Service Request SR rm 022 Student BSA 37
Running head: SR-RM-022 PART 1 1
Service Request SR-rm-022
Student
BSA/375
Instructor
Date
SR-RM-022 PART 1 2
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.
Since there are only 4 plants, only one being overseas, I feel as though Joint Application
Development would be a perfect fit for developing the integration of Riordan Manufacturing’s
HR system. Joint Application Development is defined as, “A structured process in which users,
managers, and analysts work together for several days in a series of intensive meetings to specify
SR-RM-022 PART 1 3
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
individuals, observing users/stakeholders using the system, and reviewing business documents.
The Joint Application Development workshop can encompass many aspects of the traditional
methods for determining requirements. Within the Joint Application Development workshop, you
can not only interview the individuals, but you can review business documents, and also observe
how each individual uses the system. This all will help the analyst analyze the system in search
for; problems with the existing system, determine solutions in collation with the company’s
organizational direction, examine proprietary information processing circumstances that may not
be identified or anticipated with the new system, and understand why the current systems are
designed the way they are to successfully integrate them with other systems without losing key
functionality and maintaining as familiar of a user interface as possible to lessen the need for
further training.
SR-RM-022 PART 1 4
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 SRrm-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.
The System Development Lifecycle consists of essentially about 4 or 5 phases which
include; feasibility and requirements analysis, design, implementing, and testing. Maintenance is
sometime counted as an additional phase, but is actually an ongoing process that continues until
its cost outweighs its benefit to the organization. Feasibility and requirement analysis, “Includes
analysis of project requirements in terms of input data and desired output, processing required to
SR-RM-022 PART 1 5
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
Riordan Manufacturing’s service request for integrating all of their current systems states
that the project needs to be completed within a 6 month period. With this in mind, the analyst
will need to use Joint Application Development to determine if Business Process Reengineering
is needed by interviewing and observing the key stakeholders Work Breakdown Structure and
reviewing business documentation. Within the Joint Application Development workshops, the
analyst will be able to question, communicate, and educate all of the key stakeholders involved
with the project and create an impartial plan to integrate Riordan Manufacturing’s systems and
implement the new system within the stated timeframe of the project. The analyst impertinence
and attention to detail will be the key factor in the System Development Lifecycle of the service
request SR-rm-022 provided by Riordan Manufacturing. Once the analyst has collected the
SR-RM-022 PART 1 6
information from the Joint Application Development workshops, he /she then can start the
reframing process with the requests and concerns of the key stakeholders.
SR-RM-022 PART 1 7
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
from
https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/ServiceRequests/index.asp#Riordan
%20Manufacturing
\
Service Request SR-rm-022
Student
BSA/375
Instructor
Date
SR-RM-022 PART 1 2
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.
Since there are only 4 plants, only one being overseas, I feel as though Joint Application
Development would be a perfect fit for developing the integration of Riordan Manufacturing’s
HR system. Joint Application Development is defined as, “A structured process in which users,
managers, and analysts work together for several days in a series of intensive meetings to specify
SR-RM-022 PART 1 3
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
individuals, observing users/stakeholders using the system, and reviewing business documents.
The Joint Application Development workshop can encompass many aspects of the traditional
methods for determining requirements. Within the Joint Application Development workshop, you
can not only interview the individuals, but you can review business documents, and also observe
how each individual uses the system. This all will help the analyst analyze the system in search
for; problems with the existing system, determine solutions in collation with the company’s
organizational direction, examine proprietary information processing circumstances that may not
be identified or anticipated with the new system, and understand why the current systems are
designed the way they are to successfully integrate them with other systems without losing key
functionality and maintaining as familiar of a user interface as possible to lessen the need for
further training.
SR-RM-022 PART 1 4
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 SRrm-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.
The System Development Lifecycle consists of essentially about 4 or 5 phases which
include; feasibility and requirements analysis, design, implementing, and testing. Maintenance is
sometime counted as an additional phase, but is actually an ongoing process that continues until
its cost outweighs its benefit to the organization. Feasibility and requirement analysis, “Includes
analysis of project requirements in terms of input data and desired output, processing required to
SR-RM-022 PART 1 5
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
Riordan Manufacturing’s service request for integrating all of their current systems states
that the project needs to be completed within a 6 month period. With this in mind, the analyst
will need to use Joint Application Development to determine if Business Process Reengineering
is needed by interviewing and observing the key stakeholders Work Breakdown Structure and
reviewing business documentation. Within the Joint Application Development workshops, the
analyst will be able to question, communicate, and educate all of the key stakeholders involved
with the project and create an impartial plan to integrate Riordan Manufacturing’s systems and
implement the new system within the stated timeframe of the project. The analyst impertinence
and attention to detail will be the key factor in the System Development Lifecycle of the service
request SR-rm-022 provided by Riordan Manufacturing. Once the analyst has collected the
SR-RM-022 PART 1 6
information from the Joint Application Development workshops, he /she then can start the
reframing process with the requests and concerns of the key stakeholders.
SR-RM-022 PART 1 7
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
from
https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/ServiceRequests/index.asp#Riordan
%20Manufacturing
\