Chapter 1 Project Charter

1.0 Introduction

The function of human resources (HR) departments is administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Management of "human capital" progressed to an imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized human resource management systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before client–server architectures evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to buy or program proprietary software, these internally developed HRMS were limited to organizations that possessed a large amount of capital. The advent of client–server, application service provider, and software as a service (SaaS) or human resource management systems enabled higher administrative control of such systems. Currently human resource management systems encompass

Human Resource Management System (HRMS) is a system that organized Human Resource data of company employees. It should be well- organized to avoid loss of data and important information of the employees inside of the company and to avoid interruptions of the process gathering, deploying, and attendance monitoring the employees. Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced applicant tracking system. Assigning Responsibilities Communication between the Employees.

HR Recruitment, Assignment, and Monitoring is a resource management within the company and take the responsibility between the staff and management.

Nowadays most of the companies are using computerized system to reduce space for storages of the hard copies of unnecessary files and to reduce the process of the system, in being of multitasking of the computerized system.

1.1Problem/Opportunity Description

Most of the companies are using now technology to reduce time of company

manual process to minimize the waste of time to ease the employees to gather

applicants to reduce the space for the hard copies of records in assignment and

monitoring of the employees. It is a competitive system offers for the company to

compete with others.

In this project HRRAMS will be develop to be a faster and reliable system to

improve this manual process they also have a problem with their storage for their

paper works and finding old data also takes time. Updating their data takes long

time to gather the contents of important information.

o Recruitment Process

The company is still using manual process of recruitment, it is a time

consuming process. The finished form compiled in an envelope and stored in

a cabinet leaving records unsafe.

o Monitoring Process

The company is still using manual process of monitoring causing a slow

transaction of information between management and employee.

o Unsecured Records

The company has low security measures with their important data and

records and it may cause unnecessary changes of records that may have

unreliable information.

o Record Loss

The records could be damage being stored for a long time and some

documents are missing because of lack of storage.

o Tracking Of Records

Searching for records is time consuming, it is difficult to track damaged

files and other files are missing.

1.2Benefits

A computerized HRRAMS is a well-organized system for the group of

information. It has a security measures that only allowed personnel could access

the system to avoid data loss and unnecessary changes of the employees

personal records. HRRAMS could also be storage for the large amount of

records and reduce unnecessary files. It can allowed the employees to have a

hard copy of files to keep for themselves.

HR Department Head

With the help of Human Resource Management system the department

head could be allowed to see system process inside the HR recruitment,

assignment, and monitoring will ease their monitoring of work of the employees.

HR Department Staff

HR department staff will ease their work to recruit, assign, and monitor of

their other co- employee.

Company Owner

The company will increase the competency with the other companies by

having a faster process for their employees.

Proponents

The proponents will have Ideas for future using this system for academic

use. This could be a step for a continuously development of the project

team and increase the knowledge of each member

1.3Goals

The main goal of project is to minimized the process of their existing system and

the other goals of the project is to improve and ease the access of the users, and

to provide a faster and reliable information for management and employee’s

To monitor the deployment, and assignment of employees

To differentiate the deployment status of the employees if they are

deployed or undeployed

To have a security measures for different users

To ease the process of attendance monitoring and assignment monitoring

of the employees

1.4Stakeholders and Client

First, to the project team who help to build a Human Resource (Recruitment,

Assignment Monitoring) system, for who gave and shared some of ideas and

information, then, for the professors and school that shared the steps on making an

effective and efficient system, and also for the company and employees for allowing the

team to gather the information and the problems.

2.0Project Scope

HRRAMS will help to ease the access of Recruitment and Assignment Monitoring

Process of the company, to reduce the time doing paper works. Most of companies are

using computerized system and any other new technologies. So the project team

decided to build a system for the company to compete with others.

The project team is using faster and reliable process and more security measures

for the company and employees to avoid loss of important datas. Some companies are

still using pamphlets, brochures, and other advertising materials for advertisement. That

is why the project team decided to create an advertisement through online.

2.1 Objectives

Provide a faster access of transfer of data’s inside the company to reduce

time of the process and least error, and enable to save large of data’s.

Enable to access for viewing the records of the employees anytime

Enable to filter and print records

Additional security features

To develop the process of the company for faster way of transaction of

data

Ease of access of important records

This is the Work Breakdown Structure (WBS) under the Human Resource Recruitment,

Assignment, and Monitoring System.

2.1.1 Human Resource Management System: Recruitment, Assignment, and Monitoring

System

Figure 2.1.1 shows the whole module of the HRRAMS. Which is the

Recruitment, Assignment, and Monitoring function of all the case

and report, and also the function of communication to other sub-

system.

2.1.2 HRMS - Work Breakdown Structure HRMS(Recruitment, Assignment and MonitoringInitialization ProcessOrientation about the PS1PEC Orientaition with 4thyr StudentsSelection of Sub-sysems per SectionSelection of Team Members with roleGroup MeetingConduct Background of the SystemInternet Research / Library researchConstruct Project Proposal Deliverable: Submit Project ProposalSubmit revised Project ProposalChoose Project Team AdviserSubmit Adviser Consent Form (F2)Schedule Weekly Consultation with adviserSystem PlanningDevelop Project CharterDeliverable: Submit Project CharterSubmit revised Project CharterCreate the WBSDraft the WBSSubmit revised WBSCompany InterviewCreate interview QuestionnaireLook for atleast 5 Security AgenciesSchedule interviewConduct interviewLetter for InterviewSchedule the weekly checking of document with adviserSystem AnalysisCollect gathered data from interview & researchState the Project Scope & ObjectivesDetermine the system process and modulesFinalize Project CharterDetermine the problems Review of Related Studies & SystemsResearch 5 Foreign & 5 Local Related StudiesConstruct Matrix of related studiesDraft of Chapter 3 EIS Project Management & DevelopmentDevelop RMMM, SQA & SCM PlanWeekly ConsultationDocument the result of consultation with revisionStart Software PrototypeSystem DesignDescribe System SpecificationsDetermine the Functional RequirementsFunctional Data DescriptionSystem Architecture ModelData DescriptionHuman Interface DescriptionDescribe Software Requirements SpecificationsDetermine Usage ScenarioUser ProfilesUse CasesData Model & Functional ModelIdentify Restrictions & LimitationsDescribe Software Design SpecificationsData DesignArchitectural & Component-level DesignMake necessary changes in project documentation Document the revisionsSystem Testing and EvaluationDescribe Test SpecificationsMake a Testing PlanTesting ProcedureUnit TestingIntegration TestingValidation TestingHigh-order TestingPreparation for Project DefenseProject DefenseEvaluationDocument & Software Revisions

2.2Deliverables

Project Deliverable DescriptionRecruitment This part will be the process of finding

and recruiting people who are interest for

the job. In this part the company will asks

for the requirements of the applicants.

Assignment Monitoring Assignment Monitoring will be the one

responsible for assigning the designated

places of the employee for the

deployment.

Attendance of Employee Monitoring of attendance is an important

task of the HR department. It includes

the time and days of work of the

employee and attendance will be the

basis of the salary of the employee.

Leave Forms Differentiate the Vacation and sick leave

forms for the employee

Create Reports Allowing the employee to make a hard

copy of details of the applicant and

employee

2.3Out of Scopes

This list represents of related in the system but not be managing as part of the

Human Resource: Recruitment, Assignment and Monitoring System (HRRAMS)

function.

Billing of client

Payroll of employee

Case Docket Complains

Equipment supplies of employee

Contract management of employee

Online Recruitment

Human Resource Profiling

2.4Enterprise information System required Functionalities

The following requirements must be included in this section

Mobile app the process by which application software is developed for handheld

devices, such as personal digital assistants, enterprise digital assistants or mobile

phones.

Personalized Screen

Import/Export Facility provides advanced import and export facilities ensuring

continuity with your existing applications.

Free Report Facility

Analytical- Report

3.0 Project Plan

3.1Approach and Methodology

In this phase, the proponents discuss the possible ways of solving the problems

and the steps on which the proponents will require accomplishing for the

succession of the Human Resource Management System. The proponents decide

to use the System Development Life Cycle (SDLC) to determine the possible way

for solving the problems

Planning Phase

The first phase in which the project team gather all the important information and features needed for the system by conducting an interviews and surveys to make a concrete plan to start the project this will be serve as the concrete base of the project to meet the company needs.

System Analysis

In this phase the project team must collect all the details and information of the company process. Conducting of interviews and surveys are essential, the collected information will be the basis of the project team to develop the proposed system. The project team required to have a meeting with the client to discuss and to identify the requirement specification of the human resource management system.

System Design

In this phase the project team must be aware of the hardware and software that has going to be used for developing of the proposed system. System design includes the functions, features and operations, screen layouts, process diagrams.

Testing and Integration

Test cases is created to make sure that the output of the integrated modules are producing the expected output and is working exactly how it is supposed to work. This is simply a way to spot any errors or bugs that might have been made in the integration phase.

Implementation

This will be the final phase of the project. The project team must conduct an implementation preparation if the proposed system is working well and if the system meets the client requirements. If the client demands for changes, the project team will handle the maintenance to meet their satisfaction.

3.2 Project Timeline

Figure 3.2 shows the project process and time management during the project.

3.3Success Criteria

This section identifies the outcome of the Human Resource Management

System. The following are the criteria to be met by the Human Resource

Management System to address the improvement of the system and the problem

to be reduced.

- Correct interpretation of business rules and processes

- Well system design

- User – friendly interface

- Suitable Database for data storage

- Secured Data Information

- Positive Feedback from the clients

- Faster system flow

3.4 Issues and Policy

The following listed below are the function or other system process that have a

minor conflict with the Human Resource Management System.

- Recruitment and Deployment of the employees

- Payroll of the Employees including the salary deductions

- Contract Management between the employee and client

- Property Monitoring

- Assignment Monitoring of the employees

- Computation of employee’s Salary deductions

- Employee Case Management and Monitoring

- Attendance Monitoring of the employees

3.5 Risk Management Plan

Risks Probability

H-M-L

Busines

s Impact

H-M-L

Risk Management

Financial Risk H H Most of the companies

are facing financial

problem because of low

economic rate of our

country today. They

also have an expense

of their employees, and

they can’t switch to

cheaper equipment to

avoid defective

products. That’s why

they are still using

manual process

because of the low

budget of the company.

Technology Risk H MRisk that customers may

suffer service , or that customers or the group may incur losses arising

from system defects such as failures, faults, or

infoRisk that customers may suffer service disruptions, or that

customers or the group may incur losses arising

from system defects such as failures, faults, or incompleteness in

computer operations, or illegal or unauthorized

use of computer systems. Completeness in

computer operations or illegal or unauthorized

use of computer systems.

Technical Risk H H Some of companies are

using the manual

process till now to avoid

expenses for

computerized system to

make profits for the

company. And they

avoiding to buy new

devices for the system

we made so it may

cause loss of data

when the old unit broke

because of the lack of

maintenance and

repairs

Human Resource Risk H M Risk that customers

may suffer service

disruptions, or that

customers or the group

may incur losses arising

from system defects

such as failures, faults,

or incompleteness in

computer operations, or

illegal or unauthorized

use of computer

systems.

3.6 Service Transition

These are the following activities that the company will surely comply

regarding with the system’s software, hardware, system specifications,

computer personnel, system requirements and implementation procedure.

The company must provide a desktop or Laptop computers.

At least one (1) Printer or more

One computer administrator per department

Must meet system specification of hardware for each computer unit

Conducting a proper training for the employees when the system has

been implemented

Regular Maintenance of the system software

Implement accessibility to the system according to the position of the

company (user, admin, manager etc.)

3.7 Option Analysis

In this section describe the alternative options that have been considered

as other approaches prior to the work that have been made any importance

between the client and the proponents.

The client has the right to decide whether they used the Human

Resource Management System or still using the existing system.

If the system was rejected, the proponents have the authority to sell it

to other client prior to the rights and authorship of the proponents.

If the system met the requirements and did hit the project budget, the

cost savings will be settled according to the deal between the client

and the proponents.

If the system has been remarkably compared to other system with

lacking of the functionalities that has been expecting, the client have

the rights to question the system and it is the duty of the proponents to

fix the problem respectively.

4.0Technical FeaturesIn this section, the proponents identified the possible technical features that will

be needed to develop the Service Management System – Human Resource

Management System successfully. Technical features provide the possible

identification and description of the applications, software, hardware, features,

peripherals and some devices that will support the HRMS. The following are the

possible technical features under HRMS:

Front - End: Java Netbeans IDE 8.0 version

Java is one of the best programming languages for developing system

software. The proponents will use the Java Net beans 8.0 for developing

the front-end of the HRMS. The PEC is requiring the proponents for

using only Java language for the HRMS project.

Back – End: MS SQL

The MS SQL will serve as the back-end of the HRMS. This application is

the database of the HRMS that will store all of the data and information

coming from the front-end of the HRMS. Although there are many of the

database application to choose from, the proponents will use the MS

SQL as a part of requirements given by the PEC panels.

Operating System: Windows 7 Ultimate 64bit/ 32bit / Windows 8

The proponents will use Windows 7 and Windows 8 operating system to

develop the HRMS. This is very commonly used operating system today

for desktops and laptops.

Memory Capacity: 2GB RAM

The memory capacity of the laptop or desktop must be at least 2GB to

avoid system error like loading of the applications.

HDD Capacity: 320GB

This is the capacity of the laptop that the proponents currently using to

develop the HRMS. The applications like Java Netbeans and MS SQL

requires a huge amount of storage capacity.

Printer

The proponents will need a printer for hard copies of reports processed

by the HRMS. Printer is essential for printing the documentation of the

HRMS project.

5.0 Project Organization

ROLE NAMES &

CONTACT

INFORMATION

RESPONSIBILITIES

Project

Manager

Brazan, Jonald Manage the team.

Report and receive direction from client.

Prioritize the team project.

Manage the work plans.

Project Execution

Project Control

Risk Management

Lead

Programmer

Osorio, Kent Brylle System development

Responsible for coding and design of the system.

Correct errors on the system coding

Handling System Software

System

Analyst

Macariola, Daryl Investigate the system.

Analyze and manage the system process

Analyze system features.

Technology Analysis

Document Framework

Documentati

on Specialist

Macariola, Daryl

Grammarian

Documenting the system study

Research about the system process.

Evaluate the results

Business

Analyst

Matan, Wilfredo Jr. Investigate

Analyze business transaction, flow, procedure

and methods.

Monitoring

Business plan

Communicate with client

6.0 Project Budget

Budget Items Description Budget CostOne – Time Cost 

PS1 Payment  This is the payment for the defense of the PS1 documentation of the proponents. PS1 expenses are compulsory payment of the proponents.

Php 1,000 * 5

PS1 Manual / Book This manual is used as a preference of the proponents in developing the PS1 documentation.Title: Journey to Project StudyPublished by: IBC

Php 300 * 5

Total One – time Cost  Php 6,500

Budget Items Description Budget CostOngoing Cost 

Food  Food expenses are absolutely important for the proponents to avail. This will also include into the ongoing cost for the project development

Php 1,200 / month

Printing of Documents  The development of the HRMS must be documented. Therefore, this includes the printing expenses of the documents that will be presented upon defense.

Php 1,500 / sem

Transportation Transportation expenses when the proponents are going to meet the client or going from other place in relation of the project development

Php 2,000 / month

Total Ongoing Cost Php 4,700

2.0 Related Literature

2.1 Foreign Studies

Title: Best practice and key themes in global HumanResource Management

Authors: Cambridge University: Philip Stiles and Jonathan TrevorErasmus / Tilburg University: Jaap Paauwe and Elaine FarndaleCornell University: Patrick Wright and Shad Morris

PROJECT OVERVIEW

How do global organizations manage their people? Both executives and academicsbelieve that human capital management and investment is essential to thecompetitiveness of firms, but there is a wide variation of opinion about how best thesecomplex organizational activities are implemented in practice. The work presented inthis report, conducted by the Global Human Resource Research Alliance (GHRRA) –a team comprising researchers from the universities of Cambridge, Cornell,Erasmus/Tilburg and INSEAD – reveals a number of innovative practices pioneeredby an outstanding group of international companies, a raft of leading or `best’practices that are common across many companies, and certain practices that areunique.We have found the organizations which are performing well in terms of peoplemanagement combine strong discipline in human capital management with attentionto the importance of social capital – the building of relationships and networks withinthe organization – and organizational capital – the structure and culture of the firm.The reinforcing or multiplier effects of this combination creates inimitable conditionsfor the management of people and drives more than just HR excellence but alsoknowledge management, employee engagement and workforce adaptability.As well as human resource practices and processes, our focus also turned to the roleof the HR function itself. We found this also varied in terms of its power andinfluence and structure, but common to most of our companies was the HR function’srole in setting global standards for HR practice, particularly in relation toperformance, resourcing and the development of a high potential cadre and inmanaging the careers and rewards of the senior executive team.In this section, we highlight the major themes to emerge from the study. We will lookthe key findings from the areas of HR practices, employee relations, HR functionalexcellence, and knowledge management within the HR community. We then explainhow the study was conducted, and conclude with our view on the issue ofconvergence of HR practice and process across national cultures.These areas will be mirrored in Part I of the report and given extensive detail from thecase companies supplemented by the findings in Part 2 of the report of a web basedsurvey of executive opinion in global organizations, within which we examined major

HR practices, including staffing, performance management, rewards, development,and career management, HR delivery and knowledge and learning.

i. HR practicesIn staffing, the importance of aligning individuals to the values of the company ishighlighted by the practice of values-based interviewing – where specific attention ispaid to identifying whether the individual’s attitudes will match the values of theorganization. In some companies, scanning for talent occurs even in the absence of aspecific vacancy. Talent inventories are used for both selection and successionpurposes, and the continuous process of developing a ‘talent pool’ - recruiting the bestpeople and assigning them roles rather than hiring specific individuals for specificpositions - are best practice. Sophisticated employee on-boarding practices with on5/ 52line provision and buddy systems in place in a number of firms to welcome and inductnew members and active feedback sessions are provided to understand where the newemployee is in terms of their familiarity and development within the organization.Employee referrals (the practice of existing staff recommending individuals to theorganisation) have become a common approach, reducing cost of recruitment and alsohelping to ensure cultural fit.In performance management, participative goal setting, with both work anddevelopment goals, based generally around balanced scorecard initiatives, provide adirect link to strategic objectives. Multiple inputs at the appraisal, with most 360approaches now managed on-line are common for at least mid-level managers andabove, and with bi-annual formal reviews and constant informal feedback, often on adaily basis, to ensure projects/workload is on track and to ensure adequate resourcesare being given where appropriate. Developmental focus in the appraisal is a given.The developmental and pay reviews are split in all cases, and the line of sight torewards is clear in most firms through the use of performance/potential matrices.Forced ranking is in evidence in a number of companies, though was by no means thenorm whereas calibration of performance outcomes by central HR and seniormanagement ensuring a fair distribution is seen across most of the sample companies.Rewards in nearly all cases were managed with both group and individual elements inpay determination. The move to greater variable pay as a percentage of totalcompensation is in evidence across companies in all geographies. In some companies,vestiges of tenure-based pay remained but this was rare. For managerial staff,companies have pay for performance and flexible benefits and in some cases,employee equity ownership schemes, though in some cases ESOPs have beendiscontinued as not generating sufficient motivation. For senior managers, long-termincentive programs are in place across all companies. For collective bargainingpurposes, pay forums and trade union negotiation for annual pay rounds remain amajor part of the reward and employee relations landscape. Care is taken to balancesocial and economic rewards; an emphasis on adherence to cultural norms withrecognition events, leadership visibility and symbolic ceremonies are highlighted.Annual excellence awards and recognition schemes in general are the norm.In development, the prevalence of coaching initiatives is evident, aligned typically totransformational leadership initiatives aimed at instilling leadership qualitiesthroughout the firm. For high potentials, the provision of strategic projects of a shortterm

nature, often international in scope, to assess potential, are common. A majorissue is to get the company’s `bench-strength’ up to acceptable levels, and for mostkey roles, to have at least one individual who could step into the shoes of theincumbent should the need arise.The presence of academies (at country and at group level) and corporate universitiesis prevalent, to co-ordinate learning and development. Self-managed learning throughon-line provision of content is also common. A number of organizations also spreadtheir reach towards linkages with academia in terms of industry partnerships forinnovation and for developmental experiences, such as international specialistprograms for high potential individuals.

Objectives:Startegic Planning Process: The first stage in the performance management process is detailedbusiness planning. The business planning process is designed to elicit standardised performance andbudgetary outputs from each of the business units, which are subsequently collated at a group leveland provide accurate and timely data on individual business unit activity and overall (aggregated)corporate activity. The business planning process is divided into three main stages, the respectivefoci of each being (a) an assessment of current business unit performance against corporateobjectives, (b) an evaluation of strategic options available to the business unit / group to furtherenhance value creation and (c) the development and refinement of detailed business plans with clearguidance for implementation and continuous improvement. Conducted throughout a six month midyearperiod, the business planning process is critical to the assessment of current business capabilityand performance, and the establishment of corporate direction and strategy.Behavioural Performance Feedback: The behavioural performance feedback provides theindividual with behavioural performance feedback, as defined by the five core leadershipcompetencies, from superiors, colleagues and subordinates. The behaviour performance feedbackprovides the basis for part of the individuals’ performance assessment, and feeds directly intoobjective setting and personal development planning. It is incumbent upon the individual beingassessed that they (a) nominate individuals to provide behavioural feedback, (b) complete a self

assessment form, (c) support colleagues also undergoing behaviour performance assessment and (d)respond constructively to any and all feedback received. Behaviour performance is assessed againstthe five core competency, with each competency having four questions associated with it. Eachquestion is scored on a five point likert scale e.g. 1 = very poor, 5 = very good.

Employee Attitude Survey: [case study company] utilises an employee attitude survey to appraisethe impact of leadership on individual and team performance. The survey takes the form of a‘Census’ survey of all employees conducted once yearly, and a ‘snap shot’ of employee attitudes tospecific issues, surveyed from a randomly selected employee population every other year. The mainoutput from each survey, in addition to employee perceptions of practice, business conditions and theemployment experience, is a quantitative score against each of the five competencies for eachbusiness unit management team, and the [case study company] senior leadership overall.

Customer Feedback: In accordance with the emphasis placed upon customer relations as a coreelement of [case study company] competitive advantage, customer feedback is included within theperformance management assessment process. Business units are given discretion to develop and usetools that best appraise customer opinion on the performance of [case study company] as a supplierof products and services. This information forms part of the qualitative input for the performancedevelopment review.

Performance and Potential Review: The Performance and Potential Review is a one to onemeeting between the individual and their line manager in which personal objectives are set, pastobjectives reviewed, development options reviewed and selected within the context of theindividual’s career aspirations. The programme is a the main element of the performance assessmentand objective setting, and is intended to provide the individual with clear and measurable objectives

that are linked to business targets, clear feedback on performance and recommendation for personaldevelopment and growth against the five core competencies. Conducted over a period of threemonths, the performance and potential process is support by extensive guidance documentation andcompany intranet based resources.

Features: High Capacity of Database

Secured Records

User- Friendly Interfaces

Reduce Of Paper Works

Reduces Cost Of time

Employee Performance Monitoring

Title: Strategic Plan for Human ResourceManagementAuthor: Keith Coulter

Introduction

The Strategic Plan for Human Resource Management establishes priorities, plans and activities for the management of human resources for the Correctional Service of Canada (CSC) for the three-year period of 2007-2010. The priorities, plans and activities are fully integrated with the business priorities and plans of the CSC Report on Plans and Priorities (RPP). The Strategic Plan for Human Resource Management will adapt to any changes made in the business priorities of CSC and will be updated on an annual basis. Regional and Sector activities in the area of Human Resource Management flow from this Strategic Plan. The results emanating from the Strategic Plan for Human Resource Management will contribute to the achievement of effective human resource management and will be assessed against the performance measures set out in the People Component of the Management Accountability Framework.

The CSC Strategic Plan for Human Resource Management represents an important step forward towards the transformation of human resource management in CSC and its contribution to public service-wide initiatives related to Public Service renewal.

Aims and Objectives Human Resources Monitoring

In 2005-2006, CSC undertook a comprehensive process to identify its corporate priorities. Five priorities for 2006-2007 and beyond, were established in response to the changing offender profile, the paramount of public safety and the new Government’s emphasis on crime prevention. CSC specifically limited the number of priorities and associated plans in order to ensure sustained management focus and results in those areas. This year, CSC reviewed its existing priorities against its mandate and its key risks , challenges, and determined that it could most effectively contribute to public safety by maintaining the same priorities, namely

• Safe transition of eligible offenders into the community;

• Safety and security for staff and offenders in our institutions; • Enhanced capacities to provide effective interventions for First Nations, Métis

and Inuit offenders; • Improved capacities to address mental health needs of offenders; and • Strengthened management practices.

Features:

o Recruitment managemento Performance mnitorig o Conflict resolution o Anti-harassment and workplace well-being o Employment equity and diversity o Official languages o Learning and development

Title: Human Resource Practices in MultinationalCompanies in Ireland:A Large-Scale Survey

Author:PatrickGunnigle, Jonathan Lavelle and AnthonyMcDonnell withDavid Collings, Michael Morley, Thomas Turner and Joseph

In almost any law firm the amount of cases handled can grow so big that they are hard to manage or attorneys can leave a law firm and not tell other attorneys what cases they are handling that it leads to legal malpractice. Any law firm worth their salt

has to represent their clients for all cases, or else they face legal malpractice issues. While there is Calendar software for almost any operating system made, attorneys usually don’t share their docket calendar with other attorneys and either the data goes with the attorney who takes their laptop with them, or the desktop or laptop gets reformatted and the data is deleted. Also when an attorney goes on vacation or gets sick, nobody knows what he or she was covering as far as the case management and docket calendar cover. What a horrible way to manage cases and the docket calendar when the data goes missing.

The solution to this is to store the case management and docket calendar on a shared server and when an attorney leaves the law firm or gets sick or goes on vacation, someone else can reassign his/her cases and docket calendar with other attorneys that can cover for them. This helps to prevent legal malpractice as well as helps to give the law firm a more professional image. A law firm loses their professional image when they miss court dates or are not there for their clients. No amount of public relations can help gain that professional image back, especially when the news media covers the law firm’s missing of court dates and other legal malpractice

Objectives & Methodology• As one of the most MNC dependent economies in the world, Ireland represents

an excellent locale for studying MNCs.• This is the first representative study to be conducted on the human resource

(HR) practices of multinational companies (MNCs) in Ireland. Both foreign-owned and Irish-owned MNCs are covered.

• The analysis is based on 262 (216 foreign-owned and 46 Irish-owned) face-to-face interviews with the most senior HR person responsible for HR in the Irish operations. This equates to an overall response rate of 63 per cent, a 61 per cent response in foreign-owned MNCs and 78 per cent in Irish-owned MNCs.

• The survey explores five substantive areas:

Features:o Recruitment Processo Pay and performance managemento Employee representation and consultationo Employee involvement and communicationo Training, development and organizational learning

Title: Best practice and key themes in global human resource management: project report

URL: um-rpt-s.pdf

Introduction

Without doubt, a large measure of Ireland’s economic progress stems from its success in attracting inward foreign direct investment (FDI) by foreign-owned multinational companies (MNCs). Indeed, many other countries have examined the ‘Irish story’ to establish if they can replicate its recent ascent to prosperity. Not surprisingly, Ireland is one of the world’s most FDI-dependent economies, the result of a consistent policy stance of wooing inward FDI via a package of incentives, the most significant of which has been a comparatively low level of corporation tax (cf. Gunnigle and McGuire, 2001; Barry, 2002; Gunnigle et al., 2005).Notwithstanding this, the success of outward FDI in more recent times has been phenomenal if not widely known. Indeed Irish MNCs are growing at an extraordinary rate. This chapter will briefly summaries the importance of inward and outward FDI in the Irish economy and thereby provides a rationale for the study of MNCs in Ireland. The study’s objectives will then be detailed. Following this, the research methodology employed is set out before finally outlining the structure of the report.

Objectives:

As one of the most MNC dependent economies in the world, Ireland represents an excellent locale for studying MNCs.

This is the first representative study to be conducted on the human resource (HR) Practices of multinational companies (MNCs) in Ireland. Both foreign-owned and Irish-owned MNCs are covered.

The analysis is based on 262 (216 foreign-owned and 46 Irish-owned) face-to-face interviews with the most senior HR person responsible for HR in the Irish operations. This equates to an overall response rate of 63 per cent, a 61 per cent response in foreign-owned MNCs and 78 per cent in Irish-owned MNCs.

Features:

o Recruitment Functiono Employee managemento Recruitment Monitoringo Employee Training And developmento User Friendly Interfaceso Secured Record of employeeso Online Recruitment

Title: DHS Enterprise e-Recruitment System

Authors: Home Security US Dept.URL:http://www.dhs.gov/xlibrary/assets/privacy/privacy_pia_dhs_erecruitment.pdf

IntroductionThe Department of Homeland Security (DHS), Office of the Chief Human Capital Officer (OCHCO) is implementing an enterprise e-Recruitment system for DHS. The use of an automated recruitment solution is necessary to meet mission critical needs of DHS and comply with the 45-day hiring model under the President’s Management Agenda.Technology-enabled recruitment can deliver both time savings and improved results. Based on an internal inventory of DHS human resource (HR) systems, more than 50 systems are currently used by DHS components to perform hiring/recruitment related activities. As part of the effort to consolidate and modernize the HR systems, the OCHCO is leading an effort to consolidate towards an automated enterprise solution that can contribute to material improvements in the overall hiring process.Working in close collaboration, OCHCO’s Human Capital Business System (HCBS) and Human Capital units defined the key project goals. The overall vision for the e-Recruitment initiative is to implement a state-of-the-art system that automates hiring/recruitment processes across DHS and seamlessly integrates with other related DHS services.

Objectives: Automating the hiring/recruiting function in DHS will provide broad benefits. It will encourage people to apply for positions at DHS by creating a more positive experience for applicants, significantly reduce hiring time, eliminate most manual steps in the process, and reduce costs by replacing many stove piped systems within DHS with a single enterprise-wide system. This system will reduce the broader security risks posed

Features:

• Automate the processes used to manage the full recruitment/hiring life cycle

• Create a single portal for all job applicants

• Provide a flexible solution that is adaptable to the needs of individual DHS components

• Reduce manual processes and/or eliminate paper paper-based systems

• Provide an easy to use interface for applicants, personnel specialists, and managers

• Implement industry best practices

• Reduce hiring/recruitment costs

2.2 Local Studies

Title: HRMS IOSR Journal of Computer EngineeringURL:http://arxiv.org/ftp/arxiv/papers/1309/1309.5351.pdf

The paper titled “HUMAN RESOURCE MANAGEMENT SYSTEM” is basically concerned with managing the Administrator of HUMAN RESOURCE Department in a company. A Human Resource Management System (HRMS) refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. The main objective of this paper is to reduce the effort of Administrator to keep the daily events such as attendance, projects, works, appointments, etc. This paper deals with the process of identifying the employees, recording their attendance hourly and calculating their effective payable hours or days. This paper should maintain the records of each and every employee and their time spend in to company, which can be used for performance appraisal. Based on that transfer, removal, promotion can be done. The paper is used to maintain efficiently the HR department schedule of any type of company. In larger organization, employees are large. At that time this paper is useful and helpful. HR Management system is not only becomes a desire of the company but it becomes the need of the company. The Administrator gets into the system using admin name and a password.Advantages

Features:

Easy access to the data The new system is more user-friendly, reliable and flexible. Data alteration is easy. Maintenance of the project is easy. Reduced manual work. Timely Report generation.

The main objective of this paper is to reduce the effort of administrator to keep the daily events such as payroll, employee performance, and employees’ details. It consists of six modules. They are:

Employee Details

Employee Details module is used to maintain the employees’ details such as adding new employee, modifying the existing employee and deleting the existing employee. When a new employee is selected from the resume tracking, all the details are to be entered and maintained in the database.

The employee details contain three kind of information.

Personal Information

Contact Information

Employee Status

In the personal information, it consists of the information about the employee name, employee id, nationality, etc. In the contact information, it consists of the information about the employee address, phone numbers, etc. In the employee status, it consists of the information about the status of the employee, supervisor name, department, etc.

Payroll

In the payroll module, it consists of the information about the employee salary details such as basic pay, allowances, deductions and calculate the gross pay and net pay from the given allowances and deductions. All the employees’ pay details are maintained by the HR manager. The main function of this payroll module is to maintain the employee pay information availability.

Training

In this training module, it consists of the employees’ schedule about the training conducted in the organization for the particular employee. The employees’ previous training experience will be maintained in the database.

Performance

This performance module contains information about the employee’s current position in the organization. This module has the information such as employee name, employee ID, Division, work group, evaluation date, evaluator, and evaluation period. This module is used to monitor the employees, their work performance and the involvement of them in the organization.

Resignation

This module contains the information about the ex-employees who have worked for the organization. The information are such as department, position, their supervisor, current contact information, joining date and resigning date. This information is used to contact the ex-employees in case of emergency in which project they have already involved.

Resume tracking.

This module contains the information about the applicants such as their Curriculum, their contact information, their work experience, area of specialization and area of interest. The applicant has the facility of registering their resume through online and their details are stored in the organizations database. If the applicant’s details suits the organizations requirement then they can be called for next step.

Leave Management

This module contains the information about the employees leave details. There are three kinds of leave which are sick leave, vacation, and holiday. There are fixed amount of days that are allocated for each type of leave and the database of leave details are maintained by the organization. The details includes number of days, period, total number of leave taken by that employee up to that date and number of days that are remaining.

Title: A Profile of Human Resource Management in Multinational Enterprises Operating in Philippines

Introduction:

This wide-ranging study provides the first representative portrait of human resource management (HRM) policy and practice amongst multinational enterprises (MNEs) operating in Philippines. This study forms part of a larger international project network called INTREPID which involves collaboration between research teams from Argentina, Canada, Denmark, Ireland, Mexico, Norway, Singapore, Spain, and the UK.

The survey focuses on six key international HRM areas, namely the HR function, pay and performance management, training, development and talent management, global staffing and organisational learning, employee involvement and communication and employee representation and consultation.

In addressing these six areas, the study is structured around three categories of staff. First ‘managers’, defined in the study as, ‘employees who primarily manage the organisation, or a department, subdivision, function, or component of the organisation and whose main tasks consist of the direction and coordination of the functioning of the organisation’. In other words managers are those above the level of first-line supervision. The second category was the ‘largest occupational group’ (LOG) defined as, ‘the largest non-managerial occupational group among the employees in the10‘headcount’ in Philippines’. The final category of employees was the ‘key group’ defined as, ‘those employees whom you might identify as critical to your firm’s core competence and organisational learning. These might be research staff, product designers, major account handlers, developers of new markets, etc’.We now briefly summarise the importance of MNEs in Australia following which we detail the research methodology employed.

Objectives:

to carry out an innovative and comprehensive survey of HRM practice in organisational context based on a representative sample of MNEs in Philippines

to analyse HRM practice across the main substantive areas in relation to three distinct categories of employees, and relate variations in practice to organisational structure and strategy;

to provide an accurate picture of the organization and management practice in MNEs

to contribute to policy debates on the extent to which MNEs are pursuing common agendas and are able to impose these agendas on the countries in which they operate.

Features:

Monitoring Attendance Secured Records Multi Language Support Real Time Monitoring Employee Management

Title: THE LEVEL OF JOB SATISFACTION AND COMPETENCIES OF JOLLIBEE MANAGERS IN SELECTED BRANCHES IN THE NATIONAL CAPITAL REGION:A PROPOSED MANAGERIAL SKILLS INTERVENTION

Author: Ralph A. Sabio, MBA, DPA

Introduction:About two centuries ago, the world of business and society were transformed by the Industrial Revolution. Today, sweeping economic and technological transformations are again changing the world in ways that many people believe will be just as significant.

As the world of work has changed, so have the roles and responsibilities of managers. Individuals working in organizations in the twenty first century have a greater need than ever for effective management skills. Fierce global competition is expected to continue its acceleration. Domestic competition is increasing as well. Gaining a competitive advantage will be more critical to survival and success in the new millennium than ever before. How tomorrow’s managers can innovate to achieve and maintain market leadership, how can they make the best use of diverse viewpoints to achieve optimal results, how can they promote crucial world class quality, and how can they acquire the global perspective necessary to understanding the business environment of the future

are some of the questions and challenges that managers will face in tomorrow’s increasingly competitive world.1Thus, the environment within which an organization operates is said to be dynamic. External and internal forces are constantly changing the rules of the game, and today’s managers must amend or adopt new strategies to remain competitive. A change in strategy will determine the direction of each function within the organization.As managers prepare for managerial careers in the new millennium, the environment that they will face will undoubtedly be very different from the one manager faced a decade ago. The impact that globalization is having on businesses, both small and large, is challenging the problem skills of managers. The increased diversity in the workplace at home and abroad requires refined communications skills. While the business pressures that lead to a wave of reengineering, quality efforts, downsizing, and speed-to-market have caused a radical transformation in theway business appears to function, the personal, the human/interpersonal, group skills and job satisfaction of all workers specially managers remain as important as ever.Today’s business managers are learning the latest tools for analyzing their specific fields of specialization. Accounting and operations management for instance learn how computing power has given them the ability to analyze financial information that provides new insights into operational and financial performance. Likewise, finance experts learn to appreciate the latest trading techniques in derivative markets, while human resource specialists are learning how to assess program and strategize how a planned global expansion will affect an organization’s human resource needs. Whereas those in marketing learn how scanner data can be analyzed so that they can better understand customer needs and preferences. These techniques and frenetic pace of work have created a dynamic, constantly changing work environment that challenges managers to continually adapt and learn new methods of accomplishing objectives.The business landscape painted by the changing workplace does not absolve managers of the need to acquire, practice, and utilize a set of managerial skills that allow them to work effectively. Questions like “How do I get my people to accept this idea?” “How do I explain the need to change to my old-timers without creating a defensive reaction?” and “how do I use existing organizational rewards to reinforce the need for change?” are just some of the questions that managers need to address on a daily basis.

A wave of downsizing and reengineering has created flatter workplace with less formal hierarchies. Companies that have adopted fluid, project-based team approaches to organizing their work forces have found that the requisite managerial skills are still vital as the mantle of leadership is passed from one team member to another.In fact, Will Roger’s dictum that “Common sense ain’t necessarily common practice” underscores the problem with the most of today’s management practice. It is one thing to catalogue the “best practices” associated with world-class quality, efficiency, or customer satisfactions. It is far more challenging to prepare the members of an organization to accept the need for change, to help them understand the new approach, to obtain their commitment to implement the proposal, to manage the transition period effectively, and to institutionalize the new approach by “hard wiring” it into the organization’s communication, evaluation, and reward systems. As one experienced

manager noted, “Good ideas are not in scarce supply. What is rare is the ability to translate a good idea into accepted practice”.2Thus, leaders of the future will be people who possess the broad variety of skills that enable them to function comfortably in changing environments. These skills are important components that are often neglected in business today. Thus, competence, or having a mastery of task-relevant knowledge and skills to accomplish a goal in an effective fashion, is mandatory among managers. In this sense managers should at all times be equipped with traits like knowledge, skills, attitudes and values that influence the successful performance of his job.Realizing the importance and the need for managers to be responsive in today’s challenges and those who can register an impact on the major strategic issues that affect the firm’s survival and growth, this study on the relationship of job satisfaction and managerial skills is being conducted. Efforts to understand and clearly define what constitutes effective management have been going on for many years particularly in the more advanced nations of the world. Up to the present time, however, there has been relatively very little convincing research or practice especially in the local setting which connects baseline data on job satisfaction and managerial skills of fast-food industry managers specifically Jollibee Foods Corporation.It is in this context this researcher was spurred to launch this study, which is about job satisfaction and managerial skills of Jollibee food.

Objectives: The primary purpose of this study is to determine the managerial

skills/competency and job satisfaction level of Jollibee store managers in the National Capital Region and its relationship with one another. More specifically, this study will respond to the determination of the following:1. The demographic profile of the respondents in terms of the following selected variables?1.1. Age1.2. Gender1.3. Civil Status1.4. Highest educational attainment1.5. Length of service in Jollibee1.6. Clusters/Areas in the National Capital Region2. The level of job satisfaction of Jollibee store managers in NCR in terms of the following dimensions:2.1. Motivator2.2. Hygiene3. The competency of Jollibee store managers in the National Capital Region using the following managerial skills as measurement:3.1. Personal Skills3.2. Interpersonal Skills3.3. Group skills4. The difference on the level of job satisfaction of Jollibee store managers in NCR when classified according to: Age, Gender, Civil status, Length of service in Jollibee, Clusters (north, south, west, east)

5. The managerial skills/competencies of Jollibee store managers in NCR when differentiated or classified according to: Age, Gender, Civil status, Length of service in Jollibee, Clusters (north, south, west, east)6. The significant relationship between managerial skills and job satisfaction of Jollibee store managers in NCR?

HYPOTHESISThe hypotheses were constructed after crystallizing the specific problems of the study. Emory and Cooper4 pointed out that a hypothesis guide the direction of the study and provide a framework for organizing the conclusions of the study. Thus, the working hypotheses of this dissertation are as follows:

RESEARCH METHOD USEDIn this study, the researcher made used of the descriptive survey method of research. Correlational study was applied as stated in the problem to estimate the extent to which different variables are related to one another in the population of interest. The elements of this design included identification of the variables of interest, the group of subjects/respondents where the variables will be applied, and the estimation procedure to determine the extent of relationships.POPULATION SAMPLE AND SAMPLING DESIGNThe data and information in this study was obtained from the official list of Jollibee stores in the National Capital Region taken from Jollibee Center office in Ortigas.

Features:

Computerized Employee Records Computerized Recruitment Process High Capacity Database Multi-Functional Process Real-time Monitoring of Recruitment Process Reduce Cost of time Reduce Paper Works

Title: Human Resource Information System 2013 Quezon City, Philippines

Proponents: Alexis R. Alibayan, Edgar Allan C. Dela Cruz, Don Jerome D. Morla,

Jerny A. Ocampo and Raffy O. Palamos whose are alumnae of Bestlink College of the

Philippines, Quezon City.

Introduction:

The proponents of the HRIS focused principally in monitoring of employee’s information

including the date they got hired until they attain the retirement day. HRIS is more on

tracking employee’s attendance, taking custody and securing the personal information

for the company’s safe integrity.

Scope of HRISThe extents, frontiers and constraints of the HRIS are

conferred in this locale. HRIS aimed to meet the exact

organizational necessities to improve the human resource

management process and activity as the employment figures

becomes incremental. The HRIS scopes are as follows:

Time and Attendance – instantly view key employee

work, history, attendance and distribute schedules of the

employees.

Employee Information – instant access to key employee

information such as employee status in the company and

history.

Leave Monitoring – instant access to view if an employee

is in leave or not and what kind of leave that an employee

availed.

Benefits – it is privileges that an employee can avail.

Performance Evaluation – rates the employee’s

performances and quality in working area.

Limitations Payroll – salary computations of the employees

Accounting – accounts of employees

HRIS Objectives To develop a bigger database for the employee records

and information.

- The project will use one device for the storage,

instead of bulk of file in cabinets. Scanned documents

will replace documents and files on the cabinets. It is

easy to transfer one unit instead of one cabinet.

To ease the way of assigning of schedules and tracking

of employee’s records

- Simply to user code of the employee will be asked

from the administrator or user of the system and the

needed information requested will appear. Relieve the

way of assigning schedules of the employee

To improve the security access of the information

- The proposed system of the HRIS proponents is

protected with valid user code. The attendance of the

employees is valid if the mark scanned by the

biometrics match and the time of the logged in and

out of employee is saved.

HRIS ImplicationsHuman Resource Information System were developed to

make HR department can work with ease and efficiently. HR

firmly administers employee’s attendance and schedule. The

HRIS proponents preferred this system to organize the

important details of HR department. It would be easy for the

department heads to view the time and attendance of the

subordinate employees.

Conclusion

According to the HRIS proponents, every business stumble

upon different problems and every problem has an elucidation.

HR department encountered problems such as slow process of

storing, searching and updating employee’s information at the

right storage. The HRIS developed an efficient and effective

management of human resource and its data. The system is

proficient in storing and updating information and attendance

monitoring of the employees.

HRIS encompassed the following: employee’s attendance

monitoring, leave monitoring, and updating employee’s

information. With the trial and error method of HRIS proponents

in developing the system, errors have been encountered but in

the long run, a successful system had been developed.

Accordingly, HRIS proponents had created a module

systematized the information system of HR with the factors that

affect the whole process including unorganized information.

Even other predicament comes while working the HRIS such as

software installations, meeting the deadlines, financial difficulty,

and time availability of the proponents in HRIS development, but

all of it befalls to the success of the project.

Title: Astra Human Resource Information System

URL: http://www.astra.ph/what-we-do/product-showcase/astra-human-resources-

information-system

Astra Human Resources Information System (AHRIS) is a

user friendly web-based employee information management

system. The system automates and improves the delivery of HR

services, including managing the employee records, facilitating

requests for leaves, overtime and training, tracking the employees'

performance and skills, and allocating and managing the

company's resources.

With the AHRIS, you can:

Centralize employee records, maintain electronic personnel

files

Reduce HR paperwork, avoid missing or losing forms

Automate HR workflows such as performance appraisals,

leave and overtime application processing

Perform better employee performance management and

training needs assessment

Engage your employees! True multi-user and role-based

access extends the HR services directly to the employees,

even to remote sites and satellite offices.

AHRIS is available as on-site, in-house deployment or as a hosted

service. Let us host it for you and forget infrastructure and

additional IT investment.

Employee Records Management

Store, organize, update, and view employee profiles, contact

information, employment information, travel records, etc.

Complete records tracking including position and

employment history, resource allocation, and travel records

Upload documents such as scanned IDs, passports, birth

certificates, etc.

Attendance Management

Real-time attendance tracking of all employees

Easily view vital information such as absences, tardiness,

overtime and under time

Generate statistical reports

Performance Management

Training Management

Manage internal and external training program information

and schedules.

Manages training applications and approvals, and training

history.

Leave Management and Overtime Management

Manage leave credits information, leave applications,

approvals, completions and verifications

Memos and Notifications

Title: KMC Solutions for Human Resource System – 2012

URL: http://kmcsolutions.us/services/human-resources-and-payroll-outsourcing

KMC Solutions is the leading outsourcing and off shoring

corporate services provider in the Philippines. Our company

delivers effective business solutions through a seamless integration

of services, together with our sister companies: KMC MAG Group,

Inc., the country's top real estate services firm and Kittelson&Carpo

Consulting, a business consultancy firm. From finding the right

office space or serviced office, complying with legal and business

requirements down to human resources and payroll management,

KMCS offers a full suite of business process outsourcing (BPO)

and off shoring services that are designed to help foreign

companies and investors smoothly enter the Philippine market and

expand operations in the country.

KMC Solutions has a cross-cultural team composed of

expatriates and Filipinos who collaborates using quality-centric

processes to deliver effective results for our clients. Since 2009,

KMCS has assisted businesses in successfully transitioning and

establishing operations in the Philippines. Our client portfolio

includes SMEs and multinational firms such as Bright, WEIR, and

readily.

Staff Leasing is a type of outsourcing service that allows

business owners (called subscribing firm to lease employees hired

by another firm (professional employer organization or PEO) such

as KMC Solutions. A PEO usually specializes in human resource

management, payroll accounting, and risk administration. In this

setup, the PEO is the actual manager of the employees, and

subscribing firms are technically paying for the services provided by

the leasing firm or PEO.

Whether you own a small-scale business or an established

corporation, staff leasing is a smart option if you wish to outsource

certain job functions and administrative tasks and focus on

managing the business and income-generating activities. Working

with the right PEO or leasing firm can help you reduce unnecessary

costs, lessen the time wasted on administrative tasks, and minimize

the risks involved in having an offshore team.

KMC Solutions provides a quick and efficient process in finding and

hiring the employees you need. Our recruitment and human

resources teams are composed of professionals who understand

the dynamics of the Business Process Outsourcing industry and the

off shoring clientele. We can help you form an effective offshore

team and set up the workstations and infrastructure needed for

your Philippines-based operations.

KMC Objectives:Less administrative costs: 

Instead of spending time and money to keep up with the

various employment-related laws, tax filing policies, compliance

requirements, and other payroll-related filings, KMC Solutions will

take care of all the administrative requirements, allowing you to

focus more on income generating activities and maintaining your

business' competitive edge.

Access to expert advice on handling Filipino employees: Cultural differences and barriers can make it a little more

challenging to manage your employees. By partnering with KMC

Solutions, you can get an accurate and comprehensive insight into

management styles and advice when handling your Filipino team.

Provide better benefits at a lower cost: KMC Solutions will help you provide the best benefits and

compensation package for your employees at the lowest cost

possible. Through our localized knowledge and expertise, we are

capable of creating a superior package that includes health care,

life plans, and other benefits.

Human resources management, consulting, and benefits

administration are crucial aspects of the business. Managing the

employees, however, can take up too much time and effort and can

be very costly especially for entrepreneurs or business leaders who

are already busy with revenue-generating activities. This task can

also become more difficult when working with foreign laws and tax

systems.

Human resources and payroll outsourcing can lessen

administrative processes and speed up the firm's productivity. Ideal

for businesses of all scales, HR and payroll outsourcing is designed

to optimize a company's talent management, reduce administrative

costs, and improve overall efficiency. It also simplifies a firm's

transition to a new location like the Philippines as businesses get

access to an entire suite of human resources and payroll

management services.

From recruitment, employee training, and benefits

administration, to legal services (i.e. advice regarding Philippine

labor laws) and payroll management, KMC Solutions provides

effective HR support that help outsourcing firms reduce

expenditures, reduce risk, and quickly set up a functioning office in

the Philippines.

Reduced costs: Through outsourcing your business' human resources and

payroll functions, you can avoid hiring additional people for non-

income generating tasks and save on overhead costs such as

adding more equipment and space to accommodate and train

additional employees.

Fast and convenient setup: Once we have identified and discussed your requirements

as well as the project's timeline, KMC Solutions will quickly setup

your office together with the HR services that you need. Your

business will continue to operate as usual with lesser downtime.

Full suite of HR and payroll services: KMC Solutions offers

comprehensive set of services that are designed to optimize our

clients' talent management, reduce costs, and improve process

efficiency.

Human Resources Management: Recruitment, selection, and deployment

Orientation and training

Termination and redundancy control

Compensation programs

Management and legal reports

Title: The Profiling, Attendance and Leave Monitoring System (PALMS) 2013 – Quezon City, Philippines

Proponents: Mark Anthony B. Leyza, Ma. Lourdes M. Mejia, Mary Joy B. Monticalvo

and Aunor H. Pagcanlungan whose are the alumnae of Bestlink College of the

Philippines, Quezon City.

The PALMS proponents developed a software application that supports the application

specific to the HR automation in an intranet specific to a company there by allowing the

integration of all the employees pertaining to that organization. It tracked all of the other

departments related to the organization and allowed the HR to update the employee

details whenever there are changes. It brought onto a string the employee specific

suggestions and frees to post the requirements to the HR. Thus, it brought the

organization more specific regarding the maintenance of the organization.

Scope of PALMS

The locale discussed the scope of PALMS. PALMS managed employee information

including the day that an employee started until the termination of the contract. The

system does not supported by web-based or online structure. The following are the

extents of PALMS:

Management of employees personal information

Attendance and Leave Monitoring

Daily, Weekly, Monthly and per cut-off (15/30)

attendance report generation

Absenteeism and Late Monitoring

201 Files Management

Employees Evaluation

PALMS Objectives

To create Systematic database information for every

employee of the company

To provide fast, easy, convenient and time saving storing

and retrieval of employees data

To maintain high employees morale and human relation

by sustaining and improving the various conditions and

facilities through database connections.

To strengthen and appreciate the assets continuously by

providing training and development program.

To safeguarding the interest of the employees by

securing the highest level of understanding to the extents

that does not leave a negative impact on the

organization.

To promote industrial democracy in a way of protecting

the interests of both employees and company.

To develop and optimally exploit human intellect,

managing physical and emotional capital of the

employees.

Conclusion:

PALMS proponents discussed that everybody can learn more about the benefit of

globalizing HR activity were it focused in Profiling, Attendance and Leave Monitoring of

every employee. Furthermore, PALMS globalization gave the ability to analyze

employee’s data, give the employee a high security for the significant information.

The foremost point of the locale was to know and understand the types of PALMS

models. The PALMS proponents therefore conclude that information technology gives a

new breath on human resource management field.

FEATURES Foreign Related Studies

Local Related Studies

Service Management

System R1 R2 R3 R4 R5 R6 R7 R8 R9 R10 HRRAMS

Recruitment Management

√  √ √ √     √ √ √

Record keeping √ √ √ √ √ √ √Time saving √ √ √ √ √ √ √

Monitoring System √ √ √ √  √ √ √ √ √Error Management √ √ √ √Minimize failure √ √ √   √Efficient √ √ √ √ √ √ √ √Reduce Cost of time √ √ √ √  √ √   √ √Online service   √   √Create Reports   √   √ √ √  √Reduce Manual Process √ √ √  √ √ √ √ √ √ √Reduce paper works √   √ √Secured record √    √ √ √ √ √ √ √Tracking system √ √ √ √ √ √User Friendly Interface √     √   √ √   √Global Contact Management

Matrix

Chapter 3.0 EIS Project Management and Development

3.1 Risk Mitigation, Monitoring and Management Plan

1.0 Introduction

This section gives the overview of the Risk Mitigation, Monitoring, and Management Plan.Risk Management is the systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of

adverse events to project objectives. A risk management plan defines how a project team will handle risks to achieve that goal.

1.1Scope and intent of RMMM activities

The goal of the risk mitigation, monitoring and management plan is to identify as

Many potential risks as possible. To help determine what the potential risks are.

The project will then be analyzed to determine any project-specific risks. When

all risks have been identified, they will then be evaluated to determine their

probability of occurrence, and how the system will be affected if they occur. Plans

will then be made to avoid each risk, to track each risk and to plan for those risks.

It is the organization’s responsibility to perform risk mitigation, monitoring, and

management in order to produce a quality product. The quicker the risks can be

identified and avoided, the smaller the chances of having to face that particular

risk’s consequence.

1.2Risk management organization role:

Risk management is a large and important undertaking. In larger

organizations, a risk management committee, team or department may be

formed to handle the risk management process. Once the risk management

process is in place, everyone in the organization has a role to play from

identifying risks to following policies and procedures to completing forms and

reports.

Role of the Project Team

Maintaining the Risk Management and distributing updates

Briefing the Project team on the status of risks

Report new risks to the Project Manager if new risks occur

Review and recommend to the Project Manager the overall changes on risk

management

Assist in the review of major cases.

Role of the Client

Plan a meeting or maintenance to reduce and moderate the risks.

To manage risk by developing a risk mitigation plan that prioritizes

implements, and maintains controls.

Preparing risk briefings, and reports.

Providing risk management training and Facilitating risk assessments.

1.0 Risk Description

This section describes the common risks that are going to be encountered during

this project.

2.1 Risk Table

The following table describes the risks associated with the project. The appropriate

Categories of the risks are also given, as well as probability of each risk and its

impact on the development process.

2.1.1 Description of Risk

Project Team Risk: In this risk the project team should ensure their availability

and cooperativeness to develop the system

Business Impact Risk: In this risk if the proposed system does not meet its goal,

basically the project team fails to help and improve the manual or existing system

of the company.

Financial Risk: If the client disagree the agreement about the proposed system

cost because of low financial budget of the company.

Competition Risk: In this risk the project team will encounter another developer

that can develop or enhance the system that the project team made.

Process Risk: If the proposed system does not meet the standards set by the

client it is a failure. This can be happen because of the client failed to describe

their needs or the project team failed to understand the project.

Technology Risk: There are some software that are obsolete, it may cause the

software to malfunction its process or it may cause to occur errors.

2.1.2 Probability and Impact for Risk

Category Risk Probability Impact

Project Team Risk Lack of cooperation and availability 40% 3

Business Impact Risk Product may harm the business 10% 2

Financial Risk Lack of financial Budget 20% 2

Competition Risk Low on maintenance 20% 1

Process Risk Low product quality 30% 2

Technology Risk Obsolete technology 10% 2

Table - Risks Table (sorted)

Impact Values: Description

1 Catastrophic

2 Critical

3 Marginal

4 Negligible

Above is the table that categorizes the risks involved in software development. It gives

brief description of the risk in Risks column and also provides the probability of risk

occurring in percentages in Probability column and also the impact of the risk in the

Impact column.

The impacts values assigned to the each risk are described in the section below the

risktable. It is very convenient way to look at the risk and derive the information of the

risk.

3.0 Risk Mitigation, Monitoring and Management

In this section defines the Risk Mitigation, Monitoring, and Management to avoid, to

monitor, to reduce and to avoid the possible risks that may come.

3.1 Risk Mitigation for Risk

Project Team Risk: The Project Team will conduct a meeting to

give the details about the member’s availability. The project team

members should have cooperation with each other to avoid mess

up with the system project to have a unity agreement of ideas.

Business Impact Risk: In this risk category the project team will

gather all the information about the process of the company for

improvement and enhancement of the manual or existing system

and to make a reliable and secured system.

Financial Risk: In this risk the company and the project team should

make an agreement about the cost of the proposed system. If the

proposed system is finish and the company did not meet the

agreement, the project team has the right to close the agreement

and sell it to another company.

Competition Risk: The project team will give what the company

needs to have a faster systemic process. And avoiding of

interruptions for their exchange of data and information for the

system flow for continuous process.

Process Risk: In this risk category the project team will conduct a

survey or questions about the flow or process of the company to

gather all the necessary details for the project to avoid

misunderstanding about the client needs.

Technology Risk: In this risk the Project team recommends the

company to use updated software to avoid obsolete software and

the team recommends updating the installed software.

3.2 Risk Monitoring for Risk

Project Team Risk: The team will monitor the attendance for every

meeting conduct by the project manager to figure out who is

attending and who is not. And for whom not attending they will take

punishment to avoid during the development of the project.

Business impact risk: the team will conduct regular meeting with

the client to meet their needs for the company to gather more

information about the project.

Financial risk: the team will avoid the high budgeted items for the

project, specially for regularly expenses of the company and will

conduct a meeting with the client to tell them what could be

happen in future in their plan.

Competency Risk: The project team will ask the client regularly for

changes and updates of the system.

Process Risk: the team will teach employee how the system use

and its process, so they can teach it for the new employees will

use the project in future.

Technology Risk: The Project team will monitor the latest version

of software that has license for a longer use.

3.2 Software Configuration Management Plan

1.0 Introduction

The purpose of software configuration management plan is to plan, organize,

control and coordinate the identification, storage and change of Software through

development, integration and transfer. Every project must establish a software

configuration management system.

1.1Scope and Intent of SCM ActivitiesThe purpose of the SCM is to track any changes made during the software

development plan. Project management is responsible for organizing software

configuration management activities, defining software configuration

management roles and allocating staff to those roles. Each group has its own

characteristic requirements for software configuration management. Project

management requires accurate identification of all items, and their status, to

control and monitor progress.

SCM Activities are developed to

Identify the software components

Ensure the software components are available and accessible

Ensure every change to the software is approved and documented

Ensure the history of changes is kept, to make it possible to discover who

did what and when

1.2SCM Organizational RoleIdentifies and describes the key players responsible for implementing and

participating in CM activities. It is possible, and very likely, that a single

individual may perform one or more of these roles. This is acceptable if the

Project Manager designated that individual to fill multiple roles that are clearly

described in the CM plan.

Program Manager

Manages appropriate schedule, budget, and resources

Ensures adequate resources are available for CM activities Oversees overall project reviews Provides leadership and program support for a wide range of analytical,

management, and coordination duties Helps CM manager determine CM training for staff Manages projects and resources to ensure that CM principles are followed Develops descriptive documentation 

CM Tool Administrator

Maintains and controls access to the change tracking system (including CRs)

Supports all activities relating to CM tools Maintains version management tool Maintains requirements tool Maintain and support testing tools

Developer Team

Prepares system requirements documents Prepares system design documents Participates in configuration audits and reviews Provides impact analysis in his or her area of expertise Develops IT system, build codes and fix bugs

Responsible for system integration

Translates design elements into traceable source code elements

Participates in configuration audits and reviews

Provides impact analysis in his or her area of expertise

2.0 SCM TaskIn this section the project team will analyze the important SCM tasks and will

assign responsibilities for each member. The project team will perform Software

configuration management tasks for the development of the software configuration.

The project team and the client will conduct a meeting for the changes that affect the

use of the software.

2.1 Identification of Configuration

In this section the project team will describe and track multiple versions to enable

efficient changes

2.1.1 Description Identify Changes The project team should identify the changes in the software to find out if it

is necessary or if not. The project team should assign 1 or 2 members for

identifying the changes.

Change Control The process of evaluating, approving or disapproving, and managing changes to controlled items. The project team should track the configuration of each of the Configuration identification, to approve a new configuration if necessary, and updating the system

Documenting the ChangeThe Project team will document every little change during the software

development in order for the documentation would be synchronized to the

software development.

Implementation of ChangeFirst the Project team should conduct a test configuration for implementation to

fix the bugs and errors of the system. After the test configuration the project team

will now implement the changes to find out if it is necessary and make it finalize.

2.1.2 Work products and documentation Identifying the change

After the change has been identified, a change request will

be provided and will be sending to all the project team

members.

Approved Change

When the change has been approved, that’s the time to

execute the changes to the software development

concerning the software and the documentations.

Control Change

After the evaluator got the change request form, change

report form will be generated.

Documenting the change

Once the change is approved the proponents will document

the change in the library. And the proponents will change the

software version number if it is necessary.

Implementation of change

The last one is to implement the change. The proponents

must ensure that the change is being implemented and with

the approval of all the project team members

2.2Configuration Control

2.2.1Description

Change Control is the main function of the Change Management

Process. The Change Management Process is the systematic evaluation,

coordination, development, approval or disapproval; and implementation

of changes after the establishment of a baseline. Changes are managed

from their inception to final resolution to ensure that a standard repeatable

process is maintained for handling proposed changes and to ensure that

unauthorized changes are not introduced into a controlled baseline.

System Change Requests (SCRs)

Software Change Form. The DOCS System Administrator will:

Review the DOCS User Request for Software Change form.

Forward to the appropriate Configuration Management Board

members for initial approval.

Complete a System Change Request if the change has been initially

approved.

Enter the SCR on to the SCR Log.

Forward the SCR to the Project Manager.

Software and Documentation Problem Reporting

User-related

The problem is a result of the improper use of the system by the

user. A user-related problem will be addressed immediately.

System-related

The problem is a result of an error within the system (e.g., the

application software, the telecommunication software, hardware

failure/malfunction). Generally system related problems are classified as

other with a Type 1 priority, and will be addressed immediately. All system

support documentation will be corrected promptly.

Change Tracking System

SCR number.

Originator.

Date of origination.

Date of initial review.

Initial Configuration Management Board Date.

Assigned analyst.

Proposed solution date.

Date of second CMB review.

CMB decision (accept, reject, rework).

Proposed implementation date, and remarks.

2.3 Version Control

2.3.1Description

A version is an identified body of software and documentation. It

is the initial release or re-release of a software configuration item.

When a body of software is generated to satisfy a specific purpose,

all component parts are identified at the level at which it exists at the

time of release.

2.3.2 Increasing Version Number

When a change request is filed, a change report will be

created. After the change is finalized, it will be documented in the

library. The proponents will be using a decimal point version

number system:

<Major update>.<minor update><bug>

Bug Fix

If enough bug fixes have been done on the product,

the bug fix portion of the version number will be increased.

The number of user visible bug fixes will also affect when the

bug fix number is increased. The more visible bug fixe have

been made, the closer the bug fix number will need to be

increased.

Minor Update

If the software come up a new process or functionality

that has been added that will make the software increase the

user-friendliness and performance but does not change the

way a function work, the minor update number may be

increased.

Major Update

The proponents do not foresee any change in major

version number. The product will be labeled as version 1.

.

2.4 Configuration Status Accounting (CSA)

The proponents will be using three different ways to communicate with the team

members and to inform others that changes may concern.

2.4.1 Description

The proponents will use the following ways or tools to communicate with other members

or the people associated with software development:

• Verbal Communication

Since the software development team is small and all the team members are in

constant touch with each other it would be better to communicate verbally.

• Phone Calls

The proponent’s members have their own cellular phone so it would be easier and fast

to communicate with each other.

3.3 Software Quality Assurance Plan1.0 Introduction

A Software Quality Assurance is involved in the entire software

development process to ensure the quality of the final product. This can include

processes such as requirements gathering and documentation, source code

control, code review, change management, configuration management, release

management and the actual testing of the software.

1.1 Scope and Intent of SQA Activities

The objectives of SQA are:

•Control of software documentation and the changes made to it

•Multi testing strategy is draw

•Strategic Human Resource management

•Effective Software Engineering technology

•Documenting the software development.

1.2 SQA Organizational Role

Project Manager : Brazan, Jonald

System Analyst : Macariola, Daryl S.

Business Analyst : Matan, Wilfredo Jr.

Lead Programmer : Osorio, Kent Bryle

Document Specialist : Macariola, Daryl S.

Project manager, as a profession, is both a science and an art,

following a systematic process. The Project Manager (PM) needs

constant interaction with Stakeholders, which will bring involvement

from them as well as complete information to manage the project.

In addition, the PM must keep documentation updated in order to

have justification for each major action taken for future reference.

Hence, the PM is responsible for accomplishing the project

objectives within the constraints of the project (Scope, Time,

Resources, and Performance Specifications).

The System Analyst will be the one who is assigned for checking

the business process and the technology to be used to obtain the

objective of the software development.

The Business Analyst will be the one who will communicate with

the client and attending the meetings with them and negotiate

about the changes that the client might be requested to the

development team.

The Document Specialist will be the one who document every

changes and updates regarding with the software development and

right down all the corrections to the documents.

The Lead Programmer will be the one who assigned for designing

and coding of the programs during the software development

phase. It is his/her responsibility for developing the software and

revise the software when there are changes just to make sure that

the software hits the objective and assess with the quality of the

software.

2.0 Software Quality Assurance Task

Voting System

Communication with the client

Gathering of data and information

Research, Surveys, Questionnaires and Interviews

Close Contact with the Client

2.1Task Overview

Task1(Check the Requirements) - The Engine Software Engineer will check with

the Requirements Specification on a weekly basis to make sure that what he is

coding conforms to the original design. This process will ensure that the product

meets the client’s expectations and standards and that the engine, up to its

current point, is working properly.

Task2 (Perform a hands-on evaluation) - Each member of the group will routinely

perform a hands-on evaluation of the user-interface. Noted evaluation criteria will

be: ease of use, principle of least astonishment, unobtrusiveness, and overall

attractiveness. This is done to ensure that the user-interface is evaluated

honestly, and remains easily understandable and attractive.

Task3 (SQA leader will be appoint some activities) - An SQA leader will be

appointed to (1) control the frequent SQA reviews; (2) keep track of all SQA

meetings; and (3) manage the flow of information to the correct software

engineer. In addition, the SQA leader will review each product defect or

enhancement that has been reported, and then assign a priority rank to each.

The higher the priority rank, the more important it is to fix the defect or

enhancement. Priority ranking will be determined by a group discussion,

involving the software engineers, and headed by the SQA leader.

2.2 Standards, Practices and Conventions (SPC)Every software engineer’s work will be evaluated weekly to ensure

that the project is continuing smoothly and on schedule. Upon review, the

current prototype will also be checked to determine if the software engineer

is deviating from the original specification.

Unscheduled reviews of every software engineer’s work will be

conducted to ensure that each subsystem is given ample attention during

implementation. By making unscheduled evaluations, it can be determined

whether the software engineer is allocating enough time for each subsystem

or if the work is being rushed without attention to detail.

Task1 (Check the Requirements)

As a result of Task 1, any major deviations that occur will be

expressed tothe other group members and documented on a separate

defect log. Documentation will ensure that each group member is aware of

the change(s) made to the engine so that each part of the project can be

adjusted accordingly.

Task2 (Perform a hands-on evaluation)

As a result of Task 3, all suggestions or concerns are expressed to

the User-Interface Engineer. These are recorded in the defect log. Based

on these concerns, the User-Interface Engineer takes note and makes the

appropriate adjustments to the user-interface to make sure that the final

product is satisfactory.

Task3 (SQA leader will be appoint some activities)

As a result of Task 5, all suggestions or concerns expressed during

each evaluation will be recorded. In addition, each recorded item will be

assigned a priority ranking and the date the item was reviewed. All

requests for defect fixes and enhancement implementations will be

recorded.

Every software engineer’s work will be evaluated weekly to ensure

that the project is continuing smoothly and on schedule. Upon review, the

current prototype will also be checked to determine if the software

engineer is deviating from the original specification.

Unscheduled reviews of every software engineer’s work will be

conducted to ensure that each subsystem is given ample attention during

implementation. By making unscheduled evaluations, it can be determined

whether the software engineer is allocating enough time for each

subsystem or if the work is being rushed without attention to detail.

3.0 Reviews and Audit

A formal technical review (FTR) is a software quality assurance activity that is

performed by software engineers. The objectives of the FTR are:

Uncover errors in function, logic or implementation for any

representation of the software;

To verify that the software under review meets its requirements;

To insure that the software has been represented according to

predefined standards;

To achieve software that is developed in a uniform manner;

To make projects more manageable.

3.1 Generic Review Guidelines

3.1.1Conducting a Review

There are two kinds of review we’ll do, review cases with the

client and review cases with other teammates.

For the changes that will affect the client’s performance

when they use the software, we have to consult them first. But

before taking the cases to the client, the proponent has to agree

with the change, and keep a good record of the project before and

after changes.

3.1.2 Roles and Responsibilities

Project Manager – Will support the project team for better result

as addition PM is responsible for accomplishing the project

objectives within the constraints of the project (Scope, Time,

Resources, and Performance Specifications).

System Analyst – Will analyze the quality of the project and

checking the technology to be used to obtain the objective of the

software development.

Business Analyst – Should communicate well with the client and

attending the meetings with them and negotiate about the

changes that the client might be requested to the development

team.

Lead Programmer – Should responsible for the codes and

better function of the software. It is his/her responsibility for

developing the software and revise the software when there are

changes just to make sure that the software hits the objective

and assess with the quality of the software.

Document Specialist – Should document every changes and

updates regarding with the software development and right

down all the corrections to the documents.

3.1.3 Review Work Products

In every meeting the project team discussed and plans what

can do to create a better and have quality software. The

proponents have to make an individual work report. The report

includes the assignments for each member for the past weeks,

problems encountered, problems that can’t be solved, conflict with

the client, changes of plans, execution of the plans and its

corresponding personnel involved in every task that is given to

each member of the group. The proponents divided the task and

being deployed to each member in order to execute the

development phase as quick as possible. This work review is very

important when it comes to responsibility and finishing the job

within the allocated deadline.

3.2 SQA Audits

The proponents will have a role given to each of the members. It is the

title job in the group, on which they have to do their respective role

throughout the development of the software.

The proponents are given a certain task to comply within the

development phase. All of the activities that have been scheduled

throughout the software development have been documented.

Discussion and brainstorming within the proponents have been listed

down in order to determine the possible method or strategy to use.

Minor changes that can affect the project should be discussed within

the project team members before it can be executed.

Reporting on the client when there are changes in the project should

be from time to time to avoid conflicts between the project team and

the client.

If there are new technology, techniques and tools to use to improve the

performance of the HRRAMS system it must have been discussed

from the project members and consult the client’s approval.

The report includes the assignments for each member for the past

weeks, problems encountered, problems that can’t be solved, conflict

with the client, changes of plans, execution of the plans and its

corresponding personnel involved in every task that is given to each

member of the group.

The proponents divided the task and being deployed to each member

in order to execute the development phase as quick as possible. This

work review is very important when it comes to responsibility and

finishing the job within the allocated deadline.

4.0 Problem Reporting and corrective Action/Follow up

This section will clarify the issues, problem reporting mechanism that occur as a

consequences of the FTRs that are conducted and the means for corrective action

and follow-up.

4.1Reporting Mechanism

The Project Team will use verbal communication, phone calls and

meetings with the client to clarify the needs and requirements of the

software. Since the software is created through a LAN-based, the project

team decides to report mostly in person. The project team will provide the

report concerning the development of the software on which it is documented

in step by step process. The client will receive a hard copy for them to review

the changes and added request for the software development. The result will

be sent to all of the project team members for reference and to evaluate the

client’s feedback.

4.2 Responsibilities

The proponents select a leader which is the Project Manager. The

Project Manager is the head of the team, on which he/she is the one that is

responsible for creating the final decision. Each member has its own role for

the software development life cycle.

Project Manager: Brazan, Jonald

Manages the team

Project Execution

Planning Strategy

Project Initiation

Project Control throughout the software development

Risk Management

Resolving the issues within the client and team members

Budget the project costing

Scheduling of tasks for the project team members

Leader of the team

System Analyst:Macariola, Daryl S.

Handling of business Rules

System Design Document

Technology Analysis

Document Framework

Business Requirements interpreter

Investigate the business requirements

Business Analyst:Matan, Wilfredo Jr.

Analyze business process

Business plans Monitoring

Translate Business process

Requirement management

Requirement Analyst

Analyze Requirement

Communicate w/ clients

Document Specialist:Macariola, Daryl S.

Analyze the audience

Documenting the business process

Craft the right message

Distil the message into effective documents

Release the documentation

Evaluate the results

Check the changes in documents

Lead Programmer: Osorio, Kent Bryle

Correct errors on the system coding

Handling System Software

Program Development

Perform System Analysis

Train subordinates in programming

Develops programming methods

4.3 Data Collection and Valuation

To properly conduct software quality assurance, data about the software

engineering process should be collected, evaluated, and disseminated.

Statistical SQA helps to improve the quality of the project and the software

process itself.

During the planning phase of the proponents, general meeting has been

conducted from time to time to come up a good strategy and procedure to

work with. Every task has been given to each of the team member and it has

a corresponding deadline. The planning phase has been discussed within

the project team members, collection of ideas, brainstorming and then

finalizes the scheduling. The next step is to execute the schedule of each

team members, everyone have to make a report of their execution of their

task. The execution has been done through interviews with the client,

research on the library, evaluating a survey result, observation and online

researching. Collection of the data and information can acquire through

these methods. After the collection of data, the proponents have to make a

prototype system to interpret the collected data. If the prototype has been

approved by the client, then that’s the time to execute the software

development that corresponds the business rules of the company.

4.4 Statistical SQA

Any defect submitted to the SQA leader will be analyzed. The underlying

cause of the product defect will be traced. Once the cause has been

identified, the source of the problem is discussed with all group members to

determine the best possible course of action. Once a decision has been

made, the software will be further analyzed to determine if correcting the

original defect has caused any new problems. The group will again

determine the best possible solution to correct the defect.

5.0 Software Process Improvement Activities (SPI)

5.1 Goal and Objectives of SPI

The goals and objectives of the SPI are to lower the frequency of software

defects and to determine the underlying cause of the defects that occur.

Furthermore, once the underlying causes have been identified, measures will be

taken to determine the best course of action to eliminate the problem.

5.2 SPI Task and Activities

Based on the Statistical SQA information gathered, the SQA leader will

keep a tally of what errors or causes of errors occur most frequently. The more

often a defect occurs from the same underlying cause, the more problematic an

area will be considered. Depending on the nature of the cause and the

individuals involved, two actions can take place: (1) the SQA leader will

investigate the Statistical SQA information and the defect log to determine if the

problem area exists primarily for a single software engineer, or (2) if every

software engineer experiences the same problem. If the problem occurs mostly

from one software engineer, the software engineer will be informed of the

frequency of the personal problem area. Most often, the software engineer has a

better idea of how to handle his own implementation oversights, however, the

SQA leader will give suggestions on how to reduce the error. If the problem

occurs from all software engineers, the software engineers’ development

practices will be analyzed to determine the cause of the problem. The problem

and possible solutions will be examined at an SQA meeting to all of the software

engineers. Sometime later the SQA leader will re-evaluate the Statistical SQA

information to determine if the problem area has been reduced. If not, the

problem area is analyzed once again to determine what can be done to reduce

the occurrence of the defect.

6.0 Software Configuration Management and Overview

Software Configuration Management is a project function with the goal to make

technical and managerial activities more effective. Software configuration

management (SCM) is the discipline of controlling the evolution of complex software

systems. This chapter surveys tools that support or automate aspects of SCM. It

proposes a standard terminology, describes the areas that are amenable to

automation, discusses a representative set of existing SCM tools, and identifies

directions for future research and development.

7.0 SQA Tools, Techniques, Methods

All SQA activities will follow the same guidelines and methods. Every SQA

meeting will include every group member. Every group member is expected to

participate in the discussion. Any group member not attending the review will be

notified by the SQA leader of what took place at the review. The SQA leader will

oversee the discussion and will take notes of any defects or enhancements that

need to be analyzed. The SQA team will analyze the defects or enhancements and

determine their complexity, impact on the system, and priority. Once prioritized, the

SQA leader will assign each item to the software engineers along with their priority.

After a defect has been eliminated or an enhancement added, the software

engineer will inform the SQA leader at the next SQA review. The SQA leader will

take note of the correction. No special tools will be necessary for SQA although

access to a central database that all group members can access would be helpful

to cut down time and duplication of error.

3.4 System Specification

1.0Introduction

This section gives a general overview of the Human Resources Recruitment,

Assignment and Monitoring System (HRRAMS) under the Service Management

System.

1.1Goals and Objectives

The main purpose of the Human Resource Recruitment, Assignment and

Monitoring System (HRRAMS) is to provide a computerized hiring and

profiling of the security agency. The goals and objectives of Human Resource

Recruitment, Assignment and Monitoring System are the following:

To monitor the deployment and assignment of the employees

To create a lists of undeployed and deployed employees

To create a secured database to secure all the employees records and

important files and to track easily the employee’s information.

To provide quick viewing of the employees profiles and records.

To create a secured database for employees requirements and

training records of employee’s.

1.2 System Statement of Scope

The general statement of the Human Resource Recruitment, Assignment

and Monitoring System (HRRAMS) should be specified and provided in this

section. That is the information has to be produced, what the major functions

are implemented and what data are provided as the input to Human

Resource Recruitment, Assignment and Monitoring System.

1.2.1 General Requirements

The following general requirements were identified and specified for

the Human Resource Management System.

A way in which the company could monitor and create an

employee’s attendance in real time

A way in which the admin could track the employee’s

records and information.

A way in which the data and information could be saved in a

secured database

The system could manage the employee’s performance

through attendance monitoring

The system could handle an employee’s leave information

Interface Enhancements

Clients/users have requested an interface enhancement for

efficiently and effectiveness of the system.

Database Administrative Interface

The HRRAMS will provide a secured database on which the user

could save, edit and delete existing information and records at ease

with the use of MS SQL database.

Trainings

The system is a user-friendly for the client/user to easily adopt the

process and the flow of the HRRAMS.

1.3System Context

Eventually Human Resource Recruitment, Assignment and Monitoring

System (HRRAMS) is a software that helps the clients to recruit an

employee’s that the company needs. In addition, the proposed system can

also monitor the employee’s attendance and leave.

1.4Major Constraints

Time

The Project team has two to three months to finish all documents and

software enhancement. The advantage is the Project team gathered

different ideas and information about the system but disadvantage is

the team cannot implemented all of the ideas, and at the same time

the team have classes to attend.

Workforce

The project team have maximum of five members. That is why the

team should cooperate on doing the documents and interface

enhancement and to do their corresponding roles.

Funding

The worst constraint for project team, the team is lack of financial to

support the expenses for making the documents and to develop the

proposed system.

2.0Functional Data Description

This section describes overall system function and the information domain in which

it operates.

2.1System Architecture

2.1.1 Architecture Model

2.1.2 Subsystem Overview

Recruitment and application Information

This form includes the application form, the priority requirement and

hired employees information for deployment.

Deployment Information

In this form the service management deployed the hired employees to

meet the client needs, the deployment form consists of number of

employees being deployed, the date of deployment, and the assigned

place.

Assignment monitoring

This form shows the list of unemployed and deployed employee and

in which company they would be assigned, the date of deployment,

the number of employee’s being deployed and the assigned place of

employee’s.

2.2Data Description

2.2.1 Major Data Objects

1. Login Form

Username – This is the name used to enter in the login window

in order to make an access to the system

Password – This is a unique codename or anything

personalized data used to verify the access attempt of the user

or the system administrator.

User Type – This is used to differentiate the accessibility level of

the person who wants to enter into the system.

2. Add employee/Application Form

ID Number – This field contain the unique reference number for

each employee / applicant as they hired in the company

Name – This field contains the first name, surname and middle

initial of an employee / applicant

Address – This field contains the current address of the

employee / applicant

Gender – This drop-down menu contains the gender of the

employee / applicant

Birth date - This field contains the month, year and day of birth

of the applicant / employee

Age – This field provide the current age of the employee

Civil Status – This field identifies the current civil status of the

employee / applicant

Height – This field contains the height of the employee

Weight – This field contains the weight of the employee

Religion – This field contains the religion of the employee

Citizenship – This field contains the citizenship of the employee

Contact Number – This field contains the contact details of

employee / applicant

Parent’s Name – This field contains the parent’s name of the

employee / applicant

Language Spoken – The dialects on which the employee are

using or the language that could speak by the applicant

Contact Person – It indicates the name of the person to be

contacted when emergency happens to the employee

Contact Address – It indicates the address of the person to be

contacted when emergency happens to the employee

Educational Background – These fields contain the information

of the educational attainment of the employee / applicant

Children- This table contains the number of employee children.

Spouse- This field contains of husband/wife of employee

2.2.2 Relationships

2.3Human Interface Description

The HR manager has to give an application form to the applicant to be

filled up and meet the requirements and after that the HR personnel will

collect all the application form and the requirements and compile it in a folder

and put it in a locker or a drawer, just like with the deployment form they will

also manually compile all the form and put it in locker or a drawer. When the

HRRAMS will be implemented, the HR personnel logs into the system using

the username and password in order to access the save records , files and

information. The username and password enters to the login window. It will

verify into the database if the attempt was valid or invalid depends on the data

that has been entered. If the username or password entered is correct, the

first window that will pop up is the main frame or the main window. User could

choose or command a shortcut key to add employee, search employee, to

view employee’s records, deployment information and assignment monitoring

information. The user could also print assignment reports but this function will

be accessible only for HR manager for security to avoid random or public

access. MAIN FRAME WINDOW, This window consists of recruitment and

application form, deployment panel and assignment monitoring panel, the

user can view the panel without making or overlapping another frame. The

main frame has a login form for security, only the HR manager / Admin could

access the whole frame, he can add employee’s information for deployment

and for assignment monitoring and he could also print reports. The user has

their own username and password they can view the main frame but they

cannot access the panel. Recruitment and application Information, This form

includes the application form, the priority requirement and hired employees

information for deployment. Next is Deployment Information, In this form the

service management deployed the hired employees to meet the client needs,

the deployment form consists of number of employees being deployed, the

date of deployment, and the assigned place. Lastly the Assignment

monitoring, this form shows the list of undemployed and deployed employee

and in which company they would be assigned, the date of deployment, the

number of employee’s being deployed and the assigned place of employee’s.

3.0Subsystem Description

3.1Subsystem Flow Diagram

This section describes the flow of the HRRAMS in the form of data flow

diagrams.

3.1.1 Add Employees

3.1.2 Assignment Monitoring

3.1.3 Deployment

4.0Enhancement Prototyping

4.1Prototyping Requirements

Login window

Recruitment

Deployment

Assignment

3.5 Software Requirements Specification

1.0Introduction

This section gives a general overview of the Human Resources Recruitment,

Assignment and Monitoring System (HRRAMS) under the Service Management

System.

1.1Goals and Objectives

The main purpose of the Human Resource Recruitment, Assignment and

Monitoring System (HRRAMS) is to provide a computerized hiring and

profiling of the security agency. The goals and objectives of Human

Resource Recruitment, Assignment and Monitoring System are the

following:

To monitor the deployment and assignment of the employees

To create a lists of undeployed and deployed employees

To create a secured database to secure all the employees records and

important files and to track easily the employee’s information.

To provide quick viewing of the employees profiles and records.

To create a secured database for employees requirements and

training records of employee’s.

1.2 System Statement of Scope

The general statement of the Human Resource Recruitment,

Assignment and Monitoring System (HRRAMS) should be specified and

provided in this section. That is the information has to be produced, what

the major functions are implemented and what data are provided as the

input to Human Resource Recruitment, Assignment and Monitoring

System.

1.2.1 General Requirements

The following general requirements were identified and

specified for the Human Resource Management System.

A way in which the company could monitor and create an

employee’s attendance in real time

A way in which the admin could track the employee’s

records and information.

A way in which the data and information could be saved in a

secured database

The system could manage the employee’s performance

through attendance monitoring

The system could handle an employee’s leave information

Interface Enhancements

Clients/users have requested an interface enhancement for

efficiently and effectiveness of the system.

Database Administrative Interface

The HRRAMS will provide a secured database on which the user

could save, edit and delete existing information and records at ease

with the use of MS SQL database.

Trainings

The system is a user-friendly for the client/user to easily adopt the

process and the flow of the HRRAMS.

1.2.2 Extended Enhancement

Database Enhancement

The project team will enhance the data base for high level security

for the system to avoid random or public access and to secured all

the important data, and to avoid errors and bugs.

1.3 System Context

Eventually Human Resource Recruitment, Assignment and Monitoring

System (HRRAMS) is a software that helps the clients to recruit an

employee’s that the company needs. In addition, the proposed system can

also monitor the employee’s attendance and leave.

1.4 Major Constraints

Time

The Project team has two to three months to finish all documents and

software enhancement. The advantage is the Project team gathered

different ideas and information about the system but disadvantage is

the team cannot implemented all of the ideas, and at the same time

the team have classes to attend.

Workforce

The project team have maximum of five members. That is why the

team should cooperate on doing the documents and interface

enhancement and to do their corresponding roles.

Funding

The worst constraint for project team, the team is lack of financial to

support the expenses for making the documents and to develop the

proposed system.

2.0 Usage Scenario

This section will define the user level of the Human Resource

Management System (HRMS). This will define the user type and the

accessibility level upon logging in into the system.

2.1 User Profiles

The Human Resource Management System (HRMS) will have the

following levels of users:

Read / View (User)

Full Control (Admin)

Read/ Write/ Modify All (HR Manager)

Read/ Write/ Modify own (Encoder)

2.2 Use-Cases

Read and View Only Users

The read-only users will only read the database, view its content and cannot

insert, delete or modify any records of the employees.

Full Control Users

This is the system administrative level which will be able to change any

application settings, as well as maintaining user profiles. This user can insert,

delete and modify almost all f the database contents and have the authority to

change the username and password of the system. This level is the highest

user profile of the system on which the person who administer the HRMS more

than anyone else from the company.

Read/ Write and modify all Users

This level of users will be able to do all the record maintenance tasks. This level

of users will be able to modify any records created by any users. This level of

users will be allow reading and writing the data from the database and be able

to modify or update its content. This level also allowed to change its respective

username and password, be able to search any employee records, delete and

update any changes.

Read/ Write and modify own Users

This level of users will be able to insert new 201 file of the latest employee of

the company. They will be also being able to modify the 201 files they made in

the past. This level of user can view the existing files of an employee but they

are not allowed to modify to username and password created by the

administrator level.

3.0 Data Model and Description

3.1 Data Description

3.1.1 Data Objects and Dictionary

Login Form

Username – This is the name used to enter in the login window

in order to make an access to the system

Password – This is a unique codename or anything

personalized data used to verify the access attempt of the user

or the system administrator.

User Type – This is used to differentiate the accessibility level of

the person who wants to enter into the system.

Add employee/Application Form

o ID Number – This field contain the unique reference

number for each employee / applicant as they hired in the

company

o Name – This field contains the first name, surname and

middle initial of an employee / applicant

o Address – This field contains the current address of the

employee / applicant

o Gender – This drop-down menu contains the gender of

the employee / applicant

o Birth date - This field contains the month, year and day of

birth of the applicant / employee

o Age – This field provide the current age of the employee

o Civil Status – This field identifies the current civil status of

the employee / applicant

o Height – This field contains the height of the employee

o Weight – This field contains the weight of the employee

o Religion – This field contains the religion of the employee

o Citizenship – This field contains the citizenship of the

employee

o Contact Number – This field contains the contact details

of employee / applicant

o Parent’s Name – This field contains the parent’s name of

the employee / applicant

o Language Spoken – The dialects on which the employee

are using or the language that could speak by the

applicant

o Contact Person – It indicates the name of the person to

be contacted when emergency happens to the employee

o Contact Address – It indicates the address of the person

to be contacted when emergency happens to the

employee

o Educational Background – These fields contain the

information of the educational attainment of the employee

/ applicant

o Children- This table contains the number of employee

children.

o Spouse- This field contains of husband/wife of employee

3.1.2 Relationships

4.0Functional Model and Description

4.1Subsystem Flow Diagrams

4.1.1 Add Employee Records

Add Employee

Deployment

Assignment

4.2 Human Interface

The HR manager has to give an application form to the applicant to be

filled up and meet the requirements and after that the HR personnel will

collect all the application form and the requirements and compile it in a folder

and put it in a locker or a drawer, just like with the deployment form they will

also manually compile all the form and put it in locker or a drawer. When the

HRRAMS will be implemented, the HR personnel logs into the system using

the username and password in order to access the save records , files and

information. The username and password enters to the login window. It will

verify into the database if the attempt was valid or invalid depends on the

data that has been entered. If the username or password entered is correct,

the first window that will pop up is the main frame or the main window. User

could choose or command a shortcut key to add employee, search

employee, to view employee’s records, deployment information and

assignment monitoring information. The user could also print assignment

reports but this function will be accessible only for HR manager for security

to avoid random or public access. MAIN FRAME WINDOW, This window

consists of recruitment and application form, deployment panel and

assignment monitoring panel, the user can view the panel without making or

overlapping another frame. The main frame has a login form for security,

only the HR manager / Admin could access the whole frame, he can add

employee’s information for deployment and for assignment monitoring and

he could also print reports. The user has their own username and password

they can view the main frame but they cannot access the panel. Recruitment

and application Information, This form includes the application form, the

priority requirement and hired employees information for deployment. Next is

Deployment Information, In this form the service management deployed the

hired employees to meet the client needs, the deployment form consists of

number of employees being deployed, the date of deployment, and the

assigned place. Lastly the Assignment monitoring, this form shows the list of

undemployed and deployed employee and in which company they would be

assigned, the date of deployment, the number of employee’s being deployed

and the assigned place of employee’s.

5.0Restrictions, Limitations and Constraints

Time

The Project team has two to three months to finish all

documents and software enhancement. The advantage is the

Project team gathered different ideas and information about the

system but disadvantage is the team cannot implemented all of

the ideas, and at the same time the team have classes to

attend.

Workforce

The project team have maximum of five members. That is why

the team should cooperate on doing the documents and

interface enhancement and to do their corresponding roles.

Funding

The worst constraint for project team, the team is lack of

financial to support the expenses for making the documents and

to develop the proposed system.

6.0Validation Criteria

The HR manager has to give an application form to the applicant to be

filled up and meet the requirements and after that the HR personnel will collect all

the application form and the requirements and compile it in a folder and put it in a

locker or a drawer, just like with the deployment form they will also manually

compile all the form and put it in locker or a drawer. When the HRRAMS will be

implemented, the HR personnel logs into the system using the username and

password in order to access the save records, files and information. The

username and password enters to the login window. It will verify into the

database if the attempt was valid or invalid depends on the data that has been

entered. If the username or password entered is correct, the first window that will

pop up is the main frame or the main window. User could choose or command a

shortcut key to add employee, search employee, to view employee’s records,

deployment information and assignment monitoring information. The user could

also print assignment reports but this function will be accessible only for HR

manager for security to avoid random or public access. MAIN FRAME WINDOW,

This window consists of recruitment and application form, deployment panel and

assignment monitoring panel, the user can view the panel without making or

overlapping another frame. The main frame has a login form for security, only the

HR manager / Admin could access the whole frame, he can add employee’s

information for deployment and for assignment monitoring and he could also print

reports. The user has their own username and password they can view the main

frame but they cannot access the panel. Recruitment and application Information,

This form includes the application form, the priority requirement and hired

employees information for deployment. Next is Deployment Information, In this

form the service management deployed the hired employees to meet the client

needs, the deployment form consists of number of employees being deployed,

the date of deployment, and the assigned place. Lastly the Assignment

monitoring, this form shows the list of undemployed and deployed employee and

in which company they would be assigned, the date of deployment, the number

of employee’s being deployed and the assigned place of employee’s.

3.6 Software Design Specification

1.0Introduction

This section gives a general overview of the Human Resources Recruitment,

Assignment and Monitoring System (HRRAMS) under the Service Management

System.

1.1Goals and Objectives

The main purpose of the Human Resource Recruitment, Assignment and

Monitoring System (HRRAMS) is to provide a computerized hiring and

profiling of the security agency. The goals and objectives of Human Resource

Recruitment, Assignment and Monitoring System are the following:

To monitor the deployment and assignment of the employees

To create a lists of undeployed and deployed employees

To create a secured database to secure all the employees records and

important files and to track easily the employee’s information.

To provide quick viewing of the employees profiles and records.

To create a secured database for employees requirements and

training records of employee’s.

1.2 System Statement of Scope

The general statement of the Human Resource Recruitment, Assignment

and Monitoring System (HRRAMS) should be specified and provided in this

section. That is the information has to be produced, what the major functions

are implemented and what data are provided as the input to Human

Resource Recruitment, Assignment and Monitoring System.

1.2.1 General Requirements

The following general requirements were identified and specified for

the Human Resource Management System.

A way in which the company could monitor and create an

employee’s attendance in real time

A way in which the admin could track the employee’s

records and information.

A way in which the data and information could be saved in a

secured database

The system could manage the employee’s performance

through attendance monitoring

The system could handle an employee’s leave information

Interface Enhancements

Clients/users have requested an interface enhancement for

efficiently and effectiveness of the system.

Database Administrative Interface

The HRRAMS will provide a secured database on which the user

could save, edit and delete existing information and records at ease

with the use of MS SQL database.

Trainings

The system is a user-friendly for the client/user to easily adopt the

process and the flow of the HRRAMS.

1.3System Context

Eventually Human Resource Recruitment, Assignment and Monitoring

System (HRRAMS) is a software that helps the clients to recruit an

employee’s that the company needs. In addition, the proposed system can

also monitor the employee’s attendance and leave.

1.4Major Constraints

Time

The Project team has two to three months to finish all documents and

software enhancement. The advantage is the Project team gathered

different ideas and information about the system but disadvantage is

the team cannot implemented all of the ideas, and at the same time

the team have classes to attend.

Workforce

The project team have maximum of five members. That is why the

team should cooperate on doing the documents and interface

enhancement and to do their corresponding roles.

Funding

The worst constraint for project team, the team is lack of financial to

support the expenses for making the documents and to develop the

proposed system.

2.0Data Design

2.1Database Description

3.0Architectural and Component-Level Design

3.1Program Structure

3.1.1 Overall

Frame Items

The following shows the architecture of the main frame:

Add Employee

Save employee Information

Cancel

Exit

Deployment

Get company Address

Search Hired Employee

Assign

Cancel

Assignment

List of Undeployed employee’s

Deployed employee’s

Search client info

Print

3.2Description for Components

3.2.1 Login Form

Main form: frmLogin

Main actions: Login

This is the first form that appear after the user run the

system. The user enters their username to the txtUsername and

the password to the txtPassword to verify their accounts in order to

access the system. The user must click the OK butoon which is the

cmdOK. User will be logged in if it is valid username and password

pair. If the user clicks the cancel button, the application will end if

they confirmed their action.

Add Employee

SaveObject name: cmdSave

The save button for the frmAddEmployee form will be disabled unless the fields are all filled up with the data needed. When the save button is clicked, new employee record will be generated. If the user clicked the cancel button, the adding of employee record has canceled.

CancelObject name: cmdCancel

The delete button has been activated when the use search on the desired employee profile. This delete button can erase all of the saved data of an employee to the database. If the user is not sure to delete, they can simply click the cancel button.

Exit

Object name: cmdExitWhen the user clicked the Exit button, the report interface

will exit and the main interface will appear.

Deployment

SearchObject name: cmdSearch

This button should be enabled if the user is in the view

employee form. The user must enter the name or surname of

the employee to the field provided and then just clicked the

search button to automatically generate the search engine

provided by the forms.

CancelObject name: cmdCancel

The delete button has been activated when the use search on the desired employee profile. This delete button can erase all of the saved data of an employee to the database. If the user is not sure to delete, they can simply click the cancel button.

Assignment

SearchObject name: cmdSearch

This button should be enabled if the user is in the view

employee form. The user must enter the name or surname of

the employee to the field provided and then just clicked the

search button to automatically generate the search engine

provided by the forms.

Print PrintObject name: cmdPrint

This button allows the user to print the employee records together with their corresponding time in and time out within the respective cutoff of the attendance. Whenever the user wants to have a hard copy, then they have to click the print button in order to print the employee daily time record (DTR).

4.0User Interface Design

4.1Description of the User Interface

4.1.2 Screen Image

Login window

Log-in

This is the first form that appears after the user run the system. The

users enter his/her username, password and choose his/her user type to

verify their accounts in order to access the system. The user must click

the Log-in button.

Recruitment

Deployment

Assignment

4.1.2 Objects and Actions

Login Form

Main actions: Login

This is the first form that appear after the user run the

system. The user enters their username and the password to verify

their accounts in order to access the system. The user must click

the OK Log-in button. User will be logged in if it is valid username

and password pair. If the user clicks the cancel button, the

application will end if they confirmed their action.

Add Employee

SaveThe save button for the Add Employee form will be disabled

unless the fields are all filled up with the data needed. When the save button is clicked, new employee record will be generated. If the user clicked the cancel button, the adding of employee record has canceled.

CancelThe delete button has been activated when the use search

on the desired employee profile. This delete button can erase all of the saved data of an employee to the database. If the user is not sure to delete, they can simply click the cancel button.

Exit When the user clicked the Exit button, the report interface

will exit and the main interface will appear.

Deployment

SearchThis button should be enabled if the user is in the view

employee form. The user must enter the name or surname of

the employee to the field provided and then just clicked the

search button to automatically generate the search engine

provided by the forms.

CancelThe delete button has been activated when the use search

on the desired employee profile. This delete button can erase all of the saved data of an employee to the database. If the user is not sure to delete, they can simply click the cancel button.

Assignment

SearchThis button should be enabled if the user is in the view

employee form. The user must enter the name or surname of

the employee to the field provided and then just clicked the

search button to automatically generate the search engine

provided by the forms.

Print This button allows the user to print the employee records

together with their corresponding time in and time out within the

respective cutoff of the attendance. Whenever the user wants to

have a hard copy, then they have to click the print button in

order to print the employee daily time record (DTR).

4.2 Interface design rules

Conventions and standards used for designing/implementing the

user interface are stated.

The system must track the employee’s records

The system must meet the needs and requirement specification

of the client

The system must be efficient

The system must have attractive system design

The system must be user-friendly

The system must be easy to navigate

The system should be readable

The system should be reliable

4.3 Components available

Since we are using Net-beans as our front-end development

language, there are a lot of ready-made components that are available for

us to use already. The following is a list of controls that we will be using for

this software.

4.3.1 Intrinsic Controls

Textbox

A Textbox control, sometimes called an edit field or edit control,

displays information entered at design time, entered by the user, or

assigned to the control in code at run time.

Label

A Label control is a graphical control you can use to display text

that a user can’t change directly

List box

A List Box control display a list of items from which the user can

select one or more. If the number of items exceeds the number that can

be displayed, a scroll bar is automatically added to the List Box control.

Scroll Bars

Scroll bars provide easy navigation through a long list of items or a

large amount of information. They can also provide an analog

representation of current position. You can use a scroll bar as an input

device or indicator of speed or quantity. For example, to control the

volume of a computer game or to view the Time elapsed in a time process

Command Button

Use a Command Button control to begin, interrupt, or end a

process. When chosen, a Command Button appears pushed in and so is

sometimes called a push Button.

Menu

A menu control displays a custom menu for application. A menu

can include commands, submenus, and separators bars, Each menu you

create can have up to four levels of submenus.

Checkbox

A Check Box control displays an X when selected; the X

disappears when the Check Box is cleared. Use this control to give the

user a True/False or Yes/No option. You can use Checkbox controls in

groups to display multiple choices from which the user can select one or

more. You can also set the value of a Checkbox programmatically with the

Value property.

Option Button

An Option Button control displays an option that can be on or off.

4.3.2 Active X Controls

Date Time Picker

That Date Time Picker control enables you to provide a formatted

date field that allows easy date selection in addition, users can select a

date from a dropdown calendar interface similar to the Month View control.

Status bar

A Status bar control provides a window, a window usually at the

bottom of a parent form, through which an application can display various

kinds of status data. The Status bar can be divided up into a maximum of

sixteen Panel objects that are in a panel’s collection.

Toolbar

A toolbar control contains a collection of Button objects used to

create a toolbar that is associated with an application.

5.0 Restriction, Limitation, and Constraints

Time

The Project team has two to three months to finish all documents and

software enhancement. The advantage is the Project team gathered

different ideas and information about the system but disadvantage is

the team cannot implemented all of the ideas, and at the same time

the team have classes to attend.

Workforce

The project team have maximum of five members. That is why the

team should cooperate on doing the documents and interface

enhancement and to do their corresponding roles.

Funding

The worst constraint for project team, the team is lack of financial to

support the expenses for making the documents and to develop the

proposed system.

6.0 Testing Issues

To validate the software we need to test the software. During the testing

we will be concerned about the inputs and their expected outputs. We emphasize

on the testing where we will input the data and will compare the output with the

expected results. At this stage, we are not concerned about the process; we are

only looking for the correct outputs.

6.1 Classes of test

Log-in – In this feature, we test if the user can log-in without any error. The

proponents will use several different username and password. The

proponents will have to use either correct and incorrect username or

password to access the CDISCM and thus access its database. The user

will not be logged in if they insert the wrong username or password. When

the correct username and password will be inserted, the user will be able

to log into the next window. This will be possible upon checking the Log-in

button by performing a proper testing of the function.

Add Employee

Save - We test if when the save button is clicked, new employee record will be generated. If the user clicked the cancel button, the adding of employee record has canceled.

Cancel – The proponent wants to make sure if when the

user clicked the cancel button, the docket interface will exit

and the main interface will appear.

Exit - We test if when the user clicked the Exit button, the report interface will exit and the main interface will appear.

Deployment

Search – The proponent’s wants to make sure that the

correct search case will be displayed upon clicking its button.

Cancel – The proponent wants to make sure if when the

user clicked the cancel button, the docket interface will exit

and the main interface will appear.

Assignment

Search – The proponent’s wants to make sure that the

correct search case will be displayed upon clicking its button.

Print – The proponent wants to make sure if when the user

clicked the print button, the order to print the employee daily

time record (DTR).

6.2 Performance bounds

We have setup certain bounds or criteria for our software so that by

following those criteria we will be able to maintain quality and user

friendliness of the software.

Login

The user should be able to log on within 0.1 second

Save Function

Best Case Scenario – Immediate

Worst Case Scenario – 3 seconds

Search Function

Best Case Scenario – Immediate

Worst Case Scenario – 3 seconds

Print Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

Cancel Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

Preview Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

Send Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

6.3 Identification of critical components

3.7 Test specifications

1.0 Introduction

Test specifications

It include a test description component. The test description specifies aspects of

the planned test such as the test purpose, the target examinee population, the overall

test length, and more. Sometimes also called the table of specifications, provides a

listing of the major content areas and cognitive levels intended to be included on each

test form. It also includes the number of items each test form should include within each

of these content and cognitive areas

1.1 Goals and Objectives

The main purpose of the Human Resource Recruitment, Assignment and

Monitoring System (HRRAMS) is to provide a computerized hiring and

profiling of the security agency. The goals and objectives of Human

Resource Recruitment, Assignment and Monitoring System are the

following:

To monitor the deployment and assignment of the employees

To create a lists of undeployed and deployed employees

To create a secured database to secure all the employees records and

important files and to track easily the employee’s information.

To provide quick viewing of the employees profiles and records.

To create a secured database for employees requirements and

training records of employee’s.

1.2 System Statement of Scope

This section gives the overall plan for integration of the software and a

description of specific test is being implemented here. The following are

the different kinds of tests that the proponents will take to ensure the

quality of the HRRAMS.

Unit Testingo MS SQL Databaseo PC Applicationo Java Net Beanso Unit test will be performed using black box testing methods.

Integration Testingo MS SQL Databaseo PC Applicationo Java Net Beans

Portability Testingo MS SQL Databaseo HRRAMS o PC Application

Security Testingo MS SQL Databaseo HRRAMS o PC Application

Performance Testingo MS SQL Databaseo HRRAMS o PC Application

1.3Major Constraints

In this section, the proponents will talk about the business, technical or

resource related constraints that may keep the project team from

performing all test necessary.

The proponents have limited funds for testing the proponents only

have two laptops to make software testing for CDISCM. This means

that the proponents cannot test the software using laptop / PC from

other brand and other hardware specification that is lower / lesser price

than of the laptop / PC that the proponents are currently using.

The proponents have a limited access to the client, for this reason the

software testing with the clients. The client also has to set an

appointment with the proponents. Unfortunately, the discussion

between the client and proponents regarding the results of software

testing are vulnerable and inconsistent.

The proponents don’t have enough manpower to perform the software

testing and identify the results. This might be the reason for not be able

to test the CDISCM into the larger user base.

The proponents haven’t enough time to perform the while software

testing due to schedule conflict. The proponents will only have to test

the most important parts that are hard to fix rather than to test the

smallest parts that are easy to repair.

2.0 Testing Plan

The proponents wants the HRRAMS to be bug five and lesser error on the

processes. The proponents also want to make sure that there are no defects in the

system. This is the reason why the proponents have to spend large amount of the

total software development time on the testing. The following are the description of

the testing procedure and strategy. The proponents also be presenting the timing

and scheduled of the tests to be carried out

2.1Software to be tested

2.1.1 Interfaces

The HR manager has to give an application form to the

applicant to be filled up and meet the requirements and after that

the HR personnel will collect all the application form and the

requirements and compile it in a folder and put it in a locker or a

drawer, just like with the deployment form they will also manually

compile all the form and put it in locker or a drawer. When the

HRRAMS will be implemented, the HR personnel logs into the

system using the username and password in order to access the

save records, files and information. The username and password

enters to the login window. It will verify into the database if the

attempt was valid or invalid depends on the data that has been

entered. If the username or password entered is correct, the first

window that will pop up is the main frame or the main window. User

could choose or command a shortcut key to add employee, search

employee, to view employee’s records, deployment information and

assignment monitoring information. The user could also print

assignment reports but this function will be accessible only for HR

manager for security to avoid random or public access. MAIN

FRAME WINDOW, This window consists of recruitment and

application form, deployment panel and assignment monitoring

panel, the user can view the panel without making or overlapping

another frame. The main frame has a login form for security, only

the HR manager / Admin could access the whole frame, he can add

employee’s information for deployment and for assignment

monitoring and he could also print reports. The user has their own

username and password they can view the main frame but they

cannot access the panel. Recruitment and application Information,

This form includes the application form, the priority requirement and

hired employees information for deployment. Next is Deployment

Information, In this form the service management deployed the

hired employees to meet the client needs, the deployment form

consists of number of employees being deployed, the date of

deployment, and the assigned place. Lastly the Assignment

monitoring, this form shows the list of undemployed and deployed

employee and in which company they would be assigned, the date

of deployment and the number of employee’s being deployed and

the assigned place of employee’s.

2.2 Testing Integration

2.2.1 Unit Testing

In this unit testing case, the project team will be separately

testing the different modules on the system. The proponents will

carry out black box methods where each component of the

software is tested individually. The proponents will test the

components by testing the inputs and identify the expected output

and the output that is generated by the system. The test will be

carried out by the programmer who designed and implemented the

module. The system analyst will carry out the test on the modules

to finalize the testing.

2.2.2 Integration Testing

In this method of testing, the proponents will implement the

software at the client’s office location and try to run the system.

This means that the software will be testing upon the client’s

network. The proponents are looking for the compatibility of the

software through the network of the client. This testing will make

sure that there is no confusion among the applications on the

network when they are running with the software will have to install

properly together with the other application needed for the

implementation and demonstration of the HRRAMS at the same

time. This will make sure that the HRRAMS are working properly

and able to transact its functions correctly. The proponents will start

with the login window to the other component of the CDISCM

respectively and try to figure out when there are collision amongst

the application with the HRRAMS

2.2.3 Portability Testing

Portability testing includes the testing of software with intend

that it should be re-usable and could be moved from another

software as well. The proponents will have to install the HRRAMS

from one computer to another; this will allow the project team to

identify if there are errors when installing the HRRAMS to a large

number of PC units. The proponents will also have to create an

executable file to run the HRRAMS in any different platforms. The

proponents will also software with respect to its usage over different

environments. Including the computer hardware, operating system,

applications are the major focus on the portability testing.

2.2.4 Security Testing

Security testing involves the software to be test in order to

identify any flows and gaps from security and vulnerability point of

view. The proponents will have to make sure that the security of the

software are on a top-level, that’s why the software will provide a

three attempts only in order to access into the system. The

following are the proponent’s point of view on security testing.

Confidentiality among the username and password of the user

Authentication for every user type to logged into the system

Authorization for the usernames and password before

accessing into the system.

The HRRAMS is secured against known and unknown

vulnerabilities.

Securing of data by using a high-level database security

measures.

Availability of the system’s functions according to the type of

user

2.2.5 Performance Testing

Performance bounds are set during the design part of the

software development. These bounds will help the proponents in

determining the effectiveness of the software. It will also help to

minimize stress level that is caused to user because of the

HRRAMS. The proponents will have to make sure that there is no

network delay during the software testing of HRRAMS. This

includes the quick database transaction from the front-end to the

back-end of the software. The proponents will also make sure that

the HRRAMS provides capacity to lead a large amount of data into

database, stability within each processes and the speed transition

when the user selects other systems functions.

2.3 Testing resources and staffing

The proponents will use several different resources to carry out the

test on the HRRAMS. Since the time is a part of project constraint, the

proponents will try to use help from everyone that is essential to take the

responsibility and evaluate the software during the testing phase.

The Company Staff

The Proponents

Laptop / Desktop

Software Applications

2.4 Test Record Keeping

Test record keeping and test work products are described in

section 3.4 of the test specification document. For further information

regarding section 3.4 of the test specification document.

2.5 Testing Tools and Environment

The proponents will have to provide the testing tools such as the

desktop / laptops to be used, computer resources, application needed,

hardware specification, other devices and the company office that serves

as the main venue for the testing of the HRRAMS. The proponents will

also use resources available to software development team outside of the

client’s facilities.

2.6 Test ScheduleThe following is the schedule for the testing of the HRRAMS.

Project Test Plan

To be scheduled

System Testing

To be scheduled

Generating the test reports

To be scheduled

System Implementation

To be scheduled

2.0 Test Procedure

In this section the proponents will describe the test procedures in detail.

2.1Software to be tested. The following software that has to be tested is listed on

the section 2.1 from the test specification document. For detailed list of the

software component items you can refer to the previous section of the

document.

2.2Testing Procedures

In this section, the proponents will try to describe the overall

software specification of the HRRAMS. It includes the description of the

methods for all the different tests to be performed and will also declare the

expected outputs.

2.2.1 Unit Testing

In this unit testing case, the proponents will be separately

testing the different modules on the system. The proponents will

carry out black box methods where each component of the

software is tested individually. The proponents will test the

components by testing the inputs and identify the expected output

and the output that is generated by the system. The test will be

carried out by the programmer who designed and implemented the

module. The system analyst will carry out the test on the modules

to finalize the testing.

2.2.2 Integration Testing

In this method of testing, the proponents will implement the

software at the client’s office location and try to run the system.

This means that the software will be testing upon the client’s

network. The proponents are looking for the compatibility of the

software through the network of the client. This testing will make

sure that there is no confusion among the applications on the

network when they are running with the software will have to install

properly together with the other application needed for the

implementation and demonstration of the HRRAMS at the same

time. This will make sure that the HRRAMS are working properly

and able to transact its functions correctly. The proponents will start

with the login window to the other component of the HRRAMS

respectively and try to figure out when there are collision amongst

the application with the HRRAMS.

2.2.3 Portability Testing

Portability testing includes the testing of software with intend

that it should be re-usable and could be moved from another

software as well. The proponents will have to install the HRRAMS

from one computer to another; this will allow the project team to

identify if there are errors when installing the HRRAMS to a large

number of PC units. The proponents will also have to create an

executable file to run the HRRAMS in any different platforms. The

proponents will also software with respect to its usage over different

environments. Including the computer hardware, operating system,

applications are the major focus on the portability testing.

2.2.4 Security Testing

Security testing involves the software to be test in order to

identify any flows and gaps from security and vulnerability point of

view. The proponents will have to make sure that the security of the

software are on a top-level, that’s why the software will provide a

three attempts only in order to access into the system.

Password Login

The proponents will try to log in using invalid or valid username

and password. The proponents will try to see if it allows access

without any identification what so ever.

Modular Access

The HRRAMS identifies the user and allows him/ her to access

only certain modules. The proponents will try to see if the software

restricts unauthorized users from accessing certain modules of the

software. And also, the proponents will make sure that

administrator cannot access modules for the CD manager, the user

for the modules for CD manager and administrator and vice versa.

2.2.5 Performance Testing

The proponents will have to provide the testing tools such as

the desktop / laptops to be used, computer resources, application

needed, hardware specification, other devices and the company

office that serves as the main venue for the testing of the

HRRAMS. The proponents will also use resources available to

software development team outside of the client’s facilities.

Login

The user should be able to log on within 0.1 second

o Save Function

Best Case Scenario – Immediate

Worst Case Scenario – 3 seconds

o Search Function

Best Case Scenario – Immediate

Worst Case Scenario – 3 seconds

o Print Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

o Exit Function

Best Case Scenario – Immediate

Worst Case Scenario – 3 seconds

o Cancel Function

Best Case Scenario – Immediate

Worst Case Scenario – 2 seconds

2.3Testing Resource and Staffing

The proponents have a limited manpower to be able to test the

HRRAMS properly. This is the reason why the proponents will use help

from several different people to be able to tests the functionalities of the

HRRAMS. The following are the people that involves in this task.

Client Staff / Employees

The proponents ask for help to test the HRRAMS with the

participation of the security agency personnel. The employees /

staff are allowed to use the full function of the HRRAMS as part

of its validation testing. The employee tries to add the aspiring

applicant and then be able to save the report of the employee.

The employees are allowed to record any errors that they

encounter during the software testing on hand.

Handheld PC / Desktop / Laptop

The proponents will have to use the clients PC or laptops

after installing the HRRAMS. This will allow the user / employee

to test the CDISCM with one or more tester at the same time.

With this, the data from one computer to the other are also

identified through the system integration functionalities of

HRRAMS.

Error Reporting

The proponents provide a reports manual on which the

employee and staff are required to list down the error and bugs

that they may encounter during the testing activity.

Other Devices

The proponents will also have to use other devices that are

necessary for the functionalities of the HRRAMS like printer,

Scanner and other devices that support the HRRAMS

processes.

2.4Test Record Keeping and Log

(To be submitted)