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BSBADM504 Plan and Implement Administrative Systems Assessment 1

ASSESSMENT 1


Overview of Assessments

Assessment Task

Description

Assessment number

Assessment method/s

Plan and implement administrative system

Candidates will demonstrate skills and knowledge required to plan for the new or modified administrative systems and implement new or modified administrative systems.

Within a real or simulated business context, candidates will plan a new administrative system and implement an existing system. Candidates will need to consult with users or stakeholders to develop a detailed specification for the new or revised system, which must meet both organisational needs and external requirements such as codes of practice and legislation. Candidates will then need to follow organisational procurement policies to select an appropriate developer or supplier. Candidates will also need to prepare detailed planning for the implementation of the system, including communication, training and risk management activities.

1

Project

Monitor administrative system

Candidates will demonstrate skills and knowledge required to monitor an administrative system.

Following on from Assessment Task 1, or using a new real or simulated business environment, candidates will monitor the implementation or operation of an administrative system, modify the system as required, communicate modifications, and monitor and address training needs for the system. Candidates will prepare a project report outlining issues and solutions, including required modification and training activities.

Candidates will train new staff on the administrative system.

2

Project

In this Unit of Competency, to achieve the overall grade of “Competent” a candidate must satisfy all assessment items AND must satisfy all Elements and Performance Criteria. Candidate may be reassessed and given feedback within the time period allocated in case of non satisfactory performance in any of the tasks.

Assessment Task

1. In consultation with your assessor, nominate (a) an appropriate workplace context and (b) an administrative systems project to undertake to meet assessment requirements set out in this document. You may choose: (Your business or Our college)

a. the creation of a new administrative system, such as an electronic or paper-based system, for example accounting systems, leave approval systems, expense approval systems, recordkeeping systems or any other appropriate and agreed system

In this report, we will be examining the processes behind the review and planning of an Administration system and how to implement “Payroll Administration system” in your workplace. A typical administrative system consists of interdependent parts or elements that interact with each other and with other systems. It generally includes systems relating to filing, mail, accounting, distribution, client management, stock monitoring, payroll and banking, e-commerce, data and processing, and communication – all the functions that enable the organisation to operate efficiently. Such a complex system needs to be continually monitored and reviewed to ensure it functions smoothly and continues to meet the organisation’s and customers’ requirements. Identifying which requirements or modifications are needed requires a systematic approach. Often, management will conduct a feasibility study to identify the organisation’s current work practices and tasks as well as its future objectives, to see how the organisation could benefit by having a new or improved system; for example, there may be a need to process information faster, improve customer service or reduce unnecessary costs. An effective administrative system needs to be accurate, reliable and relevant, and enable the organisation to meet its time frames, engender confidence and maintain quality standards

b. new or existing system in a simulated business as determined in agreement with your assessor.

E-mail: *(the Quote Analysis-Payroll system) File 2. *(Justification on selection) File 3

To : Michael Rouix (Chief Finance Officer)

Cc : Sector manager.

Subject: The implementation of 2017 Payroll administration system. Report on the progress

Dear Sir

I would like to acknowledge you that we are in the process of choosing the vendor for 2017 Payroll administration system. Following the CA City Retail’s Procurement procedure, I have analyzed the quotes received. I have matched them to the Group requirements. I would recommend to choose the Supplier Three. I have attached the Quote analysis with conclusion, which will provide the Group with some basis for my decision. Please, see file attached*

Bolortsetseg Ch

Director of Finance, CA City Retail Group.

1 Corporate CA City Lane, Centro, 4001.

2. In consultation with users and stakeholders, establish the need for, and identify the requirements of, the new or modified administrative system. System requirements and considerations may include, for example:

a. size of the system

b. number and type of users

c. purpose and nature of system

d. ease-of-use versus complexity

e. capability and features

f. compliance requirements

g. cost constraints.

E-mail: *(2016 Payroll system requirement) File1

To : Key stakeholders.

Cc : Sector manager, Michael Rouix (Chief Finance Officer), Lucy Lowinsky (Director of HR)

Dear Sirs /Madams.

As you all aware, we are in the process now to change the Retail Group Payroll Administration system. The system last implementation date is 07.07.2016.

I am E-mailing you the list of the requirement for 2016 Payroll Administration system, that was discussed at 25.02.15 minutes meeting. You are welcome yet to add any requirement of your concerns to my list.

Any extra information will help us to determine the software specification and the end user needs. See file attached *

Regards.

Rimma Zipman,

Director of Finance, CA City Retail Group.

File 1 . CA City Retail Group. (Summary from 25.12.16 minutes meeting)

Requirement for 2016 Payroll Administration system.

Software’s Key requirements :

a) Give an access for multiple system users (i.e. Sector Manager, Chief Finance officer, Director of Finance, HR manager, outlet managers).

b) Release an Employee’s payroll reports (payslips; payment summary; reconciliation report; overtime report; allowance report).

c) Release an authority to import payroll reports into a banking system.

d) Support a permission/user restrictions.

e) Restrict payments for an employee with an incomplete record card. (name; address; TFN, Superannuation account; banking details).

f) Provide password protection.

End User’s compulsory requirements:

a) Run in parallel with 2016 Payroll system for the following 2 months. (Employees’ payment summaries will be issued by 07.07.2016 implementation date. The group has been experiencing payroll reconciliation difficulties).

b) Support back up and redundancy functions.

Requirements for Vendor:

a) Provide adequate supports (on call technical help desk).

b) Provide training to all users during the normal course of business.

c) Cost must not exceed $15000.

d) Obtain quotations from suppliers or developers in accordance with the relevant organisational policies and procedures (such as purchasing policies) to submit to your assessor. You must obtain at least two quotations to compare.

If you are undertaking this assessment in a simulated business context, your assessor may agree that detailed cost estimates can take the place of quotes as a basis for evaluating system options.

It is important to remember the full range of potential suppliers or developers from which you might need to request quotes or develop costings. Suppliers or developers could include:

h. administrative system consultants

i. computer/software suppliers

j. efficiency consultants

k. equipment suppliers

l. IT technicians

m. IT trainers

n. internal staff/clients

o. office equipment suppliers.

E-mail 1 . *(2016 Payroll Admin system) File 1

To : supplierone@email.com

Cc : Michael Rouix

Subject : DGPS Payroll system. The Quote is required

Dear Sir/Madam.

I am writing to you on behalves of the CA City Retail Group management. We are in the process to change our Payroll administration system to fit our current needs. Could you please provide us with the quote for recently released DGPS payroll admin system? I am E-mailing you the requirement list for the Payroll system we require. Please, See file attached*.

Regards.

Rimma Zipman.

Director of Finance, City Retail Group.

CA1 Corporate CA City Lane , Centro, 4001.

E-mail 2 .*(2016 Payroll Admin system) File 1

To : suppliertwo@email.com

Cc : Michael Rouix

Subject : NRTP Payroll system. The Quote is required

Dear Sir/Madam.

I am writing to you on behalves of the CA City Retail Group management. We are in the process to change our Payroll administration system to fit our current needs. Could you please provide us with the quote for recently released NRTP payroll admin system? I am E-mailing you the list attached for the Payroll Admin. System we require. Please address the system specifications, benefits offered, price for installation and back up services. Please, See file attached*.

Regards.

Rimma Zipman.

Director of Finance. CA City Retail Group.

1 Corporate CA City Lane, Centro, 4001.


E-mail 3 .*(2016 Payroll Admin system) File 1

To : supplierthree@email.com

Cc : Michael Rouix

Subject : NABS Payroll system- the Quote is required

Dear Sir/Madam.

I am writing to you on behalves of the CA City Retail Group management. We are in the process to change our Payroll administration system to fit our current needs.

Could you please provide us with the quote for recently released NABS payroll admin system?

I am E-mailing you the list attached for the Payroll Admin. system required.

Please address the system specifications, benefits offered, price for installation and back up services. Please, See file attached*.

Regards.

Rimma Zipman.

Director of Finance. CA City Retail Group.

1 Corporate CA City Lane, Centro, 4001.

Supplier Quotes Analysis ----2016 Payroll Administration System.

Criteria

Supplier One/ DGPS

Supplier two/ NRTP

Supplier Tree/ NABS

Key ;

Access package:

-Multiple system users.

-Release/Restrict/ Support an authority, security

50

$ 3499

20

$4780

30

$ 3300

Compulsory

- Operation with the old system for 2 month

-Back up and redundancy functions support

-Help desk support & supplies

- Implementation assistance

-Post implementation evaluation

- Training

Yes

1rep

5empl

Annually

Ongoing

2days max

4 hr

$ 2500

$1500

$1500

$ 0.00

Yes

2empl

Annually

Ann/250hr

max

5 days/ max

1day

$ 800

$ 850

$ 1500

$ 0.00

Yes

4 rep

5empl

Monthly

Unlimited

Ongoing

2days

4hr

1day

$ 165

$ 1500

$ 2100

$ 0.00

$ 250.00

TOTAL

$ 8999.00

$7930.00

$ 7315.00

GST

$ 899.00

$793.00

$ 731.50

TOTAL + GST

$ 9898.00

$8723.00

$ 8046.50

Conclusion: Supplier Three/ NABS is selected and recommended for future collaboration.

3. Use an appropriate method to select suitable suppliers or developers. For example, you may use a worksheet, spreadsheet or matrix to weigh and prioritise specifications and compare quotations in accordance with business needs.

File 2. Supplier Quotes Analysis ----2016 Payroll Administration System.

Criteria

Supplier One/ DGPS

Supplier two/ NRTP

Supplier Tree/ NABS

Key ;

Access package:

-Multiple system users.

-Release/Restrict/ Support an authority, security

50

$ 3499

20

$4780

30

$ 3300

Compulsory

- Operation with the old system for 2 month

-Back up and redundancy functions support

-Help desk support & supplies

- Implementation assistance

-Post implementation evaluation

- Training

Yes

1rep

5empl

Annually

Ongoing

2days max

4 hr

$ 2500

$1500

$1500

$ 0.00

Yes

2empl

Annually

Ann/250hr

max

5 days/ max

1day

$ 800

$ 850

$ 1500

$ 0.00

Yes

4 rep

5empl

Monthly

Unlimited

Ongoing

2days

4hr

1day

$ 165

$ 1500

$ 2100

$ 0.00

$ 250.00

TOTAL

$ 8999.00

$7930.00

$ 7315.00

GST

$ 899.00

$793.00

$ 731.50

TOTAL + GST

$ 9898.00

$8723.00

$ 8046.50

Conclusion: Supplier Three/ NABS is selected and recommended for future collaboration.

4. Consult with staff and organisational stakeholders to determine implementation strategies. Strategies could include, for example:

a. using external consultants

b. change management strategies

c. strategies for encouraging staff participation in all stages of implementation

d. piloting the system for user-testing before wider release.

e. Collect meeting minutes, emails or other correspondence as evidence of consultation.

Strategies

Description

Parallel adoption

Though this implementation method is quite costly and requires the double work for users for some time. Both the old and new systems are utilized simultaneously.

The system considered to be the least risky. The security and crash-worthiness of the new system can be verified in orderly manners. . Fall-back position is accessible. Problems can be identified easily and troubleshot in time. Training provided to users within daily activities.

The system leaves some space for organizational culture changes as well. The strategy would encourage staff to participate in the implementation process.

Big Bang

The implementation happens in a single, major event. Old system must be turned off and new system launched. No turning back is allowed.

Although Implementation time is shorter and the “pains” of implementation is condensed, failure of one part can affect others. And difficulties can be more pronounced. Careful pre-implementation preparation is vital to prevent fall -backs and major errors.

Although the cost is lower, employees will have less time to learn the new system. Therefore, more details may be overlooked in the rush of changes.

Phased rollout

The implementation process divided into segments. Each segment of the new system is implemented and used for enough time to verify its function, security and crash-worthiness.

Rollout can be divided:

By modules : it starts with core functions, necessary for day to day operations, then add functionality to each phase.

By business units ; this approach is rolled out through few business units at a time. The benefit is released as more experience is gained. Each phase become more efficient while lessons were learnt from others.

By geography : this can be referred to as a pilot adoption method. Method is used by large organizations with multiple locations.
Although the method involves continues change over an extended period of time with accuracy, it allows to technical staff to focus on one part of the system for a select group of users.

While fall back to old system got difficult with each phase, it would become possible to introduce modules and programming future modules.

5. Develop a detailed implementation plan. Your plan may take the form of an action plan or project plan, for example, but should include timelines, human and physical resources, implementation strategies, and responsibilities. Your plan should be consistent with delivering requirements for the system agreed in consultation with others. Include the following implementation activities in your plan:

a. physical development of the system and/or installation

b. testing

c. communications to introduce system and procedures

d. skills assessment and training.

File 3. Justification for selection

Selection Criteria

Description

Reliability

The NABS system ltd. pty has excellent reputation and commonly used in the Retail industry. This is the new edition of software, which communicates all payroll policies in clear and simple way. The NABS system is 20 years in the business and It has reliable organisational package. My observations are based on many testimonials, referees checking and diligent enquiries.

Value for money

Although the NABS system cost lower, its package includes many low-cost implementation features. With help of the system we will be able to offer direct deposit and self-service system for employees. It also automates the time and attendance. That will save us money on employing, full time cashiers & payroll officers. The system provides an affordable integrated HRIS along with processing the payroll.

Service and support

NABS provides ongoing help desk support, handbooks, fact sheets and user guides while other time limiting ( e.g 250 hr) , fully depending on the contract.

Quality

Taking in account “the cheapest does not mean the best”, I have undertaken external consultation and have tested the NABS software by myself. I assure you that the new design of NABS really meets its values. Besides the NABS company receives good customer feedback on the standard of software.

Financial security

The credit check on the NABS system vendor has shown the excellent financial capability of for the project. I was referred to the vendor by the NABS system ltd. Pty, which has excellent portfolio on their distributors.

Relationship

The Payroll Needs Analysis has proved that, there are tendency for ongoing relationship with the Supplier Three.

6. Develop written procedures for the use of the system. Include instructions for at least one troubleshooting or alternative procedure, for example, instructions on what to do if the system goes off-line or malfunctions.

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7. Develop a communication (email, letter, or other form of business correspondence), in accordance with your implementation plan, to introduce the new system and procedures to staff. Ensure you use communication skills and appropriate language (written and oral, and an oral question and answer component) to explain the purpose of the new system, win support and encourage staff to participate in all stages of the implementation process.

There are 4 groups of employees are exposed to changes of the Payroll system:

  • Old dogs”, who are resistant to changes and will have tendencies to fall back to old procedures ( e.g Nick from the Finances);
  • Setlers” who are positive but reluctant to take any initiative. ( e.g. Joan from the Department Store)
  • Pioneers”, who are enthusiastic to early adaptation of new payroll functionality (e.g Lisa form the Finances).
  • Well Poisoners”, who actively looks for ways to undermine the implementation ( e.g. Ali from the Café).

Two methods could be recommended -the phased implementation and the parallel adoption.

Of all these implementation methodologies , the phased implementation will be the best leading method for such sort of the retail group.

You have the ability to focus all your efforts in testing and debugging on one small segment at a time. Searching for the root of specific problems is made easier by the fact that there are limited places to look. How quickly you and your team can provide good fixes to the problems is more of a test of your ability than developing the system in and of itself. The permanent fix is well thought out, crafted and implemented.

The phased rollout should be complemented by parallel adoption. That will lead in improving organisational culture: reduced instances of resistance and conflicts; better assimilation of the new changes; better morale; higher value of feedback .

8. Provide training and support for staff. Choose one of the following two options to be carried out in accordance with your implementation plan:

a. Conduct a skills assessment to determine staff training needs. Identify the skills required by staff to use the system. Determine what skills relevant staff actually have and what skills staff need training for. Collect evidence of the skills assessment, such as a completed skills matrix.

b. Develop a training manual or handbook to train new users of the system.

General strategies:

  • The changes to the system must be clearly explained to personnel . Thus, Conflict and resistance to change must be avoided .
  • Providing staff training/information sessions will lead to develop an optimistic and confident team. Thus, Staff support is encouraged.
  • Ensuring that the staff will have the necessary resources in order to train themselves and teach others about the system. Thus. Confidence will be raised
  • Re-distributing office tasks may be needed in order to keep the system administration structure strong. There may be particular people who have strengths regarding system knowledge and can become temporary leaders of a project while implementation is underway. Recognizing and playing to skills and strengths of various team members communicates to those involved the importance of the project as well as the recognition of professional development.

· Offering informational resources relating to expected differences brought on by centralized vs. decentralized organizational structures and changes in leadership style. Thus, it will help raise awareness relating to performance criteria for the team.

a. Temporary reduction of workload during debugging processes. Thus, to let of some issues be resolved during slow periods so they have minimal impact on operations.

Individual approach strategies:

· “Old Dogs”” can be alerted to the fact that the automated integration of the new payroll system with existing time and attendance software will reduce pay-slip and salary errors. Their interest can be engaged by highlighting the specific and relevant system benefits that pertain to them.

  • Settlers” are ‘Spectators’ Their latent positive attitude can be encouraged early through consultation on issues such system design and consultation.

· “Well Poisoners”, are also known as “Cynics”. Theirs negative energy can be harnessed and transformed by engaging their help in addressing system concerns, ideally turning them into powerful allies.

9. Develop a risk management plan. Your plan should comprise a list of risks to successful implementation such as:

a. compliance risks

b. need for modifications

c. lack of training

d. lack of confidence

e. loss of productivity.

Your plan should include at least two activities to control the risks at acceptable levels, including, for instance, contingency planning, activities to eliminate the risk, activities to reduce the risks, or activities, such as purchasing insurance to transfer risk.

Risks and contingencies

Identified

Likelihood

Consequences

User risks

  • Lack of system knowledge.
  • Resistance to change.

Likely

Moderate

Implementation risks

  • Delayed delivery.
  • Incomplete delivery
  • Escalated cost, running out of money

· Inability to transfer historical data to new system.

  • Unappropriated planning.

Possible

Moderate

Operational risks

· Functions unable to deliver systems requirement, software failures

  • Incompatibility with other internal systems.

· Overseen the team’s workload.

Likely

Major

Technical risks

  • System shut down
  • Insufficient capacity to run system.

· Overseen the time to correct problems with Inaccurate user permissions

Likely

Severe

Implementation Phases

Implementation Activity Areas.

Risk Assessment requirement

Project Management Requirement

G. Screens, / BPR

H. Risk, Security Contingencies,

I. Administration

J. Time line

1

Business Proposed Solution

-Document any unique

key screens needed

-Incorporate security

requirements in the

business /RFP requirements

-Review proposed systems for corporate security standards.

-Select vendor.

- Prepare software acquisition request/ justification.

-Prepare implementation

plan and budget, get

approval.

-Negotiate and

finalize contract with

vendor. Make subject to

a product acceptance test

1 month,01/17

2

High Level Design.

-Review system's screens. Identify all screens that will be required to support

work flows.

-Establish screen

administration /

documentation

standards.

-Define planned (Business Process Resumption).

-Define high level security requirements at the user type level for: (data, screens, tables, menus, etc.) required/ allowed by the systems application/ software.

-Establish security administration standards and procedures.

-Acquire system.

-Manage implementation

project plan and budget.

-Conduct status and

steering committee

meetings.

1 month,02/17

3

Detailed Design

-Determine number of

screen versions.

-Develop detailed screen design specifications

all screens.

-Specify screen flows.

-Develop detailed screen design specifications for

each functional area.

-Complete detailed security BPR process

-Define security profiles

for users /groups.

-Specify security

tables.

-Develop Security Audit/ control procedures.

-Manage and administer

project.

-Conduct status

and steering committee

meetings.

1month,03/17

4

Configuration & Customization & Development.

-Develop new screens.

-Document and test BPR procedures.

-Load system security

tables, set security

parameters, establish system security.

-Test all security

features and functions.

-Manage and administer

project.

-Conduct status

and steering committee

meetings.

1month,04/17

5

System Implementation

-Implement BPR.

-Begin security admin under new system.

-Manage the conversion

process.

-Use escalation process, if needed.

-Complete project

documentation.

2month/06/17

6

Maintenance & Support

-Make screen changes as needed in the production environment.

-Be sure to fully test implementation. changes.

-Update documentation for all changes.

-Keep-up with

security administration,

delete not needed access

-Periodically test BPR standards

-Conduct post

implementation project

and system review.

1month 07/17

7

Post Implementation

REFERENCES

https://www.intuit.com.au/privacy/

http://community.myob.com/t5/Installing-and-upgrading/Error-after-upgrading-to-2015-4/m-p/389159#M13199&_ga=2.3130992.1720868048.1494817545-2088564637.1494817384

www.google.com.au

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