nd December 2002.5 Retire Gain final approval from customer. 3.2. 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 Success Y / N Timeliness! V takes 5 months to complete project f'A Number of errors in payroll reduced f'A HR staff to scale the ease of use between 1-5 with a minimum average rating of 3 f'A HR staff to scale the training provided between 1-5 with a minimum average rating of 4 f'A Evidence that at least 2 systems were considered f'A Cost of less than $500,000 f'A 3.3.

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 2nd December 2002. Interim Deliverable Review Approval Reason Choice of System Sponsor Sponsor To make sure the system meets the customers! | needs. Method of Installation Sponsor Sponsor To ensure System Administrators are able to implement it the way the team suggests.

HR Restructuring Sponsor Sponsor 7 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 3.2) 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 2.3) 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 2.4) Decision-making process adaptation to selection of a HRMIS report. Limit of 210 4.2. 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 5.2. Deadlines for Deliverable's Deadline for the Final Deliverable: The complete implementation plan must be delivered by 2nd December 2002. 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 30th August 2002. Installation plans start once the choice is made and approval given. Preliminary Delivery Deadline 2: Installation program must be finalised for approval by 1st September 2002. This gives team members times to make any changes suggested by sponsor and adequate parallel testing performed. 5.3. 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 2-month period. 5.4. Spending Limits 1) Internal: $9650. 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 30 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 $2000 has been budgeted for additional training for general staff. 2) 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 Report Requested by When Content Decision Report Sponsor 30th September 2002 Which system has been chosen and the documentation for it. Progress Report Sponsor Fortnightly Budget and Schedule Variances Installation Program Sponsor 1st November Process of Installation Training Report Sponsor Weekly from 1st November or start of installation Training 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 2) No additional staff can be hired except for stress counselling 3) 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 2/1 3/1 4/3 5/2 6/2 7/1 8/1 9/1 10/1 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. July August September October November Wee Task: Project Charter 5 hours System Choice Due 30th August Installation Plan Due 1st September Configure System 10 days Transfer Data 30 hrs Test System 2 wk Test Change Strategies Ongoing Check Redeployment Program Ongoing Implement System 30 hours Finalise Budget 4 hrs Training HR 15 hrs Close out Report 7.! SSDecision-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. This is between $10-$20 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. 2. Objectives "h Have the system implemented by 2nd December 2002 "h Reduce data errors currently in existence "h Ensure 2 weeks testing time is allowed 8.2. 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). 8.3. 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 Stages Stage of Development Stage Activities Interim Deliverable for Implementation 1 Create Concept or Definition The project plan will outline the steps involved in the installation of the HRIS software. - Preliminary steps expected to be required 2 Design or Plan Design the steps required to install and the people required to do it. - Finalisation of the steps. 3 Test or Install Install the software and begin integration - Installation should take place 2nd November 2002 4 Produce or Installation Implement the plan fully and once testing is complete prepare to remove old system.

- Transferral of data by 2nd December 2002, checklist 5 Retirement Fully 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 Deliverable Internal Quality Criteria Project Plan on Installation "h 100% of historical data must be loaded by 2nd December "h At least 2 weeks 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 20% 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 has 2 and 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 (3) 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 20 hours of overtime at time and a half for system administrators. This is in line with organisational constraints and is estimated to cost $2200, plus a time estimate of 10 days. 8.6. 2.

Step 2! 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 least 2 weeks 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 $2000, over approximately 30 hours (combined). 8.6.

3. Step 3! V Begin Parallel Testing This is the most exact form of testing is parallel testing (Gary North, 1997, web). 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, 2001, web). Parallel testing allows several instruments to be used continuously, and the task time is reduced. Requirements: According to acceptance criteria 2 weeks 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 success fulness 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 $3344 (2 SA x $22/hr x 38 hrs x 2). 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. Requirements: The 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.

9. 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. 9.1. 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 9.2.

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. Approach Commonly Used Advantages Disadvantages Education and Communication Where there is a lack of information or inaccurate information and analysis Once persuaded, people will often help with the implementation of the change Can be very time-consuming if a lot of people are involved Participation and Involvement Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist People 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 Support Where people are resisting because of adjustment problems No other approach works as well with adjustment problems Can be time consuming and expensive and still fail Negotiation and Agreement Where someone or some group will clearly lose out in a change, where that group has considerable power to resist Sometimes it is a relatively easy way to avoid major resistance Can be too expensive in many case if it alerts others to negotiate for compliance Manipulations and Cooperation Where other tactics will not work or are too expensive It can be a relatively quick and inexpensive solution Can lead to future problems if people feel manipulated Explicit and Implicit Coercion Where speed is essential and the change initiators possess considerable power It is speedy and come overcome any kind of resistance Can be risky if it leaves people angry with initiators 9.3. Kotter's Eight Steps at ABC College of TAFE 9.3. 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. 9.3. 2. 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 re stabilise 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. 9.3.

3. 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!

Show's!" , ! SS what's!" , ! SSw here's!" and! SS 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. 9.3. 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. 9.3. 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. 9.3. 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. 9.3.

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 9.3. 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 organizationally 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, 1995, 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! SS make waves!" when leaving. It is expected that proper counselling given to the 7 employees will be approximately $700.10. 2.

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. 10.3. 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 to 3 employees (more if the response is better than expected) and is expect to cost approximately $13 566. A normal redundancy package based on a wage of $17 an hour, with a 38 hours week, on 2 years (6 weeks pay) continuous service will cost: $3876 per employee. For 7 employees it will cost $27132.11.

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. Cost Cost Items Staff Time (in hours) Hourly Rate Total Cost Internal Costs: Staff Costs: Project Management N / A 200 $25 $5000 Training HR Trainers 450 (30 staff) $17 $7650 Training General Trainers N / A N / A $2000 Voluntary Redundancy Packages N / A N / A N / A $13 566 Forced Voluntary Packages N / A N / A N / A $15504 Installation: Configuration System Administrators 100 (3 staff) N / A $2200 Transferral System Administrators 30 N / A $2000 Testing System Administrators 150 (2 staff) $22 $3344 Subtotal Internal Costs: $51 264 External Costs: Outsourced Counselling Counselling N / A N / A $700 Training Trainers N / A N / A $1400 System Team Work N / A N / A $450000 Additional moneys to offset unknown costs: $5000 Subtotal External Costs: $457100 Total Project Cost: $508 364 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!' O 25%.

This means the range amount for internal costs is $38448! 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!' O 5%. This means the range amount for external costs is $434245 - $479955.12. Team Review 12.1.

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. 12.2. 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 12.2. 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. 12.3. 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. 12.3. 1.

Change Order Date: 14/11 Originator: 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 Leader Sponsor Customer 13.

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