This paper outlines the six-step process for designing and implementing a new human resources information system at Riordan Manufacturing. Drawing on systems analysis and enterprise information systems literature, the paper walks through coding, testing, installation, documentation, employee training, and ongoing technical support. It also examines the benefits of using defined and repeatable processes throughout the implementation lifecycle, including the use of parallel installation to reduce risk and the role of vendor support in ensuring long-term system reliability.
The paper demonstrates applied systems analysis by mapping a standard systems development lifecycle (SDLC) framework to a specific organizational context. Rather than describing implementation steps in the abstract, it consistently connects each phase to Riordan Manufacturing's particular requirements, constraints, and stakeholder needs — a hallmark of applied IT management writing.
The paper opens with a brief introduction establishing the scope and importance of planning before implementation. It then devotes one section to each of the six implementation steps — Coding, Testing, Installation, Documentation, Training, and Support — before closing with a synthesis section on the benefits of defined and repeatable processes. This modular structure mirrors the logical sequence of a real implementation project and doubles as an easy reference guide.
Before beginning to design and implement a new HR system, Riordan Manufacturing must keep in view certain factors that can affect the successful completion of these important steps (Rosenblatt, 2013). First, the company must decide on the specific steps it will undertake throughout the entire design and implementation process. Doing so will help in managing and prioritizing different tasks while allocating organizational resources in an effective and efficient manner (Beatty & Williams, 2006). In general, the design and implementation of a new HR information system involves six major steps: coding, testing, installation, documentation, training, and support. Each of these steps is discussed in detail in the sections that follow.
Coding is the initial step in the design phase of system implementation. It involves writing code in the programming languages used to develop the system as a whole. Because the new HR system is to be implemented at the corporate level, coding will be done in both symbolic machine code and higher-level languages in order to build a fully functional enterprise management system. Coding is carried out by a team of developers, with each developer assigned specific sets of functions to code and then integrate with the work of co-developers. The coding phase also encompasses the layout, design, and overall appearance of the system and its interface. As a result, all developers must maintain close coordination with one another throughout this phase (Rosenblatt, 2013).
After completing the coding phase, the next step is to test the system before its actual implementation. While coding builds the system design using programming languages, testing is performed to ensure that all identified requirements have been effectively met by the system design. System testing and evaluation is conducted in a controlled environment by a team of specialized IT and networking experts (Beatty & Williams, 2006).
For Riordan Manufacturing, system testing will be conducted across multiple dimensions. Functional testing will verify that the new HR system is capable of performing all the functions the company planned for during the design phase. This testing will be carried out using a requirements matrix to evaluate the system's effectiveness across functions such as employee payroll calculation, timesheets, attendance and daily scheduling, time clock (employee log-in), recruitment, orientation and training schedules, online account creation, and an Employee Self-Service (ESS) system.
Performance testing will be the second component of the system testing phase. In this step, the team will verify that the system's launch and shutdown times, response time, and total capacity meet the company's requirements. The ultimate purpose of the testing stage is to confirm that the system has been designed, coded, and developed according to those requirements. Other elements to be tested during this phase include the system database, response time between links, functioning of data entry fields, telecommunications components, backup options, and the maximum data load the system can handle at any given time (Cruz-Cunha & Varajao, 2011).
Taking time and cost constraints into account, Riordan Manufacturing will install the new HR system using an un-hosted option. This approach will allow the firm to receive technical support, periodic maintenance, and system upgrades on its own premises. Additionally, Riordan Manufacturing will deploy the system using a parallel implementation approach — meaning the new HR system will not replace the old software all at once; instead, both systems will operate side by side.
This approach offers several benefits. First, if the new system encounters a failure during the installation phase, the old system will remain available to preserve and back up the company's data and reports. Second, the company will be able to evaluate the performance of both systems simultaneously. Furthermore, parallel implementation will allow the system implementation team to identify and correct errors or technical faults before advancing to the next step.
During parallel implementation, the new HR system will process the same company data as the old system, but will differ entirely with respect to user interface, functionality, user activities, and database capacity. At this stage, the implementation team will also set up a proper power supply for the new system. The complete installation is expected to take three to four months, depending on employee learning progress during the parallel implementation period and the number of technical faults identified and resolved at each sub-step (Beatty & Williams, 2006).
From initial planning through to the final installation, every activity will be documented for future review, guidance, and record-keeping purposes. First, the major objectives of implementing the new HR system will be recorded — including why Riordan Manufacturing wants to establish a new HR system, what short-term and long-term benefits it aims to achieve from the investment, and what future prospects its stakeholders envision. Second, Riordan Manufacturing will document all activities from the design and implementation phases, such as programming languages used for coding, interface development, functional integration, time spent on each activity, and the major functions the system can perform.
Documentation will also cover the steps undertaken during the installation (parallel implementation) phase, as well as the user manual, resolution of technical and functional issues, and a frequently asked questions (FAQ) section. The complete documentation of the new HR system will be made available for review by all system users, technicians, and other relevant staff.
Training employees is the second most challenging step after system implementation itself. Once parallel installation is complete and the administrative, technical, and functional aspects of the system have been documented, the next step is to train the employees who will ultimately use the new system. The implementation team will provide step-by-step training to these employees during the parallel implementation phase, with final training delivered once the new system becomes fully operational. To ensure efficient and reliable system operation, Riordan Manufacturing must ensure that all relevant employees actively participate in training sessions (Ehie & Madsen, 2005).
Final training covering system operations, maintenance, and troubleshooting will be provided by the same team that implemented the system. Riordan Manufacturing must also ensure that employees stay current with any changes or upgrades to the new system made by IT administrators or the system development and implementation team (Gunasekaran, 2008).
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