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Project Name: Onboarding for nationwide employees
Departments: Human Resources, IT
At our work, it was planned to make onboarding a priority for new employees. The process would be done online, since many of our workers telecommute. The plan was to set up the system, so new employees could provide their tax information, proof of citizenship, and other legal forms filed. Additionally, the project would include creating a new employee orientation and a handbook that could be saved and printed if the employee wanted to keep it. There was also specific department areas that would eventually be added to the system.
The entire system had to work with the current system and a few legacy programs that were employee databases. The project was to be planned, installed and upgrades done, and implemented within an eight-month period of time. The project costs were not to exceed the budgeted $48,500, as per the IT department estimates.
Schedule review report:
The planning was completed within six weeks, two weeks sooner than the time line for planning stage allowances. This was accomplished because most of the information from department heads and management were part of the original proposal. The upgrades were purchased as soon as the plan was approved and this turned out to be a good move. The upgrade programs were delivered within days and programmers hired to help with the system installation and implementation were beginning the work on the system within days rather than weeks. The system test of the upgrades went as planned with only some minor issues between the databases and the accounting systems, specifically payroll. The system testing had been announced and programmers gave each department potential problems they could look for so glitches were addressed quickly.
The new forms, database information, and new orientation program were then added to the system. This took longer than expected because the orientation had to have components for people with disabilities, namely voice and text to speech components that were not readily available and had to be modified. The visually impaired new hires were a concern since many of the jobs require some text to speech information as does the orientation. Of particular concern was the safety section of the orientation for the visually impaired. Testers had a problem with how to apply the speech component to the question and answer portion after the section completed. The time gained in the planning stage was used up in handling the issues. Fortunately, the IT chief had seen an applicable program that could be modified for visually impaired employees, helping to make sure the training for safety was consistent across the company.
The implementation was done in stages, first with those already employed going online and filing their new tax forms and providing personal information that automatically was updated in the employee databases. The financial departments tested the system for payroll and banking and found it working as planned. Finally, the system was introduced to the first set of new employees. Implementation went well for new hires and the company soon was able to expand their employee base to skilled individuals who did not live in the immediate area, allowing the company to expand its customer base as well.
The planning stage was the first step in the successful launch of the new system. It included not just what should be added, the costs expected, the budget, and the implementation schedule, but it also included the tests information and a list of potential problems that could occur based on the department and the end user. The list was modified as the system was installed to add other potential issues. Most of the potential issues did not happen, but those that did were discovered quickly because the plan included making people aware of the possibility of problems and who to contact to get them fixed quickly.
Testing of the banking part of the new system, including deposits and direct deposit was not the best part of the system upgrades and because the company did not like the complicated system and the time it took to work up deposits, the company had to find a different program that worked with a broader range of banks and financial systems to accommodate the various states and regions where new employees would be hired.