Activity Diagram of Employee Management System6

Employee Self-Service System

By

Team 3.5

December 16, 2006

Team #3-4 Monica Sabharwal, Chris Vasquez, Aaron Solano, Rick Ongaro, & Mohamed Osman

Saturday, December 16, 2006

Table of Contents Introduction 3 Milestone 1 Deliverables

1. Request for System Services 52. Problem Statement Matrix 6

Milestone 2 Deliverables 3. Problems, Opportunities, Objectives, and Constraints Matrix 84. Context Diagram 95. Statement of Work 106. Gantt Chart 1 157. Gantt Chart 2 168. Fishbone Diagram 169. Tentative List of Functional and Non-Functional Requirements 17

Milestone 3 Deliverables 10. Use-Case Glossary 1811. Use-Case Model Diagram 1912. Use Case Narrative 20

Milestone 4 Deliverables 13. Entity Definition Matrix 2114. Context Data Model 2215. Key-Based Data Model 2316. Fully Attributed Data Model 24

Milestone 5 Deliverables 17. Logical Data Model in 3NF 25

Milestone 6 Deliverables 18. Context Diagram 2619. Decomposition Diagram 2720. Event Diagram (Three processes) 2821. System Diagram 2922. Primitive Diagram 30

Milestone 7 Deliverables 23. Activity Diagram 3124. System Sequence Diagram 3225. Potential Object List Analysis 3326. Object List Diagram 35

Milestone 8 Deliverables 27. Candidate Matrix 3628. Feasibility Matrix 37

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Saturday, December 16, 2006 Introduction

This final report presents the deliverables of Team Three and Team Fours implementation of the an employee self-service system. This report also outlines a proposal of the procedures and schedule followed during this project. This document will be utilized to implement Phase Two of A-1 Systems Corporations computer systems modernization plan. See the approved statement of work beginning on page X. Project Scope

This is Phase One of the A-1 Systems Corporation computer systems modernization project. The A-1 Employee Self-Service System (ESSS) project will reengineer all systems related to Human Resources, specifically employee information and departmental details, and modify relationship and interface with the time and attendance, labor, and payroll systems. In order to develop the Employee Self-Service System, a system that will house the repository of employee master data and streamline the interfaces between human resources and employees, this system will provide the capability for each employee to maintain his or her own personal information, such as home address and office telephone numbers, emergency contact information, payroll system deduction options, and savings bond purchases. In addition this solution will provide the means to host an online version of the employee directory and alleviate the problems of out of date information and its associated expense. The human resources department and staff will be the primary user of the new system. Problems and Opportunities

1. Tracking and managing employee information resides in both microcomputers and legacy mainframe systems.

2. Employee information resides in multiple systems, which may not be synchronized because each system has their own database on employees.

3. Updates to employee information can take weeks to be distributed across all necessary systems. 4. Employee directory is out of date once it is published because of the large size and growing company. 5. Mainframe system cannot produce employee directory or employee reports because it cannot be easily

queried. 6. Currently, data is input twice, into the mainframe and into the micro computer.

Project Constraints

1. A centralized system that will service users at the five A-1 IS remote sites 2. Major system implementation during growth span 3. Limited budget. 4. Time constraint of six months 5. Project must be consistent with ratified IT strategic plan

Preliminary Solutions and Ideas

A-1 envisions a new or improved system that will allow employees to be able to update employee information accurately and quickly to avoid incorrect employee information and lost payroll checks. This will provide a common set of automated, integrated, platform independent system solutions for Human Resources. Additionally, it will eliminate data duplication and provide real time employee information for Human Resources. Immediate Goals

1. Eliminates redundant employee data by housing all data in a central repository. 2. Allows employees to update their own information. 3. Provides a GUI interface for data access and entry. 4. Eliminates 70% of the manual work by HR staff. 5. Enables staff to be paid on time.

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6. Provides the company with a real-time telephone listing. 7. Cuts HR costs. 8. Provides a platform-independent, scalable solution 9. Easily maintained by non-technical staff. 10. Interface seamlessly with other platforms. 11. Is implemented with a budget of no more than $225,000. 12. Provides safe and secure login from remote locations.

Project Manpower Costs

1. Project Manager i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $35,000.00

2. System Analyst 1 i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $30,000.00

3. System Analyst 2 i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $30,000.00

4. System Instructional Trainer 1 i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $20,000.00

5. Junior System Analyst 1 i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $20,000.00

6. Total Manpower Cost i. Proposed Schedule: 1 September 2006 to 20 December 2006 ii. Estimate of Costs: $135,000.00

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A-1 Information Systems Phone: Fax: 831-555-1000 831-555-2000

DATE OF REQUEST SERVICE REQUESTED FOR DEPARTMENT(S)

10/05/2006 Human Resources

SUBMITTED BY (key user contact) EXECUTIVE SPONSOR (funding authority) Name Rick Ongaro Name Mr. Joe Turner Title Systems Analyst Title President Office Monterey Bay Office Orlando, FA. Phone 831-555-1212 Phone 831-555 1111

TYPE OF SERVICE REQUESTED: Information Strategy Planning Existing Application Enhancement Business Process Analysis and Redesign Existing Application Maintenance (problem fix) New Application Development Not Sure Other (please specify _______________________________________________________________________

BRIEF STATEMENT OF PROBLEM, OPPORTUNITY, OR DIRECTIVE (attach additional documentation as necessary) Current practices now have employee information changes being processed by an extensive manual effort in which Human Resource administrators fill out forms and input the data. This manual effort often results in a time lag of several days between the time the employee submits the forms and the update of the information in the computer. This delay has caused several problems, including unacceptable lag time in implementing payroll deduction changes and company mailings (including pay checks) being sent to the wrong address. Another problem of the present system is the employee directory, which is printed every six months. It seems to be out-of-date as soon as it arrives with missing information on new employees, and incorrect information on employees who have changed addresses or been transferred. BRIEF STATEMENT OF EXPECTED SOLUTION To ensure the continued success of servicing internal as well as external customers, the company needed to develop a strategic plan and vision for the use and modernization of its computing resources. In January 2005 a strategic plan to modernize the companys resources was presented to executive management. This document included a multi-phased plan to reengineer the current systems to use state-of-the-art technology and to provide a showcase of systems that eventually could be delivered across the whole corporation. Phase 1 of the plan consisted of reengineering all systems related to Human Resources, which included employee information, time and attendance, and payroll. Task 1 of this phase is the development of the Employee Self-Service System (ESSS), a system that will house the repository of employee master data. This system will provide the capability for each employee to maintain his or her own information regarding address and telephone numbers, emergency contact information, payroll deduction options, and savings bond purchases. In addition this solution will provide the means to host an online version of the employee directory and alleviate the problems of out of date information and its associated expense.

ACTION (ISS Office Use Only)

Feasibility assessment approved Assigned to _Team 3_

Feasibility assessment waived Approved Budget $ 225,000.00________ Start Date 1 OCT 06 Deadline 15 DEC 06

Request delayed Backlogged until date: ______________

Request rejected Reason: ________________________________________________ Authorized Signatures: _____________________________________ ___Mr. Joe Turner__________________________________ Project Executive Sponsor

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PROBLEM STATEMENT MATRIX PROJECT: A1 Direct HR PROJECT MANAGER: Rick Ongaro

CREATED BY: C. Vasquez LAST UPDATED BY: C. Vasquez

DATE CREATED: 09/28/2006 DATE LAST UPDATED: 27-Nov-06

Brief Statements of Problem,

Opportunity, or Directive Urgency Visibility Annual

Benefits Priority

or Rank

Proposed Solution

1. The current system has obsolete database and file technology for personnel forms and info causing redundant and manual inputs which lead to untimely and unsynchronized files, the proposed system will allow disparate databases to be integrated allowing file/data synchronization

6 months

(Phase 1)

High

(Corporate Wide)

Undefined. 1 Off the shelf purchase, adaptation & implementation. Homogeneous web based enterprise-level database application. Emphasize ease of use as well as security features.

2. Employee roster is costly to produce in terms of time and money as well as frequently out of date. (inaccurate)

6 months High $27,000 2 Pull data from shared database (with data that has been input by users) via simple GUI with a front end designed in house to operate like a phone book.

3. Corporate chain of command / organization chart production is done manually. Chart information is inefficiently produced and frequently inaccurate

3 months Medium 30 Human Resource technician work hours (cash salary value) per year (est.)

3 Pull data from shared database (with data that has been input by users) via simple GUI and a chart that is set up for dynamic change based on position not a static graphic.

4. The proposed system will allow employees to enter and maintain personal data online saving administrative overhead and providing increased efficiency

6 months High $172,500 2 Off the shelf purchase, adaptation & implementation.

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Saturday, December 16, 2006 5. There is an opportunity for

Excellent PC / Network / Server structure funded & in place.

1 month High Undefined 1 Utilize technology properly that is already in place by allowing web-based applications to capitalize on current PC performance and network redundancy.

6. Employee data on mainframe is redundant, outdated, and frequently inadequate (does not meet HRs needs)

6 months High Possibly up to $300,000 for annual mainframe overhead

1 Tailor off-the-shelf software to purge redundant files & allow employees / customers to validate data. Add data fidelity to current database via simple GUI. Solicit employee-wide buy in and seek high customer satisfaction.

7. Charity, extracurricular financial activities are not data entries. Customer requests added fields to track the aforementioned.

6 months Low Intangible 4 Create data fields in master database for charity contribution information / tracking. Create tiered web access for select leaders to view results.

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Saturday, December 16, 2006 PROBLEMS, OPPORTUNITIES, OBJECTIVES AND CONSTRAINTS MATRIX

Project: ESSS Project Manager: Rick Ongaro

Created by: Team 3.5 Last Updated by: Monica Sabharwal

Date Created: 10/13/2006 Date Last Updated: 27-Nov-06

CAUSE AND EFFECT ANALYSIS SYSTEM IMPROVEMENT OBJECTIVES

Problem or Opportunity

Causes and Effects System Objective System Constraint

1. Employee directory is continuously out of date.

1. The company has a separate employee information system, payroll system, time and attendance system, and labor system, with its own database of employee data

2. Hardcopies of employee directory are printed every quarter and cannot be updated till the next issue is printed.

3. Employee Directory consumes a great deal of time to enter data, update and maintain as the data is entered manually

1. Create a system with GUI to allow employees to change their directory information.

2. Create a single-shared database for all systems to pull employee data from.

3. The proposed system will allow disparate databases to be integrated allowing file/data synchronization

4. System must be flexible and easily adaptable to changes.

1. Employees should not be able to change their job titles, locations etc.

2. Managers must have tools to run queries and monitor employee data.

3. Authorized users should be allowed to run queries on the data.

1. New system should be online and integrated with email

1. Changes are difficult to maintain and update since they are done in the hardcopy

2. Being online will show the changes in real time

3. To publish 5000 copies of an employee telephone directory quarterly costs $27,000 per year.

1. Make the new system online with web-based interface and integrate it with email

2. Eliminate the quarterly hard copy employee telephone directory.

1. The system needs to be secure with state-of-the-art security system to allow remote access.

1. Employees can update their own data

1. This would cut HR administration time from 12 to 1.5 hours per week

2. Changes would be available real-time

1. Creating an interface that allows employees to update their own data

2. Eliminate the need for an administrator to manually enter basic employee information, including error correction

1. Employees should be able to see and change their own data

2. System must be secured with state-of-the-art security for remote access.

1. Current mainframe system is too costly and difficult to maintain. 11,500 transactions

1. It cost $15 per in labor and computing costs process to change. The company processed 11,500 changes in the last year alone which adds up to substantial costs

2. There is no automated

1. Off the shelf purchase of software, adaptation & implementation homogeneous web based enterprise-level database application.

1. Emphasize ease of use as well as security features

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per year. System is over ten years old.

interface between the mainframe and the microcomputer.

1. System does not have ad-hoc query and reporting facility that users can use.

1. Creates faster searches for users

1. Cuts down on Information Services workload.

1. Tiered web access. Restricting employees to certain fields.

1. Access for managers only

1. Employees should not be able to see someone elses data.

1. Simple online Graphical User Interface will potentially increase employee participation in charitable campaigns.

1. Employees will be able to make and manage deductions from their desktop.

2. Managers will be able to see the overall contributions being made

1. The Customer web interface should provide easy tools for employees to sign up for and manage deductions from their desk.

1. System must be secured

CST 610 ESSS Milestone 2: Context Diagram

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STATEMENT OF WORK Period of Performance: September 20th October 1st 2006 Customer: A-1 Information Systems Project Name: Employee Self Service System Date: December 16, 2006 Version: 1.0 I. Purpose: This is Phase One of the A-1 Systems Corporation computer systems modernization project. The A-1 Employee Self-Service System (ESSS) project will reengineer all systems related to Human Resources, specifically employee information and departmental details, and modify relationship and interface with the time and attendance, labor, and payroll systems. In order to develop the Employee Self-Service System, a system that will house the repository of employee master data and streamline the interfaces between human resources and employees, this system will provide the capability for each employee to maintain his or her own personal information, such as home address and office telephone numbers, emergency contact information, payroll system deduction options, and savings bond purchases. In addition this solution will provide the means to host an online version of the employee directory and alleviate the problems of out of date information and its associated expense. The human resources department and staff will be the primary user of the new system. II. Background:

A. Problem, Opportunity, or Directive Statement: Current practices now have employee information changes being processed by an extensive manual effort in which Human Resource administrators fill out forms and input the data. This manual effort often results in a time lag of several days between the time the employee submits the forms and the update of the information in the computer. This delay has caused several problems, including unacceptable lag time in implementing payroll deduction changes and company mailings (including pay checks) being sent to the wrong address. Another problem of the present system is the employee directory, which is printed every six months. It seems to be out-of-date as soon as it arrives with missing information on new employees, and incorrect information on employees who have changed addresses or been transferred. B. History leading to the Project Request: A-1 Information Systems is responsible for supporting all day-to-day operations for the A-1 Corporation, headquartered in Bethesda Maryland, as well as external customers. A-1 I.S. has experienced a 15% increase in employees over the past two years, and long-range projections show that trend continuing for the next year years. A-1 I.S. currently operates in five sites across the nation: Sunnyvale, CA; Denver, CO; Valley Forge, PA; Marietta, GA; and Orlando, FL. Each site has comparable hardware and software, and the employee to micro-computer is 1-to-1. Many employees, including most managers, use IBM notebooks with docking stations as their desktop computer. In January 2005 a strategic plan to modernize the companys resources was presented to executive management. This document included a multi-phased plan to reengineer the current systems to use state-of-the-art technology and to provide a showcase of systems that eventually could be delivered across the whole corporation. C. Project Goal and Objectives: In January 2005 a strategic plan to modernize the companys resources was presented to executive management. This document included a multi-phased plan to reengineer the current systems to use state-of-the-art technology and to provide a showcase of systems that eventually could be delivered across the whole corporation. D. Product Description: Phase 1 of the plan consisted of reengineering all systems related to Human Resources, which included employee information, time and attendance, and payroll. Task 1 of this phase is

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the development of the Employee Self-Service System (ESSS), a system that will house the repository of employee master data. This system will provide the capability for each employee to maintain his or her own information regarding address and telephone numbers, emergency contact information, payroll deduction options, and savings bond purchases. In addition this solution will provide the means to host an online version of the employee directory and alleviate the problems of out of date information and its associated expense.

III. Detailed Scope

A. Stakeholders: Mr. Joe Turner, President, A-1 I.S. Mrs. Jane Crawley, V.P. Sunnyvale Operations Mr. John Jones, V.P. Denver Operations Mr. Bill Henry, V.P. Marietta Operations Mr. Robert Smith, V.P. Valley Forge Operations Mrs. Deborah Sellars, V.P. Orlando Operations Mrs. Lori Simms, V.P. Customer Relations Mr. Jack Mills, V.P. Human Resources Mr. Peter Crane, V.P. Business Operations Mr. Frank Biaz, V.P. New Business Development

B. Data: Team 3 is led by Mr. Rick Ongaro, Project Manager, and staffed by Moamed Osman, System Analyst, Monica Sabharwal, System Analyst, Chris Vasquez, System Analyst, and Aaron Solano, Junior System Analyst. Team 3 from CSU Monterey Bay will include three Systems Analyst, working weekdays, 8am - 5pm. The initial agreed upon contract states the Phase I of the HR Employee Self-Service System will be completed in 1000 man-hours or less, approximately 135 days. Phase I must allow human resources and all 4100 A-1 employees to update their own information. It may become necessary during the second iteration of the system analysis to send Aaron Solano to a 3-week project management training course.

All changes must be made in writing as part of the system development iterations and the modifications and funding can only be approved by Mr. Joe Turner and Mr. Rick Ongaro. Documentation will be stored on a shared network drive at A-1 I.S. Orlando site, and available for viewing by all departments affected. Due to the nature of some Human Resources files, signed permission from a V.P. of each division my be established before access is granted. C. Processes: Each Thursday at 1500 hrs, Project Manager Rick Ongaro will provide weekly written status reports to Mr. Jack Mills, V.P. Human Resources. In addition, Thursday at 1600 hrs, Team 3 will host bi-weekly conference calls with all five locations to keep involved users and stakeholders aware of iterative changes and key dates. At milestone five, Mr. Mohamed Osman, will begin training end-users not involved with testing. This testing will be available on Tuesday mornings at the Orlando location only. The success and response to this training will determine the schedule of training at other locations. D. Locations:

a. Sunnyvale, CA b. Denver, CO c. Valley Forge, PA

d. Marietta, GA e. Orlando, FL.

IV. Project Approach

A. Route: Team 3 will use an Iterative Systems Development Approach. After each system implementation step Team 3 will record user feedback and implement the changes before the next iteration

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and release. This is an ongoing process that will allow Team 3 to involve users and stakeholders in the development process. B. Deliverables: Team 3 will create the following items:

a. Request for System Services b. Problem Statement Matrix (PSM) c. Project Feasibility Assessment Report Milestone 1 d. Customer Interviews e. Statement of Work f. Gantt Chart detailing the project steps g. Problems, Opportunities, Objectives, and Constraints Matrix Milestone 2 h. Context Diagram i. Functional and non-Functional Requirements j. One or more Fishbone Diagrams for problems outlined in the PSM k. Use-Case Glossary l. Use-Case Model Diagram m. Use-Case Narrative Milestone 3 n. Entity Definition Matrix o. Context Data Model p. Key-Based Data Model q. Fully Attributed Data Model Milestone 4 r. Logical Data Model in 3NF Milestone 5 s. Decomposition Diagram Milestone 6 t. Event Diagram u. System Diagram v. Primitive Diagram w. Activity Diagram Milestone 7 x. System Sequence Diagram y. Potential Object List Analysis z. Class Diagram aa. Candidate Matrix Milestone 8

V. Managerial Approach

A. Team-building Considerations: Team 3 is a newly established team and therefore is not expected to normalize until the fifth or sixth week of the project. B. Manager and Experience: Rick Ongano has over 20 years as a System Analyst. He enjoys challenges and is credited with implementing over 10 successful projects. This is his first assignment as lead Project Manager and System Analyst. C. Training Requirements: Two types of training will be necessary during the six month/1000 hour project. The first is project management training for junior systems analyst Aaron Solano. He will attend a three week training course in Beijing in September. The second area of training is user training. Mohamed Osman is the lead training facilitator and has over 30 years professional teaching experience. The user training will begin during the final project iterations and before full implementation. User interviews and iterative prototyping is not considered user training because so system has been built at that point.

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D. Meeting Schedules: Each Thursday at 1500 hrs, Project Manager Rick Ongaro will provide weekly written status reports to Mr. Jack Mills, V.P. Human Resources. In addition, Thursday at 1600 hrs, Team 3 will host bi-weekly conference calls with all five locations to keep involved users and stakeholders aware of iterative changes and key dates. F. Conflict Management Approach: Mr. Joe Turner is the senior stakeholder for the project. All other A-1 I.S. personnel in need of conflict resolution must utilize him as an arbitrator for conflict resolution. Mr. Rick Ongaro will represent Team 3 in all matters concerning project modifications and deadlines. G. Scope Management Approach: Mr. Rick Ongaro will be responsible for the early development of the project scope. In addition, he will facilitate a monthly review of the project scope and statement of work modifications. This is also the opportunity for A-1 I.S. to make grievances known, halt or cancel the project, or implement a major change that will require a new contract and project statement of work. All sub-meetings will be strictly project related and ignore company politics or influences outside the project scope.

VI. Constraints:

A. Start Date (Schedule): 1 October 2006 B. Deadlines: Phase I must be completed by 15 December 2006. C. Budget Constraints: $225.000.000 USD D. Technology Constraints: The new database must allow for web based queries, be scalable, and able to synchronize existing databases. The current micro-computer system will remain in place and operate in parallel until a satisfactory performance evaluation has been passed by the new database solution. Human resources staff much be able to continue to work on current systems without impact by the new project. The confidential information in the HR database must not be taken from the A-1 company premises.

VII. Rough Order of Magnitude (ROM Estimates)

A. Schedule: Project manager and HR V.P. have agreed that the project could take up to 6 months, although it is estimated to take 4-5 months. Implementation is expected to begin after the two week holiday break in December and January. B. Budget: No more than $225,000.00 USD will be spent on this phase of the project. This amount is mostly personnel salaries for Team 3, training courses, training supplies and facilities, and resources to procure information as needed. The solution being researched and planned for implementation is not expected to exceed $500,000.00 USD.

VIII. Conditions of Satisfaction

A. Success Criteria: The project must be completed in 179 days a. Satisfaction of Human Resources staff increased to 90% b. Reduction of time spent entering new employee information reduced to 20 minutes from 4 hours c. Cost savings of $175,000 to company by not publishing directory d. Improved database query capability e. Improved tracking of deductions f. Improved synchronization of distributed data stores g. Employee satisfaction with work tools and processes increased from 40% very satisfied to 80%

very satisfied by 6 months after the processes are in place h. Employee complaints reduced by 50% by 6 months after the new processes are in place i. Operating costs reduced by 20% over 3 months after the new processes are in place

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B. Assumptions: creation of project objectives is a negotiation process, beginning with the project team understanding the business issues and opportunities from the perspective of the business leaders. The project team then creates the project plan, identifying the project scope and specific objectives that they believe their project will achieve. The project team should include in this first draft both the general objectives and the conditions of satisfaction for each objective (how much and when). The business leaders or executive sponsors then review this project plan and share their input on the project objectives and scope. It is through this negotiation that the project team and the project sponsors align themselves for a good project start. This early engagement also builds ownership and buy-in to the project with key stakeholders in the organization.

C. Risks: Scope creep is the major factor that can hinder this phase of the project. As business leaders begin to realize the usefulness of the system they will want to expand access outside of Human Resource

IX. Authorization to proceed: Note: The signatures below certify that each agrees to the provisions of this SOW and attests to the completeness, feasibility, consistency and testability of the requirements. ___________________________________ ______________________ Customer Date ___________________________________ ______________________ Project Manager Date X. Appendices:

a. Estimated Gantt chart with Milestones 1-4 through project implementation.

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Saturday, December 16, 2006 CST 610, Web-based System Analysis, ESSS Milestone 1: Gantt Chart 1

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Saturday, December 16, 2006 CST 610, Web-based System Analysis, ESSS Milestone 1: Gantt Chart 2

Em

ployee Directory

Methods

People

Materials

Policies

Managers dont monitor the activities

Employees cant update their own data

No ad-hoc reporting is available

Team 3 ESSS Milestone 2 Fishbone Diagram

Employees cant due own date

Lake of one integrated database

First phase to be completed in 6 months

System is time consuming for data entry

System not accessible from every desktop

System out of date

Mainframe is expensive

Hardcopy phone book expensive & out of date

Micro system is not online & not integrated with

our e-mail Satellite HR DB updated too slow

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Saturday, December 16, 2006 CST 610 ESSS Milestone 2: Functional & Non-Functional

Functional (system must provide) Non-Functional (other features, enhancements) Input: web-based from remote or local host, multiple logins, accessible by all employees(personal data only), automation between micro-computer and mainframe, all sites must be able to access data, folder-type directory structure, GUI interface, Able to access from Desktop machines

Performance: Constant synchronization

Ease of learning: PC based, tied into company Email system,

Output: ad-hoc queries, up to date telephone directory, managerial use employee queries, HR administrators able see all employees information, Show who manages who, Reports on contributions by employee, Reduce excessive interfaces, Real-time availability

Ease of use: Employees able to be trained on material, and use of system within 2-3 weeks of implementation

Budget and costs: Budget for this phase is $225,000 Process: Nightly database synchronization and backups, remote secure login, tracking and management, one input into one system

Cost savings: Estimated savings per year of over $500,000

Timetables: Phase 1 must complete within six months. Data: centralized database, Employee information, State-of-the-art security, Main system in Orlando

Deadlines: 15 Dec 06

Documentation: Project report and training materials Training needs: Training materials for staff and employees

must are outside of scope and need to be added to Phase 2

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Saturday, December 16, 2006 CST 610 ESSS Milestone 3 Use-Case Glossary

Use-Case Glossary

Use-Case Name Use-Case Description Participating

Actors and Roles 1. Enter new employee profile A new employee must complete forms and be

entered into the system by HR on first day of

work.

HR

2. View employee directory

data (non-secure data)

Part of the online directory, any employee can

view any other employee basic information, i.e.

telephone number, name, office and building.

employees

HR

managers

3. View employee detailed

data (secure data)

Detailed employee info such as salary, payroll

deductions, job title, and supervisor. HR has

over riding administrative access. Managers

have view only privileges of their respective

supervised employees.

HR

manager

employee (self only)

4. Update employee personal

information (non secure

data)

Any employee may update their own phone

number, emergency contact, optional payroll

deductions. HR has over riding administrative

access.

employees

HR

5. Update employee personal

information (secure data)

Only HR may make changes to salary, job title

and supervisor info.

HR

6. View employee group data Direct and indirect supervisors may view

employee data. This is grouped by department

and capable of drilling down to individual

employee detail data. HR has over riding

administrative access.

HR

managers

7. Logon authentication System requires authenticated use and

authorized privilege level identification by all.

HR

managers

employee

8. United Way contributions Employees may view or edit as payroll

deduction option. HR has overriding

administrative access. Managers may view

generated reports of participation by

department.

HR

Manager

Employee (self only)

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Saturday, December 16, 2006 CST 610 ESSS Milestone 3 Use-Case Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 3 Use-Case Narrative

Employee Self Service System Author:__Rick Ongaro Date:__11/10/06_ Use-Case Name: Search Employee Directory Use-Case ID: ESSS-006 Priority: High Source: Requirement MSS-R1.00

Use Case Type Business Requirements ;

Primary System Actor:

Human Resources, Employees and Management

Primary Business Actor:

Employee

Other Participating Actors:

Human Resources, Management

Other Interested Stakeholders:

Description: This use case describes the event of searching the employee directory for viewing information. Any employee may view the directory information of any other employee. This directory will be driven by a searchable query based upon the information contained within i.e., first or last name, department, location, job title, or supervisor or combinations of them.

Precondition: The user must have previously logged on so that the system can identify the user as an authorized user and validated privilege level i.e. particular employee, manager, HR or admin.

Trigger: The use case is initiated when the user selects this option from the user interface. Typical Course Of Events:

Actor Action System Response

Step 1: This use case is initiated when a user selects the option to view the employee directory.

Step 2: The system responds by displaying an interface into the directory database requesting query input.

Step 3: The user inputs the appropriate requested data into the corresponding query fields.

Step 4: The system displays a list of everyone who matches that criteria and provides links on each person to go view the complete information.

Step 5: The user clicks on the individual link to view more complete information of that employee.

Step 6: The system will verify that this user has the right to view the given level of information and display that data.

Alternate Courses: Alt Step 4a: If user selects self, they are provided access to a more detailed view of their information. Alt Step 4b: If the user is management then the system displays an option to view a more detailed version of all employees under their supervision listed by division. Alt Step 6b: If the user does not have the right to view the selected data, an error screen appears with appropriate no access message.

Conclusion: This use case concludes when the user exits the unresolved request list screen Postcondition: None Business Rules: None Implementation Constraints and Specifications:

Data base programming to be used to provide a variety of searchable criteria.

Assumptions: None Open Issues: 1. Need to determine whether or not a manager has write access.

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Saturday, December 16, 2006 CST 610 Milestone 4 Entity Definition Matrix

Entity Definition Matrix Entity Name Business Definition

1. Employee Profile An active employee of one or more business unit.

2. Employee Emergency

Contact

An employees emergency contact information.

3. Manager An employee that supervises one or more other employees.

4. Supervised Group A collection of employees supervised by one manager or a collection of

managers supervised by one manager.

5. Labor System (External) The system responsible for inputs, storage, and outputs relating to XX

6. Time and Attendance

System (External)

The system responsible for inputs, storage, and outputs relating to the

hourly, weekly, monthly, yearly, or contracted time an employee performs

work.

7. Payroll System (External) The system responsible for inputs, storage, and outputs relating to the

company pay, benefits, deductions, and taxes.

8. Paycheck The amount of money an employee receives per pay period.

9. Department A business unit at the company identified by a series of non-specific, non-

unique numbers.

10. Building A physical structure owned, leased, or rented by the company.

11. Room A physical location within a building.

12. Remote Site A location owned, leased, or rented by the company. Currently five remote

site besides the headquarters in Maryland, including Orlando, Denver,

Sunnyvale, Valley Forge, and Marietta.

13. Deduction A monetary amount taken from employee salary for a purpose.

14. United Way A business that can receive money from a deduction.

15. Mail Stop A physical location identified for delivery and pick-up of External and Internal

company related mail.

16. Salary Type A designation for the hourly, weekly, monthly, yearly, or contracted time an

employee performs work.

17. Job Title An employees description of the position hired to work as.

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Saturday, December 16, 2006 CST 610 Milestone 4 Context Data Model

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CST 610 Milestone 4 Key-Based Data Model

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CST 610 Milestone 4 Fully Attributed Data Model

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Saturday, December 16, 2006 CST 610 Milestone 5 Logical Data Model in 3NF

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Saturday, December 16, 2006 CST 610 Milestone 6 Context Diagram

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Saturday, December 16, 2006 CST 610 Milestone 6 Decomposition Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 6 Event Diagram: New Employee Profile

CST 610 ESSS Milestone 6 Event Diagram: Update Employee Secure Data

CST 610 ESSS Milestone 6 Event Diagram: View United Way Participation

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Saturday, December 16, 2006 CST 610 ESSS Milestone 6 System Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 6 Primitive Diagram

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CST 610 ESSS Milestone 7 Activity Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 7 System Sequence Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 7 Potential Object List Analysis

Analyzing the Potential Object List Potential Object Notes Obj Reason Annual Salary The yearly salary of a salaried employee. N Attribute in EMPLOYEE or

PAYCHECK Building A building where employees work in various

rooms. Y BUILDING

Calendar Year The year for which a United Way contribution applies.

N Attribute in UNITED WAY

Contact Address The street address, city, state, and zip of an emergency contact.

N Attribute in EMERGENCY CONTACT

Contact Home Phone

The home phone number of an emergency contact.


Contact Name The first name, middle name, and last name of an emergency contact.


Contact Work Phone

The work phone number of an emergency contact.


Contract Employee A temporary employee. N Attribute in PAYCHECK Department An organizational grouping of employees

that fulfills a business function. Y DEPARTMENT

Dept ID An abbreviated identifier for a department. N Attribute in DEPARTMENT Dept Name The full name of a department. N Attribute in DEPARTMENT DOB An employees date of birth. N Attribute in EMPLOYEE Emergency Contact A person who should be contacted

concerning a particular employee in case of emergency.

Y EMERGENCY_CONTACT

Emp ID A unique, sequentially-assigned identifier for an employee.

N Attribute in EMPLOYEE

Employee A person who works for the organization. Y EMPLOYEE Employee Address The street address, city, state, and zip of an

employee. N Attribute in EMPLOYEE

Employee Home Phone

The home phone number of an employee. N Attribute in EMPLOYEE

Employee Name The first name, middle name, and last name of an employee.


Employee Office Phone

The office phone number of an employee. N Attribute in EMPLOYEE

Hire Date The date an employee was hired. N Attribute in EMPLOYEE Hourly Employee An employee who is paid a hourly wage. N Attribute in PAYCHECK Hourly Wage The hourly wage of an hourly employee or a

contract employee. N Attribute in PAYCHECK

Job Title An employees job title. N Attribute in EMPLOYEE Life Insurance A miscellaneous deduction. N Attribute in PAYCHECK Location Where an employee can be found. N Synonym of Remote Site Mail Stop A room or an area of an office where

employees can go and retrieve their mail. Y MAIL_STOP

Martial Status The marital status (married, single) of an employee.


Maximum Weekly Hours

The maximum hours per week that is scheduled for each hourly employee.

N Attribute in PAYCHECK

Misc Deduction A miscellaneous deduction elected by an employee.


Permanent Employer

The permanent employer of a contract employee.


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Saturday, December 16, 2006 Request Date The date of a miscellaneous deduction

request. N Attribute in PAYCHECK

Room A room where employees may work. Y ROOM Salary Employee An employee who is paid a salary. N Attribute in EMPLOYEE Site A company location consisting of one or

more buildings. Y REMOTE_SITE

SSN An employees Social Security Number. N Attribute in EMPLOYEE Supervisor An employees supervisor. Y MANAGER United Way Contribution

A contribution pledged to the United Way by an employee.

Y UNITED_WAY

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Saturday, December 16, 2006 CST 610 ESSS Milestone 7 Object List Diagram

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Saturday, December 16, 2006 CST 610 ESSS Milestone 8 Feasibility Matrix

Feasibility Criteria

Wt Candidate1 Candidate 2 Candidate 3

Description COTS w/ major customization COTS w/ minor customization Custom built solution

Operational Feasibility

20% Fully supports user-required functionality, current business process must be modified to take advantage of functionality. Score: 90

Mostly supports user-required functionality, current business process must be modified to take advantage of functionality. Score: 70

Fully supports user-required functionality, concern about security in system. Score: 80

Technical Feasibility

20% Current staff is comfortable with solution, able to maximize productivity. Required to hire/train on Java-J2EE for system modifications. Score: 80

Current staff is comfortable with solution, able to maximize productivity. Required to hire/train on Java-J2EE for system modifications. Score: 80

Requires staff and support personnel training on LAMP and Open Source systems. Security and product maturity could present risk. Score: 50

Cultural Feasibility

10% Possible user resistance to new, non-standard user interface. Score: 60

Possible user resistance to new, non-standard user interface. Score: 60

Less possible user resistance to new, non-standard user interface. Score: 80

Legal Feasibility

10% No foreseeable problems Score: 100

No foreseeable problems Score: 100

No foreseeable problems Score: 100

Economic Feasibility Cost to develop: Payback period: Net present value:

30%

Approx. $225,000 Approx. 4.5 years Approx. $90,000 Score: 60

Approx. $225,000 Approx. 3.5 years Approx. $90,000 Score: 80

Approx. $225,000 Approx. 5 years Approx. $150,000 Score: 50

Schedule Feasibility

10% 120 days Score: 70

90 days Score: 95

179 days Score: 20

Ranking 100% 90(20%) + 80(20%) + 60(10%) + 100(10%) + 60(30%) + 70(10%) = 75

70(20%) + 80(20%) + 60(10%) + 100(10%) + 80(30%) + 95(10%) = 79.5

80(20%) + 50(20%) + 80(10%) + 100(10%) + 50(30%) + 20(10%) = 61

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Saturday, December 16, 2006 CST 610 ESSS Milestone 8 Candidate Matrix

Characteristics Candidate 1 COTS w/ major customization

Candidate 2 COTS w/ minor customization

Candidate 3 Custom built solution

System facet utilizing computer automation.

This solution would use a module of PeopleSoft as a web interface to the main ESSS. Customization includes new interface for micro computer system and HR department and management specific tasks.

This solution would use a module of PeopleSoft as a web interface to the main ESSS. Customization of management tasks (United Way View).

This solution would involve writing a solution using common web services products.

Benefits that would be realized for this candidate.

Peoplesoft APIs and data structure, enabling easier integration with future RDBM. Successful implementation history and team experience.

Peoplesoft APIs and data structure, enabling easier integration with future RDBM. Minor customization necessary. Successful implementation history and team experience. Less service interruption likely.

This solution would allow maximum flexibility, since there would be no existing data models or processes in the software and the requirements could be followed exactly.

Servers and Workstations needed to support this candidate.

A Dell DL360/40GB might be necessary if the module is installed separately.

Existing workstations would be adequate.

Same as Candidate 1 Two Dell servers to host Web Server, and RDBMs capable application hardware required.

Software Tools

needed to design and build the candidate.

Existing Peoplesoft integration Toolset

Java

Same as Candidate 1 LAMP technology, 37 Signals architecture, Apache 1.3.22 or up, OSCommerce, MySql 3.23, Perl5.3 Library, Java JDK 2, RedHat 8.2 or up.

Application Software to be purchased, built, integrated, or some combination of these techniques.

PeopleSoft module Same as Candidate 1 Custom solution

Method of Data Processing.

On line, real-time Same as Candidate 1 Same as Candidate 1

Implications of output devices that would be used, special output requirements, and output considerations.

Existing LAN Printers Email Web Browser

Same as Candidate 1 Same as Candidate 1

Implications of data stored, what data would be accessed from existing stores, what storage media would be used, how much storage capacity would be needed, and how data would be organized.

Oracle 8.1.6 RDBMS with 36 GB disk space

Some backup to tape software Data: All employee location

data on ERD. Data would use existing

PeopleSoft data model.

Same as Candidate 1 MySQL 3.23 RDBMS 50 GB disk drive All employee location data

on ERD Data: All employee

location data on ERD. Develop in-house data

model

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PROBLEM STATEMENT MATRIX

Activity Diagram of Employee Management System6

Documents

Transcript of Activity Diagram of Employee Management System6