Assignment (Written Report)

BSBADM504 Plan and Implement Administrative Systems

Student Name: Rimma Zipman Student ID: C782470
Group: Business Administration Date: 06.03.17
Type of Assessment
This summative assessment will enable your Assessor to make a judgement of competency based on the
submission of your completed assignments against the requirements of this unit of competency.

Assessor Instructions
The Assessment Benchmark developed for each unit of competency is the evidence criteria used to judge the
quality of performance (i.e. the assessment decision-making rules). Assessors must use these benchmarks to
make judgement on whether competency has been achieved and to determine if the participant has performed to
the standard expected to meet unit requirement and learning outcomes. Competency results for each unit are
recorded in the Record of Assessment Form.

Reasonable Adjustment
Careers Australia will allow flexibility in relation to the way in which each unit is delivered and assessed based on
the students requirement. The following are the reasonable adjustments for this unit:
Reasonable Adjustment for this unit College Based On Line
Delivery
assistance of a Learning Support Teacher for LLN issues Yes Yes
modifications to physical environment, eg wheelchair access Yes Not available
changes to course design, eg instead of written assessment task change
Yes Not available
to verbal questioning & assessor to write the answers

Assessment Coding
Assessment of this program of study is based on competency based principles.
S = Satisfactory
NS = Not Satisfactory
Students who fail to perform satisfactorily for the assessment in the prescribed date may be assessed as not
satisfactory. You are required to be assessed as Satisfactory on completion of Assessments assigned by your
assessor for this unit of competency.

Re-assessment
Any re-assessment is conducted as soon as practicable after you have been informed of the requirement to
be re-assessed and have been given the opportunity to be re-trained and assimilate the training. You are re-
assessed in only the areas assessed NS. It is at the assessor/s discretion to re-assess the entire assessment
should it be demonstrated an overall understanding of this unit has not been achieved. Students that are
assessed satisfactory after re-assessment of areas deemed NS will achieve competency for this
assignment.

I acknowledge the assessment process has been explained and agree to undertake assessment. I am aware of
Careers Australias appeals process, should the need arise. I also understand that I must be assessed as
satisfactory in all parts of the assessment to gain a competent result for this unit of competency. I declare that
the work contained in this assessment is my own, except where acknowledgement of sources is made. I
understand that a person found responsible for academic misconduct will be subject to disciplinary action (refer
to student handbook).

Student Signature: Zipman Date: 06.03.17

Assessor use only

Assessor
Comment/Feedback:

Assessor Name: Assessor Signature:

Date: Result: Satisfactory Not Satisfactory

Office use only:

Results Date: Training
entered by: Centre

Students must complete all tasks as outlined in the following pages.

Hints: - The following hints will assist when preparing reports for submission

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 Assignment (Written Report)
BSBADM504 Plan and Implement Administrative Systems
Report format:
Executive summary
An executive summary is a very useful tool in communicating your information to busy people. It is essentially a
short summary (often no more than a page) of the report objectives, findings, and conclusions.

Contents
Any report over three pages in length should have a list of contents. A list of contents not only helps people find
their way around the report but it also gives an indication of what is in the report and the structure.

Introduction
The introduction should set the scene for the report by concisely describing the reason for the report and the
background or history relevant to the report.

Body
The body should address the main information including:
objectives of the review;
how the review was conducted, who was consulted, etc; and
results of the review and key issues identified.

Summary/Conclusions/Recommendations
Your conclusions should be clearly justified with reference to the results of the review. Your recommendations
should be made twice, briefly in the opening summary or Executive Summary and then in more detail in the
recommendations section.

Useful links to assist with assigned tasks.

https://www.ato.gov.au/Business/Employers/Preparing-to-engage-workers/Fringe-benefits-tax-(FBT)/
http://www.fairwork.gov.au/
http://www.safeworkaustralia.gov.au/sites/swa/model-whs-laws/model-whs-regulations/pages/regulations

This information is to be handed to each student to outline the assessment requirements.

Assessment due date: This will be aligned to Session Plan

You may use the scenario provided or your own workplace scenario to answer the questions below.

Note: If you elect to use your organisational information to complete the assignment you will be required to
supply supporting documentation (i.e. reports, policies and procedures that you reference in your answers)

Scenario: You are the Director of Finance, CA City Retail Group. You are currently reviewing the payroll
administration for the CA City Group. Your investigation has revealed that currently all payroll records are
paper-based. The degree of accuracy is questionable and you have concerns over the current system being
open to fraudulent activities. Currently the payroll is completed by a team leader within each business outlet.
The records are forwarded to the Director of HR, Lucy Lowinsky, after the payroll has been completed. You have
consulted with the Chief Finance Officer, Michael Rouix, who has instructed you to source an alternative payroll
administration system which will be administered by the Finance team for all employees across the group. The
initial meeting with key stakeholders has been held and your will find a copy of the minutes provided in
Appendix A.

Based on the above Scenario, or using your own organisation as your business model, complete the following
tasks.

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BSBADM504 Plan and Implement Administrative Systems

Task 1
Analyse the minutes of the meeting in Appendix A (or analyse your organisational needs); identify and
detail the key requirements for the new administration system (minimum 200 words).

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.

1 Corporate CA City Lane, Centro, 4001.

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

Requirement for 2016 Payroll Administration system.

Softwares 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 Employees 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 Users 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.

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Research three possible suppliers/developers for the new payroll system and compose an email that
you would use to request quotes from these suppliers/developers.
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.

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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.

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Refer to Appendix B- you will see three quotes that have been obtained for the new administration system
(or use quotes you have obtained in your workplace). Using the organisational policy for procurement
located in Appendix C, (or you own organisational policy and procedures) select which supplier you would
recommend. Explain your selection decision (minimum 100 words).

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 Retails Procurement procedure I have analysed 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*

Rimma Zipman,

Director of Finance, CA City Retail Group.

1 Corporate CA City Lane, Centro, 4001.

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

System.
Criteria Supplier One/ DGPS Supplier two/ NRTP Supplier Tree/ NABS
Key ;
Access package:
-Multiple system 50 $ 20 $4780 30 $ 3300
users. 3499
-Release/Restrict/
Support an
authority, security
Compulsory
- Operation with the Yes Yes Yes
old system for 2
month
Annuall $ Annually $ 800 Monthly $ 165
-Back up and y 2500
redundancy
functions support
Ann/250h $ 850 Unlimite $ 1500
-Help desk support & Ongoin $1500 r d
supplies g max Ongoing

1rep $ 1500 4 rep $ 2100

- Implementation $1500 5 days/ 2days
assistance 2days max
max
$ 0.00
-Post 4hr
implementation
evaluation
5em 2em $ 0.00 5empl $ 250.00
pl $ 0.00 pl 1day 1day
- Training 4 hr

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.

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 NABS provides ongoing help desk support, handbooks, fact sheets and user guides
support 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

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BSBADM504 Plan and Implement Administrative Systems
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.

Task 2
You have conducted interviews with four employees who are currently involved in the payroll at different
CA City outlets. You will find details of the interview in Appendix D. (Alternatively you may conduct
interviews in your workplace and provide details). Using this information answer the following questions:

1a Explain a minimum of three system implementation strategies (minimum 100 words each)

There are a variety of ways to implement a new system. Which one you end up using depends upon the system
you are implementing and the policies of your company. The actual implementation can either be
accomplished in one of 3 basic ways:

Strategies Description
Parallel Though this implementation method is quite costly and requires the double work for users
adoption 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
organisations 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.

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1b. Considering staff interview feedback, select the system implementation strategy you would recommend for the
new system. Explain your choice (minimum 100 words).

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 Caf).
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.

2. What are some strategies you would employ to ensure all staff are excited and embracing the new system?

General strategies:

1. The changes to the system must be clearly explained to personnel. Thus, Conflict and resistance
to change must be avoided.

2. Providing staff training/information sessions will lead to develop an optimistic and confident team.
Thus, Staff support is encouraged. .

3. 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

4. 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.
5. 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.

6. 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:

1.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.

2.Settlers are Spectators Their latent positive attitude can be encouraged early through
consultation on issues such system design and consultation.
3.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.

4.Pioneers are players. Theirs positivity is best channelled by engaging them as change agents
and representatives with their colleagues.
Conclusion: The payroll software implementation challenge is to increase the Players to a critical mass
supported by enough Spectators to create a tipping point.

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The more involved staff people become in the implementation of the new or modified systems, the more likely
they are to accept the change.

3. Reviewing organisational policy and procedures for training and development of staff (Appendix E),
create a detailed implementation procedure for the new payroll system. Ensure your procedure includes
the following:

2017 Payroll Administration system. Implementation plan.

A. Describe the alignment to organisational requirements.

Core requirement (Organization ) See columns A,B, C -File 5.- for details

1. System, hardware & comms delivery /configuration multiple environments allowing for training, testing,
trial system configuration and setup, and parallel and live running. Prepare the infrastructure, including
hardware, software, communications and facilities.
2. Coordinate with the key stakeholders. The organisation/s responsible for the supply and/or implementation of
the system are notified and scheduled for the individual project tasks.
3. DBA setup, with immediately active backup protocols- restoration or copy promptly when required.
4. System setup: parameters, tables, hierarchies, rates, calculation formulae and rules, menus, security ,
development interfaces and reports
5. Data cleansing/Data migration tests, iterative testing of system setup, bespoke software, interfaces, reports
and system functionality.
6. Production of user guides.
7. Implement training: for initial users. Use feedback to modify training for all users, for other users: involved
in acceptance testing, pilot and parallel running
8. User Acceptance Testing of end-to-end processes, inclusive of interface testing. Ensure simultaneous
storage/retrieval methods work effectively during the data conversion test.
9. Data migration for parallel running
10. Training for Remaining users and managers
11. Phased rollout (by functional and/or business area, with relevant data migrations if applicable). Implement
the new processes and procedures. Roll out the training and access for all users.
12. Phase closures and the carrying forward of lessons learned. Perform final verification against organisational
and developer benchmarks.
13. Project completion. Monitor and report on the system. Make modifications as necessary and ensure
organisational impact is minimised.

B. Describe your plan for communication.

Communication of Implementation tasks. See Column D ,file 5 for details.

1. Establish hierarchy of communication. The core team members are dedicated full time to the project. A
project HQ is provided for the duration of the project, where the project team will be based. Allocate
responsibility for the project team members.
2. Establish communication the team/management staff/ employee /service providers, ensuring that
confidence remains high, problem notification stays organized, and solution provision is expedited.
3. Establish direct contact with system administrators, contact with a helpdesk system. Set up
communication protocols
4. Publish and communicate Implementation strategies via intranet blog. Publicise Interest in the project
at an executive level.
5. Engage with other organisations which use the new system, and with a system User Group if one
exists.
6. Assign the supplementary/ training/ etc, resources for implementation. Publish/ post/ communicate
them through the project.
7. Publish Training plan. Establish blog feedback communication.
8. Set up company IT help line, followed by feedback communication on the blog .
9. Establish in-house Business Intelligence expert groups to work with the new system, which remains
available to the HR and Payroll teams after the implementation complete.
10. Set up walk-in issue notification windows, dedicated to system projects. The customers must use
other means to communicate nonemergency issues such as emails, faxes, and notification memos.

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11. Establish a Trouble ticket system to enhance productivity. Ensure the processes are in place to record,
analyse, and fix problems. Eliminate issues by establishing the emergencies procedure All problems get recorded,
categorized, prioritized and ultimately assigned to someone .
12. Implement an automatic response function, as part of a trouble ticket system. An e-mail, listing the
problem, along with other pertinent data is a great way to alleviate some of this black hole feeling.

C. Outlines the training and development plan (include scheduled training dates, location, trainer details; and
training method) See column E File 5 for details.

2017 Payroll Administration system

Training and development plan

Topic Session Learning Outcome Resources Required

Starting new payroll program Learn to Integrate of new components into current Handbooks videos, demo. Simulation online lab,
systems. See demos of prospective systems. .video, system demo Review manuals of target
systems. Read systems manuals, "play" with demo
systems to learn functionality.

Creating a new customer profile To learn how to create profiles System user manual, Simulation lab, Video, system
demo. Review manuals of target systems. Read
systems manuals, "play" with demo systems to learn
functionality.

Saving new information To learn how to save and delete the information Handbooks, video, Presentation demo. Review
manuals of target systems. Read systems manuals,
"play" with demo systems to learn functionality.

Retrieve historical data To learn how to recover lost or erased data from System user manual, Simulation lab, Video, system
software history demo. Review manuals of target systems. Read
systems manuals, "play" with demo systems to learn
functionality.

2017 Payroll Administration system

Training schedule.

Phases Training details Method Trainer Location Dates

High Level Design -Online Vendor In-house/ 22.02-26.02
Training of installation/ technical team. -Coaching Onsite/
-Incorporate training. Vendor HQ
-Skills assessment
Detail Design Online, Coaching/ Incorporate Vendor/ in- In-house/ 15.03-20.03
Training of project team/ initial users training house Onsite/
Skill assessment techniques. IT service Vendor HQ

System Implementation Training of employee users In house software mentoring/ Project team/ In-house 15.05-25.05
buddy sys-m/ IT /Vendor /Onsite
Skills assessment techniques
Support & Maintenance. CPD for new and existing employee In-house mentoring/on job Project team/ In-house 15.06- 30.06.
training, IT services /onsite
PD classes/
Induction training
Q&A Training, Help lines training. IT and Project Managers help Project team/IT In-house/onsite 07.17/ cont.
lines / Vendor help desk/
Professional community

D. Provides a list of risks and contingencies. See Column G, H File 5 for details

Risks and contingencies Identified Likelihood Consequences

User risks Lack of system knowledge. Likely Moderate

Resistance to change.

Implementation risks Delayed delivery. Possible Moderate

Incomplete delivery
Escalated cost, running out of money
Inability to transfer historical data to new system.
Unappropriated planning.
Operational risks Functions unable to deliver systems requirement, software failures Likely Major
Incompatibility with other internal systems.
Overseen the teams workload .
Technical risks System shut down Likely Severe
Insufficient capacity to run system .
Overseen the time to correct problems with Inaccurate user

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permissions

E. Timeline for implementation. See Column J File 5 for details.

2017 Payroll Administration systems Implementation Activities. File 5.

Implementation Implementation Activity Areas.

Phases

Core Requirement Communication and Training Requirement

A. Organization B. System/ Software/ IT C. Vendor D. Communication E. Training F. Reporting

-Prepare business -Keep requirements
proposal plan documentation up to
date, specifying changes
1 Business -Define a minimum set of
software acceptance test,
Proposed functions.
Solution
-Document high -Develop, tests, Install
level business vendor software,
requirements for - Design systems support
2 High Level data, functions, solution for new software.
flexibilities. --Define high level interface
Design -Develop Request requirements.
for Proposal RFP. -Conduct initial software
Establish Project acceptance test.
team -Develop test strategy
document.
-Develop an -Determine server
application solution hardware
for capabilities of the -Allocate equipment and
3 Detail Design sys-m, the way the space for application
system to configure support.
or customize. -Install software, Define
network support.
Enter t test data, specify
test data
-Requirements -Establish development
specifications for and test environments,
screens, reports, define migration controls.
4 Customizing & - Develop systems
table set-ups, etc.
- Revise mapping operations documentation.
Development, - Develop /test batch
document to reflect
processing jobs for
final design/ work
Configuration. application/ interfaces.
flows.
-Required -Go live with new system
documentation is and systems administration
updated, Configure and maintenance.
5 System -Back-up, archive ,old
changes results.
systems.
Implementation -Monitor / tune system
performance.
-Implement new interface
programs for all "to" and
"from" systems.
-Develop list of -Interview and conduct -Implement Project -Document business
potential vendors. site visits with users of team/ initial user/ Reporting.
Screen vendors with target systems. installation team online -Inventory existing
RFI. -Begin email/ internet training. reports. Identify any
-Evaluate and select blog/forum on the new -See demos of documents needed
Vendor. (demos, site system, its benefits. prospective systems. for report.
visits, reference check) -Use feedback to -Review manuals of -Streamline existing
-Negotiate contract modify training for all target systems. reports
terms and price with users
vendor.
-Sign Contract -Web Publish -Develop training plan -Select report writer.
-Vendor install support. strategies for & attendees list, -Supply Map system
-Vendor training. Employee./ IT/ resources. reports to current
Vendor / Management. -Both users, technical reports, identify needs.
Install system and
staff attend appropriate -Document new
conduct initial product -Continue Forum , blog
training classes. system reports to be
acceptance test(global User training feedback
-Read systems used: "as is to be
parameters and tables communication
manuals, "play" with developed.
demo systems to learn -Establish report
functionality. administration
standards.
-Conduct UAT(user -Post memo on -Determine approach -Document, Define
acceptance test): /training format and training guide detailed report
stress, conversion, /employee feedback format to be used for specifications for all
interface, parallel tests communications per user training new reports.
plan. reports
-Install and test ad hoc
report writer.
-Define ad hoc report
"templates" and
selection parameter
entry panels.
-Vendor test support -Develop and -Develop user -Update on-line help
for adds and changes distribute handouts of training materials. panels consistent with
of Customization units, the system user's Develop terminal new procedures.
databases, interfaces, guide. operator quick Develop reports and
conversion changes, -Publish memo/ web reference materials. test using report writer.
screen modifications. post on feedback
-Code, unit test, and communications per
systems test interface plan.
programs
-Monitor bug reports -Post Memo about -Implement -Begin generating and
and make bug fixes. training by IT help line. employee training. using new reports in
-Provide contracted Establish IT /project the new production
services and service environment.
manager help line.
levels. Start help line
-Conduct appropriate
blog/forum
installation tests prior
communication
to production roll-outs.
-Manage conversion
Process.

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-Keep requirements -Update system "run"
documentation up to documentation. Make sure
6 date when specified changes to interfacing
Support & & changes to be systems communicated
made to the system. -Develop new tests and
Maintenance. add to the test kit as
changes are made to the
system
-Add Transaction
processings
7 -Perform collects, stores /
Post modify/ retrieve
commands.
Implementation -Adjust the move/ reverse
commands.
-Monitor the reconciliation
process
Implementation
Phases
Risk Assessment requirement
G. Screens, / BPR
-Document any unique
key screens needed
1 Business
Proposed
Solution
-Review system's screens.
Identify all screens that will
be required to support
2 High Level work flows.
-Establish screen
Design. administration /
documentation
standards.
-Define planned (Business
Process Resumption).
-Determine number of
screen versions.
-Develop detailed screen
3 Detailed Design design specifications
all screens.
-Specify screen flows.
-Develop detailed screen
design specifications for
each functional area.
-Complete detailed security
BPR process
-Develop new screens.
-Document and test BPR
procedures.
4 Configuration
& features and functions.
Customization
&
Development.
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Assignment (Written Report)
-Provide vendor -Publish Post Continue employee -Use the reporting
maintenance. Make Implementation Q&A training by IT features of the system
product version Communications plan. help line, by Project or a report writer to
releases. -Periodically post in create standard
Manager help line/
-Provide "help" line newsletter review audit service provider help reports and to
support as contracted. reports/ security sy-m generate ad hoc
desk
Stay up with reports.
installation, vendor
releases
-Add Transection
communuication
-Add Trouble ticket to
transection processes
with an automatic
response function.
-Report the complete
corrections to
stakeholders
Implementation Activity Areas.
Project Management Requirement
H. Risk, Security I. Administration J. Time line
Contingencies,
-Incorporate security -Select vendor.
requirements in the - Prepare software
business /RFP acquisition request/
requirements justification. 1 month,01/17
-Prepare implementation
-Review proposed plan and budget, get
systems for corporate approval.
security standards. -Negotiate and
finalize contract with
vendor. Make subject to
a product acceptance test
-Define high level -Acquire system. 1 month,02/17
security requirements at -Manage implementation
the user type level for: project plan and budget.
(data, screens, tables, -Conduct status and
menus, etc.) required/ steering committee
allowed by the systems meetings.
application/ software.
-Establish security
administration standards
and procedures.
-Define security profiles -Manage and administer 1month,03/17
for users /groups. project.
-Specify security -Conduct status
tables. and steering committee
-Develop Security Audit/ meetings.
control procedures.
-Load system security -Manage and administer 1month,04/17
tables, set security project.
parameters, establish -Conduct status
system security. and steering committee
-Test all security meetings.
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BSBADM504 Plan and Implement Administrative Systems
-Implement BPR. -Begin security admin -Manage the conversion 2month/06/17
under new system. process.
-Use escalation process, if
5 System needed.
-Complete project
Implementation documentation.

-Make screen changes as -Keep-up with -Conduct post 1month 07/17

needed in the production security administration, implementation project
6 environment. delete not needed and system review.
Maintenance & -Be sure to fully test access
implementation. changes . -Periodically test BPR
Support -Update documentation for standards
all changes.

7 Post

Implementation

Task 3
1. Explain how you will monitor the new system in accordance with organisational requirements to ensure:
a. All users are operating efficiently.

To ensure that all users are efficient at their roles in new pay roll system we are following Total Quality
management procedures with 30/60 days evaluation check as follow:

1. Evaluate after training observation check forms. (No of users/av. usage time/av. turn- around
time/type of users

2. Evaluate for frequency the requests forms by IT help line ( statistics on users type/ uses
categories/inputs provided/outputs generated)
3. Distribute and collect and analyse User evaluation questionaries.
4. Set up interviews/ reviews with the users.
5. Evaluate and analyse Quality assurance tests trials.
6. Conduct Internal Audit on the 2017 Payroll system.
7. Prepare Correction action plan.
a. Office automation system. Checks software tools: databases, word processors,
communication technology.
b. Decision support system. Assists people to make decisions by providing information, models
and analysis tools.
c. Expert system. Solves the problem by diagnosing, monitoring, selecting, designing,
predicting and training.

b. All information held in the system is secure

Information system must be monitored and tested for the security as follow:

Identify System problems:

1. Test security privilege: Security of data stored, levels of authorization, segregation of duties.
2. Ensure update of password:. Access ID Authorization to the HRIS system, payroll records the
payroll service.
3. Ensure anti viruses program update: Data antivirus measures.

4. Ensure update / back up performance .

5. Ensure Privacy Policy is compliant.
c. Required reports and data is valid, accurate and timely.

The Payroll system should be monitored for validity of reports and data:

Create a Reporting Calendar.

o Keep up to date with Daily function/ the owners/ the approvers/due date/completion date/shared.

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o Configure your automated reporting calendar to red flag
Manage information system.
o Performance review reports.
o Budget reports.
o Transection reports .(receipts, cheques)
o KPI performance measurement reports, etc.

Manage Database information system: monitor data stored.

o Batch processing: check /process/ evaluation reports on the transaction data, cheques, receipts, etc
o Real-time processing: Evaluate transaction system to secure instant confirmation and its connection
to database.

2. You have identified that the organisation has a number of senior managers who are allowed to use a work
car for private purposes. This benefit will attract a Fringe Benefit Tax for the organisation. You have noted
that this functionality was not included in the original payroll system brief.

a. Modify your detailed implementation procedure completed in Task 2.3 to reflect this
organisational requirement.
Add Transactions processing to File 5, column B Software Core requirement.Phase
7
i. Monitor Collects, Stores/Modify/ Retrieve key commands on the daily transactions of
the managerial section e.g. a point-of-sale terminal
ii. Delegate particular payroll system responsibilities to the finance system.
iii. Adjust Move/Reverse key commands for travel allowances and patty cash,
miscellaneous expenses to the finance system.
iv. Monitor the reconciliation process: identify the pay components from old system /
transfer /recognize the allowances in the new payroll calculations

b. Are there any other policies and procedures that need modification.

Add Modifications to File 5 Column D Communication Phase 7

i. Add the Trouble ticket to transection processes with an automatic response

function to alarm the transections recognition problems.
ii. Make sure the problems are recorded, categorized, prioritized and ultimately assigned.
iii. Report post implementation issues to stakeholders.

c. Prepare a communication to advise employees of this change

File 6. Memorandum.
To: the Retail City Group Employees.
Post Implementation corrections plan.

The implementation team would like to inform you that some unknown traveling allowances transactions were
identified during post implementation phase. As this functionality was not included in the original payroll
system, this could attract a Fringe Benefit Tax for the organisation.
The post implementation corrections plan has been put in place. See file 5 attached with post
implementation activities.

Transactions processing: (Column B Raw 7)

v. Monitor the collects, stores/modify/ retrieve key commands on the daily transactions
of the managerial section e.g. a point-of-sale terminal
vi. Delegate particular payroll system responsibilities to the finance system.
vii. Adjust the move/ reverse key commands for travel allowances and patty cash,

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miscellaneous expenses to the finance system.
viii. Monitor the reconciliation process: identify the pay components from old system /
transfer /recognize the allowances in the new payroll calculations.

Transactions communication: ( Column D Raw 7)

i. Alarm the transections recognition problems. Add Trouble ticket to transection

processes with an automatic response function.
ii. Make sure the problems are recorded, categorized, prioritized and ultimately assigned.
iii. Report post implementation issues to stakeholders.

The feedback questions and better resolutions to the problem are welcomed.

The Project team.

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3.

a. Explain how, at 30 days after implementation, you will evaluate the training needs of all employees who
are using the payroll system.

Step 1 Performance Review, position description meeting/ on line discussion

-Provide information about key responsibilities of the position
-Distribute Skills Key indicators form (knowledge and abilities/ key skills required).
- Consultations on current changes in the job since the position description was made/ new key
responsibilities/ consider outcome

Step 2 Analyse the employee current skills and knowledge/ observations

-Receive employee Feedback on current position description,
-Provide your own employee observation feedback; what have you noticed them doing well?. What
key responsibilities are they currently expected to perform that may need improvement?
- Gather copies of formal qualifications, training courses completed/ information on task performed in
previous positions.
- Gather data available from the Human Resource information system.

Step 3. Skills/ knowledge Gaps analysis.

-Decide whether there is a gap in the staff members skills or knowledge.

-Decide if some revision is required to 'bring them up to scratch'.

-Ask the staff member which areas they consider need addressing.

-Identify tasks that you may have missed or refine tasks so that the training can be more effective.
-Prioritise skills needs, fill up Training need analysis form and set up copy for Training and
Development Plan.

- Review and confirm with HR Training needs analysis, ..

-Conduct ROI analysis in collaboration with HR.

Step 4. Identify training solution

-Find out the best way of closing the skills/knowledge gaps/ subject to PD budget availability

-Internal Options available such as:

1. One on one training or coaching in the workplace.

2. Self-directed learning written instructional material or written guidelines or instructions.
3. Short-term training courses internal at the Professional Development Units
5. Mentoring.
6. Buddy system.

-Suitable training solution agreed with HR.

- Implement Training/ Development plan

Step 5. Evaluate performance after training.

-Conduct on- job assessment -practical test.

-Discuss whether or not the key responsibilities can now be completed competently

-Conduct performance review interview.

-Ask the staff member to evaluate his or her own effectiveness in the task.

-Discuss the performance gaps that were the reason for the training are still there
-Complete Training evaluation forms

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b. You have noted that one employee who is struggling with the new payroll system has not been
following the procedures provided. You will use the 5 Whys technique to solve this problem. What
questions would you ask this employee (minimum of 5 why questions required.

Conduct one-on-one interview for employee( 5 why technique)

1. Why you struggling with the usage of the payroll software? Write down the specific problem.
2. Why the problem happens? Write the answer down below the problem
3. Why you do not follow the SOP ? Direct Self-study obviously does not work for you Do you
think it is too complicated? . Do you need simpler instruction?
4. Why do you think you require re-training? Could we Offer you other on-job training preferences
( buddy system, mentoring) ?
5. We have distributed training evaluation form. Why would not you fill one? It could give us a
view for gap training you will need.

I. How can you encourage this staff member to work with procedures provided?

-Conduct 5 why technique interview ( see above).

- Conduct the on-job practical assessment if needed to find the gaps

-Consider learning style of employee implement new method of communication for training.

In this case Re-training sessions is required , when you see that staff members are struggling
with the new system. After struggle re training will make much more sense to them, because they
will have seen the system, used it to some extent, and have some understanding of it. When you
say Go to such-and-such a screen theyll know what youre talking about. At the same time,
because they already know what that screen is, theyll be able to focus on what to use it for.

Another way to provide shortcuts and hints on how to get more out of the system. Effective
training has to include practical use of the system. The familiarity with the system helps
people understand what theyre being taught. Set people loose to use it, theyll remember some
(about 10%) of what theyve been taught. Hopefully, that part that they remember will help them to
get into the system and attempt to use it. Thats a valuable part of the training process.

I. List three important communication skills you will use in this situation.
Buddy communication
Mentoring implemented with expert demo video.
Readable Work Instructions ( SOP Simplified ).

II. Provide, a training plan for a new payroll staff member

2017 Payroll Administration system

New Payroll employee

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Training and Development plan.

Training plan Topics Methods Resources Time line

Required
Induction Training -OH&S training and General introduction, Handbooks videos, Complete Within
introduction to job duties, on job work online demo. Simulation online 2 days after job
policies and procedures. demo lab, .video, system commencement
-Introduction to facilities/ Mentoring. demo Review manuals
technology. of target systems. Read
-Complete learning style systems manuals,
questionnaire. "play" with demo
-Introduction to payroll software. systems to learn
-Complete Evaluation test. functionality.

Role Training. On-job training for duties. Self-direct study /IT Handbooks videos, Complete 1
New system Training. Guidance help line/ Mentoring. demo. Simulation online month from the
with respect to the overall lab, .video, system job start
objectives of the system. demo Review manuals
-Payroll software training. of target systems. Read
Start program systems manuals,
Create a profile "play" with demo
Save information. systems to learn
Retrieve historical data functionality.

1st month Complete Practical on-job Practical assessment. Work instructions, SOPs Within 2 days
training test. Interview discussion manuals, policies, after 1st month
Performance
Fill up the assessment form of training gaps. technical manuals. work started (30
review min- 1 hr)
Ongoing Complete training evaluation Subject to PD budget Work instructions, SOPs, Continue till the
form availability. Office technology end 1st year
professional
Complete gap analysis. Subject to HR manuals, policies, since starting the
development Complete training needs form. decision on Analysis training videos, blog/ job.
Continue with PD according to of training needs. forum /project team
assessment Continue with buddy help line.
system for 1 year.
Knowledge/ Perform knowledge test or a Mentor/Line manager Work instructions, SOPs, every 3 month till
practical exercise. assessment Office technology end of the year
practical tests
Fill up Gap training assessment. manuals, policies,
training videos, blog/
forum /project team
help line.
Complete Practical on-job Practical assessment. Work instructions, SOPs Within 2 days
12 month
training test. Interview discussion manuals, policies, after 1 year job
performance Fill up the assessment form of training gaps technical manuals. has been started(
review 1 hr)
Complete training needs form Expert training. Subject to Subject to
New initiative
Perform training needs test Mentoring implementation plan. implementation
training after training Subject to plan
Complete training evaluation implementation plan
form

4. Name the relevant Act(s) and explain how the following legislation could impact on the selection
and implementation of a new payroll system;

a) Privacy

Privacy Act 1988 regulates how businesses collect, access, and store personal information and
communication. It requires manage the sensitive information, handling and processing personal
information with care. Private information must be only disclosed by specific requests. It must never be
used for direct marketing unless it has been advised so from the carrier of such an information.

As the Payroll administration system is manipulating such sort of data, Privacy Act 1988 is very useful to
implement.

b) Freedom of Information
Freedom of Information Act 1982 provides a legally enforceable right of access to government
documents. FOI allows individuals to see what information government holds about them, and to seek
correction of that information if they consider it wrong or misleading.
The Payroll system will need direct connection to Australian Tax Office and other Government
organizations. It might also need to seek some disclosed information on personal Tax debts or Bad
Credits of the staff member, etc.

c) Copy Right

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Copyright Act 1968 defines the legally enforceable rights of Intellectual Property. In terms of
implementation of Payroll system , some copyright topis need to be considered, such as Intellectual
Property, Confidential information and passing off, Trademarks, Trade secrets.

d) Work Health & Safety

Workplace Health and Safety Act 2011. Under health and safety legislation, employers and
employees have a duty to ensure that working environments are safe and pose no threats to their health
and wellbeing in the workplace. Payroll system handle information related to WorkCover and
Superannuation funds. Those funds manipulate health and life insurances payments,links them to the
payroll system , providing employees in case of work related accidents.

e) Anti-discrimination
Anti-discrimination Laws such as
The Australian Human Rights Commission Act 1986.
Disability Discrimination and Other Human Rights Legislation Amendment Act 2009.
Disability Discrimination Amendment Act 2005.
Equal Opportunity for Women in the Workplace Act 1999 .
Fair Work Act 2009.
Human Rights and Equal Opportunity Commission Act 1986.
Racial Discrimination Amendment Act 1980.
Sex and Age Discrimination Amendment Act 2011
Prohibit discrimination on the basis of: Gender, sexual preference, political opinion, trade union activities, colour,
race and ethnicity, social origin, religion, nationality, family responsibility, irrelevant medical record, irrelevant
criminal history, age, marital status, carer status, parental status, breastfeeding, disability, pregnancy.
Any Administration system should ensure that performance-management processes do not contravene anti-
discrimination legislation. A manager can be seen to discriminate against employees when they treat them with
a particular attribute (i.e. age, gender, parental status, disability) less favourably than employees without that
attribute or with a different attribute.

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Appendix A
Minutes of meeting

25/2/15

Attendees: Edward Shands; Olivia Chanley; Michael Rouix; Marissa Shands; Lucy
Lowinsky; Richard Burton; Director of Finance (you); Director of Purchasing.

Apologies: Matt Hodgison

Agenda: Review of payroll administration for CA City Retail Group

Director of Finance: Meeting attendees where advised of the concern held by the executive
management team regarding current payroll policy and procedures. It was noted that the
group has decided to source and implement a new payroll administration system and the
Director of Finance will be the project implementation manager.

Implementation: must be completed by 7 July 2016

All employee payment summaries for FY 2016 must be issued from existing payroll admin
system before implementation date.
All department outlet managers will need access to the payroll admin system.
The authority for the payment of wages will rest within current delegation matrix
Each department outlet must be able to extract payroll reports for their employees (payslips,
payment summaries, reconciliation reports, overtime and allowance reports)
System must operate in real time.
System must have adequate support, in particular an on call technical help desk.
The system will need to be able to extract payroll payment report to be imported into
banking system for authorisation.
The system should not allow for payment of any wages for an employee record card with
incomplete employee details (name, address, tax file number, superannuation account,
banking details)
The system must have a permission/user restrictions; and password protection.
Back up and redundancy functions are compulsory.
Implementation to be run parallel with current system for a minimum of two months.
Plans must be put into place in the event that the FY 2016 employee payment summary
production is delayed past planned implementation date. Please note: the group has been
experiencing payroll reconciliation difficulties. This risk is considered high.
Training will need to be conducted during the normal course of business.
Project budget of $15,000 is not to be exceeded.

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Appendix B
If using the scenario for your assignment please use the attached quotes for Task 1.3
Make your decision on the information that has been provided in the quotes.

Quote one.docx Quote two.docx Quote three.docx

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Appendix C
Procurement Policy
Purpose:
Developing a procurement strategy and adopting appropriate best practice
contracting and procurement principles, policies, processes and procedures for all
goods and services by CA City Retail Group will assist in achieving organisational
objectives such as sustainable and social Procurement; bottom-line cost savings,
supporting local economies; achieving innovation; and demonstrating that we are an
ethical and environmentally responsible company.

Scope:
The policy covers all employees of CA City Retail Group who are authorised to
procure goods and services. The policy is governed by the consumer law, Privacy Act,
and the delegations of authority for CA City Retail Group.

The policy exists to:

provide policy and guidance to the CA City employees responsible for
procurement and to allow for consistency and control over Procurement activities;

demonstrate accountability to shareholders;

provide guidance on ethical behaviour in purchasing;

demonstrate the application of elements of best practice in purchasing; and

Increase the probability of obtaining the right outcome when purchasing goods
and services.

Should you have any questions regarding this policy

If any employee has questions regarding the policy they are to contact the CFO by
email at Finance CO@email.com

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Procurement Procedure
Needs analysis
Undertake analysis to identify needs
Agree needs with relevant stakeholders
Undertake external consultation, where appropriate
Review past procurement records and supplier history

Funding approval
Define scope of procurement
Obtaining preliminary quotes (min. of three)
Complete a business case to forward to authorising delegate for approval- remember the
cheapest is not always the best option.

Procurement plan
Prepare procurement strategy
Ensure procurement has been approved and provide a copy of approval to finance
Consider any special procurement requirements or contractual conditions
Have procurement plan approved by authorising delegate
Goods/Service provider selection

Contract management
Prepare contractual instrument
Obtaining approval to issue contract
Manage contract communication and provision of goods and services

Procurement Evaluation
Forward all procurement records to finance department
Assess service provider performance and value for money
Report on outcome to finance department

Delegations of Authority

Delegation of
Authority Matrix.xlsx

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Appendix D
Staff interview records:

Lisa- Retail Group Finance Team

Lisa is new to the role.
4mths experience only
No other payroll experience
She is very apprehensive about the change, as she has just learnt the current system.
Lisa is a kinaesthetic learner and has been assessed as having level 2 reading and writing
skills.
Numeracy is her strength. Lisa works fulltime.
Nick- Retail Group Finance Team
Nick is an experienced payroll officer with 10years + on the job history.
He has used the new system before at a previous employer.
He is quite excited about the change and can identify benefits for the organisation.
Nick is an energetic team member.
Nick works part time Mon, Wed and Fri.
Nicks previous employment history included project management
Joan- Department store
Joan has been with CA City for 3 years. She is very efficient and enjoys payroll. However,
performance reviews show a lack of attention to detail in Joans work. Joan works full time
and has aspirations of being a leader. Joan is an auditory learner, has level 3 reading and
writing skills and her strength is her ability to learn quickly.
Ali- Caf
Ali is a senior member of the team. She is not happy about the change. She considers she
does not have time to learn the new system. Ali is adamant that the whole payroll
administration should sit within Finance and have no involvement from herself.
Performance review show Ali has concerns with her ability to use computers.

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Appendix E

Policy and Procedure for Training and Development

Purpose:
To provide guidance for CA City management to identify and address employee
training and development.

To meet our organisational objectives for skills employees and superior service.

Scope:
The policy covers all employees of CA City Retail Group including casual, part time,
and full time employees. The policy is governed by the Anti-discrimination, Equal
Opportunity Employment and Work Health & Safety Acts.

Who is responsible for employee training and development?

Line managers are responsible for ensuring that every employee is provided with
sufficient training and development to enable them to effectively and competently
complete the task of their job role.

Induction Training: will be conducted with two working days of commencement

Role Training: one month training and development plan

New system Training: must be provided before implementation of changes

Ongoing professional development: completed annually at performance review.

What to do if you have not received training:

If any employee has not received training as outlined in this policy they are to
contact the manager of Human Resources on HR@contact.email.au

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Procedure for Training and Development

This procedure complements the policy for training and development in the CA City Retail
Group.

Procedure:
Induction Training:
1. Hr to invite employee to induction and safety training within first two days of
employment.
2. Employee to attend all sessions required
3. Employee to complete learning style questionnaire
4. Evaluation test to be completed, signed by employee and returned to HR

1st month training plan:

1. HR to provide the line manager with a training plan for the first month of employment.
2. Line manager to review the training plan within 2 working days, amend and return
copy to HR.
3. Line manger to ensure all training completed as per plan within first month of
employment
4. Employee to sign training plan at completion
5. Line manager to return completed training plan to HR

60 day review:
1. Line manager to arrange review with employee (minimum 30 mins)
2. Line manager to prepare 60 day review before meeting day/date
3. Line manager to seek HR advice if performance review is below satisfactory standard.
4. Line manager to discuss and agree on training and development plan for next ten
months.

12 month performance review:

1. Line manager to arrange performance review with employee (minimum 1 hour)
2. Performance review to be completed by line manager and reviewed by direct report
before interview
3. Line manager to seek HR assistance, if performance is unsatisfactory
4. Line manager to review past 10 month training and development plan
5. Line manager and employee to discuss and agree on next 12 month training and
development plan
6. Copy of training plan to be emailed to HR

Training and Development for any new initiative, system, procedure or policy
change:
1. Line manager to complete training needs analysis and identify employee training
needs
2. Training needs analysis to be forwarded to HR for review and confirmation
3. Hr to conduct a ROI analysis
4. Suitable training solution agreed with HR/Line manager (training to be on the job
where possible)
5. Training solutions identified should be cost effective
6. Line manager to implement training and development
7. Employee to complete training evaluation form at close of program
8. Training evaluation forms to be sent to HR

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