Posted: August 20th, 2022

Organizational Chart Orde

A. HRIS project team organization chart showing the potential positions needed to complete the project

Positions and Tasks that would Justify Selection of Each Member for the Role
a. Project Manager
The Project Manager (PM) ensures that the team plans and does the project to completion. PM also collaborates with teams to come up with the project plan as well as oversees the performance of teams in various projects. He also ensures secure endorsement of deliverables by the various stakeholders and projects sponsor (White & Mazur, 2005). The PM should also ensure all deliverables are within the project budget and is within the scope. The project manager must have a set of powerful skills that he uses to organize and benefit the project.
b. Advisory Committee
The roles include provision of counsels into PMP and Project Charter including Human Resource Plan, Stakeholder Management and Risk Management Plans. Advisory Committee also issues sponsor’s recommendation of Change Requests and Phase Exit Reviews. The committee consists of key stakeholders as identified by the Project Sponsor in order to Help the project manager in certain activities for example setting high level objectives, getting project resources and Helping in creating change management plan action. The committee only serves in the advisory on request. The committee will Help in fleshing out the specific details of the Business Requirement Document (BRD) and therefore must be consulted for any baseline changes of the project after the PMP approval through implementation change requests.
c. Procurement and Vendor Manager
Specific responsibilities include market research on vendors and HRIS systems, conducting vendor bid analysis of the proposal, software recommendations, attend weekly meeting for status updates and takes updates of issues as well as submission of change requests submission. The PVM reports to the project manager whom they collaborate with to offer cost and procurement management plan. They also work with the project manager to issue vendor recommendation serving as the input in the Technical Recommendation Documents.
d. User Helpant and Training Manager
The role and responsibilities include administration of IMS by the project team, oversees the training plan events such as Release Notes or patches, administration documentation and documents such as step by step user guide for any role with impact. User Helpant reports to the project manager and works with him to create and ensures the maintenance of Communication Management Plan (White & Mazur, 2005).
e. Business Analyst
The role of a business analyst primarily to acquire as much necessary data as possible, scrutinize it, and suggest reasonable alternatives with necessary supporting information to facilitate the manager’s decision process. The Analyst must be an expert in Question Assignment and reporting tools. For GenRays, the Business Analyst should work with stakeholders to comprehend and document all payrolls, current HR, Performance Management, training and other vital workflows that may be impacted by transition.
f. System Engineering and Architect Lead
The role in GenRays HRIS is to manage the technology team deliveries, plan the design and architecture of the system, document technical designs and recommend technologies to leadership. He is requires to execute inventories such as software, hardware and database, as well as installations, configurations, customizations and source migration of contents and database. The system architect should ensure the development, implementation until the closing of the system after it achieves the task it is meant for. He must attend a weekly meeting to report on the progress of the project.
g. Quality Assurance (QA) Test Lead
The role is to create a central and a common QA checklist for the entire components in the IMS platform for example server testing, reporting major milestones and Phase Exists and manage and reduce risks, update on problems and issues the Change Requests to the PM.
h. Database Administrator and Administrator (DBA)
Specific responsibilities include conducting data conversions required, performing database inventories as well as migration and customizing reporting modules. DBA must report to the lead engineer and other team leaders in order to assess the affected information that would require update.
i. Infrastructure and Hardware Engineer
Infrastructure and Hardware Engineer is required to assess the functionality and stability of the components of the system or the entire system throughout the development and implementation. He is responsible to conduct the technical and inventory requirements, perform installation, configuration and hardware maintenance, build a hardware networking infrastructure and provide a technical support throughout the project time and after the project.
Recommendations and Justifications Team Members for each HRIS Position
Tyler, the current Plant Manager for site 2 at GenRays may be recommended as the HRIS Project Manager. Justifying this, he has enough experience in project management. He is already a team member with the quality of managing the teams and with good understanding of management mechanics. He manages approximately 150 employees at his site and he receives 20 reports for performance assessment. He was a part in the team that defined and executed the centralized system for purchasing, finance, accounting and logistics.
Procurement and Vendor Officer would be recommended to Drew, the procurement officer who served as a team lead in the definition and implementation of the purchasing part for centralized system for purchasing, finance, accounting and logistics.
User Helpant/Training Manager would be recommended for Devon who can be justified by being successful in the financial incorporation and has stayed in the company for about seven years and therefore has had an ample time to familiarize with the policies and the processes of HRIS system. Devon was also a team lead who played a role lead in the definition and implementation of the purchasing part for centralized system for purchasing, finance, accounting and logistics.
Business Requirements Analyst would be recommended for Rylee, the current plant manager for site 1. He is justified by having an experience in management. He has 100 employees and about 10 direct reports and has the ability to judge appropriately the approximate requirements irrespective of the project. He was also a part in the team that defined and executed the centralized system for purchasing, finance, accounting and logistics.
System Engineering and Architect Lead would be recommended for Ashton. Ashton may be justified due to his vast proficiency in engineering and computer science. He has always helped in providing technical support for various offices with 20 years employment experience at GenRays. From the records of his availability of 30 hours every week, he best suits the position.
Hardware and Infrastructure Technician would be recommended for Kendall, an expert in Information Technology. He is justified having been in the GenRays for 9 years, enough time build a foundational understanding of systems at both back end and front end. He has programming skills and can troubleshoot problems arising from the system. He can utilize the time he is available in the company, that March to December to do his best performance to the system.
Database Administrator would be recommended for Dakota who can be justified by his competence in analytics and analysis. Therefore, he would be the right candidate for database analysis. He also has a strong experience of 11 years with the company. Apart from the three weeks he is unavailable in August, he will always be available for the task.
QA Team Lead would be recommended for Alex, who has been with the company for 11 years as an HR, HQ. He has been in the financial overhaul project as a team lead which would make him preferable for a leadership role for the HRIS project. He has data analysis skills with reporting capabilities that would enable him handle the QA role. Team lead members in his team would be recommended for Ryan and Cameroon who are skillful in spreadsheet maintenance of sales staff and payroll maintenance respectively.
GenRays Communication Plan
Document Author or Originator Required Date or Frequency Key Internal/ External
Stakeholders Action Required
(I,C,A) Comments
Project FAQ PM Throughout All Stakeholders C List of company Employee, Include UI FAQs, Call to Action Inviting Stakeholders
Project Kick Off meeting PM Initiation Phase Exit Project Team Leads, Project Team Members, Principal External Team Members I Should contain detailed information for the project team lead and members in order to understand roles and responsibilities
Work Performance Progress, Routine Vendor Status Syn Procurement Manager During Vendor Engagement Daily Vendor, Procurement Manager C Stakeholders involved should sync and frequently hold meetings (2-3 times a week)
Work Performance and Progress, Executive weekly report PM Weekly on Tuesday Project team leads and members C PM to hold weekly meetings to harmonize his reports, Aimed at enhancing communication and enhance employees performance
Work Performance Process, Phase Milestone Exit Report and Review PM Monthly or Milestone Met Sponsor, Principal and Non Principal Internal Leadership and Principal End User I,C,A PM prepares a summary of the entire project, Reports should be sent to stakeholders for their perusal and feedback
Risk and Issue register Update Any Internal Project Member As needed, Daily Update Any Shareholder I,C Mangement should be done in IMS team website and should be updated daily
Key: I: Information only; C: For review and comments; A: For review and approval
Information and communication of key project stakeholders
Sponsors and non-principal internal leadership need to be provided with the information on either daily or weekly basis, easily get and retrieve high level projects and need to be engaged in cases of heavy challenges and issues concerning the projects. The sponsors and Principal internal leadership require the mentioned information so that the organizations resources are accurately directed and so that they may know the progress of the undertaken projects, among others (Pritchard, 2004).
Principal Internal leadership needs to be regularly informed of any project process and the stages of projects performance, needs to identify highly leveled projects or tasks. These teams are significant in identifying challenges and ways to overcome. Their presence in the project Helps to ensure the company’s resources are properly directed and that the program moves forward in a meaningful way.
Project team members need to know their roles and deliverables and should be capable to plan their tasks effectively. They should gain project resources quickly from wide area network and should be able to submit on time their progress reports. The teams require the information mentioned above so as to clearly know what leadership expects from their roles, access a sense of security in their jobs and receive rewards and recognition from their roles.
Principal and external leadership are required to know what the project requires from them, have an opportunity to participate in bidding, should be made to know any changes in the baseline that may affect them and lastly, they should have a means of prompt and clear communication of any risks or challenges that may affect objectives accomplishment. They are therefore expected to exercise their talents to the projects and accomplish their contractual obligations. The company must reward them justly so that future contracts may not be jeopardized.
Part C
During the close report, various topics can be used to serve different stakeholders. For internal leadership stakeholders, they should be presented with the topics on reasons for closure, Key functions of the system, reasons for deviations or any changes from the baseline, budget review, acceptance reviews and lessons learned from the project.
To the Main End-Users stakeholders, they should be provided with the topics on key system’s functions especially in IR, pay roll, management and marketing. There should also be a training plan as well as the next Horizon’s plan. On the other hand, for non-principal internal end users stakeholders, they should be given the easy brief summary reports focusing on the topics such as the effects of the new system to the end users current jobs, training of content and curriculum and the major system functions of HRIS to GenRays employees’.
For external stakeholders, who are basically managed by the marketing and human resource department, the topics regarding the effects of the system should be presented website and any current platform for public access (Pritchard, 2004). The reporting should involve major system functions, for GenRays employees and the potential Job Candidates.

References
Pritchard, C. L. (2004). The project management communications toolkit. Norwood, MA: Artech House.
White, J., & Mazur, L. (2005). Strategic communications management: Making public relations work. London: Wokingham, England.

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