The majority of the senior executives of the HR Board still think that HRbase offers great potential to improve the transparency, consistency, and high-level competency of core HR processes.
The design of HRBase is focussed on the internal domain as is treated as an internal support function. The majority of the HR Board feels that the knowledge management initiative is not connected to any business processes.
The IT strategy of Deutsche Bank, in the time of the initiative, is on the external domain. Deutsche Bank mainly focussed on the implementation of internet E-business applications. Its objectives were to supplement, or even to replace, the traditional access to customers, and to reach for new market territories by the means of E-business.
High Costs.
The one-time-out-of-pocket costs of HRBase were estimated at 250,000, during the rollout the one-time-out-of-pocket costs of HRBase were 600,000 in addition to a significant use of internal resources.
Furthermore there are technical problems, in this stage of the project probably will be very costly to fix the technical problems.
Added value not demonstrated.
The quantity and quality of the data captured after the rollout was neither uniform nor sufficient for regular use. Because HRBase is not connected to any business processes and not connected to the evaluation of the employees it is very hard to capture the data required. .
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Question 2.
To help Fischer reach a decision, you - as an external ICT consultant - have been asked to review the development and implementation process of HRBase. For each of the stages described in the case study, identify strengths and weaknesses of Deutsche Bank's approach, linking your analysis to concepts discussed in our course.
1. Systems analysis.
Strengths.
Development requests: Interviews with various members from the HR department to get their input, both generalists and specialists and getting the right process right.