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MIS 171 Final
HCM (1 - 27) Ch. 16 IT PM (28 - 31) Ch. 19 Careers (32) Ch. 20 Gov ERP (33 - 42)
Terms in this set (42)
HCM Organizational Structure
1) Represents the structural and personnel organization of a company.
2) Consists of organizational units.
3) Illustrates the organizational structures and hierarchies.
4) Illustrates an employees responsibilities.
5) Is a precondition of various personnel processes' implementation.
6) Consists of three parts:
- Enterprise Structure
- Personnel Structure
- Organizational Plan
1) Represents formal and financial structures in a company
2) Each employee needs to be assigned to an enterprise structure.
3) Basically consists of company code, personnel area, and personnel subarea
An independent environment in the system.
Smallest org unit for which you can maintain a legal set of books.
Represents a company area differentiated between personnel administrative, time management, and expensive organizational aspects.
Represents part of a personnel area, and a company area differentiated between personnel administration, time management, and payroll accounting aspects
- Describes an employee's position within the company.
- Is defined by employee group and employee subgroup.
Organizational unit for which personnel related regulations can be specified.
- Active employees
Organizational unit within the employee group, for which personnel related regulations are specified.
- Industrial employees
- Commercial clerks
- Laboratory assistants
1) Describes in which function an employee is acting.
2) Is object-oriented, i.e. each element is represented by an object.
3) Objects can be assigned to each other.
Can be grouped according to functional and regional aspects.
Originate from Controlling and can be linked with positions or organizational units.
1) HR master data are structured in infotypes.
2) Collections of data fields that are logically linked.
3) To process employee data in an effective structure in accordance with business requirements.
4) Each infotype has an explicit four-digit ID, e.g. infotype Addresses 0006.
5) An infotype can have sub types, which represent a sub variant of the infotype.
HCM Processes - Organizational Management
1) Model the organizational structure of your enterprise
2) Create, change and delimit organizational units
3) Create, change and delimit jobs
4) Create, change and delimit positions
5) Analyze an organizational unit to define workforce requirements and personnel cost planning
6) Create further organizational units for planning scenarios or simulations
HCM Processes - Personnel Administration
1) Creating and maintaining personnel master data
2) Plausibility checks
- may be performed to detect errors
- prevent the transfer of incorrect data
3) Automatic history
- is created when changing master data
- may be used for reporting and the verification of data integrity
4) Personnel administration sets the data basis for subsequent processes in Human Resource Management and reporting
Maintaining applicant data can be done in _______ with the help of the Initial Data Entry or Application Actions.
Personnel Development - Qualifications
1) Qualifications can be connected to persons
2) Need to be attached with attributes
3) Can have a half-life period or a validity period
Personnel Development - Qualifications Catalog
1) Qualifications are defined in the qualifications catalog
2) It can be maintained in Customizing
3) The structure may consist of qualification groups, classifying similar qualifications
Personnel Development - Requirements
1) Requirements can be attached to positions
2) Requirements are qualifications, knowledge and experiences
3) Requirements can be created with a characteristic
The difference between the characteristic of a requirement and the characteristic of a qualification is determined
1) Both characteristics are identical
2) The requirements are higher than the qualification (=underqualification)
3) The requirements are lower than the qualification (=overqualification)
HCM Processes - Talent Management
1) Arrange Career Planning
2) Accomplish Succession Planning
3) Generate general Development Plans
4) Generate individual Development Plans
Talent Management - Career Planning
Comparing qualifications with requirements of one station of a career, e.g. job, position - Personnel decisions, courses of instruction, etc.
Derivate individual plans
Talent Management - Succession Planning
1) Assure continuity in personnel allocation for key positions
2) Per-active search for candidates to reallocate key positions
3) Well-directed preparation on adoption of following job
Talent Management - Development Plans
1) Summarizing teaching and further education actions to procure special qualifications
2) Participation in instruction courses
3) Allocation of positions
4) Use in an organizational unit
5) Habitation in a location
HCM Processes - Performance Management
Define objective setting between enterprise and employees
Evaluate benefit of employees Feedback
Have goals been achieved?
Supervise operative goals of employees
Goal: higher motivation and better benefits
Performance feedback process
planning, appraisal and compensation adjustments
Performance Management - Appraisal Template
- Criteria groups
A temporary endeavor undertaken to create a unique product, service, or result.
- Temporary means that it has a distinct beginning and end.
- Unique means that it is a one‐time rather than a repeating course of action.
- A project can involve one individual, a group of individuals, or an entire organization.
Mistakes to Avoid in IT PM
1. Poor estimation and/or scheduling
2. Ineffective stakeholder management
3. Insufficient risk management
4. Insufficient planning
5. Shortchanged quality assurance
6. Weak personnel and/or team issues
7. Insufficient project sponsorship
8. Poor requirements determination
9. Inattention to politics
10. Lack of user involvement
SAP's Application Lifecycle Management
Improve software quality and better mange global software development with application lifecycle management solutions.
Maintain continuity, accelerate innovation, and reduce risk with application lifecycle management software. With SAP:
1) Control application-specific operations, such as job
2) Document, implement, and test new solutions
3) Transform IT landscape
4) Lower operational costs and protect your IT investments
SAP Solution Manager 7.2
Portfolio to Project (portfolio mgmt, PM)
Requirement to Deploy (demand, design, develop, test, deploy)
Detect to correct (monitor, incident, problem, optimize)
Request to fulfill (Service Catalog, Service Request, Service Fulfillment)
Jobs in IT
Business analysts (feasibility, systems analysis)
Developers (systems specs, implement)
IT Support (maintenance)
History of PS-ERP
Three Phases of implementation:
1) Silo systems
2) Y2K driven - High Failure
3) ROI driven
Replaced with integrated Y2K compliant ERP systems.
What is the primary focus of today's adoption of PS-ERP?
Return on Investment (ROI) driven decisions to replace legacy systems
What is SAP's response to the unique characteristics or PS-ERP?
SAP added new functionality for ERP clients:
1) Fund management
2) Grant management
3) Position budgeting
Tier 1 Public Sector ERP
Total Cost of Ownership (TCO)
- Higher total cost
Primary Target Market
- Mid-size to large enterprises
- Larger firms, global focus, or cross-industry focus
Features and Functions
- Robust core ERP, extended ERP and BI
Adv tech architecture platform with service oriented architecture (SOA)
- Utilize 3rd party implementation partners wsith larger consulting engagements w/ focus on transformation change
Tier 2 Public Sector ERP
Total Cost of Ownership (TCO)
- Lower total cost
Primary Target Market
- Small to mid-size enterprises
- Smaller firms, regional focus, or public sector only
Features and Functions
- Robust core ERP, limited extended ERP functionality
- Rely primarily on 3rd party or proprietary tech platforms
- Limited implementation consulting engagements performed by software vendors with limited focus on transformational change
Which are the primary vendors for PS-ERP?
CGI - AMS Advantage
Lawson - Leverages 3rd party integrators
Oracle - PeopleSoft
- ERP for Public Services
- SAP Public Budget Formulation
- SAP Procurement for Public Sector
- SAP Tax and Revenue Management
- Business Objects
Which are the major challenges to the implementation of PS-ERP?
- Gov accounting standards
- Fund acc and budget availability checking
- Grant management and accounting
- Concurrent employm ent
- Time and attendance tracking
Procurement and Logistics:
- Extended formal procurement process
- Disadv business participation
- Defense procurement and logistics
- EE personnel expenditure forecasting
- Text handling and automated budget publsihing
- Budget decision packages
What is the budget process in government agencies?
- The chief executive makes a budget recommendation to the legislative body or board.
- The legislature adopts the budget,
- The budget is signed, and
- The adopted budget is executed
How does the Division of Power affect PS-ERP?
In open forms of government, power is often intentionally shared across the enterprise.
Beyond formal divisions of power between executive, legislative, and judicial branches, there are often statutory or less formal concentrations of power which are as just as important to understand
Which are the recommendations for PS-ERP implementations?
- Secure strong exec sponsorship
- Staff project w/ experienced PS-ERP deployment PM
- Include PS functional experts in ERP functional modules
- Plan for common gaps in PS-ERP w/ strategies
- Plan for staff limitations mostly IT staff
- Understand org structure, identify silo orgs and develop strategies for building concensus across silos on key implementation decisions
- Be prepared for media scrutiny so manage communications in/externally
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