1

Chapter 1
INTRODUCTION TO HRMIS
VISION OF HUMAN RESOURCE MANAGEMENT
The Human Resource Management Information System (HRMIS) was developed in line
with the human resource management vision, To be the leader in the Development
And Management of Human Resource in Order to Achieve the Governments Vision.
This vision was decided upon during the seminar, HR Function Visioning Workshop for
Senior Management, which was held on 21-22 June 1999. This aim is in line with the
Governments vision to become a developed nation by 2020.
PUBLIC SERVICE DEPARTMENT SPEARHEADS HRMIS
As the central agency responsible for public service human resource management policies,
the Public Service Department (PSD) was selected as the lead agency to spearhead the
implementation of the HRMIS. Officers from process owner divisions comprising the
Remuneration Division, Pension Division (now known as the Post-Service Division),
Services Division, Organisation Development Division, Training Division (now known
as the Human Capital Development Division), Management Services Division, Planning,
Research and Corporate Division, and Psychological Services Division were directly
involved in verifying the human resource processes, which were developed for the HRMIS.
They were also involved in the testing stage of the application to ensure compliance with
prevailing policies. During the implementation stage, they verified the improvements on
human resource policies according to changes that occurred from time to time.
The Information Management Division was given the responsibility to manage the
implementation of HRMIS, and provide information on public service human resource.
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This role involves three main programmes:
1. Implementation of the Public Service Human Resource Management Information System
(HRMIS) in all public sector agencies, encompassing the following activities:
Preparation of base data;
Establishment of base data through the implementation of the Personal Records,
Management Service Profile and Personnel Data Management modules and sub-
modules;
Strengthening base data through the implementation of the Resourcing, Organisation
Development and Separation modules and sub-modules;
Expansi on of compr ehensi ve HRMI S modul es and sub-modul es/
implementation;
Change management and customer relations;
Establishment of communication channels at all levels of the agency;
Expertise development;
Diversification of learning methods to enhance skills of module owners and
users in HRMIS;
Preparation of infrastructure;
Upgrading of the capability of information and communication technology (ICT)
infrastructure at the PSD Data Centre; and
Ensuring accessibility of the HRMIS by all agencies.
2. Re-engineering of the HRMIS human resource management business model by means
of:
Ensuring that the HRMIS human resource processes are kept relevant;
Providing consultancy services for the standardisation of human resource policies
and management processes; and
Being directly involved in the human resource management policy making.
3. Creation of a public service human resource database through the following
actions:
Ensuring the integrity of human resource management data;
Obtaining reliable data from authoritative sources through integration of HRMIS
with agency legacy systems;
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Making the database a source of reference for information on human resource
management; and
Expanding the use of the Executive Information System at the Ministry and
State Secretary Administration.
HRMIS MISSION
As one of the Governments flagship applications, HRMIS has a clear mission so that
all public sector agencies implement it in line with the vision of public service human
resource and e-Government aims. Therefore, HRMIS must remain relevant in public sector
human resource management through its continuous application improvement.
HRMIS OBJECTIVES
The objectives of HRMIS are designed to ensure that the developed application will be
able to improve the performance of public sector delivery system. These objectives are
designed to:
Enable planning of the workforce and determine the effective size of public
service through human resource management information;
Automate the operation processes of human resource management;
Develop integrated and updated human resource information for the purpose of
effective human resource planning;
Facilitate horizontal communication and integration, coordination of human
resource processes and access through a single window;
Contribute to the creation of a paperless environment; and
Make available a human resource information system that is open, flexible and
updated to meet the management needs of the various levels of agencies.
THE ESTABLISHMENT OF HRMIS
Malaysia has industrialised so rapidly that when once commodities made up 100 per
cent of our exports, today manufactured goods constitute 78 per cent of our exports
valued at US$75 billion. Yet we are not a developed country. To become a developed
country according to our Vision 2020 we cannot continue with conventional manufacturing
industries. We have to move into the information industry
4
This is an excerpt from a speech by Tun Dr Mahathir Mohamad during the opening
ceremony of Multimedia Asia on Multimedia Super Corridor (MSC) at the Putra World
Trade Centre (PWTC) in Kuala lumpur on 1 August 1996.
The Multimedia Super Corridor (MSC) is an initiative by the Government to shift the
nation into a knowledge- and information-based economy to ensure that the nation remains
competitive and resilient. In this context, the development of Electronic Government for
national development was initiated in the 7
th
Malaysia Plan (7MP) and continued in the
subsequent Malaysia Plans. This decision is seen as a wise move as in 1996, the world
underwent an economic crisis, the effects of which were also felt by our country.
To realise the implementation of the MSC, the Government established the International
Advisory Panel consisting of 25 personalities among business leaders, policy-makers
and academics in the ICT world. The main function of this panel is to provide ideas
and recommendations to the Government on the development and implementation of the
MSC.
Accordingly, the Government launched the Concept Request for Proposal (CRFP)
for 15 pilot projects in the MSC flagship applications on 26 July 1997. Among the pilot
projects identified was the Human Resource Management Information System (HRMIS).
This is an integrated system, facilitated by technology that combines the best practices
of global human resource management.
MRCb Multimedia Consortium Sdn. bhd. (MMCSb) was selected by the Government
to develop and implement the HRMIS project. On 1 April 1999, a signing ceremony was
held between the Government and MMCSb with the Chief Secretary to the Government,
Tan Sri Abdul Halim bin Ali, representing the Malaysian Government and Dato Khalid
bin Haji Ahmad representing MMCSb. The ceremony was witnessed by the Minister of
Energy, Communications and Multimedia, Datuk leo Moggie.
At the ceremony, Tan Sri Abdul Halim said that for the first time ever, the HRMIS
would link all Government agencies electronically, so that human resource information
at the grassroots could be easily channelled to the higher levels such as the agency
headquarters, Ministries, State Secretary Offices and the PSD.
MMCSb, as the project implementer, is a consortium of 18 local companies led by
Malaysian Resources Corporation berhad. The other companies are as follows:
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Accurate Network and Systems Integration berhad
bSN Information Technology and Services Sdn. bhd.
CS Technologies Sdn. bhd.
Digiera Sdn. bhd.
Edaran Computer Sdn. bhd.
Hijau Inovasi Teknologi Sdn. bhd.
Irshad Consulting Sdn. bhd.
leapfrog Technologies Sdn. bhd.
Mark System Sdn. bhd.
Mobile Computing System Sdn. bhd.
New Technology Innovation Sdn. bhd.
Orienasli Holding Sdn. bhd.
Origin Technology Sdn. bhd.
Quantum Parallel (M) Sdn. bhd.
Sepakat Computer Consultant Sdn. bhd.
berita Information Systems Sdn. bhd.
Sistem Televisyen Malaysia berhad
The responsibilities of the companies in the development of HRMIS include project
management, process improvement, change management, system development, installation
management, training and education, as well as operations and support services.
According to the original HRMIS Agreement, the first phase of the project began
on 12 April 1999 and was scheduled to complete in the 24
th
month or 11 April 2001. The
second phase was scheduled to start immediately after that and completed on the 42
nd

month or 11 October 2002. However, the period was extended owing to three changes.
The first change was caused by the necessity of extending the period for the business
improvement process (bIP), which resulted in the first phase being extended till the 38
th

month or 11 June 2002, and the date of completion for the second phase extended to the
59
th
month or 11 March 2004. The second change involved the milestone deliverables
from management and operation into 4 packages. The third change entailed the closure
of the first phase in 2004.
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As stipulated in the contract between the Government and the consultant, RM99.89
million was allocated for the development of HRMIS. Of this amount, 58.4 per cent was
allocated for hardware and software, and the rest for services and the development of
applications.
On 17 September 1999, the Government announced to public sector agencies the
implementation of HRMIS application. All agencies were advised not to continue with
any effort to develop other Human Resource Management System to avoid redundancy
and duplication of systems.
WHAT IS HRMIS
The HRMIS project is a Government initiative to ensure that human resource management
in the public service produces skilled, trained and motivated workers. The HRMIS that has
been developed is now being implemented throughout the Malaysian public service.
The HRMIS is not merely a human resource application system, but more importantly,
it represents a new approach for more comprehensive and integrated human resource
management in overcoming the many challenges of public sector management.
The development of HRMIS is based on ten key functions of competency-based
human resource management, as illustrated in Figure 1.
Figure 1: Public Sector Human Resource Management Model
STRATEGY FORMULATION
& REvIEw
DEvELOPMENT
PERFORMANCE
MANAGEMENT
COMPETENCY
ASSESSMENT
RESOURCING SEPARATION
CAREER
MANAGEMENT
REMUNERATION, BENEFIT &
REwARD
PERSONAL RECORD MANAGEMENT
ESTABLISHMENT DATA
EMPLOYEE COMMUNICATION &
BEHAvIOURAL MANAGEMENT
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Among the main features of the HRMIS are that it is process-driven, it provides
for self-service facilities and it is web-based. The application allows all members of
the public sector to update their personal records and to apply for the various available
service benefits such as leave, travel claims and training courses.
In addition, the data of HRMIS public sector human resource processes stored in
a centralised database will facilitate analysis and strategic planning of human resource,
either at the department, ministry, state or national levels.
The changes that are brought about by HRMIS are based on public service trends
and practices around the world covering all human resource matters, as shown in
Figure 2.
Figure 2: Human Resource Process Mapping into HRMIS Modules
The modules and sub-modules developed under HRMIS were regarded as innovative
outputs, which saw a change in philosophy from a conventional 27-function human resource
management system to a 10-function competency-based HR To-be Management.
Salary Management
Placement in Pension
Scheme
Loan
Processing
Health
Benefts
Claim Processing
Leave Processing
Salary Processing
Confrmation of
Service
Payroll Management
(Target Management
and Performance
Evaluation)
Employee
Relations
Counselling
Discipline
Human Resource
Planning
Appointment
Placement
Promotion
(Procurement Element)
Human Resource
Planning
Organisation
Development
Service Scheme
Benefts and
Remuneration
Service Matters
Training
Career Development
Career Links
Examinations Career Guidance Training Asset Declaration Service Separation
Strategy Formulation
and Review
Resourcing
Employee
Communication and
Behavioural
Performance
Management
Remuneration, Beneft
and Reward
Competency
Assessment
Career Management Development
Personal Record
Management
Separation
E
X
I
S
T
I
N
G
H
R
M
I
S
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LAUNCHING OF HRMIS
On 12 April 1999, the launching ceremony of the HRMIS pilot project was held at the
bukit Kiara INTAN, which was attended by all the departmental heads and representatives
of the ten pilot agencies. It was conducted by the then Director-General of Public Service,
Tan Sri Samsudin bin Osman. With the launch of the project, the HRMIS Project Task
Force began operations in the PSD as the lead agency.
The ten selected pilot agencies to represent the five types of public sector services
in Malaysia were:
PSD, Ministry of Health, Malaysia Administrative Modernisation and Management
Planning Unit (MAMPU), Prime Ministers Office, Department of Irrigation
and Drainage and Department of Veterinary Services representing the Federal
Public Services;
Department of Sarawak Chief Minister representing the State Public Services;
Majlis Amanah Rakyat representing the Federal Statutory bodies;
Selangor State Development Corporation representing the State Statutory bodies;
and
Kuala lumpur City Hall representing the local Authorities.
WHY HRMIS IS NEEDED
before the Government arrived at the decision to develop the HRMIS, many studies had
been conducted to identify the best practices and use of ICT as an enabler to improve
public sector human resource management. As such, the implementation of the HRMIS
takes into account the following factors:
1. Optimal Use of Technology
Through the development of HRMIS, the Government can optimise existing
ICT infrastructure by automating human resource management in a standardised and
comprehensive manner, without being confined to any particular function. The HRMIS has
incorporated the entire process of human resource management from strategic planning,
recruitment, placement, promotion and separation.
2. Continuous Monitoring of Human Resource Management Policies
The use of a standard system in all public sector agencies will facilitate the monitoring
of human resource management policy implementation on a continuous basis. Current,
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accurate and reliable data that can be quickly obtained online will greatly assist decision
and policy-making processes. Consequently, the improvement process of human resource
policies can be carried out effectively and continuously.
3. Intra- and Inter-Agency Information Sharing
The Malaysian public sector human resource management has various levels in its
organisational structure, with a large number of agencies and varying jurisdictions among
the agencies.
In this context, the human resource process usually involves a chain of authority at
the various levels and agencies. An example is the exchange of officers between agencies,
which entails both placement and management of salaries. Information sharing via the
system will help avoid repeating the process of recording and this makes for a more
efficient and effective management of human resources.
The HRMIS allows online sharing of human resource management information
among federal agencies and other agencies. Its use also facilitates the process of analysing
information and ensuring that work distribution among civil servants in terms of planning,
strategy and operations is consistent.
4. Performance of Civil Servants
With HRMIS, the performance of civil servants can be measured against the goals
and targets set by the key performance indicators (KPIs) agreed upon by the head of
department or agency, and individual performance can be monitored and assessed in line
with the agencys objectives and goals.
PROJECT MANAGEMENT
The Government established a Project Management Office to ensure that the implementation
of the HRMIS project runs smoothly according to the set schedule, quality and cost.
The main functions of this office include management, coordination and monitoring
of major project activities such as contract management, project progress monitoring,
management of project progress payments, risk and issue management, and management
of technology transfer.
In terms of project management, the major changes in approach and delivery
schedules are as follows:
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Extension of process improvement study period from four to 17 months;
Change in implementation approach of the development system in the original
contract from two-stage delivery of partial operational and partial managerial
to full operational and full managerial;
Change in implementation approach from full operational and full managerial
to packaged-based comprising four packages of 15 modules;
Change in approach from package-based to individual modules; and
Change in project completion date for the first and second phases from 11 March
2004 to 30 September 2004 for the completion of the first phase alone.
1. Contract Management
The development of the HRMIS project consists of three contracts:
HRMIS Agreement dated 1 April 1999;
HRMIS Integration Interface Development Agreement with legacy Systems
dated 18 October 2004; and
HRMIS Application Improvement Agreement in accordance with the Malaysian
Remuneration System dated 6 July 2005.
All of the above contracts were signed between the Malaysian Government and
MRCb Multimedia Consortium Sdn. bhd. With respect to contract management, the
HRMIS Agreement underwent three amendments throughout the project period, that is,
on 27 January 2001, 13 May 2003 and 24 May 2005. The HRMIS Agreement (Third
Amendment) concluded the development of the HRMIS at the first phase only, although
the consultant was initially tasked with the implementation of the second phase as well.
The second phase of the HRMIS project was continued by the Government.
2. Project Progress Monitoring
Project management monitoring entails the monitoring of project development progress,
project documentation delivery, and payments. Monitoring of the project development
progress was carried out through the Project Status Report Meeting comprising both the
Government Project Team as well as the Consortium Project Team. Meetings were held
weekly throughout the duration of the project.
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3. Risk And Issue Management
Risk and issue management is a form of control to ensure that the development and
implementation of applications run smoothly. The Risk and Issue Meeting was held
weekly after each Project Status Report. During the meeting, risks, issues and measures
to be taken to address them were discussed.
4. Technology Transfer Management
Technology transfer involves the process of learning technology in system development,
particularly the best practices of human resource management. The Government consultants
were tasked with the responsibility of ensuring the transfer of technology to the Government
as stipulated in the HRMIS Agreement.
Technology transfer activities occur through technical and HRMIS application
courses, job sharing protocols, discussions and workshops. This assessment was focused
on aspects of development management, implementation and maintenance of the HRMIS
project. Overall, the Government HRMIS Project Team already possessed some degree
of knowledge and skills in the following aspects:
Project management;
Process improvement;
Change management;
Training and education;
Development of application systems;
Testing process and product acceptance;
Data management;
Integration management;
Handling of operational and support activities; and
Installation management.
In terms of HRMIS application development, the Government HRMIS Project Team
had the basic knowledge and skills to develop and maintain application systems. However,
more in-depth knowledge was required to carry out system fine-tuning, including the
restructuring of databases and system security as the HRMIS is a complex application
system. With respect to operational and support components, specialised knowledge and
skills are required to manage and operate the Data Centre, including:
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Data Centre capacity planning
Change management control
Monitoring system
Data Centre and hardware security
Configuration management
5. HRMIS Logo Concept
The concept of the logo is based on the abbreviation HRMIS which stands for Human
Resource Management Information System. Schedule 1 and Schedule 2 explain the forms
of HRMIS logo. Additionally, HRMIS can also be defined as follows:
H Horizontal: Horizontal integration, as well as mainstreaming processes and precise
communication, is achieved through a comprehensive system of cooperation among
Government agencies supported by the HRMIS system.
R Rightsizing: An effective public service supported by reliable information (i.e.
accurate information in terms of time and place).
M Managerial and operational: Management and operational processes at different
levels can be enhanced through a flexible, open and paperless system.
I Intuitive: Having reliable instinct and an increasing number of smart civil servants
to ensure more effective work practices.
S Sophistication: The HRMIS system heralds a new era for the Government and civil
service system as the country marches forward to achieve Vision 2020.
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Schedule 1: HRMIS Logo Concept
No. Form Form Concept Colour Concept
1. Overall Represents the abbreviation IT Harmony, cooperation
and coalescence
2. Sphere Represents workers as the pulse of
the e-Government, the Malaysian
Government, and the Malaysian nation
in general
Red
Energetic, diligent,
persevering, earnest and
successful
3. Two curves Inner Coalescence of all resources to
achieve Vision 2020 as one nation, one
goal and one theme
Outer Reaching out to serve rural and
urban Malaysians from all walks of life
Two curves Spiritual and physical,
mental and emotional balance
Dark/royal blue
Confdent, responsible,
dependable, intuitive,
intelligent and smart
Light blue
Peaceful and creative
Schedule 2: HRMIS Abbreviation
No. Form Form Concept Colour Concept
1. 3D Strong and stable to refect the use of
high technology and multimedia
Blue-green
Advanced,
environmental-friendly
and balanced
SUMMARY
The HRMIS project is a Government initiative to ensure that human resource management
in the public sector is able to produce skilled, trained and motivated workers. HRMIS
is not only a human resource application system, but also a new, comprehensive and
integrated approach in the management of public sector human resource. It has been
successfully developed and is currently implemented throughout the Malaysian public
service. The development of HRMIS project is in line with the efforts and goals of
human resource management, which is to become a leader in the management of human
resource to achieve the Governments vision.
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Chapter 2
HRMIS: PUBLIC SECTOR HUMAN
RESOURCE MANAGEMENT SYSTEM
The Human Resource Management Information System (HRMIS) has been developed
through extensive research on the best practices of human resource management by
world renowned organisations as well as human resource management trends of the 21
st

century.
PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT TO-BE MODEL AND
PHILOSOPHY
The Public Sector Human Resource Management To-be model has been formulated for use
by all agencies. It has ten main functions of public sector human resource management.
The developed human resource processes in HRMIS modules are based on a fixed
philosophy. This is to ensure that human resource management is efficient, effective,
constantly relevant and responsive to current challenges.
This model puts competency assessment as the basis for all human resource processes,
which is also the key to mobilising human resource management functions. This function
promotes self-development and continuous improvement through a user-friendly approach.
Competency assessment will also encourage individuals and line managers to assess
competency levels using valid assessment methodologies.
The second function of this model is the development activities relating to the
ongoing process of formal and informal training. The purpose of this function is to
enhance a persons abilities to ensure continued contribution to the organisation. At the
same time, development opportunities are provided to promote self-learning and just-in-
15
time learning. This is clearly demonstrated when opportunities are given to employees
and managers to plan, select and evaluate development programmes for employees to
acquire new competencies or for career advancement.
The performance management function is able to align individual goals with
organisational goals, as well as monitor and evaluate individual performance based on the
KPIs, the team and organisation. This function also promotes personal monitoring to strive
for continuous improvement and becomes part of the daily routine of the management.
Performance management also links performance to career development, development
requirements and rewards.
The remuneration, benefit and reward management function allows fast, accurate and
timely automatic processing of remuneration and benefits. It also provides a mechanism
to administer remuneration, benefits and rewards in the development and maintenance
of public sector human resource. A system that is fair and in line with the ambition of
the organisation to develop intellectual capacity will also promote employee retention
and enhance performance.
The philosophy behind the fifth function of career management aims to provide
a systematic approach in promoting human resource development in line with career
pathways and organisational needs. It also promotes sharing and ownership between
individuals and line managers in identifying career pathways and strategies to achieve
goals as well as continuous monitoring of their progress. In addition, this function provides
a sustainable, equitable, flexible and customer-oriented framework for individuals to plan
and identify strategies for career advancement. At the same time, it provides opportunities
to the individuals who constantly strive to improve their competency and performance
to progress in the organisation.
Human resource model need to change in line with the rapid change of the environment.
This is to ensure that human resource strategies and policies remain relevant to the
needs of the organisation. This philosophy is carried forth in the sixth function, which
is formulation and evaluation of human resource strategy, to ensure that the mechanism
for aligning human resource management strategies with the goals and objectives of the
organisation can happen quickly and effectively. Its main activities include the description
of values created by the human resource function through its vision, thinking style, etc.
This feature can also develop the human resource function through the determination of
deliverable outcomes.
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The philosophy of the human resource recruitment function is to provide a mechanism
to integrate in a comprehensive manner the various human resource management functions
such as manpower planning, recruitment, transfer, development and training to ensure
that the manpower requirements of the organisation are met. This feature also serves to
identify the short-term needs of human resource based on the activities of the organisation.
This process begins by identifying the roles, positions and competencies to carry out an
activity and ends with the acquisition of resources.
The function of separation has the underlying philosophy of facilitating the exit of
civil servants from Government service. It will also facilitate attrition trends as well as
provide a retention strategy to maintain skilled public sector manpower. Through this
function, all logistical issues such as assets and security passwords can be resolved,
and relevant human resource function operations such as human resource recruitment,
retirement, benefit and reward management, and development will be triggered.
The personal record management function is focused on a mechanism to put in order
all public sector human resource personnel records. This feature puts the responsibility
of updating personal records on each individual. This process involves activities such
as updating personal details, information on family, health, education, language skills,
declaration of assets and awards.
The final function is the employee communication and discipline management. Its
philosophy is to create a conducive working environment between the management and
employees. At the same time, this function can improve cooperation as well as promote
harmonious employer-employee relations through the provision of reporting, monitoring
and resolution of human resource issues.
HRMIS MODULES AND SUB-MODULES
The HRMIS human resource management application consists of 11 core modules comprising
39 sub-modules and two support modules comprising eight sub-modules. Overall, the
HRMIS has 47 modules and sub-modules as listed in Schedule 3 to complete the entire
process of public sector human resource management.
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MODULE DESCRIPTION
Each module has a specific function to facilitate the human resource process by the user.
The human resource process will record and update all human resource transactions.
Each HRMIS application module is described below:
Schedule 3: HRMIS Modules and Sub-Modules
Core Module 1 Personal Record Management
1 Personal Record
2 Asset Declaration
3 Service Profle
Core Module 2 Competency Assessment
4 Competency Assessment
5 Service Examination
6 Effciency Level Assessment
Core Module 3 Career Management
7 Career Path
8 Career Path Assesment
9 Succession Plan
10 Career Plan
Core Module 4 Performance Management
11 Performance Management
12 Confrmation in Service
Core Module 5 Resourcing
13 Develop Resourcing Action Plan
14 Acquisition of Competency Owner
15 Reassignment of Competency Owner
18
16 Preparation of Competency Owner for Assignment
17 Secondment
18 Promotion
Core Module 6 Strategy Formulation and Review
19 Develop Tactical Activity
20 Formulate HR Strategy
21 Formulate Policies and Procedures
22 Evaluation of Strategy Effectiveness
23 Long Term Manpower Planning
24 Assess Utilisation of Manpower
25 Job Evaluation
26 Organisational Development
27 Develop Position Norms
Core Module 7 Development
28 Study
29 Competency Development Program
Core Module 8 Employee Communications and Behavioural Management
30 Disciplinary
31 Counselling
32 Management Employee Relations
Core Module 9 Renumeration, Beneft and Rewards
33 Bonus
34 Claim
35 Leave
36 Loan
37 Medical
19
38 Payroll
39 Remuneration
Core Module 10 Establishment Data
Core Module 11 Separation
Support Module 1 Security Administration
40 Security
41 Workfow
Support Module 2 Information Services
42 Knowledge Base
43 Statistical Report
44 Executive Information System
45 Decision Support System
46 Web Publishing
47 Government Directory
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Figure 3: HRMIS Main Menu Interface
1. Establishment Data Module
This module stores information such as service scheme and service group, units
and activities, organisational structure, standard position, actual position, job description,
competency level of postings, key result areas and the required logistical resources of a
position.
2. Personal Record Management Module
This module stores basic information of officers such as personal particulars, family
particulars, language proficiency, academic qualifications, driving licence, bank account
number, work experience prior to joining the public service and awards received. In
addition, this module stores information on service profile and asset declaration.
3. Competency Assessment Module
This module records and analyses the competency levels of individuals or teams.
Officers or the management will be able to identify the competency gap between
requirements of the position and the competency of the officer. Action can then be taken
to address the gap through the Development Module. Information on competency can also
be used in the Human Resourcing Module for purposes of recruitment, placement and
promotion. This module also allows officers to carry out activities related to examination
such as processing of applications, scheduling of examinations, recording of assessment
results and updating of examination results.
Human Resource Management Information System
999999999999 MoHd SalleH bIn MoHd SaId
Human Resource Management Information System
21
4. Career Management Module
This module facilitates the managements succession planning for strategic positions.
In addition, officers can plan their career development either on their own or with the
advice of career consultants at the agency level.
5. Performance Management Module
This module enables officers to set their annual work targets in line with organisational
goals, as well as to generate annual performance evaluation reports. Through this process,
supervisors or the management will be able to link performance with career development,
development requirements and selection of award recipients for excellent service within
the organisation.
6. Resourcing Module
This module identifies short-term human resource requirements, applications for
positions and filling of vacancies through the process of recruitment, transfer and
secondment. It also aims to ensure that every officer placed in a certain location is ready
to perform the prescribed duties.
7. Development Module
This module prepares competency development programmes for officers in line with
organisational goals, and enables officers and supervisors to apply to attend the relevant
competency development programmes. Additionally, officers will be able to apply for
short- and long-term in-service training (diploma, masters, PhD), either with or without
scholarships.
8. Employee Communication and Behavioural Management Module
This module enhances cooperation and harmonious relations between the management
and employees through the process of reporting, monitoring and resolution of issues.
Moreover, this module makes it possible to manage counselling and employee disciplinary
activities.
9. Separation Module
This module provides a comprehensive process to manage the exit of officers from
Government service through compulsory retirement, early retirement, resignation, death,
dismissal, and so on. It also enables officers to prepare task handover notes and exit
interviews before leaving the service.
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10. Remuneration, Benefit and Reward Module
This module helps administer remuneration records of officers for preparing salaries
following placements, leave (half pay, no pay), promotion, competency level evaluation
and change of service scheme. In addition, it administers the records of benefits enjoyed
by the officers such as loans, medical benefit, claims and personal advances, scholarships
and annual allowances.
11. Strategy Formulation and Review Module
This module helps human resource managers in formulating and evaluating the
effectiveness of the organisations human resource policies, procedures and strategies for
continuous improvement. It is also useful for long-term manpower planning, organisational
development, tactical planning, storage of information on employment norms, task
assessment processes and assessment of manpower use.
12. Information Service Module
The HRMIS also provides users with information through six sub-modules comprising
the Government Directory, Knowledge base, Statistical Report, Executive Information
System, Decision Support System and Web Publishing. The Government Directory sub-
module provides information on officers names, office telephone numbers and organisational
units. The Knowledge base sub-module contains a repository of knowledge on policies,
procedures and best practices of human resource management relevant to the Malaysian
public service. The Web Publishing sub-module provides online information on human
resource management policies and procedures. The Statistical Report, Executive Information
System and Decision Support System sub-modules serve as business intelligence to the
senior management in decision-making.
13. Security Administration Module
The HRMIS Security sub-module fully controls access to all modules and coordinates
all functions of the HRMIS. The Workflow sub-module allows workflow administrators
to maintain the inter-relationship between HRM processes in the modules and sub-
modules.
23
HRMIS APPLICATION FEATURES
The HRMIS application features can be described as follows:
1. Process-driven
Public sector human resource management is driven by the built-in applications of
HRMIS. This means that the updating of data in the HRMIS database is done directly
through ongoing transaction processes.
2. Inter-Relationship of Three Data Components
The use of data in HRMIS is based on three components comprising personal
data, establishment data and transaction data. Each of the human resource management
processes utilises both the establishment data and personal data as the basis for carrying
out a transaction. The updating of the database is based on these transactions.
3. Self-Service Facilities
Through the self-service facilities available, officers will be able to do the
following:
Update personal records;
Apply for and check annual leave;
Submit claims;
Monitor work performance;
Apply for appropriate courses;
Conduct competency assessment;
Apply for transfer; and
Apply for counselling.
4. Web-Based
The HRMIS is a web-based application and can be accessed via the internet. However,
Government security policy requires all applications under the Electronic Government
Project to use the EG*Net network.
5. Integration of Human Resource Functions
The human resource management functions have been integrated to take advantage
of the concept of single entry, multiple users so that data and information from a module
can be used by other modules.
24
6. Knowledge-Sharing
The human resource management policies enforced through circulars and regulations
are stored in the Web Publishing and Knowledge base sub-modules and can be shared
by users to increase their knowledge and skills regarding the policies as well as to keep
abreast of current developments.
7. In-Built Human Resource Business Policies and Regulations
The human resource management business policies and regulations are incorporated
in the HRMIS application. Its advantages are as follows:
Verification process is performed at point of entry;
Automatic checking of qualification of officers; and
Reduced recurring reviews by human resource managers and administrators.
8. Security and Workflow
The HRMIS application design and technical architecture assure the integrity of
information and security access, where upon any additions, amendments or repeals of
data cannot be done without the permission of the authorising party. In addition, human
resource management processes are simplified by the setting up of workflow according
to the roles and responsibilities of the officers.
BENEFITS OF HRMIS APPLICATION
The benefits of the HRMIS application can be viewed from the perspective of the
organisation, human resource management and employees. The benefits to the organisation
are summarised as follows:
Human resource activities will be carried out more easily and simply with a
real time and online human resource information system;
Uniform human resource policies and procedures as well as the consolidation
of human resource information in the centralised data bank will facilitate the
use of this system by all agencies;
Productivity will be enhanced through faster processing, better work environment,
reduction of errors and work overlap, simple operating system and automation
of certain activities;
An integrated human resource information system allows the sharing of information
in a quick and accurate manner, and better communication among the agencies
involved; and
25
less productive human resource activities can be reduced and more attention can
be given to more productive work such as analysing and planning work which
will subsequently improve decision-making, implementation and monitoring.
The benefits to human resource management include:
Integration of the overall human resource functions provides for integrated,
accurate, fast and reliable human resource information;
Human resource management is simplified through the use of technology;
Increased productivity through greater automation of certain human resource
processes;
Utilisation of uniform human resource policies and procedures;
The human resource management functions of the HRMIS application take into
account process improvement elements and workflow to enable human resource
managers to play a more strategic role;
Processing time, particularly of operational functions, becomes faster and more
efficient through the use of the latest ICT;
basic information on human resource management such as service schemes,
policies, circulars and guidelines that are consistent will ensure uniform human
resource management implementation; and
Centralised collection of information will facilitate analysis and generation of
statistical reports relating to human resource management.
The benefits to the employees include:
Facilitation of communication between employers and employees;
Entry of basic information and service profiles of personnel need not be
repeated;
Reduced manual and overlapping activities;
Users will be able to check the status of each transaction made through the
HRMIS application;
Increased satisfaction, motivation and productivity; and
User-friendly and flexible system.
SUMMARY
The products developed in HRMIS application are based on the Public Sector Human
Resource Management To-be Model formulated for use by all agencies. There are ten key
functions of public sector human resource management. Each function is implemented
based on the set philosophy which will ensure that human resource management is more
efficient, relevant and responsive to current challenges.
26
To complete the whole process of public sector human resource management, this
application contains 11 core modules comprising 39 sub-modules and two support modules
with eight sub-modules. These modules have been divided according to the needs and
importance of each in accordance with the contract agreement. The breakdown of modules
has helped in the smooth implementation of the HRMIS application.
27
Chapter 3
PROJECT DEVELOPMENT PHASE
PROJECT ORGANISATION
The HRMIS project was launched on 12 April 1999. The PSD, as the lead agency, set
up a HRMIS Project Management Office, which not only formed a team responsible
for the seven major components of the project, but also acted as a mirror organisation
to the team of consultants. Its main objective was to ensure the effective transfer of
technology from the suppliers to the Government. The main components of the project
were Process Improvement, Change Management, Training and Education Management,
System Development, Installation Management and Project Management Office. The
organisational structure of the consultants is shown in Figure 4, while the Government
team is shown in Figure 5.
28
Figure 4: HRMIS Project Organisational Structure, 1999
Figure 5: Government HRMIS Project Team Organisational Structure,
2001-2007
GOvERNMENT
PROJECT SUPPORT
GROUPS
PROJECT STEERING
COMMITTEE
GOvERNMENT
PROJECT DIRECTOR
GOvERNMENT
PROJECT MANAGER
MRCB MULTIMEDIA
CONSORTIUM SDN.
BHD.
RISK MANAGEMENT
COORDINATOR
PROJECT
DIRECTOR
PROJECT JOINT-
MANAGER
PROJECT OFFICE
MANAGER
BIP/CM JOINT
TEAM LEADER
INSTALLATION TEAM
LEADER
TECHNICAL
DIRECTOR
TRAINING &
MANAGEMENT TEAM
LEADER
OPERATIONS &
SUPPORT TEAM
LEADER
COORDINATOR
Change Control
IT Security
Documentation Control
Quality Assurance
TOT Programme
GROUP LEADER
Business Improvement
Process
GROUP LEADER
Change
Management
TEAM LEADER
Application Development
web Publishing
Knowledge Base
Product Verifcation
Documentation
PROJECT STEERING
COMMITTEE
PROJECT DIRECTOR
MAMPU PROJECT
SUPPORT TEAM
DEPUTY DIRECTOR
MANAGEMENT
PROJECT MANAGEMENT
OFFICE
PROCESS IMPROvEMENT
TEAM
CHANGE MANAGEMENT
TEAM
TRAINING & EDUCATION
TEAM
DEPUTY DIRECTOR
TECHNICAL
SYSTEM DEvELOPMENT
TEAM
PRODUCT vERIFICATION
TEAM
INSTALLATION
MANAGEMENT TEAM
wEB PUBLISHING/
KNOwLEDGE BASE
TEAM
DATA MIGRATION/
INTEGRATION TEAM
29
PROJECT IMPLEMENTATION PERIOD
The original HRMIS Agreement Contract stipulated that the implementation period would
cover 42 months, with phase one covering 24 months and phase two 18 months. The
first phase included the business improvement process (bIP) and system development.
There were four stages of delivery and Provisional Acceptance Tests to be made in the
7
th
, 12
th
, 15
th
and 18
th
months. Subsequently, the Government carried out the first Final
Acceptance Test (FA1) in the 24
th
month for a month from the date of delivery. The second
phase involved the implementation of the application at all public sector agencies and any
improvement to the application was to be carried out in the event of errors occurring
during the development of the system. The fifth Provisional Acceptance Test was to be
carried out in the 30
th
month and the sixth in the 36
th
month. The Final Acceptance Test
was to be carried out in the 42
nd
month. This is shown in Figure 6.
Figure 6: Project Implementation Schedule (Original Agreement Contract)
PHASE 1 PHASE 2
MONTH
Commencement
Date
Legend:
PA BIP : Provisional Acceptance For Business Improvement Process Milestone
PA# : Provisional Acceptance
FA1 : Phase 1 Final Acceptance Milestone (Duration = 1 month)
FA2 : Phase 2 Final Acceptance Milestone (Duration = 3 month)
LAD# : Liquidated Damages Points Milestone (Rate: RM4,000 per day)
IR# : Implementation Review Milestone
Note:
PA BIP : *PA5 & PA6 will occur between months 24-42 depending on the delivery and complete installation of the Hardware/Software
Performance
Bond (End)
End Phase 1
PA BIP
LAD1 LAD2
IR1 IR2 IR3 IR4 IR5 IR6
LAD3 LAD4 LAD5 LAD6 LAD7
PA 1 PA 2 PA 3 PA 4 FA 1 FA 2 PA5 & PA6
End Phase 2
End HRMIS warranty
0 4 7 12 15 18 24 30 36 42 54
30
The HRMIS is an application system that covers all aspects of human resource
management. The delivery of the application system according to the management and
operational functions as stipulated in the original agreement contract was difficult to
comply with. This was due to the difficulties of developing a module that separated the
operation and management functions. It would have been simpler and more practical to
develop a complete module that contained both of these functions.
As such, to facilitate project development and management, all deliveries under
the system development were restructured according to four packages as shown in
Figure 7.
Figure 7: Application Development Schedule after Amendment of Agreement Contract
During the time the business improvement process (bIP) study was conducted, the
public sector human resource management was still using the New Remuneration System
(SSb). As such, the development of the HRMIS application system then was based on the
processes of the NRS. In 2002, the Government introduced the Malaysian Remuneration
System (SSM). With its implementation, all processes that had been decided prior to this
had to be revised and improved in line with the MRS. The process of further review
F
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A
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C
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P
T
A
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C
E

T
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S
T

1
Month 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38
PACKAGE 1
Establishment
Personal Data
Data Production
PACKAGE 2
Government Directory
Competency Assessment
Performance Management
Career Management
Resourcing
PACKAGE 3
Development
ECDM
Separation
PACKAGE 4
Remuneration, Benefit &
Reward
Strategy Formulation &
Review
EIS/DSS
Workflow
Security
PAT
1
PAT
2
PAT
3
PAT
4
Legend: Analysis & Design Application Development Product Verification
ECDM: Employee Communication and Discipline Management EIS: Executive Information System PAT: Provisional Acceptance Test DSS: Decision Support System
Feb 01 Mar 01 Apr 01 May 01 June 01 Jul 01 Aug 01 Sep 01 Oct 01 Nov 01 Dec 01 Jan 02 Feb 02 Mar 02 Apr 02 May 02 June 02
31
and adjustment required time and additional cost. Subsequently, the HRMIS Application
System Improvement Agreement, restructured according to the requirements of the MRS,
was duly signed.
PROJECT DEVELOPMENT PLAN
According to the HRMIS Agreement Contract, the first action to be undertaken by the
consultants was the preparation of the implementation plan for each project component.
These plans required prior approval from the Government before subsequent action could
be taken. The approved major project plans are as follows:
business Improvement Process Plan;
Change Management Plan;
Training and Education Management Plan;
System Development Plan;
Installation Management Plan;
Project Management Plan; and
Transfer of Technology Plan.
HRMIS PROJECT WORK SCOPE
The details of the scope of work for each of the above-mentioned components are described
in the following sub-topics.
1. Business Improvement Process (BIP)
The business Improvement Plan Report was approved by the Government on 2 September
2000. It described the plans and approaches for each activity as well as the detailed
framework for all bIP activities. The bIP plan consisted of four main activities, namely
current human resource process analysis, human resource to-be concept design, human
resource to-be detailed design, and implementation plans. At this stage, the scope of the bIP
study involved only ten pilot agencies identified in the HRMIS Agreement Contract.
Given that HRMIS is a software development project, the methodology for the
development of the system was the Rational Unified Process (RUP). The RUP was a model
that utilised an object-oriented approach to the process. It provided a systematic approach
to determine the duties and responsibilities in the development of the organisation, with
the aim of producing high quality application software that fulfilled user requirements,
32
on schedule and within a strictly regulated budget. The RUP consisted of six main
workflows, two of which were the business Model and Requirements specifically for
the service improvement process of the project. For this purpose, the project used the
business Process Improvement Methodology (bPIM) to complete the business model and
RUP requirements.
The approach used by the bIP Team was based on the bIP Methodology Model
shown in Figure 8. This model was adapted during the bIP study.
Figure 8: BIP Methodology Model
The continuous improvement model can be explained through five questions, starting
with project organisation and concluding with implementation planning or implementation
phase. The following are steps contained in each phase to ensure a comprehensive and
innovative approach of HRMIS:
In the first phase, project organisation ensured that all planning, administration
and required resources were ready before the start of the bIP phase. This phase
included aspects of early preparation, planning and determination of quality;
The second phase involved opportunity assessment whereby the human resource
functions in the public sector were re-evaluated. This study was conducted
PHASE I
what are our objectives?
PHASE II
How did we do?
PHASE III
How can we improve?
PHASE Iv
How do we know that
we have improved?
PHASE v
How can we continue to
make improvements?
U
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ERSTANDING CUSTO
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R

N
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D
S
E
v
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P
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S
S E
v
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IM
P
ROvING THE PROCES
S
33
by assessing the human resource environment and identifying the key issues
and challenges faced by the pilot agencies. It also identified opportunities
for improvement, potential barriers and enablers for the development of the
HRMIS;
The third phase covered objectives of the Concept Design, which was to provide
documentation and the proposed conceptual design for the HRMIS to-be detailed
design. Input to this phase was derived from the opportunity assessment and
research that had been conducted;
In the fourth phase, which comprised the Detailed Design, the process provided
documentation and proposal for the to-be human resource management process
detailed design; and
Finally, the fifth phase, which was the implementation or roll-out phase, involved
all experts from the bIP, application development and installation, training, and
change management. The main objective of the bIP team during this phase was
to provide documentation for the roll-out implementation plan.
In the early stage of the bIP, the main focus was to prepare and approve the plan
prepared by the consultants. However, there was a delay in preparing the Operational
Process Vision Report (OPVR) by the consultants as information on the as-is status
required by the Government could not be complied with. The report was finally approved
on 25 May 2000 together with the Project Recovery and Realignment Plan.
On 27 June 2000, a comprehensive Conceptual Design Report containing the HRMIS
to-be design concept was completed. After conducting a gap analysis, the consultants
submitted a detailed design report to the Government. The report contained all aspects of
Human Resource Management-To-be, including human resource process flow, roles and
responsibilities which had been reviewed. It took into account existing workflow processes,
the vision and objectives of public service human resource, best practices, the vision and
objectives of the HRMIS and KPIs. The report also recommended changes and action to
be taken to ensure the success of the process-to-be. Finally, the consultants submitted
a bIP Implementation Planning Report which outlined all aspects of implementation of
the HRMIS, success factors and implementation strategies to be taken. It also contained
a framework plan for implementation planning and performance measurement.
34
The milestones of the bIP phase are shown in Figure 9.
Figure 9: Milestone Schedule of the BIP Phase PAT
The bIP study enhanced understanding of current human resource management
requirements and the necessary improvements in the future. At the same time, it enabled
the Government to determine the benchmark of human resource management based on
both best practices as well as top international organisation. Results from the bIP study
also helped determine the strategic direction of human resource management based on
the following vision:
Public sector leaders will be recognised as benchmarkers in the international
arena;
life-long learning to acquire knowledge and skills;
Employees who are well-informed, skilled, proactive, credible and effective;
Use of appropriate technology to increase productivity;
Transparency;
Customer-orientation; and
Strategic alliance.
based on the new perspective of human resource management mentioned above, the
bIP study was used to determine a system design that linked vision and organisational
behaviour. The features of a system design that took into account human resource
management improvement are shown in Figure 10.
BIP Plan As-Is Report Concept Design
Process-To-Be
Design
Implementation
Plan
The BIP Plan
was approved
on 2 September
1999
The As-Is Report
was approved on
25 May 2000
The Concept
Design Report
was approved on
27 June 2000
The Detailed
Design Report
was approved
on 5 September
2000
The
Implementation
Plan was
approved on 9
October 2000
35
Figure 10: System Design Feature with Human Resource Management Improvement
Consideration
The bIP phase is important in the development of HRMIS application as it determine
the direction and design of the application system that to be developed. The HRMIS
framework is described in Figure 11.
Figure 11: HRMIS Framework
BEHAvIOUR
Focus on the customer
Innovation
Continuous improvement
Performance-oriented
Teamwork
Caring
Professional
DESIGN FEATURES
Customer-oriented
Continuous improvement
Performance
management
Learning organisation
Competency-based
vISION
Leader
Knowledge workers
Technology-enabled
Transparency
Continuous improvement
Customer-oriented
Smart partnership
2. HRMIS Technical Architecture
Technical architecture is the technical guidelines for the development and installation of
the HRMIS. It includes the application system and data centre development to support
the implementation of HRMIS. The HRMIS Technical Architecture Concept includes:
INPUT TO DETAILED DESIGN
As-Is Assessment
Report
Best Practice
(Research)
HRMIS Objectives
Strategy Articulation
(visioning workshop)
STRATEGIC DIRECTION
KEY OUTPUT
HR vision
HR Strategic Direction
Key Design Principles
Process Elements
Functional Elements
Information Elements
Key Performance Indicators
HR Roles and Responsibilities
HR Organisation
HR Competencies
OPERATING MODEL
SUPPORT INFRASTRUCTURE
vision
Mission
Strategy
Process
Business Rules
Information
Organisation &
People
Management
Process
Technology
Functional
36
Microsoft Distributed Internet Architecture;
N-tier Architecture;
Online Transaction Processing Information Flow;
Online Analytical Processing Information Flow Enterprise Database Architecture;
and
Infrastructure Architecture.
The Government approved the concept on 27 October 2000. Following the approval
of the Systems Development - Architecture Report on 19 July 2001, the fully completed
technical architecture report was adopted. The main features of the technical architecture
design are shown in Figure 12.
Figure 12: HRMIS Technical Architecture
EG* NET
Firewall C 11
Primary DNS
Secondary DNS
web Publishing
Government
Directory
SQL reporting
vLAN A
vLAN B
web Server 5
wEB Server
Firewall C2
wEB Server
web Server 4
web Server 1
web Server 2
web Server 3
Integration
Reporting Server
Reporting
Database Server
System Management
Server
Domain
Controller
MOM Controller
Backup
Controller
Fibre Connection BMC 01
Tape
Library
MOM
Monitoring
EIS/DSS
EIS/DSS
Knowledge
Base(Appl)
Knowledge
Base(DB)
Knowledge
Base(web)
Staging Data
Conversion
Production
Environment
Business Continuity
Facility Environment
Staging
Production
Enterprise
Management
vLAN C
Database 1 Database 2
Database server
BMC 02
37
The main features of the proposed technical design underwent a series of discussions
with the Government HRMIS Project Team before they were accepted. This is to ensure
that the technical infrastructure of HRMIS would be able to support a world-class
system as described in the HR To-be Detailed Design Report. The rationale to this is
that HRMIS would be the only public sector human resource management system to be
used throughout the country with users numbering over one million in 720 agencies. This
gives an idea of the high access volume at any one time when human resource processes
are fully operated online.
3. HRMIS Application System Development
The development of HRMIS application system started when the HR To-be Detailed
Design under the bIP study was approved. The HRMIS system development included
three main aspects: application system development, integration and data conversion. In
total, there were seven system development plans where the main deliveries, development
schedule, required resources, transfer of technology, risks and resolution methodologies
were described. The detail description of the application system development activities
were as in the following seven documentation plans:
Application Development Plan;
Knowledge base Plan;
Web Publishing Plan;PAT
Integration Plan;
Data Conversion Plan;
Executive Information System/Decision Support System Plan; and
HR Data Dictionary Plan.
The HRMIS development utilised the RUP approach and methodology which had six
core workflows as shown in Figure 13.
38
Figure 13: RUP Development System Methodology
The six workflows using the RUP methodology are described in Schedule 4.
Schedule 4: Development Process Workflow of RUP-Based System
Core Workflow Objectives
business
Modelling
To understand the current structure and dynamics of the
organisation;
To ensure that the customer, user and developer have a similar
understanding of the organisation; and
To identify the needs of current information technology
systems that support human resource functions within the
organisation.
Requirement
Identification
To obtain agreement of customers and users on what needs
to be implemented by the system;
To provide the developer a better understanding of the
requirements of the system;
To identify the extent and limits of the system;
To provide a basis for planning the scope of work for system
development cycles; and
To describe the user-interface for the To-be system.

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Business modelling
Early Planning
Transfer
Environmental Management
Configuration Management
39
Core Workflow Objectives
Analysis and
Design
To convert customer and user needs into the system design;
in the context of HRMIS, it is the To-be design;
To chart the development progress of the system; and
To ensure that the design corresponds to the execution
environment.
Programming
To describe the organisation of the programme code;
To develop programmes/components for the HRMIS
module;
To test the programme/component being developed, also
known as unit testing;
To integrate programmes developed by the programmer
separately in a working system;
To verify interaction between programmes and modules;
and
To ver i f y t he pr oper i nt egr at i on of al l sof t war e
components.
Testing
To verify interaction between programmes and modules;
To ver i f y t he pr oper i nt egr at i on of al l sof t war e
components;
To verify all requirements have been implemented correctly;
and
To ensure deficiencies/errors have been corrected before
arraying software entry.
Implementation
To publish the product, and carry out product installation.
Requirement Identification
System development activities began with the determination and verification of User
Requirements. This process was done by translating all human resource functions and
processes agreed in the Human Resource Management To-be Detailed Design document.
It is according to the module in the form of detail user requirements as documented in
the User Requirement Report. Each user requirements document delivery was reviewed
and agreed upon before it could be used as reference for analysis and design of the
system. In the context of HRMIS, the User Requirement Report document for all modules
and sub-modules underwent a review and verification process by the Government team
before adoption.

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Business modelling
Early Planning
Transfer
Environmental Management
Configuration Management
40
Key Principles of HRMIS Design
The HRMIS application is based on 11 key design principles:
Self-service;
Flexibility in human resource movement;
Customer-orientation;
Standards;
Facility to obtain information;
Decentralised human resource processes;
Role of strategic human resources;
Continuous improvement;
Driven by technology;
Process effectiveness; and
Competency.
According to the original HRMIS Agreement Contract, the HRMIS application
system development delivery is divided into two, comprising management function and
operational function. However, separating the two functions in the development of a
module is more difficult than in the overall development of a module that contains both
these functions. Taking this into consideration, the Government agreed that the delivery
structure and modules development approach be amended to a package-based delivery
where a comprehensive module delivery includes both these functions. This change has
required amendments to the HRMIS Agreement Contract.
To ensure the developed system quality level remain under control, and that maintenance
can be done with ease in the future, standards to be abided by programmers and system
analysts were introduced to ensure consistency of application system development,
namely:
Documentation Standard as a guideline for the preparation of project documents,
which is inclusive of system development document, such as User Requirement
Report, Analysis and Design Report, Human Resource Data Dictionary, Module
Implementation Plan and Module Implementation Report;
User Interface Standard as a guideline for developers to design clear screens
from modules, functions, processes and HRMIS images;
Manual Standard as a guideline in developing manual documents;
41
Codi ng St andard as a guidel i ne for t he programmer i n developi ng
programmes;
Naming Standard as a guideline in setting names such as filenames and data
elements used in programming; and
Requirement Standard, which outlines the content and format of the user
requirement report documents.
The Developers Handbook, which collects all the standards in a single document,
was also issued for reference by system developers.
Database Development
Enterprise Database Architecture, which consists of three main components, was
adopted to support information gathering and the public sector human resource business
transaction. The Online Transaction Processing (OlTP) component, which consists of a
data enterprise collection centre, supports the human resource business operations. The
Online Analytical Processing (OlAP), which consists of data marts and data warehouses,
supports business intelligence. The Operational Data Store (ODS) component consists of
infinite universal data repository that supports data management, data quality assurance
and data production, either transmitted to other systems or received from other sources.
The relationship between the three components is shown in Figure 14.
Figure 14: Enterprise Database Architecture
OLTP Data Support Operation OLTP Data produce intelligents
Functionally Independent
Enterprise Data Base
Application Data Base
Data Warehouse
Data Marts
3rd Party Data Archive
Operational Data Store
ENTERPRISE
DATA MANAGEMENT
External Feeds
Dimensional Data
Dimensional Data Functionally Dependent Data
Value Added Data Variable Data
Linked
Feed
Feed
Feed Feed
Extract
Load
Load
42
Since the HRMIS implementation, its database engine has undergone changes in line with
technological changes from SQl Server 7.0 to Microsoft SQl Server 2000, then followed
by Microsoft SQl 2003, as in line with changes in the operating software from Windows
NT to Windows 2000, then Windows 2003. The technology change is shown in Figure
15, with a comparison of operating software shown in Schedule 5.
Figure 15: Operating Systems and Database Engines Technological Changes
Data Conversion
Data Conversion Tools (DC Tools) is part of the HRMIS system development activities.
It was developed to facilitate and expedite the updating of data in the HRMIS database
through the conversion of existing digital data in any legacy system into the HRMIS
application. DC Tools contain a collection of computer programmes for digital data reading
from a specified format or legacy database system of an agency, which converts data
automatically from the database of a legacy system into the HRMIS database.
w|N00w NT 4.0 w|N00w 2000 w|N00w 2003
2002-2005 2005-2007 2007-2009 (Now)
Database Engine Software
SQL Server 6.0 / SQL Server 6.5 /
SQL Server 7.0
MIcrosift SQL
Server 2000
MIcrosift SQL
Server 2005
43
Schedule 5: Technology Changes of Operating Software
Software Version: Windows NT 4.0
Release Date: 29 July 1996
Hardware: Workstation, server, server enterprise edition, terminal server,
embedded
Database Engine: SQl Server 6.0 / SQl Server 6.5 / SQl Server 7.0
Server Specifications: CPU - 386, 25 MHz, RAM - 8 Mb, Free disk space
- 90 Mb
Software Version: Windows 2000
Release Date: 17 February 2000
Hardware: Professional, server, advanced server, data centre server
Database Engine: Microsoft SQl Server 2000
Server Specifications: CPU (Processor) - Dual Core Itanium 2 - 64-bit processor,
RAM - 16Gb (4 x 4 Gb) standard memory, 2 physical processors
Software Version: Windows 2003
Release Date: 24 April 2003
Hardware: Standard, enterprise, data centre, web, storage, small business
server, compute cluster
Database Engine: Microsoft SQl Server 2005
Server Specifications: CPU (Processor) - Dual Core Itanium 2 - 64-bit
processor, RAM - 16Gb (4 x 4 Gb) standard memory, 8 physical processors,
attached storage EMC
Data Conversion activities using DC Tools were implemented in 2001 through the
preparation activity of HRMIS base data on ten pilot agencies. The development of DC
Tools started in 2000, with the latest version being DC Tools V3.3. Improvement of the
DC Tools is consistent with Data Conversion strategies. The Data Conversion strategy
is illustrated in Figure 16.
44
The principal activities of Data Conversion using DC Tools are:
HRMIS base data entry (bU-bA-AP), which consists of organisational activity
(bA), organisational unit (bU), actual position (AP) and competency owners.
This activity allows an officer to login into HRMIS using the identity card
number as identification;
Conversion of Department Personnel Management System (SISPEN) and Personnel
Information System (SISMAP) into the HRMIS database;
Conversion of remuneration information from the Accountant Generals Department
(AG), which contains payroll information of competency owners such as salary
grade, salary points, salary number, basic salary, allowances and salary deductions
for the implementation of Salary and Remuneration Management Module in the
HRMIS database;
Conversion of Annual Performance Evaluation Report scores;
Conversion of personal information, service profile and service history from
the common system in the PSD; and
Entry of 13 items of basic information of officers from the National Registration
Department (NRD) into the HRMIS database.
The HRMIS Data Conversion procedure encompasses the following:
Developing a conversion programme in the DC Tools based on the legacy system
to be converted;
Figure 16: Data Conversion Strategy
FORMAT:
Excel
Clarion
Oracle
Others
Build Basic Data
(BU/BA/AP)
(Excel Format)
NRD
SISMAP
(Oracle)
SISPEN
(Clarion)
Legacy System
LEvEL 1
SQL
1a
1b 4
7 6 5 2c 1b
2b 3
SQL
Pre-HRMIS
Information updates/
verifcation from NRD
Information updates
from SISMAP/
SISPEN/
Legacy System
based on IC number
in HRMIS
ESTABLISHMENT
INTEGRATION
ENGINE
SISMAP SISPEN
HRMIS/AG Format
(Excel Format)
RECORD
CHECKING
RECORD
COMPLETION
HRMIS
45
Copying data from legacy systems such as SISMAP, Personnel System (SISJAW),
SISPEN, etc.;
Performing data cleaning on the legacy system, if required;
Implementing the conversion of data into a staging database using DC Tools;
Performing reviews and verification of data in the staging database using DC
Tools to ensure the integrity of the converted data;
Executing and processing data in the staging database into the HRMIS database
using DC Tools;
Generating reports before and after conversion to ensure that data has been
successfully converted; and
Checking the validity of data that has been converted into the HRMIS
database.
HRMIS Integration with Legacy System
The development of integration tools is one of the scopes identified in the development
of the HRMIS project. Activities that need to be carried out include:
Conducting a study on the legacy system;
Identifying the flow of information;
Identifying the requirements of information integration;
Recommending the method of integration;
Preparing Data Conversion scripts for integration purpose;
Conducting integration tests;
Carrying out parallel execution; and
Implementing a full integration.
According to the HRMIS Agreement Contract, the systems identified for integration with
the HRMIS application include the following:
Payroll System & Planning and budget Control System (eSPKb);
Training System (SIlA);
Pension System (POWER);
Personnel System (SISPEN);
Employment System (SISJAW);
Attendance System (Wbb);
Recognition System (SISRAF);
Housing loan System;
46
National Registration System;
Royal Malaysian Police (PDRM) Personnel System;
Malaysian Arm Force (ATM) Personnel System;
labour Market Information System (lMIS);
legacy system relating to the Malaysian Public Service Commission;
legacy system relating to the Employees Provident Fund (KWSP);
legacy system relating to Social Security Organisation (PERKESO);
legacy system relating to the Inland Revenue board (lHDN);
legacy system relating to INTAN; and
legacy system relating to public institutes of higher learning (IPTA).
The project was extended to include the development of integrated applications in
the agencies identified. Of the 38 legacy systems identified, 17 were dropped, and five
other legacy systems were included to make a total of 26 interface integrated applications
to be developed to establish an information sharing mechanism between HRMIS and
legacy systems. This allows the human resource processes and transactions involving
both applications to be continued and completed. The list of legacy systems that require
integration with HRMIS is shown in Schedule 6.
The HRMIS integrated interface development with legacy systems of agencies began
on 7 April 2004. The integration implementation schedule is shown in Figure 17.
Figure 17: Implementation of HRMIS Integration with Legacy System Schedule
12 April 1999 7 April 2004 6 October 2004 30 May 2005
HRMIS Project
Starts
Integration
Project
Starts
Expected
completion
of Integration
Project
Completion of
Integration
Project
47
Schedule 6: List of Legacy Systems
Agency System
PSD Training Information System (TIS) 1.
Pension Online Workflow Environment 2. System
(POWER)
INTAN Training Information & Management System 3.
(i-TIMS)
Selangor State
Development
Corporation
Payroll System 4.
loan System 5.
Kuala lumpur City
Hall (DbKl)
SAP (Financial Information System) 6.
Examination and Induction Management System 7.
(EIMS)
Majlis Amanah Rakyat
(MARA)
Vehicle Financing System 8.
Vehicle loan System 9.
Computer Financing System 10.
Computer loan System 11.
Home Financing System 12.
Housing loan System 13.
Second Property Financing System 14.
Staff Advance System 15.
Payroll and Personnel System 16.
Ministry of Health Total Hospital Information System 17. (THIS) Selayang
Hospital
Total Hospital Information System 18. (THIS) Putrajaya
Hospital
Department of
Sarawak Chief
Minister (JKMNS)
Payroll System 19.
State Integrated Financial, budgetary and Accounting 20.
System (SIFbAS)
Public Service
Commission
Ongoing Recruitment System (SMSM) 21.
Service, Promotion, Disciplinary Monitoring 22. (SPDM)
48
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Agency System
Housing loan
Division/Treasury
Housing loan System (SPP) 23.
Accountant Generals
Department
EG-AG Project. Planning and budget Control System 24.
(eSPKb)
National Registration
Department
National Population Record Information System 25.
(SIREN)
The HRMIS Integration Development with legacy systems is based on the Cross Flagship
Integration (CFI) framework developed by the Multimedia Development Corporation (MDC).
It fulfils the standards and specifications for data integration such as the guidelines set
forth in the Malaysian Government Interoperability Framework (MyGIF) documents
issued by MAMPU. The HRMIS integration infrastructure with legacy systems that was
developed is shown in Figure 18.
Figure 18: HRMIS Integration with Legacy System Infrastructure
49
HRMIS Reporting Facility
The HRMIS provides four types of reporting facilities to help the user manage human
resource information such as operational reports, statistical reports, SQl reporting and
Executive Information System (EIS) and Decision Support System (DSS). Operational
report is available in each module to monitor the status of the transaction process of
human resource management. Statistical report consists of 52 types of reports which are
commonly used by human resource managers and senior management for decision-making
activities on human resource management policies. For example, statistical reports on
personnel according to scheme, grade and agency. The format for both types of reports
is fixed during the user requirement study.
Executive Information System and Decision Support System
The EIS and DSS are the most powerful modules or business intelligence which provide
facilities for the extraction of human resource information stored in the HRMIS database.
The EIS allows the dynamic extraction of information according to the perspective of the
user, fast and at any time. Information can be released from the macro level statistical
report, and then further refined to micro level statistics, right to the specific record
specifically through the drill down facilities provided. The HRMIS DSS, on the other
hand, provides facilities to make what if analysis to assist the decision-making process.
It also allows the user to monitor the status of human resource management perspective,
whether it is in the green (control), yellow (standby) or red (requires immediate action)
through the dashboard display provided.
To meet the information needs on public sector human resource, a total of 1412
measurements with 302 dimensions or information perspectives have been developed
involving 71 cubes, technically referred as the multi-dimensional database. With this facility,
the management of agencies will no longer face problems in obtaining human resource
information whenever it is required. It does not only helps human resource managers in
effective decision-making, but also enables action to be taken immediately.
To expand the use of the EIS/DSS sub-module at the agency level, the HRMIS
warehousing data model as shown in Figure 19 was adopted.
50
Figure 19: HRMIS Data Warehousing Model
SQL Reporting
Although the HRMIS information facility has been provided in various forms as described,
there is potential that an agency require other information or similar information specific
to a particular need. To complement the HRMIS generated human resource information,
another facility called the Microsoft SQl Reporting has been provided. Through this
facility, human resource transaction data from the HRMIS database will be drawn into a
special server on a regular basis. Users who need information will be able to access the
SQl server and use the SQl commands to extract the required information. Microsoft
SQl Reporting uses the SQl Server Reporting Services (SSRS) technology to develop,
generate and manage reports through a web interface. The main objectives of Microsoft
SQl Reporting include the following:
To provide a facility for agencies to prepare and develop regular and ad-hoc
reports, as and when required by the agency;
To facilitate and expedite the issue of periodic and ad-hoc reports based on
information in HRMIS;
To reduce agency dependency on PSD in the preparation and generation of
HRMIS reports; and
To facilitate the agency as the data owner and PSD as the central agency in
managing reports developed and generated by each agency.
OLAP INFORMATION SYSTEM
HRMIS
DATA wAREHOUSE
TRANSACTIONAL
DATA
ESTABLISHMENT
DATA
PERSONAL
DATA
AGENCY 1
DATA ANALYSIS
AGENCY 2
DATA ANALYSIS
AGENCY n
DATA ANALYSIS
AGENCY 1
DATA ANALYSIS
AGENCY 2
DATA ANALYSIS
AGENCY n
DATA ANALYSIS
51
The main features of Microsoft SQl Reporting in terms of report development
include:
Microsoft SQl Server enables Government agencies to design and develop
reports according to their needs and requirements without having to depend
on PSD or on existing HRMIS reports;
SQl Server Reporting Services (SSRS) allows agencies to manage reports
developed through the web interface, which can be accessed from anywhere
using an internet browser such as the Internet Explorer; and
A report that is currently being developed can be stored locally in the users
computer until it is completed, and then stored in the Microsoft SQl Reporting
Server to be shared with other users.
In terms of report management, the Microsoft SQl Reporting has the following
features:
a. Ability to manage reports and other related matters such as folders, access to data
resources and report environment. SQl Server Management Reporting covers the
following:
Managing the environment by creating folders for storing the collection of
relevant reports;
Managing report history, incoming and outgoing reports via e-mail;
Security access of reports and folders through valid user and group registration;
and
Enabling data resources to be shared for the development and preparation of
reports.
b. Reports that have been developed are easily managed using the web-based Report
Manager interface.
c. Report Generation
Users will be able to access developed reports at any time using a web
interface;
Generated reports can be displayed visually or exported into other formats such
as Microsoft Office (Word, Excel), Portable Document Format (PDF), CSV,
XMl and TIFF; and
Users will be able to obtain detailed data from built-in data resources.
d. Integration with various data sources is possible as Microsoft SQl Reporting supports
a variety of data sources such as Microsoft SQl Server, Oracle, Db2 and SAP.
52
HRMIS Quality and Application System Acceptance Process
Quality is an aspect that was given emphasise in the development of the HRMIS project.
The main delivery of the project, which was the HRMIS application system, was given
special attention in terms of quality. The Government made no compromise with consultants
to ensure that the HRMIS application passed strict and effective quality processes so that
its implementation across 720 public sector agencies would run smoothly. Hence, each
module developed by the consultants had to undergo two acceptance processes, namely
the provisional acceptance and final acceptance, before its handover to the Government.
Prior to the handover of the HRMIS modules and sub-modules to the Government, the
consultants had to carry out product verification through the following tests:
Unit/Module Test Testing of modules to be handed over
Integration Test Integration test among HRMIS modules
Stress Test System endurance test on high volume of data and users
Once these tests had been carried out, the system application was handed over
to the Government to undergo a Provisional Acceptance Test (PAT). This process was
conducted based on the following project documents:
HRMIS Agreement Contract;
To-be Process Detailed Design Report;
Requirement Report;
Analysis and Design Report;
Test Plan;
Product Verification Report;
Procedure and Test Script; and
Developers Handbook
If the test results indicated failure to abide with the specifications, then the provisional
acceptance test would be repeated up to three times. For each module that passed the
acceptance tests and approved, the Government would issue a temporary certificate of
acceptance. The average number of tests performed on the HRMIS modules was two
times only.
The Final Acceptance Test (FAT) was a process of final testing carried out by the
Government to determine whether to accept or reject the HRMIS application system. The
53
Final Acceptance Certificate was issued only after all FAT requirements of the HRMIS
application system, as set forth in the Plan, were approved. The FAT included tests on
the system software, application software and hardware configured according to approved
technical architecture.
before FAT could proceed, the following conditions had to be fulfilled:
Issue of the PAT Certificate by the Government for all HRMIS application
modules; and
Receipt of a written notice from the consultants to declare the readiness of
the HRMIS Project to undergo FAT.
The aim of FAT was to test the entire HRMIS application involving all operational
and management functions to ensure that HRMIS met the standards as specified in the
HRMIS Agreement Contract.
Additionally, FAT was also to assess the ability of application modules integration
to operate smoothly, including its security and workflow.
Five types of tests were conducted under FAT:
1. Functional Test This test involved an assessment of the HRMIS application
module functions, whether they fulfilled all the prescribed human resource
management processes of public services or not;
2. Compliance Test This test covered the Users Interface Compliance Test,
Security/Access Control Test, Static Test and Unit Test;
3. Configuration Test This test covered the Recovery Test, Configuration Test,
Installation Test and Structural Test;
4. Integration Test This test covered the System Test, business Cycle Test,
Interface/Integration Test and Data & Database Integrity Test; and
5. Stress Test This test covered the Performance Test, load Test, Volume Test
and Stress Test.
Public Sector Human Resource Data Dictionary
A Public Sector Data Dictionary Committee consisting of agency information technology
senior management was established on 6 August 1999. It is chaired by the Deputy Director-
54
General (ICT) of MAMPU and is responsible for the implementation and development of
Government data dictionary. The committee is also responsible for both the Governments
IT Committee and Internet Committee (JITIK).
For the formation of the Public Sector Data Dictionary, two categories of data
were identified: generic data and application specific data. Generic data is public data
that is commonly used in all applications, such as name, identity card number, age and
address as well as basic information of the organisation, for example the ministry and
department. Application specific data is specific data related to a business application.
Some examples of application specific data include:
Human resource management data;
Project management data;
Accounting and financial data;
Trade and industry data;
Procurement and asset management data;
Health data; and
Education data
PSD, as the public sector human resource manager, is responsible for managing
the development of the Public Sector Human Resource Data Dictionary (HRDD), which
contains data names, description, size and other information related to the use of human
resource management data elements. The HRDD document will be the standard for public
sector human resource management data definition in the development of an integrated
e-Government system. The benefits of the development of the data dictionary include:
Facilitates data exchange among Government agencies;
Supports the intermediate interface between different application systems that are
available in Government agencies;
Allows users to communicate with each other using the same definition and elements;
and
Provides a basis for implementing standard documentation.
In the context of HRMIS, the HRDD document for each module developed was part of
the delivery by the consultants.
55
System Development Documents
The development of the application system was based on the bIP study, where the
requirements starts from the operational process vision report (OPVR) to the human
resource management to-be conceptual design report and subsequently the human
resource management to-be detailed design report. The flow of the system development
documents is shown in Figure 20.
Figure 20: System Development Documentation Flow
The documentation for the application system development was divided into three
categories, namely plans, standards and modules documentation as shown in Figure
21.
Figure 21: Module Plans and Documentation Standard
2395
$6,65(3257
+572%(&21&(378$/'(6,*15(3257
+572%('(7$,/(''(6,*15(3257
6<67(0'(9(/230(17
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SYSTEM DEVELOPMENT PLAN
APPLICATION DEVELOPMENT PLAN EIS/DSS PLAN
STANDARD
MODULE/PACKAGE DOCUMENT
ENVIRONMENT
STANDARD
UI
STANDARD
CODING
STANDARD
KNOWLEDGE BASE PLAN
DEVELOPERSS
HANBOOK
56
In total, the number of HRMIS application modules document is 175, of which 17
documents are for package 1, 28 documents for package 2, 32 documents for package 3
and 152 documents for package 4, as shown in Figure 22.
Figure 22: Module/Package Document
Package details:
Package 1: Establishment Data (ED), Personal Record Management (PRM), Asset
Declaration (AD), Web Publishing (WP)
Package 2: Resourcing (RS), Performance Management (PM), Competency
Assessment (CA), Career Management (CM), Government Directory (GD)
Package 3: Development (DEV), Employee Communication and behavioural
Management (ECDM), Separation (SEP), Knowledge base (Kb)
Package 4: Remuneration, benefit and Reward (RbR), Strategy Formulation and
Review (SFR), Security and Workflow (SEC/WF), Executive Information System/
Decision Support System (EIS/DSS)
USER REQUIREMENT REPORT
P
A
C
K
A
G
E
M
O
D
U
L
E
ANALYSIS & DESIGN REPORT
HRDD REPORT
DEPLOYMENT PLAN
ANALYSIS & DESIGN REPORT
ONLINE USER REFERENCE (OLUR)
OPERATIONAL REPORT
IMPLEMENTATION REPORT
SYSTEM MANUAL
OPERATIONS MANUAL
* Module / Sub-module
* Package 1: ED, PRM, AD, WP
Package 2: RS, PM, CA, CM, GD
Package 3: DEV, ECBM, SEP, KB
Package 4: RBR, SFR, SEC/WF, EIS/DSS
57
4. Installation Management
Installation Management (IM) is a component in the HRMIS project that manage and
carry out HRMIS hardware installation at the specified site according to schedule. The
Installation Management team aware of and comprehend the fact that all related activities
needed to be undertaken without delay. The installation of HRMIS hardware for the ten
pilot agencies completed in 24 months.
Data Centre Development
The HRMIS Data Centre Development is the major delivery in Installation Management.
The PSD data centre is the HRMIS access centre for all public sector agencies. Overall,
the HRMIS Data Centre has five web servers, three communication servers and two
database servers. This is inclusive of two servers for the Executive Information System
(EIS) module and three servers for the Knowledge base (PRISMA) module. At the same
time, this facility is replicated by way of mirroring to the server and business continuity
facilities (bCF) storage to ensure HRMIS is accessible and not disrupted despite problems
occur at the PSD Data Centre.
Equipment Installation Management
Its main objective is to manage and implement the HRMIS equipment installation at
the specified location in a smooth, orderly and timely manner. The HRMIS project had
to be extended to all locations as stipulated in the agreement. This was to ensure a
comprehensive solution to enable the Government implement human resource management
applications.
The scope of the IM involved delivering, installation, testing and commissioning of
equipment, software and support equipment at the data centre and ten pilot agencies.
The distribution of equipment comprising 37 servers and 658 computers took 24 months
to complete, involving 300 locations at all ten pilot agencies, development centre and
PSD data centre.
location type: The IM team identified the composition of equipment and agency population.
This composition was then classified according to the different equipment compositions
required. This classification helped the team to plan for the HRMIS implementation.
58
Communication: Effective communication is critical in ensuring the success of IM. Many
parties were involved in the overall installation implementation such as the Government,
consultants, department representatives, vendors and service providers. The IM team
communicated through meetings, discussions, letters, faxes and e-mail to facilitate the
installation activities.
Zone: The widespread locations has posed a great challenge to the IM team. To ease the
installation problem, the team divided the area into six zones, namely Central (Selangor
and Kuala lumpur), Northern (Penang, Kedah, Perlis and Perak), Southern (Negeri
Sembilan, Melaka and Johor), Eastern (Pahang, Terengganu and Kelantan); Sabah and
labuan; and Sarawak.
The IM has used the PRINCE methodology to deliver computer hardware to the pilot
agencies. Through this methodology, the installation management was divided into a number
of programmes using work breakdown structure (WbS). Several challenges were identified
and divided into five main areas, namely technical, delivery and installation of equipment,
geographic location, timeliness, and team mobilisation as shown in Schedule 7.
Schedule 7: Installation Management Challenges
Item Challenge Strategy
Technical aspects Microsoft software expert
knowledge and Intel
environment is needed
during installation activities
and technical solutions.
Personnel were equipped with relevant
knowledge through training provided
by suppliers such as HP, 3COM and
Microsoft. Knowledge was also gained
during installation at the site.
Delivery Too many locations at
more than 300 places and
in remote areas posed
a great challenge to the
management of transport
and delivery, especially in
Sabah and Sarawak.
Use of the just in time (JIT) concept
to deliver equipment together with the
presence of installation offcers to avoid
repeated journeys.
59
Item Challenge Strategy
Geographical
location
As locations geographically
scattered throughout the
country management of
resources and time are
needed.
Installation locations were divided
according to the predetermined six
zones. As such, resources were managed
effciently, which made it possible to
create contingency plans in the event of
failure.
Timeliness Failure to deliver at a
particular location affects
delivery on another location.
Planned to allocate suffcient time to
enable critical activities be implemented
according to schedule.
Team
mobilisation
Scattered installation
locations over a wide
area made the planning
and team travelling
and accommodation
management extremely
challenging.
The IM team needed to ensure that
travel and accommodation were
managed effciently and effectively.
This has minimised the time interval
between locations. Use of offce
transport was given top priority. Public
transport and vehicle rentals were used
when necessary.
The consultants and suppliers such as Hewlett Packard, Microsoft and 3Com carried out
TOT activities by providing formal and hands-on training during site installation to the
Government team.
Figure 23 shows the installation process f low identified before, during and after
installation.
60
Figure 23: Installation Activity Flow Chart
START
Pre-Installation Plan
Location Study
System Configuration
Domain and IP Address Planning
Integration and Conversion Plan
User Training
Preparation of Location
Installation Documentation
Pre-Installation Check
Preparation for PA Test
Preparation for FA 1 Test
Preparation for PA Test Kit
Delivery, Logistics and Accommodation
Bill of Materials
Location Schedule
Installation Manual
User Manual
Acceptance Test Procedure
Delivery Checklist
1
61
Actual Installation Flow Chart
Equipment Delivery and Acceptance
Server Installation
Network Installation
PC Installation
Equipment Installation
Data Conversion Script
HRMIS Application Test
System Familiarisation
Pass
Fail
Installation Solutions and
Repairs
Integration Test
2
1
62
Change Management
The HRMIS project implementation has led to new work culture among public service
employees, especially in how to think and to perform daily tasks. The HRMIS has brought
changes to processes, organisations and technology in the management of existing public
sector human resource.
Studies have shown that the change process faces numerous obstacles if not handled
properly. The HRMIS Change Management Team took initial steps to facilitate the
impending process of change. Among the activities implemented included studies on
benefit realisation, transition management, user forum, bulletins and news leaflets. The
change management model that was adopted in the implementation of HRMIS is shown
in Figure 24.
Post-Installation Flow Chart
NO
Installation of Related
Module
End
2
Provisional Acceptance Test
All Modules Installed?
Final Acceptance Test
HRMIS handover
63
A
B
C
D
D
D
A
A
B
B
C
C
A Awareness
B Buy-In
C Commitment
D Delivering
Design: BIP
New approach
New processes
New procedure
New regulations
Implementation: Planning
New role
New structure
New expectation
Implementation: Roll-out
New targets
New performance measurement
New culture
New values
RESULT
Change is an iterative process with recurring levels of acceptance
Figure 24: ABCD Model in Change Management
Three main roles that are able to determine the success of HRMIS project were identified.
They were the change leader, change ambassador and change agent, all of which were
closely linked to ensure the possible implementation of change. The role of the change
leader includes:
Monitoring the HRMIS project, including all expected changes;
Ensuring that proposed changes were implemented properly and in accordance
with the objectives of HRMIS project;
Overcoming obstacles in the process of change; and
Resolving major issues and making strategic decisions.
The role of the change ambassador includes:
Acting as an intermediary for the HRMIS Change Team in order to implement
change programmes at their respective agencies;
Providing feedback and input on the needs and environment of each agency
to the HRMIS Change Team so that change programmes could be adapted
according to the agency, if necessary;
Assisting the HRMIS Change Team to conduct a number of change programmes
such as communication, benefit Realisation Plan and Transition Management
Plan;
Assisting the HRMIS Change Team to monitor the progress and effectiveness
of change undergone by each of the agencies; and
64
Cooperating with the HRMIS Change Team to adapt or refine change
programmes.
The role of the change agent includes:
Supporting and contributing to the success of HRMIS project; and
Providing charge ambassador with the information relating to the project.
Change management activities had to be integrated with activities relating to the
development and implementation of HRMIS. basically, the relationship can be depicted
as in Figure 25.
Figure 25: Change Management and Related Activities
This relationship is critical as all the activities were inter-linked. The output from the
other activities became the main input to the change management activity. As an example,
the HR Operational Process Visioning Report produced by the bIP team will be the
main input to the change management team for the communication network development
between PSD and users at agency.
Figure 26 describes the framework for the development and implementation of change
management to ensure that stakeholders move away from the current work environment
to the HRMIS environment, especially to maximise the benefits gained from the HRMIS
Project
Mobilisation
System
Development
Installation
Management
Operations
& Support
Charge Management/Training
Project Management
BIP
QA QA QA QA
65
application. The main focus of change management is to develop the appropriate mechanism
to allow change to the environment of the future.
Figure 26: Change Management Framework
EG Vision
HRMIS Objectives
Individual Transition
Future
environment
Current
circumstance
Organisational Transition
Change Management is a process
strategies and activities which support
organisational and individual change
from the current environment to the
future environment.
Organisational Transition
Organisational transition includes changes in the organisational structure, processes,
systems and technology that are needed to support the business vision and strategies of
organisation. Organisational transition is the foundation of the entire transition process.
In other words, organisational transition provides the hardware to change programmes,
while individual transition provides the software.
Individual Transition
Individual transition encompasses changes in behaviour, skills and attitudes, which are also
important elements for the change in strategy and organisational structure. This change
will determine the success of any other efforts made. As such, individual transition is
a psychological process that a person has to undergo, particularly when switching to a
new working environment. Individual transition requires planning and unique actions to
ensure that it corresponds with the transition of the organisation.
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Current Circumstance
The current situation involves the analysis of organisation for an understanding of the
existing environment. At this stage, several things need to be reviewed, including:
Change initiatives undertaken in the past and the experience learned from it;
Obstacles to change;
Enablers to assist the process of change;
Current set of skills;
Communication structure and system;
Impact of change on stakeholders; and
Existing performance measurement.
Future
The future is defined as the organisations vision, direction and objectives to be achieved.
The vision to-be represents an idea of what the organisation would be like in the future
and the personnel it would require. Vision should provide an avenue for enhancing
motivation to bring change to the current organisation. It has a focus that can be identified
by every employee.
The organisations vision should include value added components to the stakeholders and
focus on the strategic interest of the organisation.
The main strategies to enable change in the new environment were as follows:
Communication: To develop effective communication programmes to notify
and to obtain feedback from stakeholders involved in the implementation of
the HRMIS;
Restructuring of organisation and assignments: To identify and design the
organisational human resource structure, functions, roles and responsibilities to
enable the public sector to maximise benefits from the utilisation of HRMIS;
Education and training: To equip users with the skills and knowledge required
to understand, use and maintain HRMIS;
benefit realisation: To identify the benefits that can be realised from the use
of HRMIS for the purpose of monitoring and performance measurement of
HRMIS implementation; and
Technologies that can be used: Facilities to design and develop user-friendly,
simple, motivational and ergonomically friendly system by the project development
team to ensure acceptance and increased use of HRMIS.
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Training and Education
based on research and the experience of various private companies and Government
agencies around the world, a number of factors can affect the successful implementation
of a system within an organisation. Among the most important factors are user readiness,
particularly attitude, knowledge and skills, in order to use the system. In other words,
a user may not be ready or able to a system effectively unless he has the required
knowledge and skills.
Similarly in HRMIS, users may not be able to use HRMIS fully unless they have the
right attitude, knowledge and skills. Hence, in order to provide the opportunity to HRMIS
users to gain the necessary knowledge and skills, sufficient training and education
must be provided so that they can use HRMIS efficiently, correctly and effectively. The
effectiveness factors of training and education are illustrated in Figure 27.
Figure 27: Training and Education Effectiveness Factors
Trainee
Environment
Trainer
Post-training
support
Training
module
Factors
Effecting
Training
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These five factors are to be given serious attention by top management and all public
service personnel to ensure the successful implementation of HRMIS. The necessary
measures to be taken were:
Identifying target groups that require training (trainees) and the aspects they
needed to learn to use HRMIS application successfully;
Planning the curriculum and developing training modules in line with identified
needs;
Managing the necessary facilities and equipment to suit the training modules;
Managi ng t he t rai ni ng programme t o be conduct ed and t he t rai nee
background;
Providing capable HRMIS trainers to conduct training in an efficient and
effective manner to suit the psychology of adults;
Selecting potential trainees suited for the module based on their background,
providing encouragement to the participants, and ensuring that they have the
required basic knowledge; and
Conducting follow-up on trainees who attended the HRMIS training, ensuring
that they have the facility to access HRMIS and that they received sufficient
support in the event of arising problems.
based on studies conducted, there are six categories of public sector officers requiring
training to ensure the successful implementation of HRMIS, namely:
Senior Management
The senior management uses the HRMIS application to obtain information at the
highest level for the purpose of monitoring and obtaining the latest information
on human resource.
Human Resource Administrator
The human resource administrator uses the HRMIS application to perform human
resource operational duties such as preparation of human resource documents
and reports, administration and keeping records and information.
Human Resource Manager
The human resource manager uses the HRMIS application for management
functions such as planning, monitoring and human resource development.
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System Administrator
The system administrator maintains the roles and workflows of HRMIS modules
and sub-modules. He ensures that the ICT infrastructure in his agency is updated
and current.
Other Divisions Managers
Managers use the HRMIS application to manage their subordinates, particularly
for the purpose of performance management.
Civil Servants
Civil servants use the HRMIS application for work-related activities such as
applying for leave, claim and training, and obtaining information on human
resource policies and procedures.
Transfer of Technology
The Transfer of Technology (TOT) Plan was developed based on the Skill Gap Analysis
Report and TOT Management Plan which were submitted to and approved by the Government.
The plans indicated the critical technologies to be transferred to the Government based
on the Degree of Importance (DOI) Analysis.
The affected fields for the transfer of technology include:
Project Management;
business Improvement Process (bIP);
Change Management;
System Development;
Installation Management;
Training and Education; and
Operations and Support.
The objectives of TOT were:
To learn the technology involved in the development of the system;
To obtain the knowledge and experience of human resource management best
practices;
To contribute to the improvement of the local information technology industry;
and
To ensure that the Government has the capabilities and expertise to maintain
the HRMIS application system on a continuous basis.
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The transfer of technology consisted of three main elements, namely technology, education
and sustainability. The strategies used for the transfer of technology were as follows:
Broad-Based Technology Infusion
This strategy involved selection of technology for the development of HRMIS application
and setting of the basis for technology transfer, including training needs to ensure that
the recipients would be able to learn the technology quickly and effectively. The Skill
Gap Analysis was used to determine the technology transfer processes according to the
prescribed components as set forth in the EG-HRMIS Project Work breakdown Structure.
The degree of importance analysis for technology and competency was then used to set
the priority level of training.
Shared Strategy Policy
The continuous partnership approach was used to promote cooperation. The transfer of
technology plan exposed the technology recipient to the actual project work environment,
but was not liable for any delay in production. This involvement would give the recipient
the technological experience, skills and knowledge required to maintain HRMIS application
in the future.
Education Workshop
This was the easiest approach in the implementation of technology transfer. The workshop
had to include training and briefings on technologies that had been identified for each
project component.
SUMMARY
The project development phase was the most important stage in the implementation of
the public sector HRMIS application. There were several major areas of work to be
carried out, besides identifying problems and issues that arose throughout the development
process of this application.
Monitoring the scope of work saw the need for the Government and consultants to carry
out some improvement work based on arising issues and problems during the development
process. As a result, the project implementation schedule underwent three amendments
before the project was successfully completed.
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Studies and research on organisations that have experienced the change process indicated
the likelihood of obstacles in the process if not handled properly. The HRMIS Change
Management Team took early measures to facilitate the change process. Three key roles
identified in the successful implementation of the HRMIS project comprised change leader,
change ambassador and change agent, which were inter-linked to ensure the success of
change implementation.
As stipulated in the HRMIS Agreement Contract, the transfer of technology process to the
Government for which the responsibility fell on the consultants, occur during the Change
Management Phase. Other than that, the training and education as well as installation
management were also involved in this phase.
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Chapter 4
IMPLEMENTATION EXPANSION
PHASE
PHASE 1 PROJECT CLOSURE
The HRMIS was successfully developed on 30 September 2004. before extending its
implementation to all public sector agencies, several steps were taken, including the
closing of the project development phase which was managed by the consultants. In the
HRMIS Project Steering Committee meeting number 1 of 2005 which was held on 27
October 2005, it was decided that the Government Project Team focus on expanding the
implementation of HRMIS. The expansion activities to all public sector agencies would
therefore be undertaken by the officers involved in the development of the HRMIS project.
Hence, the subsequent expansion implementation of HRMIS was no longer managed by
the consultants.
1. Letter of Implementation To Pilot Agencies
On 31 May 2005, a letter of implementation was issued to the ten pilot agencies to expand
the HRMIS implementation. The letter explained that the Government agreed to implement
the HRMIS application in the pilot agencies involved in the development phase before
expanding the project to the rest of the agencies throughout the country.
SERVICE CIRCULAR NUMBER 12 OF 2005
Implementation of the project to the rest of the agencies other than the pilot agencies
throughout the country was enforced through Service Circular No. 12 of 2005 dated 8
June 2005. The HRMIS Introduction and Implementation Mechanism booklet was included
as a guide for the agencies.
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based on the circular, expansion of the implementation of HRMIS to other Government
agencies would be carried out in stages, starting with the Ministries and State Secretary
Administrations which would in turn be responsible for the implementation of HRMIS
across all agencies under their control. Considering that the HRMIS implementation
would be carried out in stages, all human resources related transactions using the current
methods then would continue concurrently.
PRELIMINARY PREPARATION OF AGENCY
The i mplement i ng agency was requi red t o make t he fol lowi ng prel i mi nar y
preparations:
Provide HRMIS base data such as an updated organisational chart, staffing
according to work place and personnel books; and a list of establishment and
its engagement;
Provide and enhance the local area network (lAN);
Provide access facility to the EG*Net network;
Provide additional computers according to agency needs that meet the specifications
of HRMIS; and
Provide adequate resources in terms of personnel and finance to cover the
cost of HRMIS implementation activities such as training, data collection and
updates, enhancement, additional equipment and cost of network charges.
To enable the use of HRMIS application system, the agency had to carry out the following
activities:
Appoint a senior officer as the system administrator responsible for providing
access rights according to the role of officers in human resource management
processes;
Complete the values in the look-up table, if required;
Complete the information on officers post, designation, organisational unit and
organisational activities;
Determine the workflow according to the role of the officer;
Complete the personal particulars of every officer;
Enter the data in the service profile;
Enter specific transaction data to enable the implementation of a module; and
Create a core group to be trained as trainers at the agency level.
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IMPLEMENTATION MECHANISM
Various committees were established at the Federal, Ministry and State Secretary
Administration levels to ensure the smooth implementation at all agencies. The roles and
responsibilities of these committees varied according to needs.
At the Federal level, the Steering Committee, with the PSD as its secretariat,
responsibles for assessing and determining public sector HRMIS implementation policies.
In addition, it monitors the expansion of HRMIS implementation at all public sector
agencies, assesses the HRMIS Implementation Progress Reports, the HRMIS Financial
Management Reports, and resolves implementation issues.
The Implementation Committee, also with the PSD as its secretariat, assesses and
approves guidelines for the HRMIS implementation. It also monitors the expansion of
HRMIS implementation at all public sector agencies, implements proposed changes or
amendments for the adaptation of functions, organisational structure, procedures, training,
culture or mindset and competency requirements, and reports matters that require policy
decisions to the HRMIS Steering Committee.
The Working/Monitoring Committee at the Federal level is responsible for monitoring
and coordinating the HRMIS implementation and the requirements for hardware, software
and connectivity to. This requirement are needed begin implementation of HRMIS at the
Ministry and State Secretary Administration levels. It also monitors the HRMIS application
operations and coordinates new requirements that involves process improvement and
HRMIS application.
The role of the Steering Committee at the Ministry and State Secretary Administration
levels is to assess and approve the HRMIS implementation strategies at the Ministry
and State Secretary Administrations and the agencies under them. The committee also
implements changes for the adaptation of functions, organisational structure, policies/
procedures, training, culture/mindset, and competency requirements at the agencies,
monitors the HRMIS implementation at the Ministry and State Secretary Administrations
and the agencies under them, assesses HRMIS Implementation Progress Reports, and
resolves policy matters referred to by the Implementation Committee at the Ministry and
State Secretary Administrations.
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The Implementation Committee at the Ministry and State Secretary Administrations
responsibles for managing the HRMIS implementation in aspect of determining roles and
workflows, infrastructure, system security, integration and installation. In addition, it
prepares the HRMIS Implementation Progress Reports for consideration of the Steering
Committee at the Ministry and State Secretary Administrations, and reports matters that
require policy decisions to the Steering Committee at the Ministry and State Secretary
Administrations.
Finally, the Implementation Issue Management Committee at the Federal level
responsibles for discussing implementation issues, including access. It is also responsible
for discussing proposed solutions to arising issues and recommending solutions to the
Implementation Committee.
The i mplement at ion of t he HRMIS is also monit ored by t he fol lowi ng
committees:
Flagship Coordination Committee (FCC);
Government IT and Internet Committee (JITIK); and
Electronic Government Committee (EGCOM).
ROLES AND RESPONSIBILITIES
1. Public Service Department (PSD)
In expanding HRMIS, the PSD as the public sector human resource manager is
responsible at the Federal level for the following matters:
Formulation of policies on the HRMIS implementation;
Planning, monitoring and coordinating the HRMIS implementation;
Coordination of the minimum requirements of hardware, software and connectivity
to begin HRMIS implementation at the Ministry and State Secretary Administrations
based on the report on requirements identified by the agency;
Ensuring smooth operation of the HRMIS application;
Providing technical advisory services such as preparation of base data, data
conversion and integration with legacy systems (if necessary);
Providing level 1 HRMIS Helpdesk services to address HRMIS application
issues;
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Organising training in the use of HRMIS application;
Ensuring technology transfer activities in the HRMIS implementation were carried
out effectively to enable the Ministry and State Secretary Administrations to
continue with HRMIS implementation at their respective agencies; and
Coordinating human resource management new requirement that involves process
improvement and HRMIS applications.
2. Ministry and State Secretary Administration
The Ministry and State Secretary Administrations responsible for the following:
Planning, coordinating and monitoring the HRMIS implementation;
Ensuring all HRMIS base data be verified and updated regularly;
Establishing of the level 0 HRMIS Helpdesk at the Ministry and State Secretary
Administrations in addressing and managing HRMIS implementation issues;
Providing the necessary infrastructure such as site/room facilities, wiring, power
source and network for the HRMIS implementation;
Ensuring all safety aspects of HRMIS complied with standards set by MAMPU
through the MyMIS documentation;
Providing experts to help solve technical problems during the HRMIS
implementation;
Managing the HRMIS application user training;
leading and ensuring the HRMIS implementation at all their respective
agencies.
3. Malaysian Administrative Modernisation and Management Planning Unit
(MAMPU)
MAMPU, as the Electronic Government Project coordinator and Government
ICT policy-maker, including the management of network, responsible for ensuring the
following:
Provide access facility from agency network to the EG*Net network; and
Smooth integration between internal network at the agency with the EG*Net.
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4. Human Resource Management Division and Information Technology Division
The main roles and responsibilities of the HRMIS implementation fell to the
Human Resource Management Division (HRMD) with the support and assistance of the
Information Technology Division. Therefore, the HRMD is the leading division in the
HRMIS implementation at the Ministries and State Secretary Administrations and the
agencies under them. The HRMIS implementation tasks were included in the list of duties
of the officers concerned.
5. HRMIS Unit
The HRMIS Unit was established to ensure that HRMIS activities at the various
agency levels could be implemented smoothly and successfully through a sound structure
and mechanism. Its functions include the following:
Coordinating and monitoring the HRMIS implementation at the agencies, in
particular the activities prior to, during and after a HRMIS module/sub-module
implementation;
Ensuring that all HRMIS base data be verified and updated regularly;
As the source of reference to users at agency in the HRMIS implementation;
As the level 0 HRMIS Helpdesk to address operation issues in HRMIS
application faced by the users;
Managing HRMIS application training for users and developing expertise in
the use of HRMIS application at the agencies;
As the secretariat to the Core Team, Ace Team and Implementation Committee
at the agencies;
Coordinating the necessary infrastructure requirement such as site/room facilities,
wiring, power source and network for the HRMIS implementation;
As the data reference centre for the agencies; and
Preparing the implementation status report from time to time at the agency
level.
IMPLEMENTATION PLANS AND STRATEGIES
1. Initial Implementation
The initial HRMIS implementation, which began in 2005, was planned with the involvement
of the Ministries and State Secretary Administrations associated with the pilot agencies,
namely:
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Prime Ministers Department;
Ministry of Agriculture and Agro-based Industry;
Ministry of Federal Territories;
Ministry of Natural Resources and Environment;
Ministry of Entrepreneur and Cooperative Development; and
Selangor State Secretary Administration.
The selection of these agencies was made to complete the HRMIS human resource
information management process. In the following year, the implementation was extended
to all 22 ministries and in 2007, all 11 State Secretary Administrations other than the
Departments of the Chief Ministers of Sarawak and Selangor, were involved in the
implementation.
The implementation at this stage focused on the following:
Preparing establishment, placement and engagement base data;
Ensuring HRMIS application operations were stable through operational problems
improvement, correction of errors and preserving data integrity;
Ensuring the relevance of the HRMIS through work arounds, improvements due
to policy change (new requirements/modifications) and minor improvements;
Ensuring smooth and continuous operation of data centre, optimising the
data centre capacity, upgrading the software and hardware systems, licensing,
backups, recovery and level 2 HRMIS Helpdesk support; and
Monitoring and identification of connectivity problems at the data centre,
restoration of data centre environment connectivity, providing solutions, and if
need be, offering assistance to resolve connectivity problems outside the data
centre.
NEW PLANS AND STRATEGIES
The gathering of basic information on staffing, placement and engagement in all agencies
across the country is critical for reference by the central agency. This information is also
required for the implementation of subsequent HRMIS modules. As of December 2006,
only 460 base data from 720 agencies were uploaded into the HRMIS database. New
plans and strategies were adopted to ensure the success of the HRMIS implementation,
as shown in Figure 28.
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Figure 28: HRMIS Implementation Strategy
Study on Network & Agency Access to HRMIS Application
Development of Internal Expertise
System Stabilisation
Updating of Data
Study on Central & Distributed Servers
Report Generation
Module Implementation
Preparation of Base Data for remaining 284 Agencies
Subsequently, working meetings and workshops with the various levels of agency
were held to accelerate base data gathering activities at all public sector agencies. Visits
and discussions were also held with the agencies to ensure that updating work would be
carried out regularly by the agencies.
The next strategy was the updating of base data. Working meetings were again held
to expedite the updating of basic information, which was done through the Establishment
Data Module.
Next was the updating of other data which was required for the implementation of
the module. Implementation was based on the following strategies:
Implementation of specified modules;
System stabilisation;
Report generation;
Development of internal expertise;
Study on central and distributed servers; and
Study on network and agency access to HRMIS application.
For personal record information, integration with the National Registration Department
(NRD) was carried out. Data conversion from the legacy systems of the agency was also
carried out during the updating of service profile data, as shown in Figure 29.
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Figure 29: HRMIS Module Implementation Strategy
BENEFITS
HUMAN RESOURCE OPERATION
REPORT ACCORDING TO MODULE
HUMAN RESOURCE MANAGEMENT
REPORT
OvERALL STATISTICS REPORT
200 DATA ELEMENTS STATISTICAL
REPORT
STATISTICAL REPORT ACCORDING TO
13 TYPES OF BIODATA INFORMATION
BU ORGANISATIONAL STRUCTURE
BA ORGANISATIONAL STRUCTURE
ESTABLISHMENT REPORT
PLACEMENT/vACANCY REPORT
PR PERSONAL RECORD
SP SERvICE PROFILE
MODULE
IMPLEMENTATION
UPDATING
PR & SP
UPDATING OF OTHER
DATA
SISPEN DC PR, SP
(200 data elements)
NRD INTEGRATION 13 Biodata
BU/BA/AP & ENGAGEMENT BASE DATA
4
3
K
2
T
1
T
5 6 7 8
Leave
Asset
MBJ
Counselling
LNPT
PTK
Bonus
Remuneration
Salary
Claim
Loan
Medical
Scholarship
Study
Development
Competency
Examination
Career
Discipline
web Publishing
Government Directory
Knowledge Base
EIS
DSS
Strategy Formulation
Procedure
Formulation
Strategy Review
HR Planning
Evaluating the use
of HR
Establishment Norms
Tactical Activities
Personnel Evaluation
S
E
C
U
R
I
T
Y

&

w
O
R
K
F
L
O
w
HR Recruitment/Organisation Development/Separation
Personal Record/Establishment Data/Report Management
Organisational Unit/Organisational Activity/Actual Position
IMPLEMENTATION STRATEGY
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In line with the strategy of implementing modules other than the Personal Record
Module and Service Profile Module, the main focus was on modules that could provide
information to the central agencies, support the public sector human resource policy planning
and generate statistical reports. The relevant modules were Resourcing, Organisation
Development and Separation.
SERVICE CIRCULAR LETTER
In enforcing the implementation of HRMIS modules and sub-modules, a Service Circular
letter was issued by the process owner, a division that was involved directly in the
formulation of human resource policies. An implementation guide and user guide were
also issued together with the Service Circular letter to be used as guidelines for the
implementation of the modules and sub-modules. Previously issued Service Circular
letter include the following:
Number 10 of 2007: Implementation of the HRMIS Application Personal
Record Management Module dated 13 August 2007;
Number 6 of 2008: Implementation of the HRMIS Application Personnel
Data Module dated 7 March 2008;
Number 10 of 2008: Implementation of the HRMIS Application Asset
Declaration Sub-Module dated 23 May 2008; and
Number 20 of 2008: Implementation of the HRMIS Application Performance
Management Module - Annual Performance Evaluation Report Sub-Module
dated 22 December 2008.
MECHANISM FOR HANDLING COMPLAINTS
1. Helpdesk
The HRMIS Helpdesk support system is designed as a channel of communication to
assist users in filing complaints on problems that they face when using the application. The
complaints are used as input to enhance the HRMIS application. The HRMIS Helpdesk
operates as follows:
2. Level 0 HRMIS Helpdesk
Users who have problems with the HRMIS operations may contact the officer in
charge of the HRMIS implementation at their respective agencies. The officer will try
to resolve the problem and if unsuccessful, the problem will be referred to the level 1
HRMIS Helpdesk at the PSD.
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3. Level 1 HRMIS Helpdesk
The level 1 HRMIS Helpdesk at the PSD will register the problem according to
category, either application or infrastructure. If it is still not resolved, the problem will
be referred to the level 2 HRMIS Helpdesk at the consultant level. The level 1 HRMIS
Helpdesk can be contacted by phone or e-mail.
4. Level 2 HRMIS Helpdesk
The HRMIS Helpdesk at this level involves the assistance of consultants to resolve
complex problems.
CONTINUOUS IMPROVEMENT OF APPLICATION
The policies and regulations of the public sector human resource management are constantly
changing. In the event of any changes to the public sector human resource policies and
in the event of applications are made by the process owners or agencies to change the
application, continuous improvement needs to be made to the HRMIS application system.
This is to ensure HRMIS remains relevant. Such matters are under the consideration of
the Improvement Committee.
As the need or demand for improvement is expected to occur frequently, it is
important that coordination effort is enhanced to ensure that:
Process improvement is carried out on a regular basis from the development
stage till the implementation stage;
The standard process that has been developed is maintained; and
The improvements made will increase efficiency and productivity of the
public sector human resource management.
ISSUES, CHALLENGES AND SOLUTIONS
1. Changing User Mindset
Many users are still unfamiliar with the self-service concept of HRMIS. The HRMIS
concept, which emphasises on the implementation of human resource processes from a
manual to an automated system, is still not widely accepted and used by the civil servants.
Staffs are used to the manual system of applying for annual leave by filling up a form,
found automated application difficult. To address this problem, awareness programmes
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and activities were carried out at all levels of the senior management of Ministries and
State Secretary Administrations. Subsequent awareness programmes and activities were
then continued by the Ministries and State Secretary Administrations at their respective
agencies. Figure 30 shows the approach for HRMIS implementation and activities.
Figure 30: HRMIS Implementation Approach and Activities
MINISTRY/
SSA
AGENCY
AGENCY AGENCY AGENCY AGENCY AGENCY AGENCY
AGENCY AGENCY AGENCY
AGENCY AGENCY
Implementation Conference
BU-BA-AP Meeting
Application Training
Implementation Working Committee
SIREN Integration
Implementation Briefing
BU-BA-AP Meeting
Application Training
Implementation Working Committee
SIREN Integration
2. Updating HRMIS Basic Information
Information on personnel, personal records and service profile is critical for the
HRMIS implementation in an agency. The updating of such information of one million
civil servants is a huge undertaking and requires a very efficient method. For this purpose,
the DC tools are utilised to accelerate the activity of updating the information.
3. Knowledge to Operate System
The entire civil service workforce must know how to use the HRMIS application
to ensure that the objective for its use is achieved. A comprehensive programme and
training activities are the main challenge in ensuring that all civil servants understand
and able to use the HRMIS. Towards this end, the Training for Trainers programme was
conducted for representatives from the Ministries and State Secretary Administrations.
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These officers then extended the same programme for trainers at the agencies under the
Ministries or State Secretary Administrations. The trainers are responsible to ensure that
users in the respective agencies understand and have knowledge to use HRMIS. Hands-
on sessions for the officers in charge of the implementation of specific modules in the
agencies are also conducted.
4. Change of Officers
There is no way of ensuring that officers with the know-how of HRMIS would
remain in the department. Personnel will change due to promotion, change of department,
on study leave or retire. The change of personnel in the organisation, whether from the
Government or supplier, disrupts the development and implementation of the project as
new staff members take time to learn the HRMIS application. Knowledge and expertise
is not easily mastered within a short period of time. A total of 1,204 postings in the
HRMIS Unit of agencies were approved to ensure unwavering focus on the implementation
of the HRMIS at agencies. The strategy of increasing the number of module experts at
the PSD was carried out through intensive training programmes in preparation for any
transfer or promotion of officers.
5. Transfer of Consultant Expertise
The process of skill transfer such as programming from consultants to the Information
Management Division officers in charge of the HRMIS was slow and not in accordance
with the original plan. Any changes that had to be made to the HRMIS application for the
purpose of improving the system still require the expertise of the consultants. To address
this problem, a PSD Information Management Division officer placement programme at
the premises of the consultants was conducted.
6. Software Technological Environment and Change
In the development of HRMIS, elements such as technology hardware, software, web
browsers, programming tools, system integration, internet network, software copyright and
system compatibility had to be taken into account. Every software and Internet browser
developer would take the necessary steps to block access to ensure dominance of its
company in the IT business world. For example, web-based systems such as the HRMIS
can be accessed only using Internet Explorer, a product by Microsoft that currently
dominates the market. Users or agencies using a more efficient Internet browser system
such as Mozilla and Firefox are not able to access the HRMIS website owing to this
restriction. Compatible systems that are supported by technologies commonly used in the
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market should be considered to ensure more effective use of the HRMIS. In early 2007,
when the Internet Explorer (IE) 6 was upgraded to IE7, agencies using the IE7 were
unable to access the HRMIS application. Subsequently, the architecture compliance of the
HRMIS was reconfigured to allow access through IE7. This experience demonstrates the
importance of ensuring that the development of infrastructure takes into consideration
its capability to adjust to change in technology.
7. HRMIS Data Centre Improvement
The HRMIS data centre must have sufficient capacity to meet user needs at all
times. In 2008, the Government spent RM11 million to increase the capacity of the data
centre to accommodate the expansion of HRMIS to agencies under the Ministries and
State Secretary Administrations.
8. Access Infrastructure
The infrastructure aspect is a major constraint in ensuring the smooth running of the
web-based system development. A recurring debate among the agency representatives was
whether to use an open internet network or a special network for Government application
access. Owing to data security concerns in all Government application systems, MAMPU
decided that a special line called the EG*Net be used for HRMIS application. MAMPU is
responsible for the installation of the EG*Net at all public sector agencies. However, the
installation process of the EG*Net network across all agencies requires time. There are
still users who are not able to access the HRMIS website owing to either the unavailability
of access facility at the agencies concerned or the insufficient capabilities of the available
network to accommodate high volumes of traffic at one time. Agencies that use internal
network face the problem of non-seamless integration of the EG*Net with the internal
network which adversely affects HRMIS access. Some common accessibility issues faced
by agencies are:
The agency has not submitted the Site Preparation Document Form (SPD) on
office locations requiring a network;
The agency has not installed the EG*Net or is still in the process of acquiring
the network;
The agency using its own internal network faces the problem of low access
capability; and
The agency has been provided with the net work but with a nar row
bandwidth.
The status of EG*Net installation as of 17 December 2010 is shown in Schedule 8.
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Schedule 8: Status of EG*NET Installation as of 17 December 2010
Item Number
of
Agencies/
Sites
Number of
Networks
Completed
In Progress
Agency PSD MAMPU GITN
Sdn. Bhd.
Ministry 25 25 - - - -
State Secretary
Administration
13 13 - - - -
Agencies under
the Ministries
202 201 - 1 - -
Agencies under
State Secretary
Administration
482 419 - - 58 5
Total SPD of
Ministries
5451 4410 517 26 359 139
Total SPD of
State Secretary
Administration
564 353 20 - 172 19
In addressing the accessibility problem, the following actions have been taken:
Ensuring that agencies submit the completed SPD;
Ensuring that the State Secretary Administrations monitor the networking
needs of all agencies under their supervision;
Monitoring the networks that have not been completed;
Arranging for meetings with the ministry/department that requires technical
advice/assistance concerning network integration; and
Assisting MAMPU in determining the size requirement of the EG*Net according
to the number of personnel and computers in all agencies.
9. Continuous Improvement of Application
The elements of the public sector human resource management are dynamic and
constantly changing. The enforcement of changes through the issue of Service Circular
letters, Service Circulars, Treasury Circulars or Treasury Circular letters requires that
improvements and changes to the application be made immediately to align with the
changes.
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10. Acceptance by the Agencies on HRMIS
The various types of services in the public service such as Federal Public Service,
Federal Statutory bodies, State Public Service, State Statutory bodies and local
Authorities have created problems in the use of a standard application. Those agencies
that had developed their own in-house human resource applications were reluctant to use
the HRMIS.
11. Coordination among Agencies
The creation of an online human resource process requires the commitment and
involvement of all agencies involved in the public sector human resource process. It was
difficult to obtain the full commitment from all agencies on a regular basis to attend
discussions and meetings to make policy decisions owing to cove job commitment and
priorities of the officers involved.
12. Supplier Stability
Change in the senior management line-up of the consultants could also affect the
smooth implementation of the project. The number of employees who participated in
the project development was not sufficient considering the number of HRMIS modules
involved. These factors together contributed to the delays in the development of HRMIS
application. The bIP study for instance was supposed to be ready in 4 months as stipulated
in the agreement, but took 17 months to complete.
13. Dependency on Suppliers
The dependency on suppliers remains very high, particularly with respect to system
maintenance, owing to either the lack of expertise or weaknesses in the transition plan,
training and technology transfer. In the event of any disruption to the system, the agencies
have to refer to the supplier for corrective actions, and this slows down the process and
affects the effectiveness of the Governments delivery system. The cost of implementation
ICT projects will also increase as it involves additional cost for overall maintenance of
the system by the suppliers.
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14. Basic Infrastructure Readiness of Agency
Every agency should already have basic infrastructure such as computers and internal
network. Agencies with ill-equipped internal infrastructure will not be able to implement
the HRMIS. The failure of these agencies to implement HRMIS will ultimately affect
the expected overall output of the application system.
15. Offline Procedure
The HRMIS is a real-time online application that can be accessed through the web.
However, the likelihood of connectivity failure can still occur. For this possibility, the
offline procedure has been established so that users can continue the process manually
and upload it into the system when the problem has been resolved. This procedure will
be carried out by the officer in charge of the data centre.
SUMMARY
The expansion of HRMIS implementation faces several constraints including network,
human resources, skills, user attitude and equipment. The strategy that has been put in
place has, to a certain extent, alleviated some of these constraints. Further efforts have
also been made to address and resolve these constraints. The implementation of other
modules will be continued in stages depending on the state of readiness and planning
of the agencies concerned. The aspect of internal expertise at the agency level is given
priority to ensure the success of HRMIS implementation. In any event, the cooperation
and commitment of all parties are crucial to ensure the success of the project. As such,
all heads of departments need to put greater emphasis on the aspects of information and
the change of the users mindset.
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Chapter 5
THE TEN-YEAR EXPERIENCE
PROJECT DEVELOPMENT EXPERIENCE
The HRMIS has faced numerous challenges and constraints during its ten-year development
process. Various lessons and experiences have been gained, which are useful for future
reference, particularly to improve the public sector ICT system. Had it not been for these
constraints or problems that cropped up during the implementation process, pertinent
lessons might not have been learned. These lessons should not be undervalued and need
to be recorded as reference for the future.
The following are some of the lessons gained in the development and implementation
of the HRMIS:
1. Commitment of Senior Management
The commitment of various parties, particularly the senior management, was very
important to the success of this project. Without the commitment from the top, it would
have been difficult to make the necessary decisions for the development of HRMIS
application. At the same time, the input and commitment from the human resource
management process owners at the PSD also contributed to the success of HRMIS. The
process owners comprised the Remuneration Division, Pension Division (now known
as the Post-Service Division), Service Division, Organisation Development Division,
Training Division (now known as the Human Capital Development Division), Management
Services Division, Planning, Research and Corporate Division and Psychology Service
Division. Coordination among departments, process owners and consultants as well as
the involvement of the ten pilot agencies, Ministries and State Secretary Administrations
contributed greatly to the development and implementation of HRMIS.
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2. Task Force
At the early stage of the project, the task force was made up of divisional representatives
of the PSD, all of whom were experts in the public sector human resource management
process. The team represented different functions of the various fields, such as:
Management involving bIP, change management, negotiations, marketing and
training;
Information technology relating to system development, installation, data
conversion, system integration and network; and
Process owners from the divisions of the PSD responsible for human resource
management policies.
This task force was assisted by MAMPU Project Support Team comprising MAMPU
officers and the consultants (Accenture) appointed by the Government to ensure the
success of the e-Government Project.
The participation and commitment of the various parties with expertise in Government
business, ICT and project management were essential to the success of such a huge and
complex ICT project as HRMIS.
3. Scope of Implementation
The scope of implementation of HRMIS is very wide, encompassing all human
resource management processes from the appointment stage right up to the retirement
stage. The human resource management process also covers all types of services including
the Federal Public Service, State Public Service, Federal Statutory bodies, State Statutory
bodies And local Authorities, which come up to 720 Government agencies. The HRMIS
also includes all salary schemes comprising the Cabinet Committee, New Remuneration
System (SSb) and Malaysian Remuneration System (SSM). In addition, the HRMIS is
an integrated application wherein each implementation of a module is dependent on the
processes and data of the other modules.
Given the large scope of human resource management and agencies with a variety of
services under different authorities and functions, the development of HRMIS was carried
out in stages involving the delivery of modules in four packages. The expansion of the
application to other agencies was also carried out in stages, starting with the preparation
of base data on establishment information and services, followed by the implementation
of other modules.
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4. Human Resource Factor
The human resource factor was very important in the development of HRMIS
application as it involved the human resource of both the consultants and the Government.
Apart from the understanding and knowledge of public sector human resource management
processes, expertise in aspects of system development was also critical to enable the
consultants to develop the system functions. There existed gaps in the knowledge between
the Government representatives and the consultants in the aspect of system infrastructure.
While the consultants had the expertise in IT technology, they had no knowledge of
Government policies, regulations and procedures, particularly with regard to public sector
human resource management.
This situation required the establishment of a special team whose task was to
explain and update the consultants on all pertinent matters to ensure the realisation of the
project. In addition, the commitment, cooperation and understanding among the process
owners, pilot agency managements and the project team in channelling information on
public sector human resource management to the consultants were also crucial.
5. Business Re-Engineering
The HRMIS is the re-engineering process of existing human resource management
processes for the entire public sector comprising policy changes, procedures, workflows
and online work. As it was an idea of grand proportions, all civil servants had to have
an understanding of the HRMIS human resource management application concept, and
this required a complete change of mindset.
6. Technical Aspect
The HRMIS was developed using a combination of several types of software,
namely visual basic, asp, asp.net and HTMl supported by SQl 7, SQl 2000, and SQl
2003 software for the management of a centralised database. The operating system of
the HRMIS servers is Microsoft 2000. The web-based HRMIS requires the use of the
Internet Explorer (IE5, IE6 and IE7) to enable users to access the application.
Although most of the public sector agencies use Microsoft products in their ICT
infrastructure, there are some agencies that use other products. This created problems
as it limited access to the HRMIS application.
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7. Access Infrastructure
For security purposes, the HRMIS application can be accessed only via a special
network called EG*Net. Users outside of the EG*Net network have to apply for an
alternative Secure Socket layer-Verification Personal Network (SSl-VPN) to access the
HRMIS. The dependence on infrastructure and access network is a factor that determines
the success of the system implementation. As such, the smooth implementation of the
HRMIS is dependent on the availability of the EG*Net and internal networks of the
agencies.
8. Change in Scope and Requirements
During system development, the Government amended certain policies which required
the modification and improvement of the HRMIS application. The change from the SSb
to SSM, which was enforced on 1 November 2002, and the issuance of new Government
Circulars, necessitated improvements to be made to the system. Another matter that had
to be addressed was the fulfilment of the different human resource management needs
and processes of the public sector agencies. The change in scope and requirements as
well as the challenges had to be addressed to ensure that the ICT application remains
relevant and able to meet the needs of all categories of users.
9. Strategic Alliance
Another important factor in ensuring the success of HRMIS project was strong
cooperation and understanding between the Government and consultants as a team.
beginning with the planning, development and implementation, both the consultants and
the Government continued to work closely in a win-win situation and to share the national
mission in producing a successful local information technology venture company.
10. Project Management
The management of the project entailed thorough planning. For this purpose, the
project team had to anticipate possibilities and challenges that could cause problems,
and put in place the necessary strategies to overcome them. It designed a framework to
allow the implementation of the HRMIS in stages, and to ensure it remains relevant,
improvements to the system are continually being carried out.
In the process of the HRMIS application development, contract management was
essential to ensure that the project was completed according to the specifications and
93
schedule determined by the Government. At the same time, control and monitoring was
carried out through meetings, inspection and periodic reporting.
11. Project Implementation Period
The implementation period of the HRMIS project involved three main phases:
Research and development phase, which involved the process improvement
and application development phase;
Implementation test phase at pilot agencies; and
Expansion of implementation activities to all Ministries, State Secretary
Administrations and the agencies under them.
However, the lengthy implementation period caused other issues to crop up, in
particular those involving change, such as change in policies, human resource turn over
and change of ideas.
CONCLUSION
To enhance human resource management, the PSD has utilised the potential of information
technology in ensuring the successful development of an Electronic Government flagship
application. Accordingly, in line with its slogan, Public Service leader, the PSD was
entrusted as the lead agency to spearhead the implementation of the HRMIS.
The HRMIS, which encompasses the whole of the human resource management
process from appointment to retirement, has enhanced the quality of the public sector.
The system is not merely a human resource application; more importantly, it is a new
approach in human resource management that is more comprehensive and integrated to
overcome the many challenges of public sector management.
In line with current trends and the demands of the new millennium, the HRMIS has
become a platform for sharing information faster and improving communication among
agencies. At the same time, this automated process allows more attention to be given to
more productive tasks, such as analysing and planning work, which ultimately helps to
improve decision-making, implementation and monitoring processes.
In addition to automating human resource processes and creating a paperless
environment, this application has also linked all Government agencies electronically so
94
that personnel information from the lower ranks can easily be retrieved by higher level
agencies, such as the Ministries, State Secretary Administrations and the PSD.
Through the facilitation of communication and horizontal integration, the project
has made available the Public Sector Human Resource Management National Database.
The HRMIS is not merely an application, but also HR To-be. It is therefore important to
ensure that any new ideas to be brought forward should be in line with the framework
of HR To-be to avoid conflict of approaches that would cause confusion to the agencies
and adversely affect the fundamental goals of human resource management.
The aspect of internal expertise at the agency level was also given priority for the
successful implementation of the HRMIS. It is an important fact that the cooperation and
commitment of all parties are crucial in ensuring the success of HRMIS implementation.
Without the strategic alliance between the Government and consultants, or the change
of mindset and way of working among the civil servants, the implementation of this
application would not have made any headway.
Despite the many challenges and constraints, the HRMIS application has successfully
been expanded to all the Government agencies. The planned strategy has been successful
in addressing issues that arose from time to time and continuing efforts are still underway
to ensure that all issues are addressed and resolved as soon as possible.
After ten years of its development, the HRMIS has triggered a change in mindset
and transformation of the public sector human resource management. This transformation
is essential in realising the goal of human resource management to become the leader in
realising the Governments vision, and ultimately achieve the target of the national mission
in creating comprehensive, efficient and effective human resource information management.
Thus, the HRMIS is the catalyst for more structured mobilisation of the administrative
machinery of the Government as well as the starting point in the modernisation of public
sector human resource management of the 21
st
century.
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APPENDIX: PROJECT DIARY
26 July 1997
The launch of seven f lagship applications under the Multimedia Super
Corridor.
Concept Request for Proposal (CRFP) issued by the Government.
1 April 1999
The signing ceremony of the HRMIS Agreement Contract.
5-9 April 1999
The HRMIS Project Orientation Course was conducted at the bukit Kiara
INTAN.
12 April 1999
The EG-HRMIS project team started its centralised operations at the PSD.
26-29 April 1999
The first technical training session was held for the EG-HRMIS Project team
members.
21 May 1999
HRMIS Project Steering Committee Meeting No. 1 of 1999.
1 June 1999
Project Management Office (PMO) started operations at the PSD.
21-22 June 1999
Public Service Human Resource Management Vision Setting Workshop at the
Subang Hyatt Regency Saujana.
22 July 1999
HRMIS Project Steering Committee Meeting No. 2 of 1999.
1 August 1999
The launch of HRMIS logo.
17 August 1999
The EG-HRMIS Project Teams visit to the office of MRCb Multimedia Consortium
Sdn. bhd. (MMCSb) at Sri Pentas, TV3.
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3 September 1999
Pilot agency representatives visited PETRONAS to review its HRMIS system.
6 September 1999
The launch of the EG-HRMIS Newsflash.
17 September 1999
HRMIS Project Steering Committee Meeting No. 3 of 1999.
15-16 October 1999
Senior Management Workshop: HRMIS Detailed Design To-be Process at the
Eastin Hotel.
9 November 1999
HRMIS Project Steering Committee Meeting No. 4 of 1999.
17 December 1999
HRMIS Project Steering Committee Meeting No. 5 of 1999.
10 March 2000
HRMIS Project Steering Committee Meeting No. 1 of 2000.
14 April 2000
HRMIS Project Steering Committee Meeting No. 2 of 2000.
15 April 2000
The HRMIS (MMCSb) office moved from the PSD in Kuala lumpur to Menara
MRCb in Shah Alam.
3-4 May 2000
HRMIS Workshop: Evaluation of Existing Inter-Pilot Agency Processes at the
Subang Sheraton Hotel in Subang Jaya, Selangor Darul Ehsan.
25 May 2000
The HRMIS Project Steering Committee Meeting No. 3 of 2000 approved the
Operational Process Visioning Report (OPV Report).
27 June 2000
The HRMIS Project Steering Committee Meeting No. 4 of 2000 approved the
Concept Design Report.
29 June 2000
The To-be Detailed Design Expectation Workshop for Pilot Agencies was held at
the bukit Kiara INTAN.
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3 July 2000
The To-be Detailed Design Expectation Workshop for Pilot Agencies was held at
the Eastin Hotel in Petaling Jaya, Selangor.
14-16 July 2000
HRMIS Workshop: Generic Model of Human Resource Management To-be Detailed
Design at the Equatorial Hill Resort in Cameron Highlands, Pahang.
25 July 2000
The launch of Newsflash 2 was held at the MMCSb office in Menara MRCb,
Shah Alam.
27-29 July 2000
HRMIS Workshop: Generic Model of Human Resource Management To-be Detailed
Design at the PSD.
8 August 2000
HRMIS Project Steering Committee Meeting No. 5 of 2000 Presentation of
Generic Model of Human Resource Management To-be Detailed Design.
1 August 2000
Presentation of Skill Gap Analysis Certificates to members of the HRMIS Government
Project Team at the PSD Club House, PSD Complex.
14-18 August 2000
The HRMIS Project participated in the Knowledge Management Readiness for
Electronic Government Conference organised by INTAN, which was held in Kuching,
Sarawak and Kota Kinabalu, Sabah.
5 September 2000
The HRMIS Project Steering Committee Meeting No. 6 of 2000 approved the To-
be Process Detailed Design.
8-10 September 2000
The HRMIS project participated in the 2000 MSC Expo at the Malaysian International
Exhibition & Convention Centre at the Mines Resort City, Selangor Darul Ehsan,
in conjunction with the International Advisory Panel (IAP) meeting.
25-26 September 2000
Orientation Programme for the Government EG-HRMIS Project System Development
Team and consultants at Menara MRCb in Shah Alam.
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9 October 2000
The HRMIS Project Steering Committee Meeting No. 7 of 2000 approved the
conditional HRMIS Implementation Plan.
10-13 October 2000
User Requirement Workshop for the Improvement and System Development Team
of the Government EG-HRMIS Project at Menara MRCb in Shah Alam.
19-20 October 2000
Implementation Plan Workshop at the Quality Hotel in Shah Alam, attended by
representatives from the pilot agencies.
21 October-5 November 2000
Representatives of the Government and consultants attended the Competency
Seminar in london and carried out a study on the human resource system of the
country. The study was for the purpose of making a comparison with the HRMIS
being developed.
25 October 2000
The Government approved the Human Resource Data Dictionary and Windows
2000 prepared by the Application Development Team.
6 November 2000
The EG-HRMIS website was launched by Y.bhg. Tan Sri Dato Samsudin Osman,
Director-General of Public Service, in conjunction with the PSD monthly assembly
at the PSD Auditorium.
8 November 2000
The Sequence and Class Diagram Introduction Workshop for the Government
Application Development Team was held at the Menara MRCb in Shah Alam.
15 November 2000
The Government consultants held a series of workshops for the Government Application
Development Team that participated in the information gathering activity for user
requirements at the Menara MRCb and Quality Hotel in Shah Alam.
24 November 2000
The Government approved the Transfer of Technology (TOT) Plan prepared by the
MMCSb Project Management Team.
99
29 November 2000
The MMCSb TOT Team conducted a Skill Gap Analysis for 14 new members of
the Government team at the HRMIS Operations Room at the PSD.
9 December 2000
HRMIS Project Steering Committee Meeting No. 8 of 2000 - the HRMIS Application
Development Team (MMCSb) presented a prototype of the Personal Record and
Establishment.
29-31 January 2001
The Microsoft Windows 2000 (M1) Training Programme was held in the Training
Room at Comat Training Services, Subang Jaya, for HRMIS members of the System
Development, Operation & Support and Installation Teams.
2 April 2001
HRMIS Project Steering Committee Meeting No. 1 of 2001.
8 February 2001
The HRMIS Project Management Office held a briefing at the bukit Kiara INTAN
for the INTAN Implementation Task Force on the scope and activities of HRMIS
Change Management. During the session, the issue of mindset and culture change
was explained.
9-10 February 2001
A technical training programme called Primavera/MS Project Tool was held at
Menara MRCb in Shah Alam which was attended by both the Government and
HRMIS consultant team leaders.
12-16 February 2001
A technical training programme, Administering SGl Server, was held at Menara
MRCb in Shah Alam which was attended by 25 members of the Government System
Development, Support & Operation and Installation Management Teams.
1-2 March 2001
HRMIS Workshop: Change Ambassador at the Singgahsana Hotel.
27-31 March 2001
A technical training programme, Mastering MS Visual basic 6.0 Fundamentals (Visual
basic), was held at TH IT Resources Centre in the Subang Square business Centre,
Subang Jaya. It was attended by 17 members of Government System Development,
Support & Operation and Installation Management Teams.
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16 April 2001
The EG-HRMIS Change Management Team conducted an EG-HRMIS Project Key
Performance Indicators (KPIs) Verification Meeting for the senior management
of all PSD divisions at the Menara MRCb in Shah Alam. Nineteen participants
attended this meeting.
19 April 2001
The Government approved the Transition Management Plan prepared by the Change
Management Team.
23 and 25-28 April 2001
A technical training programme, Mastering MS Visual basic Development 6.0, was
held at the TH IT Resources Centre in the Subang Square business Centre, Subang
Jaya. It was attended by 18 members of the Government System Development,
Support & Operation and Installation Management Teams. This was a continuation
of the MS Visual basic 6.0 Fundamentals programme which was held at the end
of March 2001 at the same venue.
12 May 2001
A briefing on Data Conversion Implementation Activity for the Pilot Agencies of
the EG-HRMIS Project was held at the Menara MRCb in Shah Alam. The half-day
programme was attended by 18 representatives from all pilot agencies.
14 May 2001
The Government approved the Knowledge base Plan report of a description of the
Knowledge base Module, which facilitates the management of human resource
information through the use of an electronic repository. Examples of such information
include project information, methodologies, best practices and reference materials
to aid in the decision-making.
24 May 2001
The HRMIS Project Steering Committee Meeting No. 2 of 2001 approved:
New Payment schedule for Application System Development services (Schedule
18, Table C) - paid according to the delivery of four packages;
Phase I implementation covering the entire Prime Ministers Office as a pilot
agency to replace the SMPKE Unit; and
Configuration changes to the data storage system from EMC 3700-47 to EMC,
Symmetrix 8430-73 model.
1 June 2001
A briefing on the EG-HRMIS project was conducted during the meeting of
Undersecretaries (Human Resources) and State Deputy Directors of Health
(Management), Ministry of Health in Kuala Terengganu.
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11 June 2001
A briefing on EG-HRMIS Project Implementation: Change Management was held at
the INTEKMA Resort & Convention Centre in Shah Alam. This half-day programme
was attended by 57 representatives from all pilot agencies.
28 June 2001
The Government approved the benefit Realisation Plan Report.
29 June 2001
A briefing on the EG-HRMIS project was conducted during the meeting of the
Directors of the Department of Veterinary Services in Kota Kinabalu, Sabah.
13 July 2001
The Provisional Acceptance Test for Package 1 was conducted in the PSD laboratory
in Putrajaya. The testers comprised representatives from the pilot agencies in the
fields of Human Resource Management, Information Technology, Human Resource
Users And Regular Users.
16-19 July 2001
Representatives of the EG-HRMIS project (Government and Consultants) gave
a briefing on the project status and presented the HRMIS prototype at the 7
th

Conference of State Public Service Commission held in langkawi, Kedah. The
conference was officially opened by His Highness the Sultan of Kedah and attended
by 120 representatives from the Federal and State Public Service Commission.
19 July 2001
The HRMIS Project Steering Committee Meeting No. 3 of 2001 approved the
implementation of the Technical Architecture, subject to discussion and agreement
by the Treasury.
23 July-3 August 2001
The Provisional Acceptance Test (PAT) for the modules in Package 1 (except
for Web Publishing) was conducted in the laboratories of the PSD, MAMPU,
Prime Ministers Office, Department of Irrigation & Drainage and Department of
Veterinary Services.
25 July 2001
The Government approved the Technical Architecture Report and Data Conversion
Plan.
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24-26 July 2001
The EG-HRMIS Project participated in the Regional Initiative for Information
Communication Technology Strategies (RIFICTS) Expo at the Putra World Trade
Centre in Kuala lumpur.
9 August 2001
The Government approved the Application Development Plan.
16 August 2001
The first Change Ambassador meeting at the Menara MRCb in Shah Alam was
attended by 18 participants comprising Change Ambassadors and representatives
from the pilot agencies.
16-17 August 2001
The Provisional Acceptance Test for the Web Publishing Module for 9 pilot agencies
(except JKMNS) was conducted in the PSD laboratory.
6-8 September 2001
The EG-HRMIS Project participated in the 2001 MSC Multimedia Asia Expo at
the Putra World Trade Centre in Kuala lumpur. More than 5000 people visited
the EG-HRMIS exhibition.
10 September 2001
Representatives of the EG-HRMIS project (Government and Consultants) gave a
briefing on the project status at the Annual Conference of Senior Managers of the
Department of Irrigation and Drainage, which was held in Port Dickson, Negeri
Sembilan.
10-12 September 2001
The second Provisional Acceptance Test for the modules in Package 1 (except
for Web Publishing) was conducted in the laboratories of the PSD, MAMPU,
Prime Ministers Office, Department of Irrigation & Drainage and Department of
Veterinary Services.
10-12 September 2001
The Provisional Acceptance Test for the modules in Package 1 (except for Web
Publishing) was conducted at the Department of the Sarawak Chief Minister.
103
13-14 September 2001
The second Provisional Acceptance Test for the modules in Package 1 (except for
Web Publishing) was conducted at the PSD laboratory for representatives from the
Selangor State Development Corporation, Kuala lumpur City Hall, Majlis Amanah
Rakyat and Ministry of Health.
13-14 September 2001
The Provisional Acceptance Test for the Web Publishing module was conducted at
the Department of the Sarawak Chief Minister.
21 September 2001
HRMIS Project Steering Committee Meeting No. 4 of 2001.
4-5 October 2001
The third Provisional Acceptance Test for the modules in Package 1 (except for
Web Publishing) was conducted at the laboratories of the PSD, MAMPU, Prime
Ministers Office, Department of Irrigation & Drainage and Department of Veterinary
Services.
8 October 2001
A session to explain the curriculum plan and training schedule for 25 representatives
from the pilot agencies was held at level 8, block C1 of the PSD.
8-9 October 2001
The third Provisional Acceptance Test for the modules in Package 1 (except for
Web Publishing) was conducted at the PSD laboratory for representatives from the
Selangor State Development Corporation, Kuala lumpur City Hall, Majlis Amanah
Rakyat, Ministry of Health and Department of the Sarawak Chief Minister.
8-12 October 2001
A Competency Assessment Module (Package 2) walkthrough to the Government
HRMIS Project Team was conducted by the consultants at the Menara MRCb in
Shah Alam.
15-16 October 2001
A Career Management Module and Performance Management Module (Package
2) walkthrough to the Government HRMIS Project Team was conducted by the
consultants at the Menara MRCb in Shah Alam.
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17-18 October 2001
A training programme, Training of Trainers, for representatives from the pilot
agencies and Government HRMIS Project Team was conducted by the consultants
at Menara MRCb in Shah Alam.
29-30 October 2001
The first Package 1 HRMIS Application Course was conducted by the EG-HRMIS
Training and Education Team at INTAN, Jalan Elmu, Kuala lumpur, for the
Government HRMIS Project Team. Thirty participants attended the course.
1-2 November 2001
A briefing on Package 1 Roll-Out Preparation organised by the HRMIS Project
Management Office (Government) was held at the bSN Training Centre in Kajang
for representatives from the pilot agencies involved in HRMIS Security and System
Administration.
5-6 November 2001
The second Package 1 HRMIS Application Course was conducted in INTAN, Jalan
Elmu, Kuala lumpur for 14 representatives from the PSD.
7-8 November 2001
The third Package 1 HRMIS Application Course was conducted in INTAN, Jalan
Elmu, Kuala lumpur for 24 representatives from the Prime Ministers Office,
MAMPU, Department of Irrigation and Drainage and PSD (Management Services
Division and Information Technology Division).
12-13 November 2001
The fourth Package 1 HRMIS Application Course was conducted in INTAN, Jalan
Elmu, Kuala lumpur for 24 representatives from Kuala lumpur City Hall, Selangor
State Development Corporation and Majlis Amanah Rakyat.
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12-19 November 2001
A briefing on Package 1 Roll-Out was conducted at every pilot agency for the
members of the Agency Implementation Team and participants of the Package
1 HRMIS Application Course. The visits by the EG-HRMIS (Government and
Consultants) Team were made in stages:
Public Service Department & Prime Minister Department & PMO 12
Nov 2001
Ministry of Health & Department of Veterinary Service & DVS 13 Nov
2001
Sarawak Chief Minister Department (SCMD) 14 Nov 2001
Kuala lumpur City Hall & Majlis Amanah Rakyat (KlCH) & MARA 15
Nov 2001
Selangor State Development Corporation (SSDC) & MAMPU 16 Nov
2001
Department of Irrigation and Drainage (DID) 19 Nov 2001
15-16 November 2001
The fourth Package 1 HRMIS Application Course was conducted in INTAN, Jalan
Elmu, Kuala lumpur for 26 representatives from the Ministry of Health, Department
of the Sarawak Chief Minister and Department of Veterinary Services.
19-20 November 2001
The HRMIS System Administration Course was conducted by the EG-HRMIS Training
and Education Team at INTAN, Jalan Elmu, Kuala lumpur for 23 representatives
from all pilot agencies.
26 November 2001
The HRMIS Project Steering Committee Meeting No. 5 of 2001 approved conditionally
for Package 1 HRMIS Application.
27 November 2001
The Package 1 HRMIS Application was launched by Ybhg. Dato Seri Jamaluddin
bin Haji Damanhuri Ahmad, Director-General of Public Service. The launching
ceremony was held at the PSD Auditorium in block C1, Parcel C, Putrajaya.
12-13 November 2001
A Career Management Module (Package 2) walkthrough was conducted by the
Government consultants for PSD process owners at Menara MRCb in Shah
Alam.
106
28-31 December 2001 & 3-4 January 2002
PAT 2.0 on the Competency Assessment Module was conducted at level 2 of Menara
MRCb in Shah Alam for members of the Government HRMIS Project Team.
2 January 2002
A briefing on the Role of System and Workflow Administrators for all pilot agencies
was conducted at the PSD in Putrajaya.
9-11 January 2002
PAT 2.0 on the Competency Assessment Module at level 2 of Menara MRCb in
Shah Alam for PSD representatives.
16-17 January 2002
PAT 2.0 on the Government Directory Module by PAT testers representing the 10
pilot agencies.
17 January 2002
A discussion on the Preparation Status of Data Cleaning Activity for 10 pilot
agencies was held at level 2 of Menara MRCb in Shah Alam. Twenty-seven
representatives from the Government and Consultant HRMIS Project Teams attended
the discussion.
17-18 January 2002
The Data Centre System Integration and Hardware (EMC) Training Programme
was held at the EMC Training Centre at the Petronas Twin Towers, KlCC, Kuala
lumpur for the Government and Consultant HRMIS Project Teams. Fourteen people
attended the programme.
19 January 2002
Personal Record Management Module Training Programme was conducted for 18
PSD HRMIS Helpdesk staff members at Menara MRCb in Shah Alam.
21-23 January 2002
PAT 2.0 on the Performance Management Module was conducted at level 2 of
Menara MRCb in Shah Alam for members of the Government HRMIS Project
Team.
21 January 2002
A Data Cleaning meeting was held at level 2 of Menara MRCb in Shah Alam for
members of the Government and Consultant HRMIS Project Teams.
107
23-25 January 2002
PAT 2.0 on the Competency Assessment Module was conducted at level 2 of
Menara MRCb in Shah Alam for testers from all pilot agencies.
25 January 2002
A Data Cleaning briefing was held at the PSD in Putrajaya for representatives from
the PSD Data Conversion Team, Prime Ministers Office and MAMPU.
26 January 2002
HRMIS briefing at the Prime Minister Office in Putrajaya
5 February 2002
A Data Cleaning briefing was held at the PSD in Putrajaya for the Data Conversion
Team representatives from the PSD, DVS, MARA, KlCH, SSDC, SCMD and
MOH.
6 February 2002
PAT 2.0 on the Performance Management Module was conducted at level 2 of
Menara MRCb in Shah Alam for testers from all pilot agencies.
18-20 February 2002
PAT 2.0 on the Career Management Module was conducted at level 2 of Menara
MRCb in Shah Alam for testers from all pilot agencies.
19 February 2002
The EIS/DSS Module Meeting for the Government and Consultant HRMIS Project
Task Force was held at level 7 of Menara MRCb in Shah Alam.
27-28 February 2002
PAT 2.1 on the Performance Management Module was conducted at level 2 of
Menara MRCb in Shah Alam for testers from all pilot agencies.
1 March 2002
HRMIS Project Steering Committee Meeting No. 1 of 2002.
7-13 March 2002
The 2002 HRMIS Working Meeting was held at the Regency Hotel in Port Dickson,
Negeri Sembilan to verify the user requirements of the Human Resourcing Module
and modules in Package 3. The participants were members of the Government and
Consultant HRMIS Project Teams, division representatives from the PSD and several
related pilot agencies. On the whole, 60 participants attended this session.
108
23 March 2002
A HRMIS Project Development and Implementation briefing for the Ministry of
Education was held at the ministry in Pusat bandar Damansara, Kuala lumpur.
25-26 March 2002
The HRMIS Project participated in the expo organised by MAMPU during the
Public Sector CIO Conference: Leveraging ICT for Better Service Delivery which
was held at the Seremban Hilton Hotel in Negeri Sembilan.
27-30 March 2002
The Government HRMIS Project Director, Ybhg. Datin Habibah Ahmad Tarmizi,
presented a working paper on the current status of the project at the Human Resource
Planning Seminar organised by the PSD at the Sheraton Hotel in Penang.
8 and 10-13 April 2002
The Package 1 HRMIS Application Course for the target group (users) was conducted
at the Staff Training Centre of the Department of Irrigation and Drainage, Jalan
Ampang branch, Selangor Darul Ehsan. A total of 63 participants from all the pilot
agencies attended the course. This was a repeat course for Package 1 modules.
15-21 April 2002
A walkthrough session for Package 3 modules was held in Port Dickson, Negeri
Sembilan, which was attended by members of the Government and Consultant
HRMIS Project Teams, PSD division representatives and representatives from
several pilot agencies.
22 April 2002
A HRMIS Project Development and Implementation briefing was given to the Public
Works Department at its headquarters in Kuala lumpur.
29-30 April 2002
An EIS/DSS Workshop was held at the Cyberview lodge Resort and Spa in
Cyberjaya, Selangor for the senior managements of pilot agencies.
11 May 2002
HRMIS Project Steering Committee Meeting No. 2 of 2002.
14-16 May 2002
The PAT 2.0 on Sub-Module 1 of the Human Resourcing Module was conducted
at Menara MRCb for representatives from all the pilot agencies.
109
20-21 May 2002
The PAT 2.1 on the Career Management Module was conducted at Menara MRCb
for representatives from all the pilot agencies.
23-24 May 2002
The PAT 2.1 on the Competency Assessment Module was conducted at Menara
MRCb for representatives from all the pilot agencies.
28-31 May 2002
The PAT 2.0 on Sub-Module 3 of the Human Resourcing Module was conducted
at Menara MRCb for representatives from all the pilot agencies.
28-29 May 2002
The Overview of Microsoft Exchange Collaboration Development Course was
conducted at Menara MRCb in Shah Alam for the Government HRMIS Project
Team.
2-4 June 2002
The HRMIS briefing: Development of the Organisation Unit Codes, Actual Positions
and Personnel for Package 1 of the HRMIS project was conducted for the Ministry
of Health at the Perdana Hotel in Kota bharu, Kelantan.
13 June 2002
A Roll-Out briefing on the Performance Management Module and Government
Directory Module was carried out at the PSD in Putrajaya for 46 representatives
from the pilot agencies.
22 June 2002
A HRMIS briefing for the Royal Malaysian Police (RMP) at the Officers Mess
at bukit Aman, Kuala lumpur
24-26 June 2002
A User Course on the Performance Management Module and Government Directory
Module was conducted at INTAN, Jalan Elmu, Kuala lumpur for members of the
Government HRMIS Project Office and related divisions of the PSD (MSD, SD
and ITD).
27-28 June 2002
A User Course on the Performance Management Module and Government Directory
Module was conducted at INTAN, Jalan Elmu, Kuala lumpur for 32 Human
Resource Managers of all pilot agencies.
110
3 July 2002
The launching ceremony of the Performance Management Module and Government
Directory Module was held at the PSD Auditorium in Putrajaya.
8-10 July 2002
The User Course on the Performance Management Module and Government
Directory Module was conducted at INTAN, Jalan Elmu, Kuala lumpur for 27
Human Resource Administrators of the PSD.
11-13 June 2002
The User Course on the Performance Management Module and Government Directory
Module was conducted in INTAN, Jalan Ilmu, Kuala lumpur for 28 Human Resource
Administrators of the pilot agencies other than the PSD.
15 July 2002
The System Administration Course for 24 IT Administrators and Human Resource
Administrators of pilot agencies, including the MAMPU Helpdesk, was conducted
at INTAN, Jalan Elmu, Kuala lumpur.
16 July 2002
A System Administration Course for 23 members of the Government HRMIS
Project Office and related divisions of the PSD (MSD, SD and ITD) was conducted
at INTAN, Jalan Elmu, Kuala lumpur.
17-20 July 2002
The Government HRMIS Project Director was invited to share his experience in the
HRMIS project at an event organised by the Ministry of Health at the Shangri-la
Tanjung Aru Resort in Sabah.
25 July 2002
HRMIS Project Steering Committee Meeting No. 3 of 2002.
12-16 August 2002
The HRMIS Project Management Office held the 3
rd
Working Meeting at the Riviera
bay Resort in Melaka to review and verify User Requirements and Package 4 of
HRMIS Application System Analysis & Design for the Strategy Formulation and
Review Module. A total of 63 participants attended this meeting.
111
19-23 August 2002
The Government consultants organised the Course on Implementing Microsoft
Windows 2000 Professional and Server for seven team members of the Government
HRMIS Project Office at Menara MRCb in Shah Alam.
2-6 September 2002
The Government consultants organised the Course on Microsoft Exchange 2000
Server Design and Deployment for eight team members of the Government HRMIS
Project Office at Menara MRCb in Shah Alam.
3-6 September 2002
The HRMIS Project participated in the 2002 MSC Expo at the Mines Resort City
in Selangor Darul Ehsan.
16 September 2002
HRMIS Project Steering Committee Meeting No. 4 of 2002:
Approved the Government Directory Module v2.0 and Performance Management
Module v2.1;
Conditionally approved the Career Management Module v2.1.
19 September 2002
The HRMIS briefing: Human Resourcing Module was held for the management of
the Public Service Commission (PSC) at its headquarters in Kuala lumpur.
7 October 2002
The Provisional Acceptance Test was carried out for the Knowledge base
Module.
9 October 2002
A Change Ambassador Discussion involving Change Ambassadors from the DVS,
DID and SSDC was held at the head office of the Department of Veterinary
Services in Kuala lumpur.
11 October 2002
A briefing on the curriculum plan for Career Management Module was held at
the PSD in Putrajaya. Nineteen representatives from the pilot agencies attended
the briefing.
112
17 October 2002
The launch of the list of Qualifications Recognised by the Government in the
Web Publishing Module in conjunction with the launch of the list of Recognised
Qualifications book by the Minister of Education, Tan Sri Dato Seri Musa
Mohamad, at the Putrajaya Marriott Hotel, IOI Resort.
22-24 October 2002
The Career Management Module User Course was conducted at Menara MRCb in
Shah Alam for 22 members of the Government HRMIS Project Office and related
divisions of the PSD (MSD, PSD and ITD).
29 October 2002
The HRMIS Project Steering Committee Meeting No. 5 of 2002 accepted with
conditions:
Competency Assessment Module v2.2 and Human Resourcing Module v2.1
in Package 2; and
Development Module v3.1 and Service Separation Module v3.2 in Package
3.
28-30 October 2002
The Career Management Module User Course was conducted at Menara MRCb in
Shah Alam for 23 Human Resource Managers of pilot agencies.
31 October 2002
The launching ceremony of the Career Management Module, Competency Assessment
Module, Human Resourcing Module, Service Separation Module and Development
Module was held at the PSD Auditorium in Putrajaya.
5-7 November 2002
The Career Management Module User Course was conducted at Menara MRCb in
Shah Alam for 15 Human Resource Administrators of the PSD.
25-29 November 2002
The COGNOS Training Programme was held at Menara MRCb in Shah Alam for
20 members of the Government and Consultant HRMIS System Development Teams
and representatives from the Information Technology Division of the PSD.
3 December 2002
A Change Ambassador Discussion involving PSD Change Ambassadors was held
at the PSD in Putrajaya.
113
17-19 December 2002
The Career Management Module User Course was conducted at Menara MRCb
in Shah Alam for 23 Human Resource Administrators of pilot agencies other than
the PSD.
20 December 2002
The System Administration Course for the IT Administration of pilot agencies other
than the PSD was conducted at Menara MRCb in Shah Alam. Eighteen participants
attended the course.
26 December 2002
The System Administration Course for 15 members of the Government HRMIS
Process Office and related divisions of the PSD (MSD, SD and ITD) was conducted
at Menara MRCb in Shah Alam.
30 December 2002
The HRMIS Project Steering Committee Meeting No. 6 of 2002 accepted:
Employer-Employee Communication, Discipline and Relations Management
Module v3.2 in Package 3 with conditions;
Knowledge Base Module v3.2 in Package 3 with conditions; and
Asset Declaration Sub-Module.
6 January 2003
The HRMIS project participated in the ICT Expo at the launch of IMATEC, INTAN
in E-bitz Centre, bukit Kiara, Kuala lumpur.
14 January-7 February 2003
The Package 2 HRMIS Application Course: Competency Assessment Module involved
6 groups of representatives from the pilot agencies. All courses were conducted at
Menara MRCb in Shah Alam.
16-17 January 2003
The Provisional Acceptance Test (PAT) was carried out on the Strategy Formulation
and Review Module.
17-19 January 2003
The HRMIS Project participated in the 2003 Sarawak ICT Expo: ICT - Catalyst for
Development, which was held in Kuching and officially opened by Tan Sri Datuk
Amar Dr George Chan Hong Nam, the Deputy Chief Minister of Sarawak.
114
23-24 January 2003
The Government HRMIS Training and Education Team conducted the Package 1
HRMIS Application: Personal Record Management Module, Personnel Data Module
and Web Publishing Module Course for 25 representatives from the DID, SSDC
and MAMPU at the Department of Irrigation and Drainage in Jalan Ampang,
Selangor.
30-31 January 2003
A Roll-Out briefing on the Career Management Module, Competency Assessment
Module, Human Resourcing Module, Development Module, Service Separation
Module, Employee Communication and Discipline Module, Knowledge base Module
and Asset Declaration Sub-Module was held at the PSD in Putrajaya. A total of 70
participants representing the pilot agencies attended the briefing.
5 February 2003
The Government consultants organised the Transfer of Technology for Web Publishing
Module Programme for six team members of the Government HRMIS Project Office
at Menara MRCb in Shah Alam.
17 February 2003
The HRMIS Project Steering Committee Meeting No. 1 of 2003 granted permission
to the MMSCb to complete Phase I of the HRMIS project.
19 February 2003
A soft launch of the Employee Communication and Discipline Management Module,
Knowledge base Module and Asset Declaration Sub-Module was held in conjunction
with the PSD monthly assembly at the PSD Auditorium in Putrajaya. Representatives
from the pilot agencies attended the event.
18-26 February 2003
The HRMIS Project participated in the 13
th
Summit of Non-Aligned Movement
(NAM) expo at the Putra World Trade Centre in Kuala lumpur.
24-28 February 2003
The consultants organised the Supporting a Network Using Microsoft Windows
Infrastructure Course for ten team members of the Government HRMIS Project
Office at Menara MRCb in Shah Alam.
115
6 March 2003
The course on Human Resource Recruitment and Asset Declaration Sub-Module
of the HRMIS application was conducted at the PSD in Putrajaya.
8 March 2003
The HRMIS Project Management Office presented a paper, Human Resource on the
Net: The New Strategies and Implications, during the Management Conference of
the Ministry of Health at the Ibis City Hotel in langkawi, Kedah. The conference
was attended by top officials and senior management of the ministry.
17-21 March 2003
The User Course for the Human Resource Recruitment Module and Asset Declaration
Module was held at Menara MRCb in Shah Alam for seventeen members of the
Government HRMIS Project Office, representatives from the Federal Agencies of
the PSD (MSD and SD) and Public Service Commission.
18-21 March 2003
The consultants organised the Crystal Enterprise Design 1, 2 and 3 Course for five
members of the Government HRMIS Project Office Team at the Training Room of
Cetheus Sdn. bhd. in Damansara Intan, Petaling Jaya.
25-28 March 2003
The consultant organised the Crystal Enterprise Administration and Web Development
Course for the five members of the Government HRMIS Project Office Team at
the Training Room of Cetheus Sdn. bhd. in Damansara Intan, Petaling Jaya.
25-26 March 2003
The User Course for Human Resource Recruitment Module and Asset Declaration
Sub-Module was conducted at Menara MRCb in Shah Alam for thirteen team
members of the Government HRMIS Project Office and representatives from Federal
Agencies (PSD and Treasury).
27-28 March 2003
The User Course for Human Resource Recruitment Module and Asset Declaration Sub-
Module was conducted at Menara MRCb in Shah Alam for eighteen Human Resource
Managers and Administrators of the operating agencies (all pilot agencies).
116
31 March-22 April 2003
Three sessions of the HRMIS Application Human Resourcing Module and Asset
Declaration Sub-Module Course and one session of the System Administration
Module Course was conducted at Menara MRCb in Shah Alam in April 2003.
The first session began on 31 March 2003 and the final session ended on 22 April
2003. A total of 85 participants attended the course.
1 April 2003
A briefing on the preparation of the HRMIS Application Knowledge base Module,
Service Separation Module and Development Module Course for members of the
Government HRMIS Project Team was held at the PSD in Putrajaya. It explained
the objectives of each module and target groups as well as helped to select suitable
participants to attend the course.
14-19 April 2003
The HRMIS Project Management Office held a Working Meeting on the Preparation
of Values in the lookup Schedule of the HRMIS Application System at the Regency
Hotels and Resort in Port Dickson. The 6-day session was attended by representatives
from pilot agencies and process owners.
21 April 2003
The Government HRMIS Project Team held an HRMIS Exhibition in conjunction with
the PSDs open day at the office of the Kedah State Secretary in Alor Setar.
28-30 April 2003
A session of the HRMIS Application Knowledge base Module Course was held
from 28 to 29 April 2003 and another session on Knowledge base Module System
Administrator Course was held on 30 April 2003. These courses were conducted at
Menara MRCb in Shah Alam. Twenty-six participants attended the courses.
29 April 2003
The HRMIS Project Steering Committee Meeting No. 2 of 2003 decided that the
pilot agencies would select 100 users from each agency to implement the HRMIS
application modules that were launched.
6-23 May 2003
Three sessions of the HRMIS Application Service Separation Module Course
and one session of the Service Separation Module System Administration Course
were conducted at Menara MRCb in Shah Alam in May 2003. The first session
began on 6 May 2003 and the final session ended on 23 May 2003. A total of 48
participants attended these courses.
117
22 May 2003
The Government HRMIS Project Team organised an exhibition in conjunction
with the HRMIS Human Resource Development Seminar at INTURA in Sungai
Petani, Kedah.
3-20 June 2003
Six sessions of the HRMIS Application Development Module Course and one
session of the Development Module System Administration Course were conducted
at Menara MRCb in Shah Alam in June 2003. The first session began on 3 June
2003 and the final session ended on 20 June 2003. A total of 81 participants
attended these courses.
30 June 2003
A meeting to verify the long-Term Manpower Planning Information Flow from the
ministries/agencies to the PSD for the Strategy Formulation and Review Module
(SFR) at Menara MRCb in Shah Alam.
1 July 2003
A briefing on the preparation of the HRMIS Application Employee Communication
and Discipline Management Module Course for the Government HRMIS Project
Team members and Human Resource Management of pilot agencies was held at
the PSD in Putrajaya.
1 July 2003
The Provisional Acceptance Test for the Executive Information System/Decision
Support System Module was carried out.
17 July 2003
A briefing on the HRMIS Application Implementation Guidelines for Pilot Agencies
on the Testing of 100 Users was held at the PSD in Putrajaya for representatives
from pilot agencies.
15 July 2003
Five sessions of the HRMIS Application Employee Communication & Discipline
Management Module Course and one session of the Employee Communication &
Discipline Management Module System Administrator Course were held at Menara
MRCb in Shah Alam. The first session began on 15 July 2003 and the final session
ended on 8 August 2003. A total of 116 participants attended these courses.
118
31 July 2003
The HRMIS Task Force (Government and Consultant) gave a briefing on the
HRMIS to several Federal Statutory bodies at the Tabung Haji building in Kuala
lumpur.
7 August 2003
The HRMIS Project Steering Committee Meeting No. 3 of 2003:
Approved the Strategy Formulation and Review Module with conditions;
Noted the Proposal for the Implementation of HRMIS Application Integrated
Interface Development with the legacy Systems in the Government agencies;
and
Appointed MMCSb to undertake the development tasks of integration with
legacy systems in 38 agencies that were involved in Phase I, subject to the
approval of the Ministry of Finance.
22 August 2003
The blaster and Sobig viruses crippled the Putrajaya Campus Network, causing web
access (including access to the PSD HRMIS Database) to be disrupted.
27-29 August and 2-5 September 2003
The Provisional Acceptance Test for the Remuneration, benefit & Reward Management
Module was carried out to test the integration of all the eight sub-modules.
2-5 September 2003
The HRMIS Project participated in the 2003 MSC Expo at the Mines Resort City
in Selangor.
30 October 2003
The HRMIS Project Steering Committee Meeting No. 4 of 2003:
Approved with conditions the Remuneration, Benefit & Reward Management
Module in Package 4;
Noted the Proposal for Improvement of the HRMIS Application System
pursuant to the implementation of the Malaysian Remuneration System;
Agreed that MMCSB carried out improvement works to the HRMIS Application
System in line with the Implementation of the Malaysian Remuneration
System; and
Agreed that FAT be carried out in stages on the completed modules without
waiting for all modules to be completed.
119
5-15 January 2004
Four of the 10 sessions of the HRMIS Application User Course for the Strategy
Formulation and Review Module were conducted in January. Six previous sessions
were conducted in October and December 2003. A total of 194 participants attended
the training for this module.
4 February-1 March 2004
The second session of the HRMIS application Final Acceptance Test (FAT) was
carried out. This was a follow-up to the FAT that was conducted in December 2003.
During testing, access to the HRMIS was closed to all pilot agencies.
6 February 2004
A briefing on the preparation of the HRMIS Application Remuneration, benefit and
Reward Management Module Course for 12 representatives from the Government
HRMIS Project Team and process owners in the PSD (Human Resource and
Management Service Division, Salary and Allowance Division, and Training Division)
was held at the PSD in Putrajaya.
19 February 2004
A briefing on the preparation of the Course on Remuneration, benefit and Reward
Management Module of the HRMIS application for 20 representatives from the pilot
agencies (other than the PSD) was held at the PSD in Putrajaya.
8 March 2004
A User Course for the Remuneration, benefit and Reward Management Module of
the HRMIS application was conducted. Till the end of April 2004, 11 of the 17
planned sessions involved six of eight sub-modules in the module. A total of 221
participants attended the training.
9 March 2004
HRMIS Project Steering Committee Meeting No. 1 of 2004 approved:
Phase 1 of the HRMIS FAT in parts according to package;
FAT for Package 1;
Extension of contract to allow completion of Phase 1 by MMCSb.
5-8 April 2004
The Government HRMIS Project Team assisted the Ministry of Health HRMIS
Implementation Team in organising the HRMIS Application System Administration
training programme at the Dynasty Hotel in Kuala lumpur. A total of 60
participants, comprising human resource and system information officers from the
State Departments of Health attended the programme.
120
19 April 2004
The review session on corrections made to the HRMIS Application Final Acceptance
Test (FAT) outcome continued until 4 June 2004.
27-29 April 2004
The Government HRMIS Project Team gave a briefing on the HRMIS concept and
rationale, explanation on Personnel Data, Performance Management Module, and
hands-on training of the Personal Record Management Module to 13 participants
of the Human Resource Management Special Course organised by INTAN.
24 August 2004
The HRMIS Project Steering Committee Meeting No. 2 of 2004 agreed to:
Extend the contract till 30 September 2004; and
Wrap up Phase I on 30 September 2004.
7 December 2004
The MMCSb was appointed by the Government to implement the HRMIS Application
Improvement Project in line with the Malaysian Remuneration System.
14 December 2004
A HRMIS Application Improvement Project in line with the Malaysian Remuneration
System Kick-off Meeting, attended by the Government HRMIS Project Team, process
owners from the PSD and Government consultant representatives, was held at the
PSD in Putrajaya. A total of 29 participants attended the meeting.
9-12 December 2004
A User Requirement Verification Working Meeting for the HRMIS Application
Improvement Project in line with the Malaysian Remuneration System was held
in langkawi, Kedah. A total of 61 participants representing process owners, pilot
agencies, the HRMIS Project Management Office and Government consultants
attended the meeting.
20 January 2005
The HRMIS participated in the e-Government exhibition which was held in
conjunction with the 6
th
Public Service Premier Event (MAPPA VI) organised by the
National Institute of Public Administration at the Putrajaya International Convention
Centre. The programme was attended by about 3,000 senior Government officials
and Government Chief Executives.
27 January 2005
The first meeting on HRMIS Application Improvement Project Status Report in
line with the Malaysian Remuneration System was held at the PSD in Putrajaya.
121
25 February 2005
The HRMIS Application Improvement Project in line with the Malaysian Remuneration
System User Acceptance Test was held in IMATEC, INTAN, PSD, bukit Kiara
in Kuala lumpur.
17 February 2005
The Government consultants were allowed to continue with the development of the
Executive Information System and Decision Support System (EIS & DSS).
25 February 2005
A User Acceptance Test (first session) for the HRMIS Application Improvement
Project in line with the Malaysian Remuneration System was held in IMATEC,
INTAN, bukit Kiara in Kuala lumpur. A total of 38 participants comprising the
Government HRMIS Project Team, process owners of the PSD and pilot agencies
attended this session.
10-14 March 2005
Two (2) review sessions of the updated HRMIS application modules and sub-
modules after the HRMIS Application Improvement Project in line with the
Malaysian Remuneration System User Acceptance Test, was held on 15 February
- 4 March 2005 at the PSD in Putrajaya. Eight participants comprising members
of the Government HRMIS Project Team attended the programme.
28 March 2005
A User Acceptance Test (second session) for the HRMIS Application Improvement
Project in line with the Malaysian Remuneration System for 23 pilot agency
representatives was held at the PSD in Putrajaya.
29 March 2005
A second meeting on the HRMIS Application Improvement Project Status Report in
line with the Malaysian Remuneration System was held at the PSD in Putrajaya.
11-14 April 2005
A repeat course for the Discipline Sub-Module of the HRMIS application was
conducted for 24 pilot agency representatives from the federal public service and
state public service at IMATEC, INTAN, bukit Kiara in Kuala lumpur.
25-28 April 2005
The second Discipline Management Sub-Module Course of the HRMIS application
was conducted for 14 pilot agency representatives from the Federal Statutory bodies,
State Statutory bodies and local Authorities at IMATEC, INTAN, bukit Kiara in
Kuala lumpur.
122
March-April 2005
In March and April 2005, various HRMIS application implementation activities
were carried out by the PSD HRMIS Project Office in collaboration with pilot
agencies. The list of pilot agencies and activities is as follows:
1. Public Service Department
Activity: HRMIS Application Implementation Activity Meeting
Date: 24 March and 26 April 2005
2. Department of the Sarawak Chief Minister
Activity: Personnel Data Module Workshop
Date: 22 and 23 April 2005
3. Ministry of Health
Activit y 1: HRMIS Application briefing to the Human Resource
Administrator of the Pahang State Health Department at the College of Nursing
of the Tengku Ampuan Afzan Hospital in Kuantan
Date: 16-18 April 2005
Activity 2: Selangor NRD HRMIS Training and Application briefing in Shah
Alam
Date: 25-27 April 2005
4. Kuala Lumpur City Hall
Activity: Package 1 HRMIS Application Course at IMATEC, INTAN, bukit
Kiara
Date: 4-6 April 2005
5. Majlis Amanah Rakyat (MARA)
Activity: Package 1 HRMIS Application Course at IMATEC, INTAN, bukit
Kiara for human resource management and IT representatives from the MARA
headquarters and State MARA Junior Science Colleges
Date: 18-20 April 2005
123
29 April 2005
The User Acceptance Test (second session) for the HRMIS Application Improvement
Project in line with the Malaysian Remuneration System was conducted in
IMATEC, INTAN, bukit Kiara in Kuala lumpur. A total of 78 participants from
the Government HRMIS Project Team, process owner representatives of the PSD
and pilot agencies attended this session.
27 October 2005
The HRMIS Project Steering Committee Meeting No. 1 of 2005 agreed that the
Government conducted the overall implementation of Phase II or appointed any
party to assist.
28 February 2006
The HRMIS Project Steering Committee Meeting No. 1 of 2006 decided to defer
the acceptance of the EIS/DSS Module to allow for more detailed testing to be
carried out using actual data. The module was approved on 12 June 2007.
124
EVENTS IN PICTURES
Signing ceremony of the HRMIS Agreement on 1 April 1999.
Visit by the minister at the HRMIS Agreement signing ceremony on 1 April 1999.
125
Senior Management Workshop: HRMIS To-be Process Detailed Design on 15-16 October
1999.
126
127
HRMIS Workshop Evaluation of Existing Processes at the Sheraton Hotel on 3-4 May
2000.
128
129
HRMIS Workshop at the Singgahsana Hotel in Petaling Jaya on 1-2 March 2001.
130
131
Visit by the Prime Minister at the HRMIS exhibition in conjunction with the MSC-
Multimedia Asia Expo on 6-8 September 2001 at the Putra World Trade Centre.
132
133
EIS/ DSS Workshop at t he Cyber view lodge Resor t & Spa Cyber jaya on
29-30 April 2002.
134
135
MSC Expo at the Mines Resort City on 2-5 September 2003.
136
HRMIS Project Management Office staff, January 2001.
2005 HRMIS team.
137
HRMI S ba s e Dat a Pr e pa r at i on Wor ki ng Meet i ng on 28 Novembe r -
1 December 2005.
Presentation of HRMIS Application Testers Certificate of Appreciation and HRMIS
Implementation Working Meeting on 30 June 2005
EIS/DSS Module Working Meeting on 27-28 March 2006 in Port Dickson.
138
2008 World Congress on Information Technology (WCIT) at the Kuala lumpur Convention
Centre on 18-22 May 2008.
Working visit by the Kelantan State HRMIS Central Committee to the PSD on 2
December 2008.
139
HRMIS Project Steering Committee Meeting No. 1 of 2009 on 2 March 2009.
HRMIS briefing to the senior management of the Ministry of Culture, Arts and
Heritage on 30 March 2009.
DICETAK OLEH
PERCETAKAN NASIONAL MALAYSIA BERHAD
KUALA LUMPUR, 2011
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