Chapter 5: System Design and Acquisition

A series of steps used to design, develop, and implement a new HRIS system.

The first phase of the SDLC; it involves identifying the need for a new HRIS system and outlining the project's goals and scope.

The second phase of the SDLC; it involves gathering information about the organization's needs and requirements, analyzing existing HR processes, and defining the system's functionalities.

The third phase of the SDLC; it involves designing the HRIS system, including its architecture, user interface, and data structures.

The fourth phase of the SDLC; it involves building, testing, and deploying the new HRIS system.

The fifth and ongoing phase of the SDLC; it involves maintaining and improving the HRIS system to ensure its effectiveness and efficiency.

A design process focused on defining the system's functions and features, independent of technology.

A design process focused on translating the logical design into a specific technological implementation.

Focuses on analyzing and managing data within an organization. It examines the types of data collected, their definitions, and how they relate to each other.

Deals with business processes and workflows. It focuses on how data flows through the HRIS system and supports various HR activities.

The perspective that considers the data collected and used by an HRIS.

The perspective that analyzes how HR processes are carried out and how data flows through the HRIS.

The perspective that focuses on efficiently collecting accurate data about applicants, such as name, address, education, and work experience.

The perspective that considers the steps of a recruiting process, starting with receiving applications and ending with reporting candidate information.

Represents a storage location for information within a system. Think of it as a database where data is kept.

A process that aims to transform input data into a useful and desired output. These processes are often labeled with action verbs to reflect their purpose.

The highest level diagram in Data Flow Diagrams (DFDs). It provides a simplified view of the entire system, showing its primary processes, data flows, and external entities.

Graphical tools used to model and understand the flow of data within a system, highlighting processes, data storage, and data movement.

A set of interconnected processes, data stores, and flows that represent a particular part of a system, such as applicant tracking or employee management.

A set of instructions and rules that determine how data is handled within a process, including input, processing steps, and output.

The individuals, departments, or systems that interact with the system being modeled. These entities provide inputs or receive outputs from the system.

A graphical representation of the key business activities and processes in the HR system , the boundaries of this system, the data that flow through the system, and any external individuals or departments that interact with the system.

A process model describes and represents the key business processes or activities conducted by the organization. An example of a process model is applicant tracking.

A process is a business activity represented as a box in the DFD. An example is the process of hiring an employee.

An external entity is any external agent (e.g., individual, department, business, system) that either receives or supplies data to the HR system. An example would be a job applicant.

A data store is a place where data is stored in the HR system. An example would be a database for storing employee information.

A data flow represents the movement of a single piece of data through the system. An example would be a job application moving from the applicant to the HR department.

A DFD focuses on the movement of data between external entities, processes, and data stores. It shows how data flows between these elements.

A DFD uses four main symbols: an external entity, process, data store, and data flow. Each symbol represents a different part of the data flow process.

This crucial step examines the potential value of moving forward with system design and development. It involves assessing whether the project aligns with business objectives and feasibility.

A crucial step in physical design that involves analyzing and selecting suitable hardware and software components. It considers the system's specific requirements.

This stage determines where to obtain hardware and software, with options like in-house development, purchasing commercial software, or a combination.

Creating a detailed timeline for implementing the system, outlining key milestones, deadlines, and resource allocation.

Involves collaborating with potential vendors to select appropriate software if it's being sourced externally. It requires thorough evaluation and comparison.

The process of deciding how to acquire and implement software for a system.

The organization has the option to choose from three approaches: doing nothing, making changes only to the HR business processes without technology upgrades, or implementing business process changes along with technology upgrades. This choice often involves a 'Build, Buy, or Outsource' decision.

This decision-making process assesses the value of continuing with development, determines hardware/software requirements, defines the acquisition method, creates a schedule, and selects vendors when needed.

This stage involves choosing the best approach for obtaining software for a system, such as developing it in-house, purchasing pre-built software, or outsourcing development to a third-party.

It involves selecting appropriate hardware and software components based on system requirements and budget. This could include selecting servers, databases, and specific software applications.

The process of evaluating the feasibility and value of continuing the system design process. It involves assessing the project's alignment with business objectives, resource availability, and potential risks.

It involves defining a detailed timeline for implementing the chosen approach, outlining different phases, deadlines, and resource allocation.

A critical step in which potential vendors are evaluated based on their expertise, experience, and alignment with system requirements. It often involves comparing quotes and analyzing vendor capabilities.

The stage where the organization chooses to make changes to the HR business processes without implementing new or upgraded technology. It might involve streamlining existing processes or introducing new manual procedures.

Focuses on developing a strategy for obtaining the software needed for the system. This could involve developing the software in-house, purchasing it from a vendor, or contracting with a third-party to build it.

This involves implementing the system as planned, testing it thoroughly, and training users. It's a crucial step in ensuring the system's successful deployment.

This involves making necessary changes to the system's functionalities or processes after it has been implemented. It helps to keep the system up-to-date, improve its effectiveness, and address any issues.

It involves assessing risks associated with the project, such as technology failures, budget overruns, or user adoption challenges. It helps in developing strategies to mitigate risks.