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A classic example is the well-documented failure of Hershey Foods' $112 million computer system (Nelson & Ramstad, 1999). Due to the poor design and implementation of this new system, Hershey was unable to filI an order for 20,000 pounds of candy placed by a regional distributor in mid-September in anticipation of Halloween demand. The distributor, in turn, could not satisfy 100 of his 700 retail customers. The joumal article describing the debacle further quoted a candy buyer for Lowes Foods, a chain of supermarkets, who advised stores to stop reordering Hershey candies and switch to a competitor. Although Hershey claimed that it lost only a small percentage of its market share, others contended that the shelf
space the company lost would be diffrcult to

An examina
odologies fo
techniques a .da.ks.gov/ki .org). Althou
these Web sir

win back. Many of these problems

could have been avoided if an effective PM methodology had been utilized. Project management is a systematic and structured approach to planning and properly executing a specific, and usually one-time, objective. The objective of any project can range from planning a social event like a college-wide picnic to the implementation of a complex, multimillion-dollar computer-based system like an HRIS. In both of these examples, the IT and HRM tools are absolutely necessary to ensure the project objective is achieved.

ever, Josler e methodology

Regardless stages of the

This need for effective management of an HRIS development project was extensively discussed by walker (1982) when he identified the l0 most common mistakes in developing an HRIS. One of the major issues that he identified was l:;:li.'; ri'::', j,':iil--r'i).r, which was a central problem in the situation described in the vignette at the beginning of this chapter. Likewise, Kavanagh, Gueutal, and Tannenbaum (1990) provided a list of l4 recommendations based on an extensive review of the HRIS literature. Prominent among these recommendations was the "need to make a detailed plan" and to "develop a checklist to monitor implementation"; as well, they noted that "documentation . . . is critical for successful implementing and maintaining of the HRIS" and that HR and IT managers should "audit the new system periodically for maintenance" (p. 191). This chapter focuses on describing the approaches and techniques you can use to meet these
recommendations and successfully develop and implement an HRIS.

cally, parallel tation of an H project phaser uncover addit

phase,

The PM n

a..

,'1-

cept describes

asked so that information is tains objectiv

concept and c ments of this i

and continuin

budget, the Hl formed.

Effective PM for the HRIS depends completely on a positive relationship between IT and HR departments. As seen in the vignette, a poor relationship between these departments caused the project to fail in l1 company locations. Without this necessary cooperation, the HRIS development and implementation will fail. In the next several sections of this chapter, the contributions from the fields of IT and HR will be described along with a prescribed approach to combine them to make the HRIS fulfill the needs of all end users.
the

The seconc A', ': ,.--: (i.e., wha at what cost). l are to be perfo lished. These
scope,

or

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points on the ti As discusser phase, the HRI

management ar schedule, bud-s

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