1 2System Development Life Cycle – Implemen.docx

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System Development Life Cycle – Implementation and
Maintenance
Pamela Hines
Dr. Latrice Love
Human Resource Information Systems
November 21, 2022
System Development Life Cycle – Implementation and
Maintenance
Change Management
Change management processes are frequently hindered by
numerous obstacles that might lead to system failure. There are
various potential causes for system implementation failure. First
is the absence of well-defined goals and targets for the system's
implementation (Alami, 2016). For example, this may be the
result of an organization setting goals that are impossible to
measure, cannot be identified, or are very general in nature.
Inadequate planning can also lead to system breakdowns. Poor

planning before beginning a project can lead to an inappropriate
allocation of resources, which can then result in the loss of jobs
if personnel are unable to complete the task as promised.
Another cause of unsuccessful implementation is insufficient
preparation of key employees for their roles in the rollout.
Training in this area should follow the best practices. In some
instances, management may select the incorrect system or
vendor (Alami, 2016). In this case, the system in consideration
may be excessively costly, or the supplier may lack the ability
to train employees, which might produce an implementation
failure. As a result, establishments are challenged with making
sound decisions about the selection of a system and its
execution.
There are many different models for the implementation of
change that can serve as guides for businesses that want to
successfully nurture change. The “ADKAR, Kotter's Eight-Step
Model, and Lewin's Change Management Model are three of the
change management models that are used frequently” (Cameron
& Green, 2019). Unfreezing, transitioning, and refreezing are
the three steps of making system changes, as outlined by
Lewin's Change Management Model. Employees' natural
aversion to change is addressed in the unfreeze phase.
Specifically, the model stipulates those businesses must be
ready to address change-related pushback and other concerns
that may arise. After the change has been started, the transition
period is where proper reassurance and leadership are essential
to its successful execution. After the system has been
effectively applied, the organization "refreezes," or resumes
normal operations in accordance with the new policies.
Conversely, the ADKAR framework is focused on outcomes.
Every member of a company can share in the benefits of the
system's deployment under this model. The primary function of
this instrument is to assist management in locating problematic
areas in the change management procedure. Lastly, there is the
eight-stage Kotter model, which highlights key ideas related to
change implementation at each stage (Cameron & Green, 2019).

Kotter's eight-step approach will be used in this project.
The new system will be implemented based on this model.
Following the guidelines of the selected model, this
implementation will consist of eight separate steps. The first
step is to convince people that a change is necessary and to
rally support for the new system among the workforce. The next
step is for management to establish a coalition or group to serve
as the catalyst for the transformation. This is where a group of
people who are qualified to lead the HRIS rollout will get
together. The next step is to develop an overarching plan of
action and vision statement to serve as beacons for the daily
activities and ensure that the objectives can be quantified. In
the fourth phase, information about the concept is disseminated
and employees are given more control over the process. Thus, it
is imperative that these challenges to the system's execution be
removed (Cameron & Green, 2019). The next step is to design
periodic short-term successes that may be used to inspire the
team. I have found that building on these triumphs assists in
furthering progress and deploying the system with more ease
and efficiency. Lastly, an organizational culture that supports
and accepts change will be established to make it easier for the
institution's successors to make necessary changes rapidly
(Alami, 2016). In this procedure, the Kotter model is chosen
over the others since it provides a step-by-step approach that
can be easily followed and executed. Secondly, the paradigm
encourages people in a company to be more open to change,
which is a factor that can contribute to the failure or success of
an HRIS system installation.
HRIS Implementation
Before putting any system into operation, there are a few
things that need to be done in order to assure that the system
will be put into operation successfully (Dey & Saha, 2020). As
part of this endeavour, one of the actions involved is creating a
proposal on the execution of the project, which will take around
one month. Following this, the proposal will be given to the
project stakeholders throughout the following month to receive

their approval. During this phase, the task will be focused on
formulating plans, setting goals, and identifying any concerns
that need to be addressed in order to ensure the continued
success of the system. Following approval, it is essential to
choose the company that will be in charge of installing the
HRIS. Under feasible conditions, the choosing of an installation
firm would take around two weeks, to allow for the evaluation
of the company to see if it is competent and feasible of
implementation and staff training. In this light, the next step
prior to deploying the HRIS system is the implementation of the
movement and human labor, which will occur simultaneously
with the training of the staff on the network, resulting in a one-
month timeframe. One month will be allocated for the final
activity, which entails testing processes and training for the
human resources division. These tasks will take around four
months to complete.
The responsibilities indicated below will be carried out by
members of the team who have been assigned specific tasks.
There will be four major contributors to this effort: the
executive sponsor, software curator, affected workers, and the
internal advocate. Staff members who will be affected are those
who will be using the new system in their daily tasks (Dey &
Saha, 2020). Their job is to make sure the new system is well-
taught, widely distributed, and widely adopted. The software
curator's role will be to mediate communications between the
company and the new system's provider. As part of his role, he
would be responsible for updating different processes and
troubleshooting to reflect the new system's features and
ensuring that everyone involved is aware of any changes. Those
with strong leadership and interpersonal abilities will become
the "internal champions" tasked with promoting the new
system's adoption among the workforce (Srivastava, Bajaj, &
Dev, 2021). Lastly, the HRIS deployment needs an executive
sponsor from upper management to help smooth over any
internal bumps in the road that may arise.
Cost-Benefit Analysis

The Cost-Benefit Analysis Matrix for this HRIS execution is as
follows;
Costs ($)
Benefits ($)
Installation of the HRIS system
7320
280
Labour costs
2000
Regular maintenance for continuous improvement
1000
Staff training
2000
Improvement in HR productivity
3000
Headcount reduction
4500
Decreased employee turnovers
2000
Saved time due to streamlined HR processes
5000
Reduction in recruitment costs
3000
Total
12320
17780
Net Savings

5460
Organizational and risk avoidance are utilized to make the
argument for the HRIS price tag. In terms of improving the
overall business, the primary motivation behind adopting an
HRIS system is to raise earnings while decreasing the
astronomically high running costs that are currently in play. If
implemented properly, a human resource information system
(HRIS) can increase productivity and provide benefits to both
employers and workers (Kavanagh & Johnson, 2017). According
to the given matrix, the HRIS system's advantages much
outweigh its disadvantages, and the company ultimately saves
money that can be utilized toward other projects. There is a
high probability of a positive return on investment, as shown by
this matrix (ROI).
Maintenance
The organization must develop a strategy on the maintenance,
evaluation, and continual improvement of the HRIS system to
be executed to provide optimum benefits (Kavanagh & Johnson,
2017). To begin, HRIS will go through maintenance operations
once a month to install any available upgrades and address any
faults in the configuration or coding system. The company will
form an HRIS leadership team that will take a broad-based
approach to learning how to evaluate and review existing
systems and how they might be enhanced (Dey & Saha, 2020).
To maintain the HRIS system, procedures like data
gathering and information technology infrastructure will be
evaluated and improved on a regular basis. The development of
sound workforce regulations can also encourage ongoing
improvement of HRIS systems, since everyone strives toward
measurable objectives that are shared by all parties. Meetings
should be held every three months to promote data analysis and
serve as a forum for management to make data-supported
choices on how to enhance the system. Finally, technical

assistance will be made available and staff members will be
trained in order to ensure the HRIS system's durability and
ongoing improvement.
References
Alami, A. (2016). Why do information technology projects
fail?. Procedia Computer Science, 100, 62-71.
Cameron, E., & Green, M. (2019).
Making sense of change management: A complete guide
to the models, tools and techniques of organizational change.
Kogan Page Publishers.
Dey, T., & Saha, T. (2020). Implementation of HRIS by
Hospitals in Bangladesh: An Analysis using the UTAUT
Model.
International Research Journal of Engineering and
Technology,
7(1), 1920-1927.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human
resource information systems: Basics, applications, and future
directions. Sage Publications.
Srivastava, S., Bajaj, B., & Dev, S. (2021). Human Resource
Information System Adoption and Implementation Factors.
Research Anthology on Human Resource Practices for
the Modern Workforce, 93.
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System Development Life Cycle – Phase III - Design
Pamela Hines
Human Resources Information Systems
Dr. Latrice Love
November 7, 2022
Data versus process views
Human Resource Information Systems (HRIS) are critical for
organizations to make data-driven decisions about their
workforce. By viewing HRIS from a data perspective,
organizations can gain insights into employee behavior and
trends that can help them improve their HR practices.
Additionally, data driven HRIS can help establishments identify
potential issues with their workforce before they become
problems. Data view HRIS can help organizations save time and
money by reducing the need for manual data entry and analysis,
and by providing accurate and up-to-date information about
their employees. It also allows organizations to make informed
decisions about their workforce that is based on data, rather
than assumptions. Finally, data view HRIS can help
organizations improve communication and collaboration
between HR and other departments within the organization. I
have found that data driven HRIS has saved our company time,
efforts, and money. It seemed we were given back hours in our
day once we implemented this type of system. Instead of
devoting daily periods gathering information, creating analysis
reports, and disseminating and discussing the material, we were
able to recognize problems and make more efficient conclusions

more quickly. This increased efficiency, we found valuable
within our company.
Secondly, viewing HRIS from process perspective would ensure
that the system meets the needs of the organization. By
understanding the HR processes and how they are interrelated,
organizations can design HRIS systems that support and
improve these processes. Additionally, process oriented HRIS
can help to identify bottlenecks and inefficiencies in the HR
system and provide information that can be used to improve the
overall effectiveness of the organization. Streamlining HR
processes and improving efficiency can lead to cost savings for
the organization. As a result, cost savings can be used to
reinvest in HRIS or to fund other HR initiatives. Identifying
potential bottlenecks or areas of improvement can help to
improve the user experience and satisfaction with the system.
Additionally, it can help to improve the overall quality of the
data entered into the system. Consequently, this can lead to
more accurate and timely reports, which can be used to make
better informed HR decisions.
Process view also allows for the integration of HRIS with other
business systems, which can further improve efficiency and
effectiveness. Further, the change team can use this vital
information to address identified needs from Phase II by
understanding the architectural design of Larson Property
Management system. Consequently, this would lead to improved
efficiency and effectiveness in the long run. On the flip side,
some may argue that viewing HRIS from a process perspective
can lead to a "checklist mentality" where users are focused on
completing tasks rather than on the bigger picture. Additionally,
this perspective can lead to a greater focus on compliance with
HR policies and procedures rather than on the strategic
objectives of the organization. However, these potential
drawbacks can be mitigated through proper training and user
education.
Data Flow Diagram
In this perspective, based on the case study of Larson Property

Management, it is evident that the company’s business activities
and processes in the HR system revolve around the management
of employee records. In short, account creation, employee
reports, employee records and their capture and maintenance
constitute the Larson Property Management key business
activities and processes in the HR system and how the data will
flow. Thus, it would then be significant to establish the physical
design. Larson Property Management physical design is based
on a system that accepts employee data and records and is often
in the form of names, payment data, and performance.
As a result, this system provides for the company’s top
leadership to view and understand the flow of data. To this
assignment, I will examine three vendors. They are HRLocker,
Sage People, and Nortek People Management. First, HRLocker,
has unique properties as it incorporates employee absence
management, workforce insights, employee leave and vacation
opportunities. Sage People provides very similar services to that
of HRLocker. Some of the features of Sage People are it
supports the connecting of a company’s workforce in a new
way. It tailors the employee self-serve portal, upsurges team
effectiveness and productivity using automation, and gives
global visibility for the company’s workforce.
Thirdly, the Nortek People Management services incorporate
management of performance and disciplinary action. It is a fully
featured Human Resource Software designed to assist Startup
businesses and Agencies. Intended for Windows, Nortek People
Management delivers end-to-end resolutions. It is an online
system that offers 360-degree feedback, goal setting, training
for management level employees, and employee lifecycle
management, budgeting, document management, calendars,
expense tracking, scheduling, and recruiting, all in one place.
Regarding cost analysis, HRLocker would cost the company
$2.70 whereas Sage People costs $10. With Nortek People
Management each license cost around $50 per user per year. In
this case, the most effective and efficient vendor to be used by

Larson Property Management would be Sage People as the
ultimate HRIS system (HRMS n.d.). In short, based on cost and
the benefits, I would recommend Sage People as the vendor to
the Larson Property Management company. It seems to not only
be great for a company that is budget conscious, but it is also a
system that has many features and benefits that can assist an
organization’s effective productivity.
References
HRMS World. (n.d.). HRLocker. HRMS World. Retrieved 18
October 2022. From
https://www.hrmsworld.com/hrlocker-hrms.html
HRMS World. (n.d.). HRLocker. HRMS World. Retrieved 18
October 2022. From
https://www.hrmsworld.com/nortek-people-
management.html
HRMS World. (n.d.). Sage People. HRMS World. Retrieved 18
October 2022. From
https://www.hrmsworld.com/sage-people-hrms-
software-profile.html
HR Metrics and Workforce Analytics
Overview
At this stage, you have a solid understanding of the problem the
company is facing and you have provided a solution for your
client. Now, you want Larson Property Management to accept
your project plan. Mr. Larson and Ms. Johnson like your idea
and would like you to present your project plan to the executive
board.
Use the feedback from your instructor on previous assignments,
the textbook, and any other resources provided in the course to
create a professional project plan that you will be hypothetically
presenting to the Executive Board of Larson Property
Management.

Instructions
Please include the following elements:
· Table of Contents.
· Executive Summary.
· Organizational Plan and Analysis.
· System Blueprint and Type.
· Recommendation for an HRIS Vendor.
· Project Management Roadmap and Cost Justification.
· Maintenance and Evaluation.
· Conclusion.
Do not simply copy and paste Phases I–V. The previous phases
were considered raw data, and now you will be summarizing and
finalizing your findings. Use the feedback you received from
your instructor to improve your proposal. You want to apply
critical thinking to describe the data you have obtained.
Write a 5–7 page proposal in which you:
1. Identify the current issues the business is facing based on the
details of the scenario, and provide a plan and analysis for an
HRIS based on those issues.
2. Provide a blueprint for the new system, and propose a type of
HRIS for the organization that you believe is the most efficient
and effective. Discuss the function that the HRIS serves, and
identify how that system will solve the business issue.
3. Compare and contrast at least three HRIS vendors. Based on
this comparison, make a case for the one vendor that you
recommend for your client.
4. Determine how you will implement the HRIS using one of the
change models discussed in the textbook.
5. Create a project management roadmap for the client with
projected timelines. Discuss the costs associated with the
implementation, justifying your claims with a cost benefit
analysis.
6. Explain how you will ensure the system is properly
maintained and evaluated for continuous improvement.
7. Use at least four quality academic resources in this
assignment. Note: Wikipedia and similar websites do not

qualify as academic resources.
The specific course learning outcome associated with this
assignment is:
· Develop a professional plan and rationale for implementing an
HRIS into an organization.
RubricIdentify the current issues the business is facing based on
the details of the scenario, and provide a plan and analysis for
an HRIS based on those issues.--
Levels of Achievement:
Unacceptable 0 (0.00%) points
Needs Improvement 15.1875 (11.25%) points
Competent 17.2125 (12.75%) points
Exemplary 20.25 (15.00%) pointsProvide a blueprint for the
new system, and propose a type of HRIS for the organization
that you believe is the most efficient and effective. Discuss the
function that the HRIS serves, and identify how that system will
solve the business issue.--
Exemplary 27 (20.00%) pointsCompare and contrast at least
three HRIS vendors. Based on this comparison, make a case for
the one vendor that you recommend for your client.--
Exemplary 20.25 (15.00%) pointsDetermine how you will
implement the HRIS using one of the change models discussed
in the text.--

Exemplary 13.5 (10.00%) pointsCreate a project management
roadmap for the client with projected timelines. Discuss the
costs associated with the implementation, justifying your claims
with a cost benefit analysis.--
Exemplary 20.25 (15.00%) pointsExplain how you will ensure
the system is properly maintained and evaluated for continuous
improvement.--
Exemplary 13.5 (10.00%) pointsFive references.--
Exemplary 6.75 (5.00%) pointsClarity, writing mechanics, and
formatting requirements (table of contents, executive summary,
etc.).--
Exemplary 13.5 (10.00%) points
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System Development Life Cycle: Phases I & II – Planning and
Analysis
Pamela Hines
Strayer University
Human Resources Information Systems
Dr. Latrice Love
October 24, 2022
Introduction and plan
Larson property management is one of the largest property
management companies that organizes development and
commercial services for its clients. The company manages the
systems under a legacy named HRIS to store the databases of
the employees and applicants. The system serves the clients
directly through its client-server system, which engages the
clients in a dependable way to save time and resources since the
number of employees has been reduced to less than one
hundred. However, the system has its limits which

inconveniences the activities of a company, such as the limit in
the storage of its systems. This may make it difficult to retrieve
the databases of employees and applicants.
It is worth mentioning, that the system could not serve the
recruitment process without the physical operation of the clerk
who collects basic details and gives the applicants' results. The
plan to minimize these shortcomings is to establish equipment
that sufficiently serves the employee database's intended
purpose. The systems would be controlled by experts well-
conversant with the latest technology. The expertise should be
well experienced to save time on the operation since the
employee performing the monitoring influences the final results
of the company activities. The system provides a wireless hiring
system that does not require contact with the clients and
applicants; hence can be done effectively without the physical
presence of the clients. Hen my former company designed its’
new system, they selected three people who were deemed as
experts to be on the design committee. It was very helpful, as
we brought real life scenario questions that had not been
considered.
Needs analysis
The issues identified in the Larson property management
include the physical hiring process, which consumes a lot of
time. The new system aims at mobilizing the automatic hiring
process and provision of results on the online platforms of the
systems since they are stabilized efficiently and accessible. The
minimal storage should have a capacity that guarantees the
retrieval of data at any time of need without engaging the
physical contact of the report and records on the employee
database. The storage should be large enough to accommodate
future and past data, which may be useful in decision-making.
The retrieval of the applicant's data is a crucial need because of
the efficiency in the tracking and recording of the details, which
is a mandate when data is needed.

The retrieval process boosts the company's ability to attract
more stakeholders and proper management in the real estate
field. The new system is designed to create a reliable
management process with low labor costs and effectively
accommodates large numbers of data (Quaosar & Rahman,
2021). Optimally, the team members should be engaged in the
system's design process and contribute their qualities in the
same field of computer systems of management in real estate.
The expertise in the Information technology field is crucial in
examining the system's strengths and weaknesses, which helps
maintain and evaluate the operation of the employee recruiting
system. The information technology experts should have
experience in the relevant field to ensure the knowledge and
skills applied are gear towards attaining company goals.
The operation manager would guide the team members on steps
to achieve the company's objectives by using the right resources
to fix the new system. The responsibilities of computer
tacticians are to identify the possible risks of the system and
implement possible solutions which minimize the risk
occurrence. The team members would achieve their goals by
cooperating and appropriately applying their skills and
knowledge.
Interview, Questionnaire, Observation, or Focus Group
The main method of collecting data would be for the
observation of the processes of the operating system and
identifying its’ weaknesses and limitations. The observation
process includes recording the hitches detected and advancing
the new system with the features that support the confines
incurred by the existing system. The average time consumed is
regarded as the basis for the advancement in the speed of the
new system in ensuring the company management operations are
enhanced (Shahreki, 2019). Questionnaires are given to the
employees who use the systems. They are designed to discover
the difficulties experienced and problems that, when solved,
would enhance the recruitment process.
The tests of the new system help collect data on the risks that

the new system would incur in delivering property management
for clients. The change management team would collect data
during the exploration phase by observing and testing the
expected systems through their efficiency in the evaluation
process of determining the new system. The team members
would use the observation techniques for acquiring the
information from end users by establishing time management
series that record the time consumed (Silva & Lima, 2018). The
team members observe the existing system operational record,
record the needs required in the new system, and customize the
features that would solve the problems encountered. The five
questions that would be asked during the observation process
are: What problems are encountered during the system usage?
How much time is consumed in delivering the services? How
often does the system break to acquire the repair? How have the
clients and applicants complained about the system's efficiency?
Which is the worst experience in using the system to manage
the property efficiently? The results determine the system value
and establishment of the advances in the future employee and
development systems.
Conclusion
In conclusion, the three reasons for adopting the Human
Resource information systems include more time effectiveness,
which means giving time back to the human resource officers to
do more important tasks, proper follow-up of the applicant
tracking and onboarding, and the overall efficiency of the staff
members in the human resource department. The human
resource information system would address the current human
resource problems through fast-tracking of the applicants and
employee monitoring in an effectual manner. I have used an
HRIS system in the past and found that not only was efficient, it
also helped to keep the application process more organized.

References
Quaosar, G. A. A., & Rahman, M. S. (2021). Human Resource
Information Systems (HRIS) of Developing Countries in 21st
Century: Review and Prospects. Journal of Human Resource and
Sustainability Studies, 9(3), 470-483.
Shahreki, J. (2019). The use and effect of human resource
information systems on human resource management
productivity. Journal of Soft Computing and Decision Support
Systems, 6(5), 1-8.
Silva, M. S. A. E., & Lima, C. G. D. S. (2018). The role of
information systems in human resource management.
Management of Information Systems, 16, 113-126.

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