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Cis final project

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  • 1. Project “Corporate Information System”Presented To : Prof.A.AhmedSubmitted By : Fozia Zaka (L1S10MBAM0066) Sana Khalid (L1F09MBAM0035) Adnan Pervaiz (L1F08MBAM1206)Sec : A AcknowledgmentWe are greatly indebted to our resource person “Prof.A.Ahmed” whose help and guidance enabled us to muster our courage and findings in a presentable manner. His comprehensive teaching style also enabled us to understand the subject of Corporate Information System. DedicationWe dedicate this project to our respected teacher Prof. A.Ahmed, without his guidance we would not have been able to complete this project . Moreover, dedication would not finish without mentioning the devoted prayers of our Parents. <br />INTRODUCTION<br /> <br />Pakistan Telecommunication Company Limited(PTCL) is the largest telecommunication company in Pakistan. This company provides telephony services to the nation and still holds the status of backbone for country's telecommunication infrastructure despite arrival of other telecom giants like Telenor, Warid, Mobilink and China Mobile. The company consists of around 2000 telephone exchanges across country providing largest fixed line network. GSM, CDMA and Internet are other resources of PTCL, making it a gigantic organization. The Government of Pakistan sold 26% shares and control of the company toEtisalatin2006. The Government of Pakistan retained 62% of the shares while the remaining 12% are held by the general public. PTCL is also part of the consortium of three major Submarine communication cable networks . In addition to wire line operations, PTCL also provides fixed line service through its countrywide based WLL (Wireless Local Loop) network, under the Vfone brand name. In the cellular segment, the second largest cellular provider in Pakistan, Ufone, is also a wholly owned subsidiary of PTCL.<br />HISTORY<br />History From the beginnings of Posts & Telegraph Department in 1947 and establishment of Pakistan Telephone & Telegraph Department in 1962, PTCL has been a major player in telecommunication in Pakistan. Despite having established a network of enormous size, PTCL workings and policies have attracted regular criticism from other smaller operators and the civil society of Pakistan<br />Pakistan Telecommunication Corporation (PTC) took over operations and functions from Pakistan Telephone and Telegraph Department under Pakistan Telecommunication Corporation Act 1991. This coincided with the Government's competitive policy, encouraging private sector participation and resulting in award of licenses for cellular, card-operated pay-phones, paging and, lately, data communication services. Pursuing a progressive policy, the Government in 1991, announced its plans to privatize PTCL, and in 1994 issued six million vouchers exchangeable into 600million shares of the would-be PTCL in two separate placements. Each had a par value of Rs. 10 per share. These vouchers were converted into PTCL shares in mid-1996.In 1995; Pakistan Telecommunication (Reorganization) Ordinance formed the basis for PTCL monopoly over basic telephony in the country. The provisions of the Ordinance were lent permanence in October 1996 through Pakistan Telecommunication (Reorganization) Act. The same year, Pakistan Telecommunication Company Limited was formed and listed on all stock exchanges of Pakistan PTCL launched its mobile and data services subsidiaries in 2001 by the name of Ufone and PakNet respectively. None of the brands made it to the top slots in the respective competitions. Lately, however, Ufone had increased its market share in the cellular sector. The PakNet brand has effectively dissolved over the period of time. Recent DSL services launched by PTCL reflect this by the introduction of a new brand name and operation of the service being directly supervised by PTCL. In middle of 2005, Government of Pakistan had decided to sell at least 26percent of this company to some private agency. There were three participants in the bet for privatization of PTCL. Etisalat, a Dubai based company was able to get the shares with a large margin in the bet. Last year when Government was going to privatize the company there was countrywide protest and strike by PTCL workers. They even disrupted Phone lines of some big Government institutions like Punjab University Lahore and many lines of public sector were also blocked. Military had to take over the management of all the Exchanges in the country. They arrested many workers and put them behind bars. The contention between Government and employees ended with a 30% increase in the salaries of workers. There have been various changes in the company due to privatization. Such examples include the VSS (Voluntary Separation Scheme for its employees), ERP (SAP based), restructuring, B& CC (Billing and Customer Care Software) etc. Another seemingly minor change was change of brand identity (logo) that will present PTCL's new face after privatization, with greater focus on customer satisfaction and bringing about of new advancements in telecom for Pakistani consumers.<br />Core Values<br />
    • Professional Integrity
    • 2. Customer Satisfaction
    • 3. Teamwork
    • 4. Company Loyalty Group: Communicators
    Vision<br />To be the leading Information and Communication Technology Service Provider in the region by achieving customer satisfaction and maximizing shareholders' value'. <br />Mission<br />To achieve our vision by having:<br />•An organizational environment that fosters professionalism, motivation and quality<br />•An environment that is cost effective and quality conscious<br />•Services that are based on the most optimum technology<br />•"Quality" and "Time" conscious customer service<br />•Sustained growth in earnings and profitability<br />OVERVIEW OF HR DEPARTMENT:<br />More specifically the Human Resources Department shall perform following functions:<br />A human resource philosophy which shall govern the company’s actions with respect to human resources management<br />Prepare a Human Resource Plan to support the short and medium-term goals of the company<br />Develop the policies, guidelines and procedures for the following human resources management concerns:-<br />Manpower planning / budgeting. <br />Recruitment and Selection. <br />Appointment, deployment, re-deployment / transfers. <br />Compensation and benefits administration. <br />Career planning and promotions. <br />Performance management. <br />Incentives administration. <br />Training and development. <br />Grant of Move over <br />Grant of permission for higher education. <br />Sanction leave. <br />Disciplinary cases.<br />COMPANY’S GOAL FOR HUMAN RESOURCE INFORMATION MANAGEMENT <br />HR Aspects <br />The transformation from a legacy public sector organization into a responsive and competitive enterprise in the deregulated era could not have been possible without implementing a forward looking Human Capital development and management strategy. One of the most important objectives of this new strategy was to optimize the workforce which was implemented by offering the voluntary option of separating from PTCL in exchange for financial compensation. Around 29,920 employees opted to pursue other career opportunities after accepting terms of voluntary separation from PTCL.<br />The VSS marked the single largest most successful exercise in the history of Pakistan. In the highly challenging marketplace, PTCL HR wing stepped forward to facilitate the emergence of new Corporate Culture by becoming Equal opportunity employer, inducting fresh blood from the market, improving the way PTCL runs and reducing the number of employees having outdated skill set. The Training & Development wing of the HR Department also organized a comprehensive six months “Urgent Training Needs” program in technical and managerial fields to enhance soft skills. Healthy improvements have been made in the area of Recruitment and Retention as the whole recruitment process has been redefined to cope with the changing business requirements. Detailed facilitation programs have been initiated for the orientation of newly hired employees.<br />HR CURRENT ACTIVITIES<br />
    • Recruitment & Selection
    • 5. Training and Development (People or Organization)
    • 6. Performance Evaluation and Management
    • 7. Promotions/Transfer
    • 8. Redundancy
    • 9. Industrial and Employee Relations
    • 10. Record keeping of all personal data
    • 11. Compensation, pensions, bonuses etc in liaison with Payroll
    • 12. Confidential advice to internal 'customers' in relation to problems at work
    • 13. Career development
    • 14. Competency Mapping
    • 15. Time motion study is related to HR Function.
    • 16. Performance Appraisal
    PROBLEM STATEMENT <br />Our company was initially using a manual practices for maintain the record of the customer, training providing to them. It uses paper documentation for the filling of forms. It creates problem in data management.<br />PROBLEMS TO BE ADDRESSED <br />
    • Job knowledge and skills at all levels of the organization
    • 17. Morale of the workforce.
    • 18. People identify the organizational goals.
    • 19. Built of corporate image of organization in employees
    • 20. Facing built authentically, openness and trust in employees
    • 21. Negative relationship built between boss and subordinate.
    • 22. Employees facing the guidelines for work
    • 23. Understanding and carrying out organizational policies.
    • 24. Development method for promotion
    • 25. Poor leadership skills, low motivation level, poor attitudes and other aspects that workers and mangers usually facing
    • 26. Decreasing productivity and/or quality of work.
    • 27. labor-management relations
    • 28. consulting costs
    TRAINING AND DEVELOPMENT <br />In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development<br />"Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. <br />TRAINING <br />The process of bringing a person, to an agreed standard of proficiency, etc., by practice and instruction.<br />EDUCATION <br />This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.<br />DEVELOPMENT <br />This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.<br />The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.<br />SCOPE OF TRAINING AND DEVELOPMENT <br />The Project scope covers HR & training and development Automation and all related skills, education, ethics, attitudinal changes and decision making and problem solving skills.<br />ROLE OF TRAINING AND DEVELOPMENT <br />The role of training and development in a service involved organization is many times more in comparison with what it has in a manufacturing involved organization. This role becomes more significant in a situation where the need to transform organizational culture is identified as the most glaring problem and the most difficult impediment on the way to organizational growth. PTCL employees are a great asset not only for the company but also for the country. Their marvelous potential is yet to be exploited. Their skills need to be developed, their expertise need to be updated for which training and development department is at their disposal to cater to their training needs. <br />At PTCL, training and development team would never miss an opportunity to contribute towards the betterment of the company. Training and Developments is playing an essential role in changing PTCL from a government sector organization to corporate sector company. PTCL consider every employee of the company as our customer and firmly believe that meeting their expectation would help us achieve customer satisfaction. The Training and Development has a clear road map of activities and is committed to provide high quality trainings for the development of every single employee.<br />PURPOSE OF TRAINING AND DEVELOPMENT<br />
    • To increase productivity and quality
    • 29. To promote versatility and adaptability to new methods
    • 30. To reduce the number of accidents
    • 31. To reduce labor turnover
    • 32. To increase job satisfaction displaying itself in lower labor turn-over and less absenteeism
    • 33. To increase efficiency
    TRAINING METHODS<br />There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use.<br />On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.<br />Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly<br />BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT<br />There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include: <br />Reduced employee turnover <br />Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)<br />Increased productivity. <br />Increased efficiency resulting in financial gains. <br />Decreased need for supervision<br />Increased job satisfaction and morale among employees <br />Increased employee motivation <br />Increased efficiencies in processes, resulting in financial gain <br />Increased capacity to adopt new technologies and methods <br />Increased innovation in strategies and products <br />TRAINING ADMINISTRATION<br /> Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:<br />Comfort. <br />Equipment. <br />Timing.<br />Location. <br />Facilities. <br />Accessibility<br />Careful attention to these operational details will contribute to the success of the training program<br />NEED FOR TRAINING AND DEVELOPMENT <br />There are three types of need for training and development <br />
    • Types of Needs Analyses
    • 34. Techniques
    • 35. Checklist for evaluating a test
    1. TYPES OF NEEDS ANALYSES<br />Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below. <br />Context Analysis: An analysis of the business needs or other reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions<br />Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content. <br />Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage. <br />Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training<br />User Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what their learning style is, and who will conduct the training. <br />Work analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.<br /> <br />2. TECHNIQUES<br />Several basic Needs Assessment techniques include: <br />direct observation <br />questionnaires <br />consultation with persons in key positions, and/or with specific knowledge <br />review of relevant literature <br />interviews <br />focus groups <br />tests <br />records & report studies <br />3. CHECKLIST FOR TRAINING NEEDS ANALYSIS <br />It is helpful to have an organized method for choosing the right test for your needs. A checklist can help you in this process. Your checklist should summarize the kinds of information discussed above. For example, is the test valid for your intended purpose? Is it reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the test takers? Also consider the ease or difficulty of administration, scoring, and interpretation given available resources. A sample checklist that you may find useful appears on the following page. Completing a checklist for each test you are considering will assist you in comparing them more easily.<br />THE BENEFITS OF AUTOMATION<br />Automation saves execution time (e.g. automation running overnight can process over 2,000 dialog boxes, effectively equivalent to weeks of manual testing), which results in more time for analysis, design and development, and can result in higher quality software applications. In addition:<br />Implementing automated training program will reduce less time involved in the process and involve less people to execute this process. Ultimately, this will reduce the total costs of training. <br />Automated training and development practice enhances the repeatability, maintainability, automatic reporting. <br />PLANNING TRAINING CALENDAR <br />The company prepare a planned training calendar which explain<br />
    • Trainings programs during the year
    • 36. Duration of training program
    • 37. The trainer or supervisor of each training
    • 38. Starting and ending date of each program
    START OF THE PROJECT<br />First conduct the meetings program with the relevant persons to get knowledge about the current system, organization culture, practices and procedures. Secondly, understanding workflows and redefining accurate flows. <br />PROJECT ACTIVITIES AND TIME LINE<br />Sr. NoProject ActivityTotal DurationStart DayEnd DayTraining and Development System 46 Days14 May30 JuneStart of the project ADiscussions with project team & Following2 days14 May16 May1HR & Admin Dept. 14 May16 May2Finance Dept.14 May16 May3IT Dept.14 May16 May4Customer service Dept.14 May16 May5Marketing Dept.14 May16 MayBRequirement Analysis 20 Days17 May6 June6Evaluation of current system10 Days17 May26 May7User interview and survey 2 Days27 May28 May8Documentation of Existing system 2 Days29 May 30 May9Problem identification 3 Days1 June3 June10Solution Recommendation 3 Days4 June6 JuneCFeasibility Analysis 3 Days7 June9 June11Technical 1 Day7 June7 June12Administrative1 Day8 June8 June13Financial 1 Day9 June9 JuneDDesigning 21 Days10 June 30 June14Database designing 4 Days10 June13 June15Reports designing 3 Days14 June16 June16Coding / data conversion 6 Days17 June22 June17Networking and Application installation 2 Days23 June24 June18Implementation and testing of new system2 Days25 June26 June19Discussion and ensuring security issues2 Days27 June28 June20Training for the new system 2 Days29 June30 June <br />APPLICATION MODULES <br /> Training & Development<br /> <br /> InternalTrainingExternalTrainingManagementDevelopmentSkillsinventory<br />PROJECT DESIGNING<br />Following are the steps of project designing <br />
    • Database Designing
    • 39. Reports Designing
    • 40. Presenting the Solution
    • 41. Bugs and Omissions rectifications
    • 42. Final Solution
    DATABASE DESIGNING<br />Tables <br />
    • Employee company code
    • 43. Enter the Training Document Number (TDN)
    • 44. Trainee’s last name , first name , middle
    • 45. Enter trainee’s year /month of birth
    • 46. Enter trainee’s complete home address
    • 47. Enter trainee’s home telephone number
    • 48. Trainee’s position title / function
    • 49. Trainee’s pay plan ,series ,grade and step
    • 50. Course , title for training
    • 51. Starting and ending dates
    • 52. Total numbers hours of training.
    • 53. Supervisors name , title and telephone number
    • 54. Cost of training if any
    DATA REQUIREMENTS<br />
    • Training planning data
    • 55. Training applications and eligibility data
    • 56. Training administration data
    • 57. Training assessment and evaluation data
    • 58. External training and education data
    • 59. Career development data
    • 60. Skills inventory data
    REPORTING REQUIREMENTS<br />
    • Employee Population Reports
    • 61. Training Activity Report
    • 62. Applications Summary Report
    • 63. Eligibility Report
    • 64. Notifications
    • 65. Waiting Lists
    • 66. Training & Course Schedules
    • 67. Course Enrollment Lists
    • 68. Course participation and result reports
    • 69. Eligible courses and institutions report
    • 70. Training accounting reports
    • 71. Test and performance reports
    • 72. Training history reports
    • 73. Career development plans
    TESTING & IMPLEMENTATION<br />After the development of software, its trail will be run by the team of experts to debug the errors for the purpose to give error free software to the end user. The beta version will be debugged and alpha version will be installed on machines, where required.<br />SECURITY<br />When the data is converted or mapped into database and all hardware installations has been made, installation of the software or Application will be made on the machines of those employees who are responsible for generating reports for Training and Development. Access will be granted with secured password to the individuals only for those responsibilities which is related to them and not for the whole responsibilities. Database will be saved on Mayarate machine or server and maintain a daily log. Back up will be taken on weekly basis on backup tapes and placed other than the IT department where management decides for security and other reasons<br />TRAINING FOR THE NEW SYSTEM<br />After satisfactory completion of all the above mentioned steps, full fledge training will be given to all the concerned on live data, in order to give them full command on the software.<br />