Service Request SR rm 022 Part 1

Topics: The Gathering, Chief executive officer, Gather Pages: 7 (1253 words) Published: April 28, 2015


Service Request SR-rm-022, Part 1
Mario Cuevas II
BSA/375
April 27, 2015
James Bachelor
Service Request SR-rm-022, Part 1
Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion (Riordan Manufacturing, 2013). The plastics that Riordan produced include beverage containers, custom plastic parts, and plastic fans which are made in three different facilities in Albany, Georgia, Pontiac, Michigan, and Hangzhou, China. Their corporate headquarters resides in San Jose, California where they conduct research and development. Riordan’s customers include automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. Stakeholders

There is always room for improvement and in order to improve Riordan’s existing Human Resources department, they need to update their system. By identifying the key stakeholders, Riordan is able to better improve their HR system. The key stakeholders for Riordan include the following: Dr. Michael Riordan (President and CEO) – Determine and formulate policies and business strategies and provide overall direction of private sector organizations. Plan, direct, and coordinate operational activities at the highest level of management with the help of subordinate managers. Jane McCall (Executive Assistant) – Provides assistance to a senior executive, including board activities, publications, volunteerism and special events planning, to create and maintain favorable public image. Kenneth Collins (SVP – R&D) – Directs and coordinates activities of R & D and aids Chief Executive Officer in formulating and administering organization policies. Hugh McCauley (Chief Operating Officer) – Directs, administers and coordinates the activities of the organization in support of policies, goals and objectives established by the chief executive officer and the Board of Directors. Information-Gathering

Depending on what information needs to be gathered, more than one type of gathering technique might need to be used to obtain said information. TechRepublic.com lists ten different gathering techniques which include the following: 1. One-on-one interviews – this technique involves sitting down with a client and asking what they need. However, this type of interview needs to be planned ahead of time. Certain aspects of what is required need to be known before asking any questions. 2. Group interviews – Similar to a one-on-one interview, group interviews usually have two or more clients. Since more people are involved in this interview, information can be gathered quicker and more efficiently since the same information most likely won’t be repeated. 3. Facilitated sessions – Much like the ladder, this technique involves five or more people in which you are trying to gather a set of common requirements from the group. 4. Joint application development (JAD) – Much like facilitated sessions, JAD sessions groups stay together until the original objective is complete. 5. Questionnaires – Questionnaires are a great way of gathering information from users who aren’t local. They’re also great for when you need to gather information from hundreds of users when an interview or JAD just won’t work. 6. Prototyping – This type of technique is much more modern in which something is built based on your individual needs. You then present this prototype to someone to gather more information. You’ll be able to gather whether you need to add or remove something as well in addition to what needs to be improved on. 7. Use cases – Use cases are somewhat different in the fact that you tell stories of how something works, usually told by actors. They may be easier but more detailed information will need to be gathered. 8. Following people around – When explaining something is hard...
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