Parallel running
The phrase parallel running can refer to the process of changing a fragment of business information technology operation to a new system or to the technique applied by the human resources departments in which the existing staff stay on board during the transition to a new staff.
[7] Parallel running allows results to be compared to ensure that the new system is working without any errors.
[9][10] Parallel running implementation also requires a lot of time and needs frequent maintenance.
This will slow production in a firm as workers need to do twice their normal workload for a period of time in order to achieve the same goal for both systems.
[3] The practical example of parallel running in human resource management is job placement.
Many business firms use the strategy of parallel running as a way to ensure that the computer software are capable of doing the tasks it is designed for.
The outputs from both software programs are compared after a period of time to make sure the transition to the new system completely are fault free.
They decide to run the accounts part of the business by investing in a new computerized system.
[11] After implementing the new system, comes the post-implementation review phase which normally takes place three to six months.
[14] It is the cheapest and simplest form of changeover but if something goes wrong, the user cannot fall back on the old system.
The staff must be fully trained in advance and all the files must be input to the new system before it goes live.
For example, the timetable module assume we have all the students data and so the order in which they are introduced must be considered.
These changes can alter people's awareness of employment, security, authority and interaction with other staff.
The system itself should also be sufficiently adaptable to suit different backgrounds and proficiency levels of users.
Information system infrastructures of the organisation need to be determined in order to decide what training requirements should be carried out.
In order to deal with problems, the staff will need training in the operation of equipment and support services.
The cost involved should therefore be viewed as an investment in the organisation in order to achieve the expected goals.
