PARTI PHILUSUP FLEXIBLE BENEFITS SYSTEM IMPLEMENTATION AT SHAH MEDICAL CENTER th

Question

PARTI PHILUSUP FLEXIBLE BENEFITS SYSTEM IMPLEMENTATION AT SHAH MEDICAL CENTER the cost and improve the service of its employee benefits covera e , and greater coordination of human resource obie business strategies. A multifunctional team of 13 members was formed with represe d six technical experts from the consulting firm of Hun and Bar Software (HBS Senior management of Shah Alam Medical Center decided to procure and implement a system that would reduce the cost and improve the service o new system would have to meet four goals: improved respons benefits flexibility, better cost management tives with eds, added iveness to employee needs tems s (FS), and Information atives from four departments-Human Resources (HRI, Financial Sys Services (IS)-an m and HBS to clan Early in the project a workshop was held with participants from Shah Ala and finalize project objectives and develop a project plan, milestones, and schedule. Project com pletion was set at 10 months. In that time HBS had to develop and supply all hardware and soft ware for the new system: the system had to be brought on-line, tested, and approved; HR workers had to be trained how to operate the system and load existing employee data; all Shah Alam employees had to be educated about and enrolled in the new benefits process; and the enrollment data had to be entered in the system fy The director of FS was chosen to oversee the project. She had the technical background and had previously worked in the IS group in implementing Shah Alam's patient care information system; everyone on the team approved of her appointment as project leader. She selected two leader's task was to ensure that the The IS leader's task team leaders to assist her, one each from HR and IS. The HR new system met HR requirements and the needs of Shah Alam employees. T was to ensure that the new software interfaced with other Shah Alam systems Members of the Shah Alam team worked on the project on a part-t half their time on the project and the other half on their normal daily and team leaders also worked part-time on the project, although ea , spending roughly duties. The project manager ch gave the project priority. deadlines was imperative. The project give project team members for all project-related decision had made it clear that meeting project requirements and time ct manager was given authority over functional managers and

Explanation / Answer

1. In the given case an external consultant has been chosen for the supply of the hardware and the software for the better implementation of the project. Generally an external consultant is hired for the completion of the project when the organization doesn’t have sufficient time to execute it, don’t have sufficient staff members, when the cost of production increases etc. Here when the case is taken into consideration, the team members worked for the project as a part time. They were as supposed to their daily routines also. For the completion of the project on time outsourcing the software and hardware development has been relevant.

Now when the case of the project manager to deal with the consultant, it can be more challenging. If the development process is done in the organization itself a close monitoring can be performed. Through outsourcing risks related to completion and also the quality of production depends on the credibility of the consultants. A close monitoring, gathering regular updates etc are necessary.

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