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IT Disconnect at Cascade Sustainable Energy - Coggle Diagram
IT Disconnect at Cascade Sustainable Energy
Ryan attends orientation
Ryan starts his IT job
Nick tells Ryan he will mostly be a business analyst
Ryan reviews his options for orientation analysis
Ryan and Maggie find possible solutions for the orientation system
Relevant Facts
Orientation
Two day orientation
Basic cross training
Team work is a key point through out orientation
New hires work on a simulated project
Orientation system
Paper documents
Staff does not always have current information
The system would ignore limits on registering
New hires cancelling doesn't cancel hotel
HR and IT deparment
HR and IT
Ryan meets with Maggie to improve orientation
Ryan shares Ideas
HR and IT discuss desired features
HR
Maggie is the onboarding manager
HR handles the orientation process
IT
Ryan is the new IT business relationship manager
Ryan is the first corporate IT employee to go through the orientation process
Key Problems
Ownership of system is unclear
HR has to keep explaining how the system and orientation process work.
New IT employees spend weeks learning the system before work can really begin.
Each time HR needs work done, a different IT employee may be assigned.
Improvements are delayed and time is wasted.
IT employees are moved to other projects and documentation is limited.
IT management, since IT controls project assignments and system documentation.
There is not one consistent person responsible for the orientation system.
Orientation does not work correctly
It creates extra work for HR and wastes money.
IT is responsible for maintaining and fixing the system
IT has to spend time fixing existing problems instead of adding new features.
Sessions have the wrong mix of employees and Cascade can pay for unused hotel rooms.
The system ignores specialty limits at times, and canceling orientation does not always cancel the employee’s hotel room.
Registration and cancellation functions sometimes fail.
The current system has functions that do not work the way HR needs them to.
Poor communication between HR and IT
Fixes take much longer
Impact on IT
IT employees have to learn the orientation process as it always was a different employee she got a hold of
IT gets moved to a different department and maggie has to find a new person
HR has trouble getting improvements made to orientation
HR can't find who is responsible
IT management is responsible
HR and IT do not have consistent working relationship
Possible solutions
What needs to change
Better communication between HR and IT, with Ryan helping connect them
Compare the CRM, Next ERP Release, Conference Software, Scheduling Software, and vendor systems
Clearer system ownership, better documentation, and better coordination when changes are planned
Do some research
Compare which systems meet HR’s requirements
Compare cost and the effort needed to build or implement each option
Compare how long each option would take
Investigate the vendor systems through an RFP
What could have been done differently
Keep better documentation on the system
Include the vendor options that HR asked IT to review
Keep a consistent IT person assigned to the orientation system
Keep HR more involved when reviewing possible systems
Proposed solution
Use an RFP to Evaluate Vendor Orientation Systems
Pros
More vendor options were later found
Cascade’s ERP vendor recommended standalone orientation systems
HR had already found possible vendor systems
Those systems could integrate with Cascade’s current and future ERP versions
Cons
The cost is still unknown
Don believed doing an RFP was not worth the effort
IT had not evaluated the vendor systems yet
How does it compare to other solutions?
The ERP solution could take a year or more
Cascade’s ERP vendor recommended against using ERP as the basis for the orientation system
The next ERP release looked like the best of IT’s original four options
Is it feasible?
Maggie already knew of possible vendors
Ryan believed an RFP for a smaller system should not take much effort
Ryan and Maggie agreed that investigating vendor systems was the next step
Evidence
HR had already identified vendor solutions and specifically asked IT to include them in the review.
Ryan thought an RFP for a smaller system should not take much effort, especially because Maggie already knew of possible vendors.
Cascade’s ERP vendor recommended against using ERP as the basis for the orientation system and instead suggested standalone orientation systems that could integrate with Cascade’s current and future ERP versions.