Service Request SR-rm-022 Student
BSA/375 Instructor
Service Request SR-rm-022 Riordan Manufacturing
Riordan Manufacturing’s COO, Hugh McCauley wants to integrate the existing variety of HR tools into a single integrated application in all of Riordan Manufacturing plant locations. He states, “We would like to take advantage of a more sophisticated, state-of-the-art, information systems technology in our Human Resources department” (Riordan Manufacturing, 2006) It states on the service request that the project should be completed in approximately six months to be ready to use in the second quarter. Riordan Manufacturing has four plant locations: San Jose, CA; Albany, GA; Pontiac, MI; and Hangzhou, China. Determining the key stakeholders,
information gathering techniques, and project scope for a global industry is extremely important when integrating systems across all facilities.
Information Gathering
When taking on a project like this and developing a plan for its implementation, it is very important to gather accurate information from a variety of sources so that it fits the needs of all of the stakeholders/users involved. Planning a meeting with the IT staff, management staff, and the users will help get a more broad scope on the business needs of Riordan Manufacturing and help the analyst prioritize the step needed to implement the changes. Knowing a more broad range of specifications requested by each department will also help the analyst stay impartial and see the needs as a whole for Riordan Manufacturing’s HR system integration.
or review system requirements.” (Valacich, J. S., George, J. F., & Hoffer, J. A. (2012) Using Joint Application Development would bring all of the main stakeholders together in workshops to discuss their individual system needs, system expectations, and business functions. Having all of the key players together allows the analyst to be able to directly answer questions and cross educate each department by explaining in detail, the ins and outs of the current system and the system to be implemented. Our text states, “You need to find out how users would like to
improve the current systems and organizational operations with new or replacement information systems. One of the best ways to get this information is to talk to those directly or indirectly involved in the different parts of the organization affected by the possible system changes.” (Valacich, J. S., George, J. F., & Hoffer, J. A. (2012)
Key Factors
Some of the traditional methods for determining requirements are interviewing
After determining the key factors of determining requirements, the analyst will review the information and determine if a Business Process Reengineering is needed to assure that the information system will suite the company’s organizational direction. A Business Process
Reengineering is describes as, “The search for, and implementation of, radical change in business processes to achieve breakthrough improvements in products and services.” (Valacich, J. S., George, J. F., & Hoffer, J. A. (2012) A Business Process Reengineering is not always needed, but in some cases it can greatly benefit the organization.
Project Scope
The scope of a project is often defined by the company’s projected implementation date. A project scope usually outlines the deliverables, requirements, and project objectives that need to be accomplished to attain successful implementation of the final product. Stated on the SR-rm-022 service request, “The project should be completed in approximately six months, so the new system can be utilized in the second quarter of next year.” (Riordan Manufacturing (2006) The Joint Application Development workshops will allow the analyst to gather the needed information for the project scope. We know that it needs to be up and running within 6 months, and we know that all systems must be integrated in order for it to be successful. Acquiring a Work Breakdown Structure of each key stakeholder will help this process be more effective and efficient.
transform input into output, cost-benefit analysis, and schedule of the project. The feasibility analysis also includes the technical feasibility of a project in terms of available software tools, hardware, and skilled software professionals. At the end of this phase, a feasibility report for the entire project is created” (SDLC Tutorials (2011) One of the key processes of determining the system requirements is called Relaxing of Constraints, which is defined in our text as, “Assume anything is possible and eliminate the infeasible. For example, do not accept this statement: “We’ve always done it that way, so we have to continue the practice.” Traditions are different from rules and policies. Traditions probably started for a good reason, but as the organization and its environment change, they may turn into habits rather than sensible procedures.” (Valacich, J. S., George, J. F., & Hoffer, J. A. (2012) This process will coincide with the feasibility report to assist the analyst in determining what is feasible and what is infeasible for Riordan
Manufacturing’s organization.
Conclusion
References
Valacich, J. S., George, J. F., & Hoffer, J. A. (2012). Essentials of Systems Analysis and Design (5th ed.). Retrieved from The University of Phoenix eBook Collection database
"Software Development Life Cycle (SDLC) Phases." SDLC Tutorials. SDLC, 27 Nov. 2011. Web. 06 Nov. 2014. http://www.sdlc.ws/software-development-life-cycle-sdlc-phases/ Service Requests: Riordan Manufacturing (2006). Riordan Intranet. Retrieved November 7, 2014
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