BUSINESS CASE AND PROJECT

PLAN FOR STUDIO 24

HR INFORMATION SYSTEM SWOT
ANALYSIS AND PROJECT PLAN, 2020
 Executive Summary
• What’s the ratio of supervisors to employees by branches across the country? Which branch spends
the most on administration? How many trainings and trainees has studio 24, conducted/trained since
inception? What is the length of service of employees across the country? What is the cost of an individual
staff recruitment ? What is the rate and reason for employee turnover ?These are important questions, yet
studio 24’s current human resources information system (HRIS) processes makes finding answers to these, and
other enterprise management questions, a daunting task.

• Studio 24’s vision To become the Global leader in retail imagery ,be amongst the top ten brands in the global
creative industry, ( audio, visual, entertainment ) is a strategic business and human resources function which
must be Agile, harmonized, and reflect global standards through the adoption of HRIS

• The proposed replacement HRIS at studio 24 would provide an integrated system that is agile, scalable,
maintainable, and upgradeable – capable of serving the studio for years to come by supporting the use of
comprehensive enterprise-wide data for decision-making, allowing decision makers to more fully evaluate
the human capital needs of the Organization.

•
 Project Timeline
• The Phoenix project team reviewed multiple
implementation models, considering the studio’s
readiness, priority of functionalities, potential
scope, and project delivery methods, e.g., big
bang (all at once) or phased implementation.
Expandability and long-term post-implementation
support were also considered and a detailed
discussion is included in the Critical Success
Factors section of the full business case.
 Existing Challenges
• The studio still uses manual processes to meet
current needs i.e. recruitment, payroll ,
benefit administration etc.
• Gaps and differing processes amongst the
branches exposes the organization to risks.
• Loss of system administrative expertise and
historical knowledge increase cost and risk.
• Wastage and loss of productive hours.
Critical Success Factors
CRITICAL SUCCESS FACTORS SUPPORTIVE STRATEGIES
Establish and follow a strong governance model • Name an experienced project manager

• Establish a project steering committee and

technical advisory board to guide the project
team.

• Establish a change control board and use

standard processes and criteria for evaluating
change requests, holding firm to configuration
solutions rather than customization

 
Provide adequate resources • Staff the project with the best from your
organization.

• Recruit experts from targeted agencies

• Create a realistic schedule

• Conduct a pilot implementation

 
Make change management a critical part of the implementation solution • Prepare Branches for the paradigm shift using
the services of an experienced organizational
change management firm.

• Tap branch-specific project team members as

change agents for their branches.

 
 Alternative Analysis
• The project team identified key selection criteria
against which alternatives can be measured:
• Provides for incremental expandability and
flexibility, aligned with the Systems Upgrade Plan.
• Life cycle costs, and degree of risk.
• Degree of fit with functional requirements such as
Reporting and analytics, learning and
development, payroll features, etc.
 Alternative Analysis
• The project team used the selected criteria to determine
viable HRIS solution alternatives. The project team
identified several alternatives to analyze. A do-nothing
alternative was included to establish a baseline for the
analysis.
• Alternative A: Do nothing and continue to use the existing
core human resource and budgeting systems
• Alternative B: Build a custom HR application to replace
manual existing process.
• Alternative C: Acquire a commercial off the shelf (COTS)
HRIS solution to manual existing process.
 Market Research
• Alternative C1: Acquire a COTS HRIS solution to
be housed in Studio 24 and operated by either
state or vendor staff.
• Alternative C2: Acquire a COTS HRIS solution to
be housed in a vendor data center and operated
by vendor staff.
• Alternative C3: Acquire a COTS HRIS solution in a
Software as a Service (SaaS) model that is housed
in the cloud and made available via the Internet.
 Recommendations
• The project team recommends Studio 24; pursue the procurement and
implementation of Alternative C3: Acquire a COTS HRIS solution in a SaaS
model.
• The core HRIS functionality is implemented in Phase 1.
• Manager and employee self-service options are implemented in Phase II.
The recommended scope includes development, testing, and deployment
of automated interfaces such as those to the branch-wide payroll, benefits
administration, budgeting, recruitment and learning management systems;
• A pilot implementation of full functionality to DAS Enterprise Human
Resource Services (EHRS) Shared Services and one or more targeted
agencies. Specific details on delivery platform, interface development, pilot
participation, and training delivery should be finalized during the project
implementation phase.
 Implications of the Failure to adopt HRIS

• Failure to act timely breeds high levels of risk for

noncompliance and cost.
• It perpetuates inefficient use of current resources and
the inability to respond quickly and consistently to
future needs of the Organization.
• Failure to adopt the HRIS will deny the enterprise the
benefits of a single HR and position budgeting solution,
leaving the STUDIO 24 unable to answer those branch-
wide questions that provide the information needed to
manage HR resources at the strategic level.