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Best Practices: Success with a Caveat - A Case Study of the Treasury Department's HR Connect SystemPublished by: IDC Published: Jun. 30, 2009 - 25 Pages Table of ContentsTable of Contents Government Insights Opinion In This Report Federal Guidance: LOBs First, Then ConsolidationSituation Overview The DownsideThe Best PracticesThe ApproachStep One — Are You a Client or a Service Provider?Business DriversManagement StructureSolution DescriptionHow the Program Is StructuredThe Systems Development DivisionProduction Support GroupBusiness Operations Enabled by HR ConnectAvailable Services on HR ConnectSelectionImplementationMeasuring Business Value — Some PracticesReturn on Investment — Concept Versus RealityFactors for Internal CustomersROI Calculations — A PrimerCalculating ROIFactors Affecting ROI After Initial CalculationsLessons LearnedFuture Outlook Essential Guidance Actions to ConsiderLearn More Related ResearchSynopsisFigure: Basic ROI Calculation AbstractThis Government Insights report takes a look at both the successes and the shortcomings of the Treasury Department's HR Connect system, providing a detailed look at how consolidation of human resource systems can save money but spawn other challenges. Federal agencies have made significant progress toward measuring the potential for return on investment (ROI) for their major IT projects. But simply establishing a positive ROI may no longer be enough. "HR Connect was a success on many levels because it cut costs and provided a positive ROI," said Shawn P. McCarthy, research director for Infrastructure Optimization at Government Insights. "But it was also criticized for not saving enough money and not documenting all decisions. There is a lot that other agencies can learn from an analysis of this program because it shows both what to do and what to avoid." Get Full Details About This Report >> |
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