DOSM User & Technical Requirement - Kementerian Sumber Manusia

mohr.gov.my

DOSM User & Technical Requirement - Kementerian Sumber Manusia

Ministry of HumanResourcesICT STRATEGICPLAN2008 ‐(ISP)2012


MINISTRY OF HUMAN RESOUCESISP REVIEW3.3.1 KNOWLEDGE AND SKILL SETS ............................................................................................. 693.4 PREVIOUS MOHR ISP – GAP ANALYSIS ........................................................................... 713.4.1 GAP ANALYSIS ‐ APPLICATIONS........................................................................................... 783.4.2 SYSTEMS IMPLEMENTATION ............................................................................................... 793.4.3 INFRASTRUCTURE ............................................................................................................. 793.4.4 ICT ORGANISATION .......................................................................................................... 793.5 THE SYSTEMS .............................................................................................................. 803.5.1 ELECTRONIC LABOUR EXCHANGE (ELX) ............................................................................... 813.5.2 SISTEM DIREKTORI KAKITANGAN ....................................................................................... 933.5.3 NATIONAL EMPLOYMENT RETURN (NER) ........................................................................... 953.5.4 TRAINING MANAGEMENT SYSTEM (TMS) .......................................................................... 963.5.5 SISTEM PERSIJILAN KEMAHIRAN MALAYSIA ELEKTRONIK (ESPKM) ........................................ 973.5.6 E‐INDUSTRIAL COURT (EIC)............................................................................................... 993.5.7 ENFORCEMENT MANAGEMENT SYSTEM (EMS)................................................................. 1013.5.8 SISTEM RAYUAN PEMULIHAN KERJA (EJPP)...................................................................... 1053.5.9 SISTEM PENILAIAN TAHAP KECEKAPAN KSM .................................................................... 1063.5.10 ETRACKING ................................................................................................................. 1073.5.11 CENTRAL ELECTRONIC DATA SYSTEM (CEDS).................................................................. 1083.5.12 JKKP’S SISTEM MAKLUMAT BERSEPADU (SMB) ............................................................. 1103.5.13 JKKP’S SISTEM KAWAL URUS DOKUMEN (SKUD)........................................................... 1123.6 STRATEGY ................................................................................................................. 1193.7 TECHNOLOGY ............................................................................................................. 1193.7.1 ICT INFRASTRUCTURE ..................................................................................................... 1203.7.2 APPLICATION DEVELOPMENT ........................................................................................... 1214.0 ICT STRATEGIC DIRECTION ...................................................................................... 1244.1 ICT RE‐ALIGNMENT .................................................................................................... 1254.1.1 MOHR STRATEGIC GOALS .............................................................................................. 1254.2 MOHR OPERATIONAL NEEDS ....................................................................................... 1334.3 ENABLING MOHR ...................................................................................................... 1345.0 ICT STRATEGIES ...................................................................................................... 1375.1 MOHR STAKEHOLDERS ............................................................................................... 138HAPM SYNERGY SDN BHD ISP REPORT 3


MINISTRY OF HUMAN RESOUCESISP REVIEW5.2 SYSTEM/ DATA INTEGRATION AND INFORMATION SHARING REQUIREMENTS ........................... 1425.3 ACCESS CHANNEL ....................................................................................................... 1455.4 TARGET APPLICATIONS ................................................................................................ 1465.4.1 MOHR CENTRALISED DATABASE ...................................................................................... 1485.4.2 MOHR PORTAL............................................................................................................. 1505.4.3 STRATEGIC PERFORMANCE MANAGEMENT (SPMS) – BALANCED SCORECARD OR KPI BASED SYSTEM1535.4.4 BUSINESS INTELLIGENCE SYSTEM (BI)................................................................................ 1555.4.5 COMMUNITY APPLICATIONS ............................................................................................ 1585.4.6 MOHR INTERNAL APPLICATIONS ...................................................................................... 1615.4.7 MOHR ENTERPRISE APPLICATIONS ................................................................................... 1645.4.8 EG APPLICATIONS .......................................................................................................... 1675.4.9 POST IMPLEMENTATION REVIEWS .................................................................................... 1675.5 ICT INFRASTRUCTURE .................................................................................................. 1705.5.1 NETWORK INFRASTRUCTURE ............................................................................................ 1705.5.2 DATA CENTER ............................................................................................................... 1795.5.3 SECURITY INFRASTRUCTURE ............................................................................................. 1845.6 SOURCING STRATEGY .................................................................................................. 1875.6.1 SOURCING MODEL ......................................................................................................... 1875.6.2 DECIDING THE RIGHT SOURCING STRATEGY ........................................................................ 1885.6.3 MOHR’S SOURCING STRATEGY ........................................................................................ 1895.6.4 ICT PARTNER ................................................................................................................ 1915.7 ICT MANAGEMENT ..................................................................................................... 1915.7.1 ORGANIZATIONAL STRUCTURE OF BTM ............................................................................. 1925.7.2 ICT COMPETENCY .......................................................................................................... 1975.7.3 ICT PROCESS MANAGEMENT ........................................................................................... 2025.7.4 ICT SECURITY MANAGEMENT .......................................................................................... 2105.7.5 ESTABLISH ENABLING ICT ENVIRONMENT .......................................................................... 2126.0 IMPLEMENTATION PLAN ........................................................................................ 2196.1 IMPLEMENTATION PLAN APPROACH ............................................................................... 2206.2 IMPLEMENTATION THAT BASED ON MOHR STRATEGIC NEEDS .............................................. 2206.2.1 PREPARATION OF NEW BUSINESS PROCESSES, BUSINESS PROCEDURE AND CHANGE MANAGEMENTPROGRAM IN LINE WITH THE IMPLEMENTATION OF THE ICT INITIATIVES. .............................................. 222HAPM SYNERGY SDN BHD ISP REPORT 4


MINISTRY OF HUMAN RESOUCESISP REVIEW6.2.2 CONTINUOUS CHANGE MANAGEMENT PROGRAMS TO GAIN ACCEPTANCE OF THE END USERS OF ALLTHE PLANNED INITIATIVES. ........................................................................................................... 2226.2.3 PROJECT MANAGEMENT OFFICE (PMO) TO MANAGE THE IMPLEMENTATION OF THESE INITIATIVES.2226.2.4 AS THE IMPLEMENTATION WOULD REQUIRE MASSIVE SYSTEM INTEGRATION EFFORTS, ............... 2226.3 PROPOSED ISP IMPLEMENTATION SCHEDULE .................................................................... 2236.4 ESTIMATED COSTS ...................................................................................................... 223HAPM SYNERGY SDN BHD ISP REPORT 5


MINISTRY OF HUMAN RESOUCESISP REVIEWFigure 30: MOHR Enterprise Applications ............................................................................. 164Figure 31: Propose LAN Architecture for MOHR ................................................................... 177Figure 32: Propose LAN Architecture for MOHR ................................................................... 178Figure 33: Propose LAN Architecture for MOHR building ..................................................... 178Figure 34: Propose Network Architecture for MOHR ........................................................... 179Figure 35: Propose Network and Data Centre Architecture ................................................. 183Figure 36: Propose Server High Availability Architecture ..................................................... 184Figure 37: Network Architecture Before Messaging Gateway Security ................................ 187Figure 38: Network Architecture After Messaging Gateway Security .................................. 187Figure 39: MOHR Sourcing Model ......................................................................................... 188Figure 40: MOHR Sourcing Strategy ...................................................................................... 189HAPM SYNERGY SDN BHD ISP REPORT 7


Executive Summary


MINISTRY OF HUMAN RESOUCESISP REVIEWElements taken into account in reviewing the ISP and its ICT framework are as follows;Requirements for MOHR strategic thrustRequirements for the management and operational needsCurrent and ongoing ICT initiativesPrevious ISP of MoHR and its operational unitsMAMPU PISP frameworkRequirements for MOHR strategic thrustICT initiatives should become enabler for MoHR to achieve its strategic goals.Implementation of all application systems will involve changes in the ways we do thingsmore efficiently and effectively. On the other hand application systems should be integratedso as to provide a more connected service delivery to the customers and stakeholders.Requirements for the management and operational needsAll application systems implemented within MoHR will also enable the ministry to carry outactivities related to the ministry hence improving productivity. At the same time the systemsmust also provide the management team to access information pertaining to the overallperformance of the Ministry against the set targets. The systems will also help track keyactivities that influence the strategic direction.Current and ongoing ICT initiativesCurrent ICT installations within the ministry need to be exploited to ensure they remainrelevant to the current and future needs of the Ministry. The must undergo continuousimprovements to realign themselves to the changing needs of the business environment.Previous ISP of MoHR and its operational unitsStrategic plan should be a live document and should be the reference point in movingforward and require constant review to ensure realignment to the business needs. At thesame time previous implementation experience will become valuable learning points toimprove future implementation.MAMPU PISP frameworkTo ensure the ISP is in line with the Government overall ICT direction, a framework providedby MAMPU will be used to guide develop the ISP for MoHR.HAPM SYNERGY SDN BHD ISP REPORT 10


MINISTRY OF HUMAN RESOUCESISP REVIEWMoHR ICT FrameworkTo support MoHR strategic thrust, the Ministry requires information to be accessconveniently through different means anytime, anywhere. Basically all ICT initiatives andinstallations should fulfill the following requirements;Provide overall status of the Ministry in term of its achievements of its targets andkey activities through a balanced perspective and the KPI which will be set andmeasure. These overall perspectives will assist in developing policies, decisionmaking or determine directions that may be taken by the Ministry.Availability of accurate information within the Ministry that can be access in a timelymanner.Enable information access from relevant agencies and stakeholders in a standardand structured manner so that meaningful report can be generated in quickly andaccurately.Promote paperless environment through workflow and automation in carrying outits business processes. This ensures each process is performed well.Provide mechanism that promotes sharing of information amongst business units inthe Ministry and stakeholders.HAPM SYNERGY SDN BHD ISP REPORT 11


MINISTRY OF HUMAN RESOUCESISP REVIEWThe ICT framework for MoHR is shown in the following figure;• Training ManagementSystem• Enforcement ManagementSystem• e‐Industrial Court• Office Productivity System• Sistem MaklumatBersepadu SMB• LMD/ LMI• SKUD• E‐NOSS• E‐SLDN• eSPKM• CEDS• e‐JPPMOHR VISIONMOHR STAKEHOLDERSSMS MOBILE WEB IVR PHONE COUNTER FAXGATEWAYMOHR i-Portal• MOHR integrated portal• Enterprise PerformanceManagement Systems• MOHR BusinessIntelligence• E‐Labour Court (eLC)• Vendor Tracking Systems• Technical CommentsInput SystemMalaysian Human ResourcesOnline Services (MyHOS)• Job Registration andMatching (JCS)• Training Services• Foreign Worker Services• Online applications/submission/ status queries(NER, PEA etc)• e‐Pampasan• e‐NOSS• e‐SPKM (e‐Certificate)• Help Center/ Call Center• Electronic Payments• SKUD Online services• SMB Online ServicesCustomer RelationshipManagement (CRM)COMMUNITYAPPLICATIONS• LEADERSHIP & COMMITMENT•POLICY & GOVERNANCE• SMART PARTNERSHIP• SUPPORT STRATEGY• Centralised DatabaseStrategic Performance System(Balance score Card/ KPI system)Business IntelligenceINTERNALAPPLICATIONSMOHR Centralised DatabaseINFRASTRUCTUREENTERPRISEAPPLICATIONS• PEOPLE & CULTUREeGAPPLICATIONS• CHANGE MANAGEMENT• ICT AN INTEGRAL TO HRDEVELOPMENTExisting ApplicationsNew Target ApplicationsSECURITY• Knowledge ManagementSystem• OPSS• HRMIS HRMIS• SPP II• e‐SPKB• E‐Procurement• Upgrade Data Centre• Upgrade Workstations/PC• Set up Business ContinuityPlan• Upgrade ICT Security• Upgrade ICT Training LabICT StrategiesThe main elements of ICT required by the Ministry to support this ICT framework are asfollows:Identify the requirements of the stakeholders at the MinistryIdentify the information (integration) requirements and flow amongstdepartments/ divisions / agencies within MOHRProvision of MOHR’s centralized database to encourage cooperation andinformation sharing among staff and relevant authoritiesProvision of access channel that is suitable to relevant authorities and theMinistryProvision and development of relevant application systemsProvision of infrastructure to support the required application systemHAPM SYNERGY SDN BHD ISP REPORT 12


MINISTRY OF HUMAN RESOUCESISP REVIEWEnabling environment that is supportive of ICT application in all managerialaspects of the MinistryTarget ApplicationsTarget applications comprises of two types, the current applications already implemented inMOHR and newly identified initiatives based on the needs of the Ministry.Existing Applications• Job Registration and Matching (JCS)• Online applications/ submission/ statusqueries (National Employer Return (NER),Private Employment Agency (PEA)• Help Center/ Call Center• Training Management System (TMS)• Enforcement Management System (EMS)• e‐Industrial Court (e‐IC)• Office Productivity System (OPSS)• Sistem Maklumat Bersepadu SMB ‐ JKKP• Labour Market Ddatabase (LMD)/ LabourMmaekrt Information (LMI)• SKUD – JKKP• E‐Sistem Latihan Dual Negara (e‐SLDN)• E‐ Sistem Penilaian Kemahiran Malaysia (e‐SPKM)• e‐SPKM (e‐Certificate)• e‐Pampasan• e‐National Occupational Skills Standards (e‐NOSS)• Central Elactronic Data System (CEDS)• Sistem Rayuan Pemulihan Kerja (e‐JPP)• Human Resources Management InformationSystem (HRMIS)• Sistem Pemantauan Projek II (SPP II)• e‐SPKB• E‐PerolehanNew Target Applications• MOHR integrated portal• Enterprise Performance ManagementSystems• MOHR Business Intelligence• Centralised Database• Knowledge Management System• Customer Relationship Management (CRM)• E‐Labour Court (eLC)• Vendor Tracking Systems• Technical Comments Input System• Malaysian Human Resources Online Services(MyHOS)• Electronic Payments• SKUD Online services• SMB Online ServicesCentral to the above applications is the need to provide the following;1. Centralised database that consolidate common data (employers, people andjobs)2. Integration between systems, internally and integration with external systemsHAPM SYNERGY SDN BHD ISP REPORT 13


MINISTRY OF HUMAN RESOUCESISP REVIEWProposed New Target ApplicationsManagement ApplicationsApplicationsEnterprise Performance managementSystemsMoHR Business Intelligence SystemsMoHR PortalFunctionalitiesSPMS is an application system that provides astrategic view of the overall performance of theMinistry. It also has the capability to drill down tomore detailed information about achievements andnon‐achievements of targets and goals.Business Intelligence (BI) System is an application thatprovides facilities to MOHR to analyse data andgenerate reports from multiple dimensions. Data aremined from internal and external data bases andconsolidate it in the Data Warehouse as shown inFigure 27 (above). At the same time, the results of theanalysis will be used as input to the SPMS system.MOHR Portal is a framework that provides a singleinterface for the stakeholders and users to access toapplications and information available at the Ministry.MoHR Internal ApplicationsInternal applications comprise of systems already implemented and newly identifiedapplications.ApplicationsStatusJob Clearing Systems (JCS)Labour Market Database (LMD)Labour Market Information (LMI)Training Management System (TMS)Sistem e‐Persijilan Kemahiran Malaysia (e‐SPKMe‐Industrial Court (eIC)Sistem Rayuan Pemulihan Kerja (eJPP)Sistem Penilaian Tahap Kecekapan KSMeTrackingCentral Electronic Data System (CEDS)JKKP’s Sistem Maklumat Bersepadu (SMB)Existing applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationHAPM SYNERGY SDN BHD ISP REPORT 14


MINISTRY OF HUMAN RESOUCESISP REVIEWJKKP’s Sistem Kawal Urus Dokumen (SKUD)e‐SLDN (JPK)Existing applicationExisting applicationNew ApplicationsApplicationse‐labour Court (eLC)Main FunctionseLC is a Case Management System (CMS) that manageslabour court cases from the point of registration of cases to thefinal settlement of the cases, including areas like workflow; caseassignment and scheduling, case monitoring and tracking anddatabase management for labour Courts of Malaysia. Some ofthe core functions are as follows:i. Case registrationRegistration of new cases into the systemsii. Case assignmentAssigning each case to the labour officer forprocessingiii. Case SchedulingScheduling of each case to be heard and mitigatediv. Case monitoringStatus of each case in the processv. Case judgments/ settlementsThe final outcome of each caseVendor Tracking SystemsTechnical CommentsConsolidation SystemVendor Tracking Systems (VTS) MOHR’s vendors andsuppliers for a more effective and efficient monitoring oftheir products and services and their pricing. Thisensures MOHR to get best value for money in theirpurchase requisitions. The main function to be includedinto the systems are as follows;i. Vendor registrationii. Search function by vendoriii. Search function by products and servicesiv. Vendor products and pricing comparisonv. Report generationsTechnical Comments Consolidation System (TCCS) is aworkflow enabled systems that enables consolidation oftechnical comments from various parties within MOHRHAPM SYNERGY SDN BHD ISP REPORT 15


MINISTRY OF HUMAN RESOUCESISP REVIEWfor all technical requisitions. The workflow facilitates theflow of documents and expedites consolidation of thetechnical comments. Some of the main functions shouldinclude the following;i. Registration and details of new technical requisitionii. Identification of the technical commenteriii. Status of each commentsiv. Reports generation of the consolidated commentsMoHR Enterprise ApplicationsMOHR Enterprise Applications are systems use by everybody throughout theministry to manage day‐to‐day operations. These applications are as follows;ApplicationKnowledge Management System(KMS)‐ Content ManagementKnowledge Management System(KMS)‐ Document Management SystemsKnowledge Management System(KMS)‐ Collaboration ManagementSystemMain FunctionsKMS enable MOHR to efficiently and effectivelymanage the process of registering, saving, sharing anddistributing documents to whoever require themSome of the functions that should be in the systemsare; Creation of documents such as memo, policies andguidelines Parliament Q&A, etc. These documentscan then be saved into the database, properlyindexed for easier retrieval. Facilitate the distribution of news or articlesreceived from the media, journals subscriptionsites, etc. On selected topics. Review documents in a structured way based onpre‐determined workflow Save the documents electronically Search by topic or keywords Distribute document to relevant parties Versioning the document if there are samedocuments. Ensure access by authorized staff only. Report of available documentsExisting systemThis system facilitates cooperation and collaborationamongst stakeholders, locally and internationally.Some of the functions that should be in the systemsare; Facilitate cooperation amongst team members in anevent or programs Manage activities to be completed by teammembers like promotion on OSH awarenessprograms.HAPM SYNERGY SDN BHD ISP REPORT 16


MINISTRY OF HUMAN RESOUCESISP REVIEWMonitor each activity carried out by the teammembersFacilitate sharing of information amongst teammembersFacilitate communication amongst team membersthrough emails or discussion forum.Send documents electronically to stakeholdersEnsure access to authorized staff onlyEnable stakeholders to update documentsProvide alert notification to team and teammembers involved in a programs of eventsManage physical resources such as meeting rooms,transports etc.Community applicationsCommunity applications are systems that enable the local and Internationalcommunity get relevant information. The system also provides an interfacefor giving responses or forwarding enquiries and depositing complaints andideas. This system comprises of currently available applications and newlyidentified ones. There two main components of the systems:ApplicationMalaysian Human Resources Onlineservices (MyHOS)Main FunctionsMyHOS is a consolidation of current applications alreadyavailable in MOHR with the exception on ElectronicPayment. These are online services that are currentlyavailable online for customers and stakeholders transactwith MOHR. MyHOS consolidate them through MOHR i‐Portal with new user‐friendly “look and feel” features.MyHos consolidate the following application currentlyavailable in MOHR;i. Training Services (TMS)ii. Foreign Workers servicesiii. Online Submissions/ Applications/ Status Queries(OSH, PEA, NER, etc) (New)iv. On‐line Electronic Payments (New)v. E‐Pampasanvi. e‐NOSS (JPK)vii. e‐SPKM (e‐Certificate)MyHOS‐ Electronic PaymentElectronic payment system is designed to provideconvenient services to borrowers and servicesubscribers to make on‐line payment to MOHR.The Function should be able to provide the followingHAPM SYNERGY SDN BHD ISP REPORT 17


MINISTRY OF HUMAN RESOUCESISP REVIEWcapability; On‐line electronic transfer from local banks throughintegration with their electronic banking systems. Able to receive payments through major credit cardsCustomer Relationship Management(CRM)This system provide interface to enable users to askquestions, complaints, give feedback or ideas to MOHR.Some of the function that need to be made available areas follows: Register questions, complaints, feedback or ideasregistered by customers/ stakeholders/ users. Redirect/ redistribute all items to the respectivesubject owners Keep detailed information on business partners,associates, experts who are of value to MOHR Comprehensive FAQ database Generate reports on complaints, feedback or ideasregistered and status of each, response time etc. Enable data transfer to BI for data analysisCall Center systems may be integrated with CRM toprovide more consolidated services to the community.eG ApplicationseG applications, of which are all currently under implementation stage will cater allfunction associated with support services, human resources management functions,finance functions and project management functions. Their implementation effortsand other review effort are under the purview of respective central agencies.Post Implementation ReviewTo ensure continuous alignment of ICT initiatives to support organisation’s strategicgoals, continuous improvements effort must be an important part of ICT plans.Furthermore, an ever increasing expectations and pressure from customers andstakeholders pushes the systems review initiatives to a higher priority slots.Post implementation reviews should focus in the following areas;Changes in the business requirementsProcess and policy adaptationSystems usage practicalityWhat new technology can be employed to make the system moreeffective and efficientHAPM SYNERGY SDN BHD ISP REPORT 18


MINISTRY OF HUMAN RESOUCESISP REVIEWPossible consolidation with other systems to improve usage and bettercustomers’ satisfactionsBenefits realizations through implementation of the systemsSystemsRecommendationsJob clearing system(JCS)• System to detect/identify root cause of such a scenario.• Improve policy to ensure that all private employment agenciesregister with MOHR or are online to MOHR.• Use of SMS will facilitate more job seekers to access thesystem.SPOKULabour MarketDatabase(LMD)Study the possibility to be consolidated with JCS as both have thesame functionalitiesLMD may remain as operational reports for JCSOffice productivitysystem (OPS)• Re‐training staff on the facilities provided with OPS.• Facility to measure usage across the ministry.• Policy/ Arahan for the use of OPS within MOHR.• To include OPS in the Manual Prosedur kerja (MPK).• To incorporate into Portal for easier access.PrivateEmploymentAgency (PEA)• to provide platform to enable PEAs to integrate with MOHRsystem• To consolidate this module into Main System (Maybe EMS orJCS). Provide online registration through MOHR Portal intoCentralised DatabaseDocument MgmtSystem (DMS)• To include DMS in the Manual Prosedur kerja (MPK).• To incorporate into Portal for easy accessExecutive InfoSystem (EIS)Merge the functionalities of EIS to Business intelligenceFAX ‐ integrated faxA proper implementation plan needs to be executed properly soas to maximize usage of the system.May be grouped under OPCHAPM SYNERGY SDN BHD ISP REPORT 19


MINISTRY OF HUMAN RESOUCESISP REVIEWJKKP's SMB (sistemmaklumatbersepadu)Sistem Kawal UrusDokumen (SKUD)MahkamahPerusahaan's Casemgmt system (eIC)e‐persijilankemahiran M'sia(eSPKM)Training MgmtSystem (TMS)Enforcement MgmtSystem (EMS)Labour MarketAnalysis System(LMAS)• To develop online services as an extension to the systems. Itmay include a one‐stop‐center for registration and submissionof accident reports to both JKKP and SOCSO.• Subsequently the system need to be integrated with EMS andcentralized database.• Develop and implement online document submission, henceextending the SKUD services direct to the customers• Study the possibility of eliminating the physical documentsrequirements• Change management• integration with the systems within MOHR and externalagencies such as JPN• a record management system that automatically record courtproceeding (e.g. converting voice into text)• to consolidate the functionalities of the system into the coresystems of MOHR i.e. EMS and JCS• Integration with external training centres locally as well asabroad.• Integration with external agencies like JPN and MOHE• A scheduling mechanism for to monitor attendance andresponse of the training.• Study the needs for e‐learning contents suitable for internaland external customers• promotional activities for public awareness• A workflow system, document tracking system for theinspection and audit activities of the system.• To have a full integration of the subsystems (JCS, TMS andEMS).• Integration with Immigration Department on issues relating toforeign workers.• May need to look into different name for the system to bemore customer friendly• Ensure implementation is done through effective planning. Theimplementation team should look into the following factors;‐ Process adaptation‐ Policy and procedures‐ Skills and knowledge‐ Mindset change• Business Intelligence• Business intelligence tool to measure system utilization• integration with some major international HR data resourcesexample Japan, Singapore and IndiaThrough our study and observations, the following applications warrant theabove review;1. Job Clearing Systems (JCS)2. Training Management System (TMS)HAPM SYNERGY SDN BHD ISP REPORT 20


MINISTRY OF HUMAN RESOUCESISP REVIEW3. e‐Industrial Court (e‐IC)4. Sistem Maklumat Bersepadu (SMB) – JKKP5. Sistem Kawalan Urus Dokumen – JKKPImplementation StrategiesExperience from the previous ISP implementation is also crucial to the successof this implementation plan. Some of the learning experience from the previousimplementation is as follows;1. Management commitment and involvement is critical to thesuccessful and timely development and implementation of anyapplication systems. Commitment involve providing due priority tothe systems development and implementation activities.2. User ownership of the applications systems. ICT Division is a serviceprovider and not the systems owner. The success of a systemdepends largely on the owner commitment of wanting the systemsto be successfully implemented.3. A greater focus on implementation plans and activities as comparedto systems developments. Systems implementation is as difficult andin some cases more difficult than systems development activities. Itinvolves multi‐dimension facets of parameter that need to consider;culture, readiness, skills, policy, processes and a mindset change.These are intangible elements that need to be managed. Hence,change management activities will play greater roles in futurephases.PriorityPriority 1: Initiative that focuses on the vital needs of key stakeholders.The implementation of the initiatives would greatly improve the overallinformation availability to key stakeholders and MOHR topmanagement. This includes strengthening the current core systems tosupport the above.Priority 2: Initiatives that focus on facilitating efficiency ofadministrative tasks. The implementation would provide the necessarysupport to facilitate the efficiency of administrative tasks within MOHR.HAPM SYNERGY SDN BHD ISP REPORT 21


MINISTRY OF HUMAN RESOUCESISP REVIEWPriority 3: Initiatives that focus on non‐core business of MOHR or thosethat is dependent on cooperation of external parties. Theimplementation would provide the necessary support to facilitate theprocessing of non‐core business to MOHR.Based on the above criteria, the new initiatives are grouped accordingly asfollows;ICT Initiatives/ Activities Phase 1 Phase 2 Phase 3• Centralised Database• MOHR Integrated Portal• MOHR Business Intelligence• Enterprise Performance Management Systems(EPSS)• Knowledge Management System (KMS)• Post Implementation Reviews (TMS, JCS, e‐IC, SMB,SKUD, e‐SPKM, e‐SLDN, e‐NOSS)• Customer Relationship Management (CRM)• SKUD Online services (JKKP)• SMB Online Services (JKKP)• Post Implementation Reviews (EMS, BI, EPSS, KMS,CRM, SKUD Online, SMB Online• E‐Labour Court (eLC)• Malaysian Human Resources Online Services(MyHOS)• Electronic Payments• Vendor Tracking Systems• Technical Comments Input System• Internal/ external systems integration• Post Implementation Review (e‐LC, MyHOS, EP, VTS,TCIS)• Internal/ external systems integrationChange ManagementProposed Implementation ScheduleThe proposed implementation schedule will take into account current ongoing initiatives andother activities related to ICT initiatives. The following chart provides a high level schedules;HAPM SYNERGY SDN BHD ISP REPORT 22


MINISTRY OF HUMAN RESOUCESISP REVIEW9 KNOWLEDGE & COLLABORATION MANAGEMENT SYSTEM 2,250,00012 POST IMPLEMENTATION REVIEW 750,00013 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 1,585,00014 Maintenance Cost for Phase 1 4,755,00015 Training Cost for Phase 1 2,219,000B. PHASE 2 12,853,7701 e‐Labour Court 2,000,0002 MyHOS 501,0003 VENDOR TRACKING SYSTEM 1,250,0004 TECHNICAL COMMENTS INPUT SYSTEM 1,250,0005 CONNECTIVITY TO EXTERNAL AGENCIES 4,500,0006 POST IMPLEMENTATION REVIEW 750,0007 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 512,5508 Maintenance Cost for Phase 2 1,425,1509 Training Cost for Phase 2 665,070C. PHASE 3 11,239,5001 INTERNAL SYSTEM INTEGRATION 8,100,0002 POST IMPLEMENTATION REVIEW 750,0003 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 442,5004 Maintenance Cost for Phase 3 1,327,5005 Training Cost for Phase 3 619,500CHANGE MANAGEMENT 6,735,227TOTAL 74,087,497HAPM SYNERGY SDN BHD ISP REPORT 24


DEPARTMENT OF STATISTICS MALAYSIA PROJECT PLAN 200733333IntroductionHAPM SYNERGY SDN BHD PROJECT DELIVERABLE NO. 1 25


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20071.0 INTRODUCTIONMOHR is determined to manage the national labour resources and ensure the nation willcontinue to be competitive in facing the global challenge. The commitment demonstrated bythe MOHR management team is enshrined in the MOHR Strategic Plan that was recentlydocumented. The importance of ICT to support MOHR vision is evidenced through itspioneering ISP written in 1997.The review of its ISP will address the re‐alignment between the MOHR Strategic Plan and itsICT initiatives. This re‐alignment can be best achieved when the ICT initiatives continue tofacilitate and enable MOHR to carry out its activities leading to the achievement of itsstrategic goals. The basic interplay between the organizational strategy and the ICT strategy isthe dynamic between the organizational “requirement push” and the “technology pull”concept.The “requirement push” is the direct specification of information and processing needs byMOHR. However, true competitive advantages are very often gained through “technologypull”. This occurs when the organization is made aware of the opportunities through insightand understanding of the capabilities of technology.HAPM SYNERGY SDN BHD ISP Report 26


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Stage‐1: Analyze Business EnvironmentOverviewIn this stage, the objective is to achieve a high level understanding of MOHR’s background andbusiness strategy. Main focus would be on the main functions, business issues, opportunities andoutcomes. In this stage, the aim is to:Clarify and document the MOHR corporate and individual business objectives,strategies and capabilities;Build and refine a strategic framework, which documents and links MOHR objectives,business strategies and strategic initiatives; andUnderstand the current market relevant to the MOHR nature of businessThe PhasesDevelop MOHR OverviewUnderstand the background of MOHRUnderstand MOHR vision and mission statementReview of Current Business EnvironmentDevelop an understanding of corporate strategiesReview current issues and opportunitiesDevelop the first‐cut vision of opportunities and directionsDetermine MOHR value chainIdentify Areas of Potential Strategic AdvantageUnderstand current business trendsIdentify immediate ICT implications or contributionsConsolidate findingsHAPM SYNERGY SDN BHD ISP Report 29


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Stage‐2: Analyze ICT EnvironmentOverviewThe need to preserve and enhance current ICT investments could be a major constrain indeveloping an MOHR ICT strategy. Information about the current ICT environment needs to begathered and assessed. In this stage, the aim is to:Identify the MOHR current ICT readiness and potential in supporting the governmentthrough ICT initiatives;Identify the current progress of these initiatives and examine their relative strengthsand importancePerform ICT assessment to measure ICT usage and effectiveness of agency; andSeries of assessment on the current ICT environment that are based on the following key areas:StrategyDeliveryPeopleTechnologySystemsThe PhasesPerform ICT AssessmentReview MOHR current ICT strategy, plans and budgetPerform high‐level current ICT environment reviewAssess organization and managementAssess applications and dataAssess technology infrastructureAssess service deliveryAssess the strategic impactHAPM SYNERGY SDN BHD ISP Report 30


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Recommend Short Term ActionConsolidate findingsIdentify short‐term ICT improvement projectsStage‐3: Develop ICT StrategyOverviewIn this stage, new applications and their functionality processing requirements that will havestrategic impact on the current ICT environment are identified and a set of prioritized applicationfor the target environment are defined. In this stage, the aim is to:Identify ICT opportunities to better support the business strategy; andDesign target ICT environment, prioritizing target applications, technology architectureand ICT governance.This stage also suggests the target applications and implementation options, thetechnology architecture and profile of the ICT organization.The PhasesIdentify ICT OpportunitiesDefine Target ApplicationsDevelop Technology StrategyDevelop ICT Governance FrameworkHAPM SYNERGY SDN BHD ISP Report 31


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Stage‐4: Develop Implementation PlanOverviewBased on the tasks and activities carried out in previous stages, this final stage defines the majorprojects that are required to implement and execute the strategy selected and schedule the costsand technology resources required. In this stage, the aim is to:Develop a roadmap that highlights the major projects required to implement therecommended strategies; andEstimate the investment required to implement the recommended ICT environmentThe major projects to be implemented are defined by milestones or phases ofdevelopment. It is identified after a review of their underlying technology and ICTinfrastructure management. The effort to implement each project is then estimated.The PhasesDevelop Implementation RoadmapEstimate Financial ImplicationsHAPM SYNERGY SDN BHD ISP Report 32


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20071.2 Project Reporting StructureMINISTRY OF HUMANRESOURCESProject Reporting StructureCHAIRMANSecretariatMEMBERS FROM MOHROTHER MEMBERSFigure 2: Project Reporting Structure1.3 ISP Development ProcessIn the effort to complement the methodology that was outlined in the previous section, below arethe activities which outline our approach for this project.MOHR Senior Management interviewsMOHR Departmental Heads interviewsICT WorkshopWorking sessions with MOHR Working committeeHAPM SYNERGY SDN BHD ISP Report 33


Current BusinessEnvironment


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072.0 CURRENT BUSINESS ENVIRONMENTThe Ministry of Human Resource (MOHR) was initially known as the Ministry of Labour. Laterin 1948, it was named Ministry of Labour and Manpower. The ministry is an importantmechanism in the development and in the implementation of the government’s policies onthe employees’ welfare as well as the employers’ interests.The Ministry of Human Resource enforces 24 acts through its departments, agencies and itstraining institutes. The government acknowledges the fact that the workforce contributes tothe country’s development. Thus it is imperative that the employees’ welfare and theindustrial harmony be upheld and maintained.2.1 VisionTo be the leader in the development and management of a world class workforce.2.2 MissionTo develop a competitive, productive, disciplined, informed and caring workforce thatis responsive to the changing labour environment towards improving the economicwell‐being and increasing job opportunities.Forster and maintain a conducive and harmonious relations between employers,workers and workers union to ensure the country economic well‐being of theworkforce.Ensure social justice and maintain industrial harmony through proper resolutions forany disputes between employers and employees and “pengiktirafan” (endorsement of)collective agreements.Ensure workers union operates in a democratic, orderly and responsible manner inhelping achieve the objective of creating harmonious industrial relations.To be the leader in the country’s human resources developmentTo ensure the safety and health of the country workforce.HAPM SYNERGY SDN BHD ISP Report 35


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007To develop country’s workforce to be competent, knowledgeable and competitive inharmonious industrial relations based on social justice.We Pledge to:Making sure that the labor and human resources policies are formulated in the bestquality and practically implemented by all parties;Making sure that a harmonious relationship is established with cohesiveness andcooperation amongst the employers, workers and the Government ;Making sure that public inquiries and complaints are duly attended to and actionstaken within 24 hours of receipt ;Making sure that information on labor and human resources are up‐to‐date, accurateand timely availableHAPM SYNERGY SDN BHD ISP Report 36


MINISTRYOF HUMAN RESOURCESISP REVIEW 20072.3 Stakeholders:MOHR stakeholders comprises of the following;Figure 3: Key StakeholdersCustomer/StakeholderCategoryStakeholdersInternational OrganisationEmployersCustomer/ StakeholdersPrime MinisterDeputy Prime MinisterMinisters (Jemaah Menteri)ParliamentMinisters and Deputy MinistersState SecretariatesILO, ASEAN, APEC, ASEMEmployers AssociationEmployers Unions (13)Multinational Companies )HAPM SYNERGY SDN BHDISP Report 37


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Customer/ Stakeholder Customer/ StakeholdersCategoryPartnership Companies ) (665,679)Sole Proprietorship )Trade Association )Workers Workers Unions (608)Local Workers (8,117,092)Expatriates (33,065)Foreign Workers (1,895,243)Training Supervisors Private Vocational Institute Supervisors (1,100)Accredited Center (Pusat Bertauliah)Public Vocational InstituteTrainee Vocational Trainees (500,000)Social GroupsNon‐Government Organisations (NGO)Government Agencies EPU, MTEN, MOF, KHEDN, MIDA, NPC, MAMPU2.4 Shared ValuesTo achieve its vision, the following shared values are upheld:Justice and fairnessThe principal of just and fairness is inculcated and practiced to ensure social justice andwell‐being for all.HarmonyMaintain conducive and harmonious industrial relations between employers, employeesand workers unions to ensure continuous development of the country.TripartismFoster a cordial relationship in the review and implementation of various labour policies,laws and guidelines for the benefit of all concerned.HAPM SYNERGY SDN BHD ISP Report 38


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Safety and healthEnsure a safe and healthy workplace towards a conducive and productive environment.Life‐long learningEncourage continuous learning through training and skill upgrading to ensure workforcethat is employable, competent and competitive.CaringProvide network of social security to ensure to well‐being of workers, their families,community and the country.2.5 Main Function of MOHRMOHR main functions are as follows;Maintain and implement labour policies and laws in creating a competent, productiveand disciplined workforce while fostering positive values and work ethics.Maintain and implement policies and laws related to safety and health to ensure a safeand healthy working environment.Manage and a fair and impartial way all Disputes between employers and employees toensure a conducive working environment.Monitor the development activities of workers unions and ensure that they operate inan orderly manner.Manage international relations in the area of labour administration, technicalcooperation and other matter regarding labour and human resource development.Encourage and coordinate the development of tripartism amongst workers, employersand the government to create harmonious industrial relations towards theachievement of Vision 2020.HAPM SYNERGY SDN BHD ISP Report 39


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Plan and develop human resources, control and analyse labour market for the review oflabour policies, vocational skills development, salary systems that are associated toproductivity.Create job opportunities and placementsMaintain and implement The National Vocational Training Policies and strategies tofulfill the labour requirements of the private sectors.Maintain, review and develop National Occupational Skills Standards (NOISS), SistemPensijilan Kemahiran Malaysia (MOSQ) and standard kemahiran to supportimplementation.Maintain and implement social security services to ensure sufficient security is providedfor the workforce.2.6 MOHR Value ChainThe following value chain illustration for MOHR helps summarise the scope in which the ministryoperates.educationjob matching/placementskills developmentoccupational safety and healthsocial securityindustrial relationsDemandsSupplyPre-employmentJobsHuman Resource ManagementICT ManagementFinancial ManagementMinistry’s InfrastructureEmployersFigure 4: MOHR Value ChainHAPM SYNERGY SDN BHD ISP Report 40


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072.7 Envisioned Future RolesEmployment StrategistEnsure laws and guidelines on employment contribute towards healthy workingenvironment hence, helps create employment opportunities. MOHR must also analyseslabour market to create numerous types of new employment opportunities for thecountry’s workforce while maintaining the current jobs.Enforcer and RegulatorActs as and enforcer and regulator to ensure rights of workers are always protectedwithout jeopardizing the interest of employers’ competitiveness while maintainingconducive and harmonious industrial relations.CaringEnsure the welfare of employees is always maintained and inculcate caring values withinthe industrial community and provide effective social security net.IntegratorMOHR comprises of multiple departments and agency united under one goal of ensuringeffective and efficient services to its customers. To stay relevant, MOHR is responsible toconsolidate various services to ensure customers and stakeholders get best results from thevarious functions and 41rganizational41 through proper integration.LeaderImplement best practices to make MOHR a role model for industrial community to follow increating a conducive, harmonious and productive work environment.ImplementerTo lead the implementation of good occupational safety and health practices to ensure asafe and comfortable work environment for the country’s workforce.“Peneraju”Increase effort to explore to the future and act as change agent. MOHR must also ensurecredibility in facing challenges and competent in harvesting new opportunities and ensurecontinuous improvement to systems and practices to fulfill customers requirements andstakeholders expectations.HAPM SYNERGY SDN BHD ISP Report 41


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072.8 Changing Environment and ChallengesGlobalisation and changing labour environment.Globalisation and liberalisation has created borderless labour market. Advancement of ICTand the directions towards K‐economy has given pressure towards expansion and improvethe management concept to fulfill the expectation of the stakeholders.Creating attractive investment climate and maintaining competitiveness.National plan and development to achieve Vision 2020 need to take into account global andregional development. Conducive investment climate, quality and competent workforce,sound labour policies and work environment must be competitive to attract investors andhence creating more job opportunities.Providing a dynamic labour marketChanges to the type of jobs require many new skills and competencies for the workforce.Vocational skills trainings must be able to produce skilled workers to fulfill labour marketrequirements of technology applications effectively.Creating balance between flexibility and security in the management of human resourcesIn facing the global competition and improving national competitiveness, labour policiesand industrial relations must maintain balance between employers’ right and interest withthat of the workers, hence maintaining an attractive investment climate while maintainingwelfare of the workforce.Labour mobilityGlobalisation has resulted in a borderless interdependent world that has also createdlimitless labour mobility. The mass influxes of unskilled foreign workers into the nationalworkforce have impacted the local workforce due to the lower wages requirements.Strategies and policies need reviews to handle these issues.Harmonious working environmentThe interest of the employers and the workers must be equally protected. This is to ensureharmonious industrial relations and hence improve the organizational productivity andperformanceHAPM SYNERGY SDN BHD ISP Report 42


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Competency and employabilityThe role of MOHR to analyse and assess the labour market situation is to assist thegovernment of ensuring the supply of skilled workforce and employment demands. Policiesregarding the development of human resources must consolidate the development ofskilled workforce to fulfill the labour requirements of the future.National social security systemThe social security systems need to be in place to ensure the well‐being of the workforce inline with the economic development and social requirements.Reducing accident at work place.Rapidly expanding labour market has created challenges in handling an ever increasingnumber accidents and workplace. Best practices on occupational safety and health need tobe inculcated into the work culture in all type of work premises to achieve zero accidentstarget.HAPM SYNERGY SDN BHD ISP Report 43


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072.9 Strategic GoalsIn ensuring the achievements of her vision, MOHR has formulated six‐pronged strategic goals to beachieved in the next five years. These goals are;Create job opportunities and ensure workers rightsFoster a harmonious industrial relationsMitigate industrial Disputes fairly and just.Implement a dynamic occupational safety and health practicesDevelop a competitive human resources for the countryProvide social security netThe are illustrated in the following figure;Figure 5: MOHR Strategic GoalsHAPM SYNERGY SDN BHD ISP Report 44


MINISTRY OF HUMANRESOURCESISP REVIEW20072.10 StrategiesStrategic GoalsPriority Key AreasTarget ResultsPlanStrategyExpansion of JCS ou‐ImproveImplement auditImprove labourreach activities,registration andsystem andmanagementkiosk and careerjob placementsdevelopment asstructure andcarnivalsMatching Grant“Bantu OKU MengajiMinimisereliancee onforeign workersrequiredFocus on labouradministrationsystem in linewith currentlabour situationOKU”Improve Acts andGuildelines. EnforcelawthroughAlternativeopportunity inentreprenaurship areas.while carrying outenforcementactivitiesUpgrade skills andInprove servicedelivery systemImproveeffectiveness ofincreasedinvestigations &procecutionsImprovecompliance tolaw andknowledge ofofficersImprove andjobservicesImprove laboureducationManagement ofregulationsexpand JCS Servicesprogramsforeign workersamongstemployers toreduceReview laws andregulations toimprove labourImprove jobopportunitiesHAPM SYNERGY SDN BHDISP Report45


MINISTRY OF HUMANRESOURCESISP REVIEW2007Strategic GoalsPriority Key AreasTarget ResultsPlanStrategycomplaintsadministration Datagathering andanalysis of laboursituationIdentify obstaclesand create jobopportunitiesPromote theImproveImprove tripartismPromote theconcept of industrialworkforcerelationshipconcept ofcooperationproductivitybetween MOHRenterpriseDispute resolutionthrough peacefuldiscussion andresolutionsFoster positiveemployer/unionsrelationsImplementation ofPLWSCreate conduciveinvestmentenvironmentMaintainharmoniousindustrialharmonyHarmoniousrelationshipberweenemployers and(government),employers, workersunion/workersProvide quality andefficient conciliationservicesImprove awarenessprograms toemployers andworkers unionsFoster harmoniouscooperation andimproveawareness ofpositiveindustrialrelationsImprove themechanism toavoid disputesanddisputeresolutionsHAPM SYNERGY SDN BHDISP Report46


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goals Priority Key Areas Target Results Plan Strategyworkers unionindustrial relationsImprove laws onEncourageimplementation ofproductiviti basedindustrialrelations and itsguidelineswage systemsEncourage(PLWS)implementationHuman resourcedevelopment toiprove knowledgeof productivitibased wagesystemsand skills of officersImprove theHuman CapitalDevelopmentthroughknowledge andskillsdevelopmentHAPM SYNERGY SDN BHD ISP Report 47


MINISTRY OF HUMANRESOURCESISP REVIEW2007Strategic GoalsPriority Key AreasTarget ResultsPlanStrategyDisputes resolutionMaintain socialTo become aGive priority tothrough peacefuljustice foeleading organisationto pending andmeansemployers andin creating socialcurrent casesCourt trial onindustrial cases “Menurunkanawards”Review and endorsecollectiveagreementsemployeesEnsure industrialharmonyjustice for theemployers and alsoworkers.Continue withthe“ConsultativeCommittee OnIndustrial Law”forum to enablecourt“customer” todiscuss andrecommendways to improvecourt servicesTo conductquarterlymeeting withCourt chairmansto discuss courtproblems andways toHAPM SYNERGY SDN BHDISP Report48


MINISTRY OF HUMANRESOURCESISP REVIEW2007Strategic GoalsPriority Key AreasTarget ResultsPlanStrategyovercome.Reviewcollectiveagreements toensurecompliance withlaws andacknowledge(endorse) them.Provide policies,Minimise rate ofMaintain laws andReview laws andlegal code offatal accidentsregulations in lineregulations onpractice andguidelines regardingoccupational safetyandhealthEnforcement of lawin a strategic andeffective wayImprove OSHIncreaseesurveilance andenforcementIncreasee thenumberofhealth & safetyofficers atworkplace.with the advent oftechnologyIncrease theconsultativeprograms for theindustryImprovedissemination ofOSHImproveenforcement ina strategic andeffective wayIncrease thenumber of OSHtrainingawareness.information relatedprogram and itsto occuparionalparticipantsHAPM SYNERGY SDN BHDISP Report49


MINISTRY OF HUMANRESOURCESISP REVIEW2007Strategic GoalsPriority Key AreasTarget ResultsPlanStrategysafety and health Improve OSHawarenessDevelopment ofConsolidateGenerate andReviewNOSSpolicies,coordinate skilledcurriculum forMOSQ (Recognitionof PB, registrationandcertification)Development ofexperts (trainers,assessment officers,industry experts)SLDN (Industrialcooperation/Institute)programs andstrategyofhuman capitaldevelopmentGovernmentrecognition ofSKM certificationDevelopaccredited worldworkforcedevelopment at parwith advancedcountriesOffer retrainingprograms andupgrading skills to10,000 industrialworkers every yearsskills training,systems andstandardsProduce 31,500k‐workersthrough SLDNIdentify newskills ares tosupport theeconomicdevelopmentEnforcement ofNASDA Actclass traininginstitutionsSeek accreditationfor SKM, DKM andDLKM from publicDevelop newversion andand private sectorsformat for NOSSImprovewith quality.HAPM SYNERGY SDN BHDISP Report50


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goals Priority Key Areas Target Results Plan Strategyrelationship withthe industryespecially IsntitusiLatihan JabatanTenaga Manusia(ILJTM) foremploymentsupport services.Increase thenumber of newtraining programsas required by theindustryCreate new versionand format of NOSSas required by theindustryPromote careerdevelopment andlife‐long learningthrough retrainingand upgrading ofTo provide asmuchopportunities tosecondaryschool leaver forvocationaltraining invarious fields forthe industryTo ooferindividuals aswell as industryworkers to betrain or retrainthrough shortcourses.Promote careerdevelopmentand life‐longlearning throughretraining andskills upgradingHAPM SYNERGY SDN BHD ISP Report 51


MINISTRY OF HUMANRESOURCESISP REVIEW2007Strategic GoalsPriority Key AreasTarget ResultsPlanStrategyskillsProvide fundsTo expand thescope of PMSB Actforvocationaltraining2001 to differentloanssectorsProvide socialImproveTo become catalyst,Improvesecurity net forPERKESOincomelead, explore andcollectionworkersImplementsubscriptioncollection and FCLBEnforcement ofAKSB 1969Survielance andtracing of employerswho qualify tosubscribeExpand SOSCO’sscope to includeMinimisseexpenses ofPERKESOImprovenumbers ofworkersinsuredby PERKESOadvisor in thecomprehensivesocial justice for allprivate sectorworkforce anddependantsPromote awarenessto employers,workers,community andgovernment on theimportance ofoccupational safetythrough FLCBImprove returnon investmentControl andmanage benefitspayments dueto workaccidents orhealth.Minimiseadinistrativecostsself‐employedand health.Minimise officeHAPM SYNERGY SDN BHDISP Report52


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goals Priority Key Areas Target Results Plan Strategyspace rentalImproveeffectivenessand efficiency ofprocessingsystems andbenefits claimsReduce time‐lagfor datamaintenanceImprovecustomers andstakeholderrelationsRealign orgstructure forefficiency andeffectivenessHAPM SYNERGY SDN BHD ISP Report 53


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goals Priority Key Areas Target Results Plan StrategyPERKESO HRDevelopmentHAPM SYNERGY SDN BHD ISP Report 54


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072.11 MOHR Organisational EnvironmentMOHR is currently organized through the following organizational structure;KETUA SETIAUSAHABHG. UNDANG‐UNDANGUNI T AUDIT DALAMJABATANTIMBALAN KETUASETI AUSAHA DASARTI MBALAN KETUASETIAUSAHAPENGURUSANBADAN BERKANUN/SYARIKATJABATAN TENAGAKERJA SEMENANJUNGMA LAYS IAJABATANKESELAMATAN DANKESIHATAN PEKERJAANBHG. DASAR SUMBERMANUSIABHG. DASARPER BUR UHANBHG. KEWANGANBHG. PENG. SUMBERMANUSI AP ERTUBUHANKESELAMATAN SOSIAL(PERKESO)JABATANPEMBANGUNANKEMAHIRANJABATAN TENAGAMANUSIAANTA RABANGSAATA SE BURUH GENEVABHG. TEKNOLOGIMAKLUMATBHG. KHIDMATPENGURUSANPEMBANGUNANSUMBER MANUSIABERHAD (P SMB)JABATAN TENAGAKERJA SABAHSitiAishahBt. Mohd AsriJABATANPERHUBUNGANPERUSAHAANKAWALSELIA DANPENGUATKUASAANINSTITUTKESELAMATAN DANKESIHATAN PEKERJAANNEGARAJABATAN HA L EHWALKESATUAN SEKERJAMAHKAMAHPERUSAHAANPERBADANAN TAB UNGPEMBANGUNANKEMAHIRANFigure 6: MOHR Organisational Structure2.12 MOHR’s Staff StrengthTotal number of 5738 MOHR’s staff strength out of 7270 approved by the JPA (exclude Statutory Bodies).Total number of 229 MOHR’s staff strength out of 273 approved by the JPA. (exclude Department andStatutory Bodies)HAPM SYNERGY SDN BHD ISP Report 55


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20071. List of DepartmentLabour Department (Peninsular Malaysia)Industrial Relation DepartmentManpower DepartmentTrade Union Affairs DepartmentOccupational Safety & Health DepartmentDepartment of Skills DevelopmentIndustrial CourtLabour Department (Sabah)Labour Department (Sarawak)2. List of Divisiona) Policy DivisionHuman Resources Policy DivisionLabour Policy DivisionInternational DivisionLabour Atase Genevab) Management DivisionInformation Technology DivisionAdministration DivisionFinance DivisionHuman Resource Management DivisionMonitoring & Enforcement Sectionc) OthersLegal Advisor DivisionInternal Auditor UnitHAPM SYNERGY SDN BHD ISP Report 56


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073. List of Statutory Bodies/CompanySocial Security Organisation (SOCSO)Human Resources Development Council (PSMB)National Institute of Occupational Safety & Health (NIOSH)Skill Development (Loan) Fund Corporation2.13 Current IssuesThe following issues have been identified and prevailing in MOHRInformation Availability There are numerous source of information within MOHR but they reside inislands of databases. This has resulted in difficulty in aggregating informationfor data analysis which is crucial for effective decision making and managementof the labour market. Databases that are not integrated have resulted duplication of data. As a result,users need to provide the same information again when subscribing to differentservices provided by the Ministry. This may give the impression that theMinistry lacks coordination amongst agencies within MOHR and hence affectcredibility.Infrastructure Congestion at PCN may have caused access to the applications to experience aslowdown.Current Applications There are numerous applications systems within MOHR but they are all inislands and not integrated. This has caused duplication of some of the functionalapplications.HAPM SYNERGY SDN BHD ISP Report 57


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007 Lack of single window access to information caused report recipients to seekinformation manually hence causing repetitive and unproductive informationdissemination. Some applications that have been implemented are perceived as underutilisedand may require post implementation review to improve efficiency andeffectiveness.Integration and Connectivity Application systems within various MOHR departments and agencies are notconnected. Getting information from these various departments has been donemanually through emails, interdepartmental memos and phone calls. This is lessproductive as same information may have been requested by various partiesand repetitive works has been done manually.2.14 Best PracticesA review on best practices was conducted on three (3) countries, Australia, Singapore and UnitedKingdom to provide a benchmark on current practices of MoHR.No Country Key Points1 Australia • Customer centric Front end services such as counter and online servicesfocuses on the customer’s needs. Government to projectan image of “approachable” and getting closer to thecustomers. Making government services; laws, regulations andprocedures easily understood Single sign‐on on online services. Authentication onpersonal or businesses will be done only once, exceptwhere circumstances require otherwise.• Connected service delivery Increasingly manage program and relations withstakeholders electronically Integration of services, combined with online andelectronic service delivery, over time will reduce the costof interacting with government and in particular willreduce the paper burden on citizens, businesses andorganisations, including community organisations.HAPM SYNERGY SDN BHD ISP Report 58


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007 Government will present a consistent and unified faceregardless of whether approaches are made in person,over the telephone, using the Internet or any other formof technology. A more connected approach to service delivery meansmore efficient government.• Value for money Greater use of online, electronic and voice‐based servicedelivery will reduce costs. In addition to these service delivery cost reductions, thegovernment’s overall use of information technology willbe much more efficient.• ICT skills for government employees Capabilities will be assessed and any gaps or deficienciesaddressed, in areas such as public sector ICT skills andrecruitment, ICT business practices, ICT procurementprocesses, knowledge management, projectmanagement and delivery, and in accountability andlegislative arrangements as they relate to supportingonline and electronic service delivery.2 Singapore • Workforce empowerment for employability andcompetitiveness The Singapore Workforce Development Agency (WDA)has rolled out a slew of programmes to enhance theSingapore workforce’s employability andcompetitiveness. Among them was the industryvalidatedand internationally benchmarked WorkforceSkills Qualification system, which spells out training andcertification pathways for the workers. A major WDA initiative was the Singapore EmployabilitySkills System (ESS) Training for the Future ‐ WDA training programmes alsosuccessfully helped workers gain new skills• Enhancing retirement adequacy The Central Provident Fund (CPF) is a key pillar in helpingSingaporeans save for a secure retirement. The IncomeSecurity Policy Department (ISPD) works closely with theCPF Board and other partners to review and fine‐tunethe CPF system.• Online services; Strong customer focus – seamless online services newwebsite was designed to cater to the needs of thecustomers. The MOM website aims to be the one‐stop,preferred channel for our customers to learn, enquire ortransact with MOM.• New Website Features Improved website navigation ‐ Information is organisedHAPM SYNERGY SDN BHD ISP Report 59


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007by topics from the customers’ perspective instead ofalong departmental lines. Clearer presentation of information ‐ The website hasbeen re‐written with more diagrams and flowcharts toaid understanding. Pages are now printer‐friendly andcustomers can also email the pages to their friends andcolleagues. Intelligent FAQ ‐ Customers simply type in their questionand the best match answer will be displayed. The e‐Guide to the Employment Act features quizzes totest understanding of the Act, while the e‐Demo to WorkPermit Online (WPOL) guides customers on how tonavigate various WPOL transactions with pictures of realscreen‐shots.• E‐appointment for consultation This new e‐service allows customers to make anappointment online for consultation services on variousemployment related issues.• Employment pass self‐assessment tools (for bothlocal and foreign workers) Employment Pass Self‐Assessment Tool (SAT) providesusers with a preliminary indication of the likelihood ofthem obtaining a job or an Employment Pass forforeigners.• Mobile phone for alerts, and specific services• Foreign workers outreach – establishing contacts withforeign workers to educate them about work and lifein Singapore, what they can and cannot do.• Workfare not welfare for low income group3 UK • Strong customer focus Creating a relax and approachable environment in theoffice Adopted a new vision of a new vision – “Work, Welfare,Well‐being, Well delivered”. Strategy is based on six key principles:- Focusing on the Customer.- Continuous improvement.- Giving customers Choice.- Extending Contestability.- Establishing a clear distinction between ourCommissioning and delivery roles.- Developing our Culture.• Driven by the following objectives Contribute towards fair, safe and fulfilling lives, free frompoverty, for children, people in work and retirement, andthose with disabilities; Reduce welfare dependency and increase economicHAPM SYNERGY SDN BHD ISP Report 60


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007competitiveness by helping people to work whereverthey can and employers to secure the skills andemployees they need; and Provide greater choice, personalisation and quality ofservice for customers in their interests and those of thetaxpayer.• Promote work as the best form of welfare Job centres aims to provide work for those who can andsupport for those who cannot. It helps disadvantagedpeople into work, as a route out of poverty.• Ensure best start for all children Ensure that all children in Britain regardless ofnationalities are provided with opportunities tocontribute to the society.• Strong on assisting disabled people Implemented a new duty to promote equality fordisabled people, which puts a positive responsibility onall public bodies to improve outcomes for disabledpeople and to involve them in developing their plans.HAPM SYNERGY SDN BHD ISP Report 61


Current ICTEnvironment


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.0 CURRENT ICT ENVIRONMENTMOHR is a key Ministry that plays a vital role in determining the country’s competitiveness inan increasingly challenging environment. As a regional leader in labour management, MOHRhas been leveraging on ICT to support is strategic goals. Being one of the pioneers indeveloping the ICT strategic Plan (ISP) in 1997 is a testimony of MOHR commitment toleveraging on ICT as strategic tool in becoming world class organization.Assessments on the current ICT environment primarily look into the following five (5) keyareas, namely:Delivery• how resources are organized, monitored and controlledPeople• how ICT human resources are organized and managed• skills and attitudes of users and ICT staffSystems• business functions supported by ICT applications and extendof coverage• gaps in the information provided• identify unsatisfied demandStrategy• what ICT strategies are in place and how effective• how the business manages and controls ICTTechnology• how technology trends are identified• effectiveness of the technology architecture• how technology is deployedFigure 7: MOHR ICT EnvironmentHAPM SYNERGY SDN BHD ISP Report 63


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.1 Delivery3.1.1 Jawatankuasa Pemandu ICT (JPICT) StructureFigure below illustrates JPICT Structure in compliance to the government circular ‐ “Surat PekelilingAm Bilangan 4, Tahun 2004 – Garis Panduan Mengenai Tatacara Memohon Kelulusan TeknikalProjek ICT Agensi Kerajaan”.KETUA SETIAUSAHABHG. UNDANG‐UNDANGUNIT AUDIT DALAMJABATANTIMBALAN KETUASETIAUSAHA DASARTIMB AL AN KETUASETIAUSAHAPENGUR USANBADAN BER KANUN/SYARIKATJABATAN TENAGAKERJA SEMENANJ UNGMALAYSIAJABATANKESELAMATAN DANKESIHATAN PEKER JAANBHG. DASAR SUMBERMANUSIABHG. DASARPERBURUHANBHG. KEWANGANBHG. PENG. SUMBERMANUSIAPERTUBUHANKESELAMATAN SOSI A L(PERKESO)JABATANPEMB ANGUNANKEMAHIRANJABATAN TEN AGAMANUSIAANTAR AB ANGSAATASE BURUH GENEVABHG. TEK NOLOGIMAKLUMATBHG. KHIDMATP ENGURUSANPEMB ANGUNANSUMBER MANUSIABERHAD (P SMB)JABATAN TENAGAKER JA SABAHSiti AishahBt. Moh d AsriJABATANPERHUB UNGANPERUSAHAANKAWALSELIA DANP ENGUATKUASAANINSTITUTKESELAMATAN DANKESIHATAN PEK ER JAANNEGARAJABATAN HAL EHWALKESATUAN SEKERJ AMAHKAM AHPERUSAHAANPERBADANAN TABUN GPEMB ANGUNANKEMAHIR ANFigure 8: JPICT StructureBased on the JPICT Structure, the composition of the committee is described below:Chairman – MOHR Secretary General (KSU)Members Deputy Secretary General (Policy) Deputy Secretary General (Management) IT HeadHAPM SYNERGY SDN BHD ISP Report 64


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007 Head of each department Head of statutory bodies/companyThe roles and responsibilities of the JPICT Committee, as per the Government circular “SuratPekeliling Am Bilangan 4, Tahun 2004 – Garis Panduan Mengenai Tatacara Memohon KelulusanTeknikal Projek ICT Agensi Kerajaan, tambahan pertama kepada SPA Bil. 2 Tahun 2000, Tarikh 20Ogos 2004.” are as follows:1. To define the ICT Strategic Direction for the ministry.2. To plan and monitor ICT project implementation within the ministry including itsdepartment and statutory bodies/company in accordance to the ICT Strategic Plan (ISP).3. To monitor and standardise ICT implementation within the ministry with the Public SectorISP.4. To promote strategic partnership between the ministry and its department and statutorybodies/company.5. To plan and to identify steps to address on ICT Security issues.6. To be involved and to monitor the development of ICT within its ministry including itsdepartment and statutory bodies/company, and at the same time to understand the ICTneeds and its challenges in the course of ICT implementation.7. To approve all ICT procurement within the ministry and its department and statutorybodies/company.8. To monitor and to submit the ministry and its department, statutory bodies/company’s ICTprocurement to the Secretary of JTIT ‐ Jawatankuasa Teknikal IT (MAMPU) for technicalapproval.9. To submit ICT procurement progress report to JTIT Secretary (MAMPU) for procurementthat has been applied through JTIT.10. To submit ICT implementation projects progress report to JTIT Secretary (MAMPU) forprojects that were approved by JTIT.HAPM SYNERGY SDN BHD ISP Report 65


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.1.2 MOHR’s IT DivisionThe present MOHR ICT structure is as illustrated below.IT HeadSecretarySystem DevelopmentSystem AdministratorData Administration& ManagementNetwork & MultimediaSystem OperationsFigure 9: Present BTM Organizational StructureFunctionTo give computer related advice to the ministry and departmentsTo supervise Ministry’s and department’s development and maintenance of computersystems or projectResponsible on all computing aspect including data centre administration.Prepare Information technology training to Ministry’s and Departments personnelAdminister Ministry’s homepageMOHR Present BTM Organizational Structure is divided into four units, which are:System DevelopmentSystem AdministratorData Administration & ManagementNetwork & Multimedia System OperationsHAPM SYNERGY SDN BHD ISP Report 66


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007System DevelopmentThe key roles of this department are to: Plan and supervise development Ministry’s application systems Research, design, develop, test and commission new applicationsSystem AdministratorThe key roles of this department are to: To give technical advice and assistance to Ministry and the departments under theMinistry Ensure smoothness of ELX project workflow Update helpdesk from time to timeData Administration & ManagementThe key roles of this department are to: Ensuring safety of peripherals, software and database from virus and illegal entry Manage data entry for the ministry and department Documentation on current systems Provide training on current application to users To revise report from time to timeNetwork & Multimedia System OperationsThe key roles of this department are to: Ensuring smooth operation of overall computer and multimedia systems Reviewing and ensuring that systems safety procedures are adhered to Administer computer network (LAN, Intranet and Internet) Evaluate new peripherals and software prior to usage Review and update ministry’s homepage from time to time Ensuring ELX to be a complete centralized workforce dataHAPM SYNERGY SDN BHD ISP Report 67


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.2 Departmental ICT SectionIn addition to the MOHR ICT Division, the Department of Occupational Safety and Health (JKKP) hasan ICT Section that manages the ICT initiatives and activities themselves. They are organized asfollows;Head ofSectionDataManagementOperations andMaintenanceApplicationsDevelopment3.3 PeopleIn this section, we examine how ICT human resources are organized and managed and examinestheir skills and knowledge.IT HeadPSM F54SecretaryN22System DevelopmentPTM F48System AdministratorPTM F48Data Administration& ManagementPPT N27Network & MultimediaSystem OperationsPTM F44PTM F44 - 1PTM F41 - 4PPTM F32 - 2PPTM F29 - 5PTM F44 - 1PPTM F41 - 3PPTM F32 – 1PPTM F29 - 5PT N17 - 2PAP N1 – 1PTM F44 - 1PTM F41 - 2PPTM F32 - 1PPTM F29 - 4JK FT17 – 2OMPD F11 - 3Figure 10: Detailed Present BTM Organizational StructureAt present, MOHR has a total of 44 staff strength. Table below illustrates the present ICT staffstrength.Grade Position No.1 F54 Setiausaha Bahagian 12 F48 Ketua Penolong Setiausaha 23 F44 Pegawai Teknologi Maklumat 4HAPM SYNERGY SDN BHD ISP Report 68


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20074 F41 Pegawai Teknologi Maklumat 95 F32 Penolong Pegawai Teknologi Maklumat 46 F29 Penolong Pegawai Teknologi Maklumat 147 N27 Penolong Pembantu Tadbir 18 N22 Pembantu Tadbir (K) 19 N17 Pembantu Tadbir 210 N1 Pembantu Am Pejabat 111 FT17 Juruteknik Komputer 212 F11 Operator Mesin Pemprosesan Data 3(OMPD)Total 44At the Departmental Level, JKKP has the following number of ICT staffHead ofSection, F48DataManagement, F41F29 – 1F11 - 1Operations andMaintenance, F41F32 – 1F17 - 1ApplicationsDevelopment, F41F32 – 1F29 - 13.3.1 Knowledge and Skill SetsThey are experienced staffs, and are in charge of maintaining the current applications orsystem. The BTM team has acquired knowledge and skills in the following areas.Operating SystemWindows Server 2003, Windows 2000 Server, WindowsXP SP2, Windows 2000 AS, Linux Red Hat, Linux Fedora,Linux Ubuntu, Unix, SUSE, OpenBSD, Open Source,MAC/OS, CentOS,Web ServerApache, IIS, Tomcat, Sun Java App. Server, DominoDatabase ManagementSystemOracle, MySQL, Cobol, SDLC, Informix, Ms Access,Report Builder, SQLPlusHAPM SYNERGY SDN BHD ISP Report 69


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Programming languagePHP, Visual Basic, HTML/DHTML, Java, JBOSS, Eclipse,Facado, Java Studio, Joomla, Informix, Java Script, PureJava, Ms Access, JSP, JSF, Rational Rose, Inet‐DesignerXML, JBOSS, PL/SQL, Basic, C, Power Builder, MsDreamwaver MX, SPMSNetworkingNetwork Management and maintenanceNetwork securityDesign workSystem DesignDatabase DesignNetwork DesignWeb ApplicationManagementAdobe Photoshop, Macromedia Flash, I‐net CrystalClearIT Project ManagementHAPM SYNERGY SDN BHD ISP Report 70


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.4 Previous MOHR ISP – Gap AnalysisNo Planned Implemented GapElectronic Labour Exchange –Phase 11.Job Clearing SystemJob Clearing SystemData analysis and reportsRegistrationJCS PortalgenerationJob MatchingJob Seeker RegistrationCounselling SupportEmployer RegistrationTo look into systemsJob PlacementPost Vacancyfunctionality to be in lineJob Matchingwith the current trendsSistem Penjodohan OrangKurang Upaya (SPOKU)This could be consolidatedwith JCS through a PortalThis system is an adaptation ofJCS specifically for OKUPrivate Employment Agency(PEA)Executive Information SystemThis could be consolidatedwith EMSBusiness IntelligenceRepository of standardreportsData analysis and reportgeneration to datawarehousing and mining.This is to provide strategicinformation for decisionmakingOffice Productivity SupportSystemsE‐Mail (Sun Java)Review implementation/usage/ changemanagementCalendarForum / NewsgroupSchedulingHAPM SYNERGY SDN BHD ISP Report 71


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapCollaboration2. Labour Market DatabaseData GatheringData Warehousing3. MOHR Information BureauDocument ManagementSystemActive Fax (Only outgoing)Sistem Direktori KakitanganUser moduleLabour Market DatabaseData gatheringNot ImplementedWorkflow management toenable movement ofdocument throughout theorganisationIncoming fax to bedirected to the recipientsConsolidate with OPSS.This could be part ofemployee portal thatprovide self‐servicefunctionalities toemployeesData Warehousing whichform the backbone fordata analysis andreporting.Business IntelligenceLogical DatabaseAdministrationReporting SystemGenerationDatabase ProcessingData analysis and reportgeneration to datawarehousing and mining.This is to provide strategicinformation for decisionmaking4. Labour Market AnalysisSystemData ModellingReport GenerationData AnalysisNot implementedBusiness IntelligenceData analysis and reportgeneration to datawarehousing and mining.This is to provide strategicHAPM SYNERGY SDN BHD ISP Report 72


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented Gapinformation for decisionmaking5. Project Management System eG/ SPP II6. Financial ManagementSysteme‐SPKB7. MOHR Knowledge bank Not Implemented MOHR KnowledgeManagement8. Enforcement ManagementSystemEmployer RegistrationInspection PlanningEnforcement ManagementSystemStudy possibleconsolidation with SMB IIand extend functionalitiesto other MOHR functions.Inspection auditInvestigation and SettlementLicensingStatistics9. Training Management SystemTraining Center RegistrationTraining Curriculum &SyllabusTrainer SupportTraining FacilitiesTraining Management SystemStudent ModuleImplemented with morefunctionality than initiallyplannedReview on its functionalityand usability. Complaintsfrom users that thesystem is not stable andnot performing as itshould.Training RegistrationTraining AssessmentTraining ProgramAssessment10. e Sistem Persijilan KemahiranMalaysia (eSPKM)Accredited Centres (AC)Pentauliahan PencapaianTerdahulu (PPT)HAPM SYNERGY SDN BHD ISP Report 73


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapNational Skill Testing (NST)Management InformationSystem (MIS)eSPP11. National Employment Return(NER)This system could beconsolidated with EMSRegistration moduleMonitoring ModuleCustomer Updating ModuleProductivity Report12. eIndustrial Court (eIC)Application WorkflowReporting, Statistics andAnalysisOnline Enquiry andReportingOfficial DocumentsGenerationApplication SecurityAlert /Notification13. Sistem Rayuan PemulihanKerja (eJPP)This system is for claimsreinstatement (which coversinvestigation and settlementof issues, conciliation meetingdetails).Registration forreinstatementSet conciliation date14. Sistem Penilaian Tahap This shall be integratedHAPM SYNERGY SDN BHD ISP Report 74


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapKecekapan KSM (PTK)with HRMIS when thelater is implemented inMOHR15. eTracking This could be integrated/consolidated into OPSS16. Central Electronic DataSystem (CEDS)To provide a web base systemto ease the registration andmonitoring of foreign workerinduction course.17. e‐PampasanISP for JKKP 20001. Sistem Pendaftaran danKelulusanModule PendaftaranPendaftaran orang yangkompetenPendaftaran Firma yangKompetenSistem Pendaftaran danKelulusanModule PendaftaranModule KelulusanImplemented as plannedTo extend thefunctionality into on‐lineservices. Currently dataentry is still donemanually instead ofcollecting it direct fromexternal users.Pendaftaran sebagai PusatLatihanPendaftaran PerakuanKebolehanPendaftaran JenteraBerperakuanPendaftaran Kerja‐kerjabinaan/ Kejuruteraan/Pepasangan AmHAPM SYNERGY SDN BHD ISP Report 75


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapModule KelulusanModul Rekabentuk,memasang, membaikpulihdan mengubahsuaipengandung tekananKelulusan rekabentukmemasang dan mengendalilif dan mesin angkatKelulsan rekabentuk,memasang dan mengendalipepasangan petroleumKelulusan penggunaankelengkapanKelulusan prosesKelulusan Pengecualianpendaftaran2. Sistem Pengurusan danPentadbiranNot implementedThis could mostly besupported by eG‐HRMISModul PentadbiranModul Pusat SumberModul Latihan danPerancangan SumberManusiaModul KewanganSistem Pengurusan PersonelModul Pengurusan Projek3. Sistem Analisis dan KajianDasarModul soal SelidikModul Kemalangan TempatNot ImplementedLook at the possibilities ofincorporating this systemwith EnforcementManagement SystemsHAPM SYNERGY SDN BHD ISP Report 76


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapKerja dan aduan(EMS)Modul Analisis AuditPenguatkuasaanModul StatistikModul Penyediaan StandardModul Sistem MaklumatEksekutif4. Sistem Maklumat PelangganModul PerkhidmatanKaunterNot ImplementedCustomer RelationshipManagement (CRM)SystemModul Khidmat NasihatModul Latihan Luaran5. Sistem Maklumat Promosidan PublisitiNot ImplementedThis is part of EMSModul kempenModu; PameranModul Peraturan danPerundangan6. Sistem PenguatkuasaanModul Penguatkuasaan AktaKilang dan JenteraModul Penguatkuasaan AktaPetroleum (PeraturanKeselamatan)Modul PenguatkuasaanOSHASistem PenguatkuasaanImplemented as plannedTo extend thefunctionality into on‐lineservices. Currently dataentry is still donemanually instead ofcollecting it direct fromexternal users.Modul PenyiasatanModul arahan, notis danpembatalan notisModul Kompaun danHAPM SYNERGY SDN BHD ISP Report 77


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No Planned Implemented GapPendakwaan7. Sistem KawalseliaModul AuditNot ImplementedLook into possibility of thisfunction to be in EMSModul Penyiasatan AduanModul Semakan8. Sistem Kawal Urus Dokumen(SKUD)To extend thefunctionality into on‐lineservices. Currently dataentry is still donemanually instead ofcollecting it direct fromexternal users.3.4.1 Gap Analysis – ISP Implementationa) Major applications development and implementation were substantially delayed due tothe followings; Business Process Improvement (BPR) study and User Requirements took longer timethan expected. Data network was not stable which caused several modules unable to be fullytested Lower server capacity System fine‐tuningb) Some functional modules were developed outside the main system due to the pressingneed of the function.c) Some functional systems were not fully implemented. This is because all resourceswere focused into the development and implementation of the core systems. Figurebelow describe overall applications gaps;HAPM SYNERGY SDN BHD ISP Report 78


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007ISP 1997 – APPLICATION SYSTEMS ARCHITECTUREMOHR INFORMATION BUREU=> Logical Database Administration => Reporting System Generation => Database ProcessingENFORCEMENTMANAGEMENT SYSTEMS• Employer Registration• Inspection Planning• Inspection audit• Investigation and Settlement• Licensing• StatisticsPROJECT MANAGEMENTSYSTEM• Project MonitoringLABOUR MARKETDATABASE• Data Gathering• Data WarehousingLABOUR MARKET ANALYSIS SYSTEM• Data Modeling • Data Analysis• Report GenerationTRAINING MANAGEMENTSYSTEMS• Training Center Registration• Training curriculum & Syllabus• Trainer Support• Training Facilities• Training Registration• Training Assessment• Training Program AssessmentFINANCIAL MANAGEMENT SYSTEMBudget PlanningAsset ManagementVote Book Control/ General Ledger Receipt ProcessingJOB CLEARING SYSTEM• Registration • Counseling Support• Job Matching • Job PlacementMOHR KNOWLEDGE BANK•Document Design •Search and Retrieval engine •Document Maintenance•Cataloguing•User Access Security ManagementOFFICE PRODUCTIVITY SUPPORTNot implemented – still required Replaced by eG applications Implemented – continuous improvementsPartially implemented – require full functionalities3.4.2 Systems ImplementationLess focus was given to implementation as compared to systems development. Majorimplementation activities were that of systems training and user support to ensure systemswere running well.3.4.3 InfrastructureInfrastructure was mostly complied with the recommendation.3.4.4 ICT OrganisationThe ICT organization differs slightly from the original recommendation of ISP 1997. This isdue to the changing environment since the ISP were written in 1997HAPM SYNERGY SDN BHD ISP Report 79


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Learning Points1. Project management need to be strengthened2. More focus and emphasis in change management and systemsimplementation3. Commitment from project/ systems owners3.5 The SystemsMOHR has, in its portfolio, a good collection of application systems designed to support itsoperations. The list of currently available systems are;1. Electronic Labour Exchange (ELX) which comprises of the following modules:1.1. Job Clearing System (JCS)1.2. Labour Market Database (LMD)1.3. Labour Market Information (LMI)1.4. Office Productivity Support System (OPSS)1.5. Private Employment Agency (PAE)1.6. Document Management System (DMS)1.7. Executive Information system (EIS)1.8. Integrated Fax (FAX)2. Private Employment Agency (PEA)3. Sistem Direktori Kakitangan KSM4. National employment Return (NER)5. Training Management System (TMS) ‐ (implemented July’06)6. Sistem e‐Persijilan Kemahiran Malaysia (e‐SPKM) – (implemented Sept’05)7. e‐Industrial Court (eIC) – (implemented Sept’06)8. Enforcement Management System (EMS) – (system testing)9. Sistem Rayuan Pemulihan Kerja (eJPP)10. Sistem Penilaian Tahap Kecekapan KSM11. eTracking12. Central Electronic Data System (CEDS)13. e‐Pampasan14. JKKP’s Sistem Maklumat Bersepadu (SMB)15. JKKP’s Sistem Kawal Urus Dokumen (SKUD)HAPM SYNERGY SDN BHD ISP Report 80


MINISTRY OF HUMAN RESOURCES ISP REVIEW 200716. JPK’s National Occupational and Skills Standard (e‐NOSS)17. JPK’s Sistem Latihan Dual Negara (e‐SLDN)Details of each application are as follows:3.5.1 Electronic Labour Exchange (ELX)3.5.1.1 Job Clearing System (JCS)Service NameService descriptionJob Clearing System (JCS)JCS or Job Clearing System is a web basedautomated online job matching serviceprovided by the Ministry of HumanResource.JCS matches job seekers with employersseeking employers in their 81entralized81.All the services provided by JCS are free andare made available to the public throughthe facilities of the Ministry of HumanResources.Scope of service(subsystems/modules)Registration of job seekersRegistration of employers seekingemployeesRegistration of vacancies by employersUpdate of jobseekers and employers profileMatching of jobseekers’ profile withvacanciesApplication of vacancies by jobseekersShort listing of candidates by employersUpdate candidates application status byemployersUpdate job placement by employersViewing of job application statusSearching for vacancies by jobseekersSearching for candidates by employersHAPM SYNERGY SDN BHD ISP Report 81


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameJob Clearing System (JCS)Year developed 2000Warranty 1 yearType of processing Web BasedBatch processingDevelopment type OutsourcedMaintenance type OutsourcedSystem architecure 3‐ tier Web‐Based ApplicationLanguage JavaUsing EG*NetOperating system PC windows 98/2000/XPJSPServer – Linux, HP‐UXDatabase Mgmt System OracleCurrent status In operationConcerns Currently jobseekers with manyqualifications cannot be matched withavailable vacancies (if qualification requiredlower) even though they posses suitablequalification because system will matchagainst their highest qualification withvacanciesSometimes JTK officers got confuse whenvisiting the website since the new look andfeel recently deployedNeed to alert jobseekers to check their “InTray” to keep them updated on their jobapplication3.5.1.2HAPM SYNERGY SDN BHD ISP Report 83


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Job Clearing System For The Underprivileged (SPOKU)Service NameSistem Penjodohan Orang Kurang Upaya (SPOKU)SPOKU is meant for under privileged citizen ofService descriptionMalaysia and employers who wish to openvacancies to this group. Employers are welcometo advertise as many vacancies available and tochoose candidates suitable for the opening.Scope of service(subsystems/modules)Registration of job seekers seeking for jobRegistration of employers seeking for employeeRegistration of vacancies by employerUpdate of jobseekers and employers profileinformationMatching of jobseekers’ profile and vacanciesApplication of vacancies by jobseekersShort listing of candidates by employersUpdate candidates application status byemployersUpdate job placement by employersViewing of job application statusSearching for vacancies by jobseekersSearching for candidates by employersFrequency System accessibility and availability 24X7Integration with othersystemsMean time for servicedeliveryGeneration of reports at LMI of LMD systemSLA define as 2 – 12 hours (Response & diagnose)Change request – not defineSystem owner Jabatan Tenaga KerjaData Source Jobseekers and employersInternal users Jabatan Tenaga Kerja Semenanjung MalaysiaJabatan Tenaga Kerja SabahJabatan Tenaga Kerja SarawakHAPM SYNERGY SDN BHD ISP Report 84


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameSistem Penjodohan Orang Kurang Upaya (SPOKU)External users OKU Job seekers – school leavers, graduates,public looking for jobsYear developed o 2000Warranty o 1 yearType of processing Web BaseDevelopment type OutsourcedMaintenance type OutsourcedSystem architecure Web‐Based ApplicationLanguage JAVAEmployersAgensi‐agensi pusat – MTEN, EPU, Bank Negara,ParlimentNGOsPrivate employment agenciesResearchersInvestorsUsing EG*NetJSPOperating system PC windows 98/2000/XP/Server HP‐UX/LINUXDatabase Mgmt System OracleCurrent status In operationConcerns At the moment low utilization of SPOKU byemployers to advertise vacanciesOKU jobseekers will have limited chances inmatching with suitable vacanciesHAPM SYNERGY SDN BHD ISP Report 85


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.5.1.3 Labour Market Database (LMD)Service NameLabour Market Database (LMD)Service descriptionLMD is a system that consolidates all informationpertaining to labour market. It is functioning as acentral reporting generation of labour marketinformation for MOHRScope of service(subsystems/modules)Pendaftaran Tempat Pekerjaan dan penyatapekerjaan tahunan (AER)Pemantauan Pemberhentian PekerjaPemeriksaan BerkanunMengendalikan Kes AduanMembicarakan Kes Buruh/Tuntutan PekerjaMenggaji Pkrja Asing/Imigran/BukanPemastautinTuntutan Pampasan PekerjaPendakwaanAduan Gangguan SeksualKompaunLawatan PromosiPelan Membina/Mengubahsuai BangunanPermohonan Sijil Kelayakan Menduduki(CF)Laporan Penggajian Pekerja AsingPengeluaran Surat Pelepasan KontrakPermohonan Permit PerburuhanKhidmat NasihatTugasanKPIPemindahan Fail Sistem SementaraUtilitiFrequency Operational and available 24 x 7 x 356Integration with other EISHAPM SYNERGY SDN BHD ISP Report 86


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameLabour Market Database (LMD)systems LMD WebSystem owner Jabatan Tenaga Kerja (JTK)Data Source EmployersOfficers of JTL and Bhg. Dasar Sumber ManusiaInternal users Jabatan Tenaga Kerja SemenanjungJabatan Tenaga Kerja SarawakJabatan Tenaga Kerja SabahBDSMExternal usersEmployersYear developed 2000Warranty1 tahunType of processingWeb baseDevelopment typeoutsourceMaintenance typeIn house and outsourceSystem architecure Web‐Based ApplicationUse EG*NetLanguageOracle, JavaOperating system Client – PC windows XPServer ‐ HP‐UXDatabase Mgmt System Oracle 10gCurrent statusSedang beroperasiConcernsPerlu penambahbaikan mengikut perubahankeperluan semasa3.5.1.4 Office Productivity SupportHAPM SYNERGY SDN BHD ISP Report 87


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameOffice Productivity SupportService descriptionICT provides office productivity Support system tocater for customer’s requirements for the day to dayroutine activities of management, desk officers andclerical support staff across MOHR.Scope of service(subsystems/modules)Email88entraliIntegration with other systems NoneMean time for service delivery Profile and ID request – within 3 working days Change request – between 1 week to 4months depending on the complexity of therequestSystem ownerMOHRData SourceN/AInternal usersAll Departments and Divisions within MOHRYear developed 2000Warranty1 yearType of processingWeb baseDevelopment typeoutsourcedMaintenance typeoutsourcedSystem architecureClient server/standalone etcBrief description of how it is doneLanguagePC Visual Basic/COBOL/mainframe/filetab??Operating systemPC windows 98/2000/XPDBMSCurrent statusIn operationHAPM SYNERGY SDN BHD ISP Report 88


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.5.1.5 Private Employment Agencies (PEA)Service NamePrivate Employment Agencies (PEA)Service description System is used by Private Employment Agencies(PEA) to submit their monthly statement thatconsists of jobseekers placement information andperformance of the agencies. Informationsubmitted by PEAs will enable ManpowerDepartment officers to monitor and analyse thejob market situation in Malaysia more effectively.Scope of service(subsystems/modules)Add and maintain new and existing PEA profiles. Submit monthly statement consist of :Frequency 24 x 7 x 365Integration with othersystemsMean time for servicedeliverySystem ownerData SourceUpdate Placement of Local WorkerUpdate Placement of Foreign Worker2 types of APS system reporta) Generated by EIS using Oracle Discovererb) Generated by APS – in HTML pagesJabatan Tenaga KerjaFront end (PEAs/ officers key in the data)Internal users Jabatan Tenaga Kerja SemenanjungJabatan Tenaga Kerja SarawakJabatan Tenaga Kerja SabahExternal usersPrivate Employer AgenciesYear developed 2000Warranty1 yrType of processing Web baseDevelopment type OutsourceMaintenance typeIn house and OutsourceHAPM SYNERGY SDN BHD ISP Report 89


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NamePrivate Employment Agencies (PEA)System architecure Web‐Based ApplicationUse EG*NetLanguageOracle and JavaOperating system Client windows XPServer HP‐UXDatabase Mgmt System OracleCurrent statusIn operationConcernsNeed enhancement3.5.1.6 Document Management System (DMS)Service NameDocument Management System (DMS)Service descriptionA system used to track and store electronic documentsand/or images of physical documents(paper documentsScope of service(subsystems/modules)Integration with other Example as input to another systemsystemsMean time for servicedeliverySystem ownerData SourceInternal usersYear developedWarrantyType of processingDevelopment typeMaintenance typeWarrantyProfile and ID request – within 3 working daysChange request – between 1 week to 4 monthsdepending on the complexity of the requestWeb baseoutsourcedoutsourced1 yearSystem architecure Client server/standalone etcHAPM SYNERGY SDN BHD ISP Report 90


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007LanguageOperating systemDBMSCurrent statusConcernsBrief description of how it is donePC Visual BasicPC windows 98/2000/XPIn operationCould be extended and used by all department/division3.5.1.7 Executive Information System (EIS)Service NameExecutive Information System (EIS)Executive Information System provides high‐level view ofService description labour market statistical derived from LMD, JCS and PEA. Itis developed for MOHR top and middle management use.With this system, they are given a direct access to labourmarket statistic.Objective To give a high level view of labour market statisticto MOHR top and middle management.Scope of service(subsystems/modules)Frequency 24 x 7Integration with othersystemsMean time for servicedeliverySystem ownerData Source LMDTo give facility to MOHR top and middlemanagement to directly access labour marketstatistic.List of reports base on BDSM’s formatList of reports base on JTK’s formatList of reports base on PEA’s formatJCSLMDPEAInstitut Sumber Manusia Kebangsaan (ISMK)JCSPEAInternal users Top and middle management of MOHRHAPM SYNERGY SDN BHD ISP Report 91


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameExecutive Information System (EIS)External usersYear developed 2000Warranty1 yearType of processingOnlineDevelopment typeOutsourceMaintenance typeIn house and outsourceSystem architecure Web baseTop and middle management of JTKBahagian Dasar Sumber ManusiaIntranet – EG*NetLanguageOracle DiscovererOperating system Client – PC windows XPServer ‐ HP‐UXDatabase Mgmt System Oracle 10gCurrent statusImplementationConcerns3.5.1.8 FAX systemService NameFAX systemService descriptionScope of service(subsystems/modules)Integration with othersystemsMean time for servicedeliverySystem ownerData SourceSystem in which copies of documents are transmittedthrough telephone network.Example as input to another systemProfile and ID request – within 3 working daysChange request – between 1 week to 4 monthsdepending on the complexity of the requestMOHRHAPM SYNERGY SDN BHD ISP Report 92


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameFAX systemInternal usersMinistry wide within MOHRYear developedWarrantyType of processing OnlineDevelopment typeOutsourcedMaintenance typeOutsourcedWarranty1 yearSystem architecure Web baseLanguageOperating systemDBMSCurrent statusConcernsPC windows 98/2000/XPIn operation3.5.2 Sistem Direktori KakitanganService NameService descriptionObjectiveSistem Direktori Kakitangan KSMThis is an online electronic directory for MOHR staff. Thisinternet and web base application provides informationof MOHR staff such as names, designations, telephonenumbers and email address.To be an updated, reliable and accessible directory forMOHR staffScope of service(subsystems/modules)User module Search Information DisplayAdministrator module Search MOHR Staff data update (Add, Edit, Delete) Designation Data UpdateHAPM SYNERGY SDN BHD ISP Report 93


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameSistem Direktori Kakitangan KSM Division Data UpdateFrequency 24 x 7Integration with other MOHR LDAPsystemsMean time for serviceNonedeliverySystem ownerBahagian Pembangunan Sumber Manusia (BPSM) &Bahagian Teknologi Maklumat (BTM)Data Source LDAPKey‐in by user (BPSM)Internal users MOHR StaffBPSMExternal usersYear developed 2006WarrantyType of processingOnlineDevelopment typeIn houseMaintenance typeIn houseSystem architecureWeb based application/ intranetLanguagePHPOperating systemWindows 2003 ServerDatabase Mgmt System MySQLCurrent statusImplementationConcerns ‐HAPM SYNERGY SDN BHD ISP Report 94


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.5.3 National employment Return (NER)Service NameService descriptionNational Employment Return (NER)This is a web base and online application used by JTKthroughout the country to key in data on employment inlabour market received from NER survey. The datacollection will be used for labour market analysis to helpMOHR establishes the right, reliable and comprehensivelabour market information. This will also helps thegovernment to formulate policy of human resourceseffectively.Objective To develop integrated database that contains importantdata of employment and engagement (labour marketinformation)Scope of service(subsystems/modules)Frequency 24 x 7Integration with other ‐systemsMean time for service‐deliverySystem ownerJTKData SourceLabour Market DatabaseKey‐in by JTKInternal usersJTKExternal usersEmployersYear developed 2007Warranty ‐To collect quality data in helping MOHR perform thelabour market analysis efficient and effectively.Registration moduleMonitoring ModuleCustomer Updating ModuleProductivity ReportHAPM SYNERGY SDN BHD ISP Report 95


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameNational Employment Return (NER)Type of processingOnlineDevelopment typeIn‐houseMaintenance typeIn‐houseSystem architecureWeb based application/ intranetLanguagePHPOperating systemHP‐UX/ UnixDatabase Mgmt System OracleCurrent statusImplementationConcerns ‐3.5.4 Training Management System (TMS)Service NameTraining Management System (TMS)Service description To improve the accessibility, efficiency and quality oftraining delivery process.Scope of service(subsystems/modules)To help in streamline work processes in traininginstitutionsProvide information and Key Performance Indexesstatistics4 main categories: Hospitality Category Student Category Training Category Staff CategoryFrequency System is running 24 x 7Integration with othersystemsEMS (IDB)eSPKMMean time for service not applicable (still in FAT)deliverySystem ownerJabatan Tenaga ManusiaData SourceUser (student, lecturers, etc) key inHAPM SYNERGY SDN BHD ISP Report 96


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameTraining Management System (TMS)Internal users Lecturers from all the training institutionsExternal usersSystem AdministratorStudentsStaff of the training institutionsStudents that register to the training institutions(Institut Latihan Perindustrian)Year developed 2004WarrantyType of processingOnlineDevelopment typeOutsourceMaintenance typeNot applicable (Not implement yet)System architecureWeb‐Based Application/ internetLanguageVisual Basic.net, ASP.netOperating systemPC windows 2000/XPDatabase Mgmt System OracleCurrent statusConcernsFAT StageShould be more user friendly3.5.5 Sistem Persijilan Kemahiran Malaysia Elektronik (eSPKM)Service NameSistem Persijilan Kemahiran Malaysia Elektronik(eSPKM)Service descriptioneSistem Persijilan Kemahiran Malaysia berfungsiuntuk memproses sistem persijilan kemahiranMalaysia dan menguruskan proses pelaksanaansistem berkenaanScope of service(subsystems/modules)Sistem PentauliahanKursus InduksiPengurusan PakarPengurusan NOSSHAPM SYNERGY SDN BHD ISP Report 97


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameFrequencyIntegration with othersystemsMean time for servicedeliverySystem ownerSistem Persijilan Kemahiran Malaysia Elektronik(eSPKM)Pentauliahan Pencapaian TerdahuluKewanganUjianManagement Of Information SystemKad MySkills24 hoursNone at the moment. Still in planning stageOnce a month dependent on needs/requirement.Jabatan Pembangunan KemahiranData Source Daripada pengguna luar dan dalamSistem sebelum ini, dimigrasikanInternal users Users within JPK from the various units, Kewangan Pentauliahan Persijilan KepakaranExternal users Pengguna Pusat BertauliahPersonel Pakar Industri NegaraTenaga Pengajar Pusat BertauliahCalon SKMOrang AwamYear developed 2004Warranty1 yearType of processingWeb BasedDevelopment typeOutsourcedMaintenance typeIn house and outsourcedSystem architecureAplikasi berasaskan web. EG*netLanguageMicorsoft ASP .netOperating systemPC windows XPHAPM SYNERGY SDN BHD ISP Report 98


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Sistem Persijilan Kemahiran Malaysia ElektronikService Name(eSPKM)Database Mgmt System. MySQLOracleCurrent statusmaintenanceConcerns User friendlyMengenal pasti masalah atau pertanyaan yangsering dikemukakan oleh penggunaKelajuan proses sistem terutama ketika aktivitipendaftaran dan semakan3.5.6 e‐Industrial Court (eIC)Service Namee‐Industrial Court (eIC)Service description Register court casesManagement of court cases –manages court casesfrom the point of registration of cases to the finalsettlement of the cases, including areas likeworkflow; case assignment and scheduling, casemonitoring and tracking and database managementfor Industrial Courts of Malaysia.Means of communication among relevant courtpersonnel, the legal professionals and otherinterested parties.Scope of service(subsystems/modules)General Application Workflow Reporting, Statistics and Analysis Online Enquiry and Reporting Official Documents Generation Application Security Alert /NotificationHAPM SYNERGY SDN BHD ISP Report 99


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Namee‐Industrial Court (eIC)Case Referred to Industrial Court Registration and Assignment of Cases Court Case Scheduling Court Cases Monitoring and Tracking Arbitration and Award RecordingStatistical report Statistics Maintain statistical data Review case statisticsManagement of Court Document Document Management Capturing of Precedent Cases Tracking of physical file Access via Internet for authorized public user –enables the public to inquire on case.Integration with other NonesystemsMean time for servicedeliverySystem ownerData SourceInternal usersYear developedWarrantyType of processing Web BasedDevelopment typeMaintenance typeSystem architecureLanguageOperating systemDBMSProfile and ID request – within 3 working daysChange request – between 1 week to 4 monthsdepending on the complexity of the requestIndustrial CourtInput by mahkamah perusahaan & its branches(10).Industrial CourtClient ServeroutsourcedoutsourcedClient serverJavaJBOSS Application ServerMySQLHAPM SYNERGY SDN BHD ISP Report 100


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Namee‐Industrial Court (eIC)Current status Fully operational since March 2007, pilot sept 2006.ConcernsNow in the progress of enhancements. Scheduled tocomplete by end of this year (2007).3.5.7 Enforcement Management System (EMS)Service NameEnforcement Management System (EMS)Service description EMS enables MOHR to plan and manageenforcement and promotional programmes.Registration of employers and places of employmentRegistration of trade unionsFacilities to enable inspection planners to reviewemployer and places of employment records in viewof establishing site inspection plans and coverageFacilities to assist site inspectors in their audit,observations and report of site inspection visitsRegistration of claims, trade disputes and complaintsRegistration of applications for licensesCapturing Performance Data of the Internal Usersfor Accountability purposesMonitor the employment of foreign workersCertification and assessment of foreign worker’s skilland competencyEnsure a harmonious industrial relations climatewithin the countrySharing and routing of information and documentsto investigating and other field officersMonitoring the status and resolution of active casesAggregation of data for input into the MOHRIntegrated Database (SMBK)HAPM SYNERGY SDN BHD ISP Report 101


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameEnforcement Management System (EMS)Scope of service(subsystems/modules)1. General2. Trade union – Monitor the application,processing, checking and decision of trade unionregistration and amendments to trade unionrules/notices3. Industrial Relations – Employer Monitor theresolution, analysis and dissemination ofinformation on trade disputes, trade unions’claim for recognition, industrial actions, claimsfor reinstatement and miscellaneous complaints4. Employer – Includes the registration ofemployers, carrying out statutory inspections,online settlement of complaints and claims, andsettling of workers’ claims/labour cases5. Foreign Worker – Online issuance of certificatesto skilled workers and the licensing process toemploy foreign workers6. Permits Processing – Online issuance of permitsfor exemptions. Includes also generating checklistof application process, generating reminders ofpermit expiry and generating reports7. Sexual Harassment – Provide information andguidance on complaint/grievance procedures,disciplinary rules and penalties8. Special Groups (Disabled workers/pensioner/exdrugaddicts) – Monitor the registration,HAPM SYNERGY SDN BHD ISP Report 102


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameEnforcement Management System (EMS)placement and employment of special group9. Collective Agreement – Monitor, analyse anddisseminate information on collectiveagreements10. Compensation Activity – Provide information toemployers and embassies/foreign missions onworkmen compensation payment to workers andbeneficiaries11. Retrenchment Activity – Provide information andguidance on the retrenchment of employees12. Private Employment Agency – Monitor theregistration of PEA and statistic on local/foreignjobs associated with the PEA13. Kawal Selia – To enable the department to takelegal action after performing investigatingexercises14. Child Care Centre – To enable the department toprocess application requestsIntegration with othersystemsMean time for servicedeliverySystem ownerData SourceInput to Sistem Maklumat Bersepadu KSMProfile and ID request – within 3 working daysChange request – between 1 week to 4 monthsdepending on the complexity of the requestHAPM SYNERGY SDN BHD ISP Report 103


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameEnforcement Management System (EMS)Internal users Jabatan Kesihatan & Keselamatan PekerjaJabatan Pembagunan KemahiranJabatan Perhubungan PerusahaanJabatan Hal Ehwal Kesatuan SekerjaJabatan Tenaga Kerja Semenanjung MalaysiaJabatan Tenaga Kerja SabahJabatan Tenaga Kerja SarawakBahagian Dasar Sumber ManusiaBahagian Dasar PerburuhanBahagian Kawal Selia & PenguatkuasaanExternal usersYear developedWarrantyType of processing Batch Processing at mainframe? At PC?Development typeMaintenance typeSystem architecureLanguageOperating systemDBMSCurrent statusConcernsChange request – between 1 week to 4 monthsdepending on the complexity of the requestBatch/onlineOutsourcedOutsourcedClient serverBrief description of how it is donePC windows 98/2000/XPTestings stage of projectNot implemented yetHAPM SYNERGY SDN BHD ISP Report 104


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.5.8 Sistem Rayuan Pemulihan Kerja (eJPP)Service NameSistem Rayuan Pemulihan Kerja (eJPP)Service description This system is for claims reinstatement (which coversinvestigation and settlement of issues, conciliationmeeting details).ObjectiveScope of service(subsystems/modules)Registration for reinstatementSet conciliation dateFrequency 24 x 7Integration with other Enforcement Management SystemsystemsMean time for servicedeliverySystem ownerJabatan Perhubungan PerusahaanData SourceClaimants that claim for reinstatementInternal users JPPExternal usersMinister of MOHRClaimantsYear developed 2007WarrantyType of processingOnlineDevelopment typeIn houseMaintenance typeIn houseSystem architecure Web baseLanguageInternet – EG*NetPHPOperating system Client – PC windows XPDatabase Mgmt SystemCurrent statusConcerns ‐Server ‐ HP‐UXMySQLDevelopmentHAPM SYNERGY SDN BHD ISP Report 105


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.5.9 Sistem Penilaian Tahap Kecekapan KSMService NameSistem Penilaian Tahap Kecekapan KSM (PTK)Service description Bahagian Pengurusan Sumber Manusia (BPSM) uses thissystem for Level Competencies Assessment (PTK)application management. This application helps BPSM todo necessary arrangements for the candidates to sit forthe PTK examination such as processing the applicationsand issues the examination slips.ObjectiveScope of service(subsystems/modules)Apply for PTK examinationApproval and Issuance Letter of OfferMarkingMaintenance (Profile, subject, location, etc)AppealSNC PreparationReportingFrequency 24 x 7Integration with other‐systemsMean time for service‐deliverySystem ownerBahagian Pengurusan Sumber Manusia (Unit PTK)Data SourceUser key in dataInternal users Bahagian Pengurusan Sumber Manusia (Unit PTK)External users ‐Year developed 2005Warranty ‐Type of processingOnlineDevelopment typeIn‐houseMaintenance typeIn‐houseStaff of MOHR and its departmentsHAPM SYNERGY SDN BHD ISP Report 106


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007System architecureWeb‐basedLanguagePHPOperating systemWindows 2003 ServerDatabase Mgmt System MySQLCurrent statusImplementationConcerns ‐3.5.10 eTrackingService Namee‐TrackingService descriptionThis is an application that allows BTM staffs to updatetheir activity in office such as out of office, meeting,seminars, course, etc. This application also providesfacility for every staff in BTM to perform searching inorder to see the availability of the other staff. Every staffis given an id and password to log in and update theirstatus. A report can also been generated from thisapplication for monitoring by the management of BTM.ObjectiveScope of service(subsystems/modules)To provide information to every body in BTM ofavailability of the BTM staffStaff activity information add/ update/ deleteDisplay staff availability information by date, nameor designationSearch staff availability by date, name anddesignationAdministrative function for administratorFrequency 24 x 7Integration with other‐systemsMean time for service ‐HAPM SYNERGY SDN BHD ISP Report 107


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Namee‐TrackingdeliverySystem ownerBahagian Teknologi MaklumatData SourceUser key in dataInternal usersBahagian Teknologi MaklumatExternal users ‐Year developed 2006Warranty ‐Type of processingOnlineDevelopment typeIn‐houseMaintenance typeIn‐houseSystem architecureWeb baseIntranet – EG*NetLanguagePHPOperating systemWindows 2003 ServerDatabase Mgmt System MySQLCurrent statusImplementationConcerns ‐3.5.11 Central Electronic Data System (CEDS)Service NameCentral Electronic Data System (CEDS)Service descriptionCEDS is a platform for foreign workers to do registrationfor induction course. It is also a tool for JabatanPembangunan Kemahiran, Malaysian Training Provider(MTP), Training Centres (TC), Immigration Department andHAPM SYNERGY SDN BHD ISP Report 108


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameCentral Electronic Data System (CEDS)Malaysian Embassy to monitor Foreign Worker InductionCourses (IC).ObjectiveTo provide a web base system to ease the registration andmonitoring of foreign worker induction course.Scope of service(subsystems/modules)Frequency 24 x 7Registration of Candidates for IC by MTP or TC viaFront End (web enabled)Request for Changes on Registration via Front EndIC Acceptance by JPK via Back EndApprove and Update Request via Back EndDownload Question Paper, Answer Sheet andMarking Template by MTP / TC via Front EndUpdate Result by MTP / TC via Front EndResult acceptance by JPK via Back EndResult verification by JPK via Back EndReport Printing via Back EndAllocate Blank Certificate via Back EndCertificate Printing and Serial number update by MTP/ TC via Front EndCertificate Maintenance via Front EndRequest for ReprintingIntegration with othersystemsIntegrate with other web services in JabatanPembangunan KemahiranMean time for service ‐deliverySystem ownerJabatan Pembangunan KemahiranData SourceUser key in data onlineInternal usersJabatan Pembangunan KemahiranExternal users Malaysian Training Provider (MTP)Training Center at Source Country (TC)HAPM SYNERGY SDN BHD ISP Report 109


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameCentral Electronic Data System (CEDS)Malaysian Embassy (ME)Malaysian Immigration (MI)Year developed 2007Warranty1 yearType of processingOnlineDevelopment typeOutsourceMaintenance typeOutsourceSystem architecureWeb basedLanguageWeb Based – ASP.NETBack End ‐ VBReporting ‐ Crystal ReportOperating system Windows XP / MS Server 2003Database Mgmt System MS SQL 2005Current statusImplementationConcerns ‐3.5.12 JKKP’s Sistem Maklumat Bersepadu (SMB)Service NameJKKP’s SISTEM maklumat bersepadu fasa 2 (smbf2)Service descriptionSMBF2 project was implemented to automate the coreactivities of the department. It provides facilities to carryout enforcement activities undertaken by DOSH such asregistration of factories, statutory inspections andissuance of certificate of fitness (CF) and investigation ofaccidents and complaints.ObjectiveScope of service(subsystems/modules)To improve service delivery and productivityRegistration Module (workplace, competent person(OYK), competent firms)Approval (Industrial health equipments, approval ofHAPM SYNERGY SDN BHD ISP Report 110


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameJKKP’s SISTEM maklumat bersepadu fasa 2 (smbf2)machinery and equipment design etc.)Frequency 24 X 7Integration with othersystemsMean time for servicedeliverySystem ownerData SourceInternal usersEnforcement (notice and compound, USECCHenforcement, noise enforcement, CHRA enforcement,CPL enforcement, accidents investigation andprocecution)Reporting modulePayment ModuleIntegration with e‐government Portal (Onlineservices)Integration with SKUDIntegration with EMS‐JKKPData entry by internal usersJKKP staffExternal usersNilYear developed 2005Warranty1 yearType of processingWeb based (Intranet)Development typeOutsourceMaintenance typeInhouse and OutsourceSystem architecure Distributed system (each state has their owndatabase server, replication is done daily)LanguageUse eG‐NetLotus notesOperating system Windows 2000/XP / MS Server windows 2000Database Mgmt System MS SQLCurrent status State Module – Roll‐out to all state (from 1 Oct until 6Dec 2007)Concerns ‐HAPM SYNERGY SDN BHD ISP Report 111


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameJKKP’s SISTEM maklumat bersepadu fasa 2 (smbf2)3.5.13 JKKP’s Sistem Kawal Urus Dokumen (SKUD)Service NameJKKP’s Sistem Kawal Urus Dokumen (SKUD)Service descriptionSKUD is a Technical Document Management System whichallows JKKP to accept, process and approve application ofmachinery and equipment design in both manually andelectronically. An application consists of application letter,engineering drawings and plan and supporting document.ObjectiveTo improve service delivery and productivityScope of service(subsystems/modules)1. SKUD System and Sub‐systemSKUD System – a main platform for applicationregistration, workflow process, monitoring andapprovalSKUD Laporan – module to provide statisticalreportingSKUD Client – module used by JKKP’s customers tosubmit applicationsSKUD Import Export – module for JKKP to register andupdate the submitted SKUD Client data into SKUDSystemSKUD Letter – module to create letter templateSKUD Enquiry – module for counter officers to keeptrack of application statusPCDOCS SystemPCDOCS DOCS Open – engine to provide documentmanagement serviceDOCS Imaging – Imaging software for documentHAPM SYNERGY SDN BHD ISP Report 112


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service NameFrequencyIntegration with othersystemsMean time for servicedeliverySystem ownerData SourceInternal usersJKKP’s Sistem Kawal Urus Dokumen (SKUD)scanningRocket Review Pro – For reviewing AutoCAD designdrawingDocument Sentry Agent – Security service andprovide audit trail of documentOffice Hour (8.00 – 5.30 pm)Integration with SMBF2 system‐Bahagian Keselamatan Industry – JKKPInput from end user (JKKP Staff)JKKPExternal usersNilYear developed 1999 – software upgraded in 2007Warranty1 yearType of processingClient serverDevelopment typeOutsourceMaintenance typeInhouse and OutsourceSystem architecureClient serverLanguageVisual BasicOperating system Windows XP / MS Server 2003Database Mgmt SystemCurrent statusImplementatedConcerns ‐HAPM SYNERGY SDN BHD ISP Report 113


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Assessment on current systemsAssessment on current systems can be summarized as follows;Systems Documentation are generally not updated regularly or not available for some systems.Applications developed do not have a complete systems documentation.;There are applications which not being used by all users;Some applications are not used by the users as they prefer doing it manually or for some theyare not aware that the facilities exists.Websites require improvements or upgrade into portal as to improve attractiveness to targetedtraffics;Duplication of data capturing for example employer profile is captured in JCS. It is also capturedin SPOKU and in LMD;Duplication of data throughout the ministry for example in JCS employer profile captured and itis also captured at PSMB’s system;Data needs to be verified and cleansed;Details of the assessment on each system are as follows;Systems Current Assessment Areas of Improvement RecommendationsJob clearingsystem (JCS)• Low utilisation by public‐ Low utilisation could bedue to less awareness ofpublic on MOHR'sfacilities‐ Public preference toPrivate EmploymentAgencies• conducted severalpromotional activities andawareness programs‐ job fair‐ Kiosk• The system is under thecustody of the manpowerdepartment and will servethe needs of theManpower dept. and jobclearing centres. Howevernot all employers/jobseekers register with JCS• IT related‐ System response‐ system userfriendliness• Non‐IT related‐ public awarenesscampaigns‐ relook at the jobvacancies offered andthe demands for workplacements• Need to look intorepackaging and repositioning• System todetect/identify rootcause of such ascenario.• Improve policy toensure that all privateemployment agenciesregister with MOHR orare online to MOHR.• Use of SMS willfacilitate more jobseekers to access thesystem.SistemPenjodohanOrang KurangUpaya (SPOKU)• SPOKU is a system thatenables employers whowish to open vacancies forOKU to do it online atanytime with no charge.This system is a subset ofJCSStudy the possibility tobe consolidated with JCSas both have the samefunctionalitiesHAPM SYNERGY SDN BHD ISP Report 114


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Systems Current Assessment Areas of Improvement RecommendationsLabour MarketDatabase(LMD)• On the other side, SPOKUalso provides facilities fordisabilities to doregistration, job searchingand job application.• JTK plays an important rolefor the success of thesystem by doingpromotions, help and adviceof the employment supportand disabled scheme.• The system is under thecustody of MOHR forinternal users. It receivesinformation from EMS, JCS,TMS, for the consolidationof labour market statistics.It also captures data onemployers, workplace andretrenchment.• It has some redundant datacapture of employer info asit is also captured at JCS andSPOKU and PEA.• As highlighted in JCS above,not all employers or jobseekers/public registerswith MOHR thus the reportsmay not be accurate.• link to external resourcesmay not be adequate, needto link to other externalagencies perhaps• IT related‐ Accuracy of the marketanalysis report due toinsufficient informationcaptured from EMS andJCS• Non IT related‐ How do we get thepublic to fully utilise thefacilities provided byMOHRLMD may remain asoperational reports forJCSOfficeproductivitysystem (OPS)• It is under the custody ofMOHR and serves the needsof users of MOHR.• Subsequently forms thebasic infrastructure for thecore applications of MOHR.• The facilities provided arenot fully utilised becausethey are not sure how touse them.• Does not meet usersexpectations in terms ofresponse time• There is a need to trainusers as there may benew staff to theorganisation.• Training programmes.• the whole system needsto be relooked/ reevaluatedto ensure it isfully integratedthroughout the ministry• System Infrastructureneed to be upgraded tosupport the enterpriseapplications• Re‐training staff on thefacilities provided withOPS.• Facility to measureusage across theministry.• Policy/ Arahan for theuse of OPS withinMOHR.• To include OPS in theManual Prosedur kerja(MPK).• To incorporate intoPortal for easieraccess.HAPM SYNERGY SDN BHD ISP Report 115


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Systems Current Assessment Areas of Improvement RecommendationsPrivateEmploymentAgency (PEA)• The information capturedhere should tie back withEMS, JCS and subsequentlyIDB. Presently donemanually.• Presently not all PEAs outthere are registered withJTK. However there is a lawthat states that they must.• Not all PEAs provide reporton stats on total vacanciesetc with the regards to thepea.MOHR will not/ does nothave concise stats on PEAs/ stats on vacancies etc• to provide platform toenable PEAs tointegrate with MOHRsystem• To consolidate thismodule into MainSystem (Maybe EMS orJCS). Provide onlineregistration throughMOHR Portal intoCentralised DatabaseDocument MgmtSystem (DMS)• Document imaging system isnot widely used by users.• Some users may notrealized that the facilitiesexist.• introduce physicalrecord managementsystem• To include DMS in theManual Prosedur kerja(MPK).• To incorporate intoPortal for easy accessExecutive InfoSystem (EIS)Currently only producesstandard (canned) reports.Drill‐down, slide and dicefunctionalities are notavailable.MoHR requires morecomplex yet flexiblereporting systems.Merge thefunctionalities of EIS toBusiness intelligenceFAX ‐ integratedfaxAn excellent system that arenot realized at the enterpriselevel.Awareness programs ofthe system availability.A properimplementation planneeds to be executedproperly so as tomaximize usage of thesystem.May be grouped underOPCJKKP's SMB(sistem maklumatbersepadu)Initially it was to beimplemented as a part ofEMS. However it wasimplemented separately in2005 by JKKP. The system isoperating well within thecurrent JKKP environment.Require improvements interm of online access andservices to the customers.• To develop onlineservices as anextension to thesystems. It mayinclude a one‐stopcenterfor registrationand submission ofaccident reports toboth JKKP and SOCSO.• Subsequently thesystem need to beintegrated with EMSand centralizeddatabase.HAPM SYNERGY SDN BHD ISP Report 116


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Systems Current Assessment Areas of Improvement RecommendationsSistem KawalUrus Dokumen(SKUD)• SKUD is a TechnicalDocument ManagementSystem which allows JKKP isto accept process andapprove the applications ofmachinery and equipmentdesign in both manually andelectronically. Anapplication consists ofapplication letter,engineering drawings andplans, and supportingdocuments.• The system is currently fullyutilized by JKKP• Online submission ofdocuments wouldimprove theconvenience ofdocument of submission.• The current processinclude physicaldocuments movealongside the electronicdocument. A new policywould be required toeliminate the need ofphysical documents• Develop andimplement onlinedocument submission,hence extending theSKUD services direct tothe customers• Study the possibility ofeliminating thephysical documentsrequirementsMahkamahPerusahaan'sCase mgmtsystem (eIC)implemented sept.2006• Retrain the users.• Tools to measureutilisation of system.• Integration of eIC to EMSand JCS• Change management• integration with thesystems within MOHRand external agenciessuch as JPN• a record managementsystem thatautomatically recordcourt proceeding (e.g.converting voice intotext)e‐persijilankemahiran M'sia(eSPKM)• It is integrated withBahagian Tabung's systemswhich will provide is theplace for pembiayaanpinjaman latihan kemahiran• Developed by Majlis LatihanVokasional Kebangsaan• Implemented sept 2005• Has similar functions as TMS• to consolidate thefunctionalities of thesystem into the coresystems of MOHR i.e.EMS and JCSTraining MgmtSystem (TMS)• It manages the applicationsfor training,• Provides managementreports on statisticalinformation.• Currently the system is onlyfor the industrial traininginstitutes under MOHR.• Need to look at thepossibilities of training orcourses offered otherthan the industrialtraining centers underMOHR.• Capacity of traininginstitutes against thenumbers to be trained.• To re‐evaluate thecourses offered in orderto meet with thedemands for skilledlabour locally andinternationally.• Integration withexternal trainingcentres locally as wellas abroad.• Integration withexternal agencies likeJPN and MOHE• A schedulingmechanism for tomonitor attendanceand response of thetraining.• Study the needs for e‐learning contentssuitable for internalHAPM SYNERGY SDN BHD ISP Report 117


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Systems Current Assessment Areas of Improvement RecommendationsEnforcementMgmt System(EMS)Labour MarketAnalysis System(LMAS)• EMS is still undergoingtesting and due forimplementation soon.• The system contains 14modules which cover corebusiness of MoHR• The facilities provided willinclude extract & formatdata, tools to analyse data,report generation anddistribution.• The system will be underthe custody of MOHR'sPolicy Planning andResearch Division, andserves the users acrossMOHR• It has been scheduled forimplementation in2007/2008• This system will be mergedwith MOHR's InformationBureau to become MIDAS• capacity of trainers andskills need to re‐lookedand re‐evaluated inorder to meet thedemands and trend ofapplications• Integration with JCS.• Should tie in with thePEAs and the employersand the employees andpotential job seekers.• A policy that requireeveryone should registerwith MOHRExtraction of data shouldhave one source of datai.e. the centraliseddatabase .and externalcustomers• promotional activitiesfor public awareness• A workflow system,document trackingsystem for theinspection and auditactivities of thesystem.• To have a fullintegration of thesubsystems (JCS, TMSand EMS).• Integration withImmigrationDepartment on issuesrelating to foreignworkers.• May need to look intodifferent name for thesystem to be morecustomer friendly• Ensureimplementation isdone through effectiveplanning. Theimplementation teamshould look into thefollowing factors;‐ Process adaptation‐ Policy andprocedures‐ Skills and knowledge‐ Mindset change• Business intelligencetool to measuresystem utilization• integration with somemajor international HRdata resourcesexample Japan,Singapore and IndiaHAPM SYNERGY SDN BHD ISP Report 118


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.6 StrategyMOHR has been guided by ISP Report 2007 as its ICT strategy. 10 years after the ISP was written,there are new requirements triggered by new business strategies and changing business needs.The existing ISP needs to be reviewed and the new ISP document will provide a new direction inmoving forward to achieve the desired goals. This will allow MOHR exploit new technologies tosupport its current and future needs.There are a number of ICT areas that MOHR need to consider as follows;Data Management StrategyApplication Development StrategyIT Communication StrategyBusiness Continuity StrategySecurity StrategySome applications were developed for temporary purposes due to the delay in the implementationof major applications. The development of the temporary applications were done by differentvendors and may not follow the requirements of the major applications especially in term of datastructure, functionalities and workflow which may complicate integration and migration activities.3.7 TechnologyThis task will cover the technology dimension of the assessment. Determine the effectiveness of theexisting infrastructure and technologies to meet current and future ICT infrastructure needs. Assessthe stability and performance of the current infrastructure and the ability to extend the reach tousers.HAPM SYNERGY SDN BHD ISP Report 119


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.7.1 ICT InfrastructureICT infrastructure is divided into the following areas;below area;Network InfrastructureData CenterSecurity Infrastructure3.7.1.1 Network InfrastructureThe current network infrastructure in general is as follows;Able to cater the current applications needs.The network design used is using Star Topology and based on the 2‐Tier architecture.The technology platform of the network system is based on AsynchronousTransfer Mode (ATM).Connection to EG‐Net and Internet is via the Putrajaya Campus Network (PCN) which ismanaged provide by MAMPU. MOHR does not have a dedicated connection to its ownagencies.3.7.1.2 Data CenterInformation about the data center infrastructure located in Level 6, Block D4 in general;Estimated floor area is about 70 square meters.Physical design of the data center and Mechanical & Electrical is following thespecification and standard. The systems installed in the data center are;Network and Electrical cablingUninterruptible Power Supply (UPS)Cooling SystemRaised FloorBackup System was done manuallyHAPM SYNERGY SDN BHD ISP Report 120


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007MOHR is in the process of setting up another data center3.7.2 Application DevelopmentIn the past 5 years, most of the internal applications were developed using a commercialproducts. Only recently, MOHR has started to use an Open Source technology. As for the officeapplications, MOHR is still using the commercial products.The applications that currently used in MOHR can be categorized as below;Operating SystemsDatabaseBusiness Application PlatformsProgramming Languages3.7.2.1 Operating SystemMost of the operating systems for the application system in MOHR is using Unix‐like operatingsystem such as HP‐UX and Linux (CentOS, Red Hat, SuSE, OpenBSD, FreeBSD). However, 90%desktop users are still using Microsoft Windows (XP, Win98). Nevertheless, the MOHR isencouraging the use of open source in the Ministry. Training on open source is among theinitiative taken by the ministry to introduce and familiarize them with open source products.3.7.2.2 DatabaseCurrent systems are mostly a database application systems based on Relational DatabaseManagement (RDBMS) concept.Oracle is one of the popular databases used in MOHR. However, the use of open sourcedatabase such as MySQL is increasing and becoming more popular in developing newapplications.HAPM SYNERGY SDN BHD ISP Report 121


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073.7.2.3 Business Application PlatformsBusiness application platform in MOHR is a web based application. Web servers used are;Apache tomcatGeronimoApache web serverEmail server ‐ Sun Java messaging systems3.7.2.4 Programming LanguagesCurrently, MOHR is very supportive to open source application development. Hence, most ofthe applications were developed using open source. Only few applications are using commercialproducts. Programming languages that used in MOHR are;JavaJSPPHPVB.netASPHAPM SYNERGY SDN BHD ISP Report 122


ICT Strategic Direction


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20074.0 ICT STRATEGIC DIRECTIONICT strategies shall be aligned with the MOHR Strategic Plan and identified ICTinitiatives shall support its activities in achieving the MOHR Strategic goals. Currenttechnologies, systems and strategies need necessary re‐alignment as new businesschallenges emerge and new technologies become readily available.This section of the document recommends the foundation for the ICT roadmap forMOHR for the next 5 years. As technology changes rapidly, this recommendationshould be continuously reviewed overtime to consider alignment to prevailingcorporate strategies, latest technologies and the applicability of technologies in itscurrent state. This strategy is designed to support MOHR current Strategic Plan and itsservice offering, both internally and externally. This recommendation has also takeninto account MAMPU e‐Government initiatives, MOHR ICT Strategic Plan 1997 andother related government ICT initiatives.MOHR strategic direction should address the following elements;Provide and overall view on the current status of the ministry in terms of achievementsof its goals.Enable accurate information of the labour situation in the country and all other relatedinformation within MOHR on timeliness basis anytime anywhere.Foster collaborative environment and sharing of information amongst stakeholders.Promote paperless environment through workflow and automation of work processeswithin the Ministry. This is to ensure that all processes are carried out efficiently andeffectively.Enable the consolidation of data throughout MOHR and related sources to be doneefficiently and effectively as to provide the stakeholders the required labourinformation.HAPM SYNERGY SDN BHD ISP Report 124


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Identifying the ICT Strategies is based on the important elements as shown in figure 11below. These elements are critical as to ensure that the strategies are in line with theMOHR business strategies.PELANSTRATEGIK2007 - 2011MANAGEMENT &OPERATIONAL NEEDSCURRENT &ONGOING ICTINITIATIVESMOHR ISP 1997JKKP ISPBEST PRACTICESMAMPU PISPFRAMEWORKSMOHR ISPFigure 11: MOHR ISP Key Guide4.1 ICT Re‐AlignmentTo ensure strategic requirements of MOHR are supported, the following elements are taken intoconsideration in developing the ICT strategies;• Requirements to support strategic goals as identified by the MOHR Strategic plan.• Previous ISP that was developed by the ministry and department within MOHR.4.1.1 MOHR Strategic GoalsMOHR, in her Strategic Plan has identified six key strategic goals to be achieved in the next fiveyears. They are;In ensuring the achievements of her vision, MOHR has formulated a six‐pronged strategic goals to beachieved in the next five years. These goals are;HAPM SYNERGY SDN BHD ISP Report 125


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20071. Create job opportunities and ensure workers rights2. Foster a harmonious industrial relations3. Mitigate industrial Disputes fairly and just.4. Implement a dynamic occupational safety and health practices5. Develop a competitive human resources for the country6. Provide social security netFigure 12: MOHR Strategic GoalsICT initiatives have been identified to support the achievements of these strategic goals as follows;Strategic Goal 1: Create job opportunities and ensure workers rightsICT Re‐alignmentTarget SolutionsCentralised Database of all information about MOHR Centralised Databaselabour market (Database of Companies, Jobs,Job Seekers/ workforce/ Population) Business intelligence that provides analysis and Business intelligenceHAPM SYNERGY SDN BHD ISP Report 126


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007ICT Re‐alignmentTarget Solutionsstrategic information about labour marketKnowledge Bank to promote the sharing ofknowledge/ information and collaboration withagencies associated to MOHR.Integration with external agencies for betteraccess of workforce supply and industrydemands (JCS outreach)Enterprise Performance Support System(BSC/KPI/ Performance Management) tomanage and provide overall view of theorganisational performanceIntegrated Portal – Single window access to allfunctional systems and informationKnowledge Bank/ Workflow/CollaborationData integration with internal /external agenciesEnterprise Performance ManagementSystemsIntegrated PortalBusiness IntelligenceMOHR PortalOne-StopInformation Center,Single sign-onA centralizeddatabase of allinformation onlabour marketA JobPlacementSystemFigure 13: ICT re‐alignment to Strategic Goal no. 1Strategic Goal 2: Foster a harmonious industrial relationsHAPM SYNERGY SDN BHD ISP Report 127


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007ICT Re‐alignmentKnowledge Bank to promote thesharing of knowledge/ informationand collaboration with employers andworkers union. (Also WorkflowManagement/ Collaboration)Database that keeps of all informationabout workers unions and theirmembers.A Better communication channel forimproved information disseminationto unions and their members.A customer relationship managementsystem to manage tripartismrelationship and manage customersefficiently and effectively.Target SolutionsKnowledge bankCentralised databaseMOHR Integrated PortalCustomer Relationship Management(CRM) systemA CRM System tomanage customersand TripartismRelationshipMOHR PortalOne-StopInformation Center,Single sign-onA centralizeddatabase of allinformation onlabour marketFigure 14: ICT re‐alignment Strategic Goal no.2HAPM SYNERGY SDN BHD ISP Report 128


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goal 3: Mitigate industrial disputes fairly and justICT Re‐alignmentKnowledge Bank to promote thesharing of knowledge/ informationand collaboration with releventparties. (Also WorkflowManagement/ Collaboration)A customer relationship managementsystem to manage tripartismrelationship and customers efficientlyand effectivelyCase Management System to manageindustrial/ labour cases effectivelyand efficientlyTarget SolutionsKnowledge Bank/ Workflow/CollaborationA Customer RelationshipManagement (CRM)Case Management SystemA CRM System tomanage customersand TripartismRelationshipCourt & CaseManagement SystemFigure 15: ICT re‐alignment to Strategic Goal no. 3HAPM SYNERGY SDN BHD ISP Report 129


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goal 4: Implement a dynamic occupational safety and health practicesICT Re‐alignmentSupport systems that helps promotesafety and health at work place andalso enforce OSH laws and regulationsCommunication channel to improvereporting of OSH incidents.Training Systems to manage andcoordinate OSH training programsKnowledge Bank to promote thesharing of knowledge/ informationand collaboration with releventparties. (Also WorkflowManagement/ Collaboration)Reporting capability to analyse andreports on strategic informationsregarding OSHTarget SolutionsEnforcement and promotionsystemsA portal that provide an onlinesubmission of reportsTraining Management SystemsKnowledge Bank/ Workflow/CollaborationBusiness IntelligenceMOHR PortalOne-StopInformation Center,Single sign-onBusiness IntelligenceEnforcementManagementSystemTrainingManagementSystemsFigure 16: ICT re‐alignment to Strategic Goal no. 4HAPM SYNERGY SDN BHD ISP Report 130


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Strategic Goal 5: Develop a competitive human resources for the countryICT Re‐alignmentA Centralised Database that is able tocapture and analyse data on skillneeds for the country.Training management system tomanage and coordinate trainingprograms through the countryCommunication / network withtraining agencies for collaborationsKnowledge Bank/CompetenceStandard/ AccrediatationReporting capability to analyse andreports on strategic informationsregarding technical and vocationaltraining in relation to skills supply anddemandAn online learning systems thatpromote and enable the workforce tocontinuously learn at their pace attheir own timeTarget SolutionsMOHR Centralised DatabaseTraining Management SystemKnowledge Bank/ Workflow/CollaborationBusiness Intelligencee‐Learning SystemHAPM SYNERGY SDN BHD ISP Report 131


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Business IntelligenceTraining ManagementSystems with e-learningcapabilitiesMOHR PortalOne-StopInformation Center,Single sign-onA centralizeddatabase of allinformation onlabour marketFigure 17: ICT re‐alignment to Strategic Goal no.5Strategic Goal 6: Provide social security netICT Re‐alignmentTarget SolutionsKnowledge Bank to promote the Knowledge Bank/ Workflow/sharing of knowledge/ information Collaborationand collaboration with releventparties and promote tripartism. (AlsoWorkflow Management/Collaboration).A customer relationship management A Customer Relationshipsystem to manage tripartism Management (CRM)relationship and customers efficientlyand effectivelyDatabase of companies/ Database of MOHR Centralised DatabaseworkersOffice productivity SystemOffice Productivity Systems(email/DMS etc) Performance Based Management Enterprise PerformanceHAPM SYNERGY SDN BHD ISP Report 132


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007SystemICT Re‐alignmentTarget SolutionsManagement SystemsA CRM System tomanage customersand TripartismRelationshipMOHR PortalOne-StopInformation Center,Single sign-onA centralizeddatabase of allinformation onlabour marketFigure 18: ICT re‐alignment to Strategic Goal no. 64.2 MOHR Operational NeedsThe following solutions are needed to improve MOHR internal processes;1. Vendor Tracking Systems. The system is to assist Finance Division to maintain adatabase of vendors and suppliers. This include the function of price comparison,monitor past performance, company status (if the company have been black‐listed andother administrative functions. The systems will enable MOHR to conduct detailed andaccurate analysis. Currently this function is handled manually and a lot of resources arerequired to complete the tasks.2. Technical Comments Consolidation System. The system is to assist Finance Division toseek and manage technical comments from relevant parties regarding equipmentsrequested.HAPM SYNERGY SDN BHD ISP Report 133


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007In summary, the above re‐alignment and provision of MOHR operational needs, would summarisethe ICT initiatives as follows;MOHR PortalOne-StopInformation Center,Single sign-onVendor MonitoringSystemEnforcementManagement SystemA JobPlacementSystemBusiness IntelligenceA CRM System tomanage customersand TripartismRelationshipTechnical CommentsConsolidation SystemCourt & CaseManagement SystemA centralizeddatabase of allinformation onlabour marketTraining ManagementSystems with e-learningcapabilitiesFigure xxx: Re‐aligned ICT initiatives4.3 Enabling MOHRThrough the above re‐alignment and the provision of the operational needs would enable MOHR toachieve its strategic goals. These ICT initiatives can be further categorised as follows.HAPM SYNERGY SDN BHD ISP Report 134


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Performance ManagementMOHR PortalOne-StopInformation Center,Single sign-onLabour DemandLabour SupplyCommunity ApplicationsMalaysian Human Resources OnlineServices (MyHOS)Customer Relationship ManagementENABLINGMOHRApplicationsMOHR InternalApplicationseGApplicationsA centralizeddatabase of allinformation onlabour marketFigure xxx: Enabling MOHRThe above initiatives consist of existing systems and some newly identified opportunities. Thecurrently available systems are made of enterprise solution designed to support operational needsof MOHR. New opportunities focus on the need to provide value added support for information tothe top management and other stakeholders.HAPM SYNERGY SDN BHD ISP Report 135


ICT Strategies


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20075.0 ICT STRATEGIESThe ICT framework formulated for MOHR is in line with the ICT framework defined by MAMPU. Thisis important so as to ensure that the initiatives to be implemented fulfill ICT environmentenvisioned by the Malaysian Government. The MOHR ICT framework is depicted in Figure 19.VISIONMOHR VISIONCUSTOMERS COMMUNITIESMOHR STAKEHOLDERSACCESS CHANNELSSMS MOBILE WEB IVR PHONECOUNTER FAXGATEWAYMOHR i-PortalStrategic Performance System(Balance score Card/ KPI system)APPLICATIONSCOMMUNITYAPPLICATIONSBusiness IntelligenceINTERNALENTERPRISEAPPLICATIONSAPPLICATIONSeGAPPLICATIONSSECURITYKNOWLEDGE WAREHOUSEMOHR Centralised DatabaseINFRASTRUCTUREINFRASTRUCTUREENABLING ENVIRONMENT•LEADERSHIP & COMMITMENT•POLICY & GOVERNANCE• SMART PARTNERSHIP• SUPPORT STRATEGY• PEOPLE & CULTURE•CHANGE MANAGEMENT• ICT AN INTEGRAL TO HRDEVELOPMENTFigure 19: MOHR's ICT FrameworkThe main elements of ICT required by the Ministry to support this ICT framework are as follows:Identify the requirements of the stakeholders at the Ministry Identify the information (integration) requirements and flow amongst departments/ divisions /agencies within MOHRProvision of MOHR’s centralized database to encourage cooperation and information sharing amongstaff and relevant authoritiesProvision of access channel that is suitable to relevant authorities and the MinistryProvision and development of relevant application systemsProvision of infrastructure to support the required application systemHAPM SYNERGY SDN BHD ISP Report 137


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Enabling environment that is supportive of ICT application in all managerial aspects of the Ministry5.1 MOHR StakeholdersMOHR stakeholders are wide ranging. They involved local and international parties requiring specificinformation from the Ministry;Figure 20: Key StakeholdersHAPM SYNERGY SDN BHD ISP Report 138


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007The above category of stakeholders can be detailed out as follows:Customer/ StakeholderCategoryStakeholdersCustomer/ StakeholdersPrime MinisterDeputy Prime MinisterMinisters (Jemaah Menteri)ParliamentMinisters and Deputy MinistersState SecretariatesInternational OrganisationEmployersILO, ASEAN, APEC, ASEMEmployers AssociationEmployers Unions (13)Multinationals Companies )Partnership Companies ) (665,679)Sole Proprietorship )Trade Association )Workers Workers Unions (608)Local Workers (8,117,092)Expatriates (33,065)Foreign Workers (1,895,243)Training Supervisors Private Vocational Institute Supervisors (1,100)Acredited Center (Pusat Bertauliah)Public Vocational InstituteTrainees/ Students Vocational Trainees/ Students (500,000)Social GroupsGovernment AgenciesNon‐Government Organisations (NGO)EPU, MTEN, MOF, KHEDN, MIDA, NPC, MAMPU, MOHE, MOE,IMMIGRATION, JPN, PDRM, ARMED FORCESApplication systems developed and made available must be operating in an environment thatfacilitates exchange of information and cooperation with the interested parties while at the sameHAPM SYNERGY SDN BHD ISP Report 139


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007time taking into account variety of platforms that are used by the stakeholders. Any initiatives musttake into account requirements and current infrastructure.Generally, stakeholders can be grouped into two categories;Two way relationship, where there are active cooperative participations between the stakeholdersand MOHR based on information requirements;Exchange of information with the stakeholdersCollaborative relationship with the stakeholdersCollaborative relationship with the stakeholders through access channelsOne way relationships, where the stakeholders require the information from MOHR or MOHRrequire information from them.Amongst the information required by the above stakeholders are described below.StakeholdersStakeholder From MOHR To MOHRPrime MinisterDeputy PrimeMinisterMinisters (JemaahMenteri)ParliamentMinisters andDeputy MinistersLabour Market Research &StatisticsPolicy Advice/FormulationLabour supply and skill shortagesinformationOverall labour market situationEmployment/ unemploymentlevelOverall directionsOverall labour policiesEmployersState SecretariatesStakeholder From MOHR To MOHREmployersAssociationPotential EmployeeRemuneration/ wagesLabour/ skills requirementsJob opportunitiesEmployers Unions regulationsMultinationals General labour laws and Placement InformationCompanies regulationsPartnership Workforce Retraining and Skill Remuneration/ wagesHAPM SYNERGY SDN BHD ISP Report 140


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007CompaniesSoleProprietorshipTrade AssociationUpgradeInformationOccupational Health and SafetyReportRetrenchment InformationStakeholder From MOHR To MOHRWorkersWorkers Unions Access to career opportunities Union members detailsLocal Workers with potential employersExpatriates Remuneration/ wages guidelines Disputes informationForeign WorkersWorkplace dispute resolutionTrade Union dispute resolutionTraining and DevelopmentopportunitiesSocial Security protectioninformationTrade Union Rules andRegulationStakeholder From MOHR To MOHRGovernment AgenciesMOHE, MOE Future Skills requirements Graduates supplies by skill groupsCurrent employmentGraduates databaseopportunitiesVocational training opportunitiesImmigration Department Foreign labour requirements Foreign labour statistics by skillgroupMIDA Skilled labour supply Investors labour requirementsSPA, PDRM, ARMEDFORCESEmployment opportunitiesSkills retraining opportunitiesJob seekers databaseSSM, JPNValidation of Companies,individuals respectivelyEPU, MTEN Overall Labour market situations Planned development projectsMOF, KHEDN, , NPC,MAMPUStakeholder From MOHR To MOHRHAPM SYNERGY SDN BHD ISP Report 141


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007International OrganizationsILOLocal Labour Market StatisticsForeign/International LabourASEANStatisticsAPECLabour market practicesForeign/International labourASEMtrends and practicesSocial GroupsStakeholder From MOHR To MOHRNGOs Labour market statistics Labour market requirementsStakeholder From MOHR To MOHRTraining SupervisorsPrivate VocationalInstituteSupervisorsEmployment opportunitiesCurrent and future skillsrequirementsTraining availabilityTrainees databaseAccredited Center(Pusat Bertauliah)Public VocationalInstituteStakeholder From MOHR To MOHRTrainees/ Students Vocational training opportunitiesCareer opportunities by skillgroupsFinancial AssistanceOpportunities5.2 System/ Data Integration and Information Sharing RequirementsAs application systems are currently stand alone, the need to integrate them are of paramountimportant to ensure information contained in them can be shared for better decision making,effective and efficient functional processing. There are three types of integration identified forsystems within MOHR1. Information sharing (Report)Information required by another function in the form of standard reports2. System IntegrationData required from a system for business processing in another systemHAPM SYNERGY SDN BHD ISP Report 142


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20073. Data IntegrationData required from data owner that is used in another systemThe following table shows the integration requirements by MOHR business unit:Department/Div/ AgenciesIntegration Requirement Data Source Type of integrationDOSH Detailed info on SOCSO claims SOCSO ReportData on accident reports SOCSO, JTKPlace of work for sektor MOA, Jabatan Hutan, JPHReportpertanian, haiwan, perhutananConstruction industry data CIDBDetailed OSH training info NIOSHReportconducted for companiesOSH practices in other ILO, ASEANReportcountriesNIOSH NOSS JTM ReportOSH Training Requirements SOCSO, DOSH ReportSkills Training Requirements MIDA, State Gov ReportDatabase of Companies & OSH SOCSO, DOSHDatacategoryJTK Latest law and regulation Bhg Dasar ReportWork permit status Immigration SystemJob seeker authentication JPN SystemJob Seeker DatabaseMOHE, MOE, Armed Forces, DataPDRM, SPAEmployer authentication SSM SystemSOCSO List of Training available for NIOSHReportDisabled PersonDatabase of Companies with DOSHDataOSH categoryOSH Training Program DOSH, NIOSH ReportJTM Information on current and EPU, MIDA, MITI, CIDB,Reportfuture skills requirements Chambers, SSMInformation on graduateswhereabout after graduationJTK (JCS System), SOCSOReportJPKInformation on current andfuture skills requirementsInformation on ForeignWorkersEPU, MIDA, MITI, CIDB,Chambers, SSMImmigrationReportReportDept/ Div/AgenciesIntegration Requirement Data Source Type ofintegrationHAPM SYNERGY SDN BHD ISP Report 143


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007PTPKInformation on borrowerswhereaboutsInformation on borrowersstatus addressKWSP, SOCSO, LHDN, JPJ,SSMJPNReportReportStudents Status JPK (eSPKM) SystemPSMB NOSS detailed information JPK (eNOSS) ReportDetailed information on newcompaniesSSM, MIDA, State Gov, LocalAuthorityDataJPP Claimant personal particular JPN SystemIndustrialCourtJHEKSEmployers particularSSMSystemauthenticationTrade Union and employers JHEKSReportparticularCompetency/membership JHEKSSystemcheck/scopePLWS methods and current NPCReportimplementationLabour issue, resolution, ILOReportratification of conventionAward details Industrial Court ReportInformation on latest CA Industrial Court ReportClaimant & respondedpersonal information forcase refer to industrial courtJPPSystemInformation on appointment of CUEPACS, MTUCReporttrade union officerMembership check SOCSO ReportTrade Union competency MIDA, MITI ReportBDP Labour issue, resolution, ILOReportratification of conventionStatistic of foreign workers JTKReportfrom a particular countryPentadbiran Integration with e‐Aduan JPM DataKewanganRequirement to developcomprehensive FAQAccess information aboutcompany's registrationSelection of Tender Committeefrom amongst MOHR staffCIDB, PKK, SSM, MOFHRMISReportReportSolutions1. Information Sharing (reports)HAPM SYNERGY SDN BHD ISP Report 144


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Information will be provided through the Business Intelligence (BI) System. Users will begiven access to specific reports as required by them. Data from the source will be minedand kept in the central data warehouse.2. Systems and Data IntegrationData from the source will be integrated with the specific systems through theintegration component of the SOA5.3 Access ChannelAccess channel is aimed to enable delivery of information related to labour market to the relevantparties. The mechanism required for this purpose is as follows:Short messaging system (SMS)Mobile equipment – mobile phoneWebInteractive Voice Response (IVR)TelephoneCounterFacsimileThe utilization of access channel to send information must consider the current communicationmedium often used and the future needs. This access channel is depicted in Figure 23. Thus, theapplication system to be developed must support the delivery of information through this accessmechanism, i.e. supporting the ‘anytime, anywhere and any method’ approach/slogan, particularlyto fulfill the managerial need of the top management at the Ministry.HAPM SYNERGY SDN BHD ISP Report 145


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007MOHRVisionMOHR StakeholdersSMS Mobile Web IVR Phone Counter FaxGatewayMOHR PortalCommunityApplicationsStrategic Performance Support System(Balanced Score Card & KPI System)Business Intelligence - BIMOHR InternalApplicationsMOHR Entr.WideAppl – KMSMOHR Entr.WideAppl- eG ApplSECURITYMOHR Centralized DatabaseInfrastructure• Leadership & Commitment• Policy & Governance• Smart Partnership• Support Strategy• People & Culture• Change Management• ICT an Integral to HRDevelopmentFigure 21: Access Channel5.4 Target ApplicationsTo support the activities leading to the achievement MOHR Strategic Targets, application systemsrequired is shown in figure 24 below;HAPM SYNERGY SDN BHD ISP Report 146


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007• Training ManagementSystem• Enforcement ManagementSystem• e‐Industrial Court• Office Productivity System• Sistem MaklumatBersepadu SMB• LMD/ LMI• SKUD• E‐NOSS• E‐SLDN• eSPKM• CEDS• e‐JPPMOHR VISIONMOHR STAKEHOLDERSSMS MOBILE WEB IVR PHONE COUNTER FAXGATEWAYMOHR i-Portal• MOHR integrated portal• Enterprise PerformanceManagement Systems• MOHR BusinessIntelligence• E‐Labour Court (eLC)• Vendor Tracking Systems• Technical CommentsInput SystemMalaysian Human ResourcesOnline Services (MyHOS)COMMUNITYAPPLICATIONSStrategic Performance System(Balance score Card/ KPI system)Business IntelligenceINTERNALAPPLICATIONSENTERPRISEAPPLICATIONSeGAPPLICATIONSSECURITY• Knowledge ManagementSystem• OPSS• HRMIS• Job Registration andMatching (JCS)• Training Services• Foreign Worker Services• Online applications/submission/ status queries(NER, PEA etc)• e‐Pampasan• e‐NOSS• e‐SPKM (e‐Certificate)• Help Center/ Call Center• Electronic Payments• SKUD Online services• SMB Online ServicesCustomer RelationshipManagement (CRM)• LEADERSHIP & COMMITMENT•POLICY & GOVERNANCE• SMART PARTNERSHIP•SUPPORT STRATEGY• Centralised DatabaseMOHR Centralised DatabaseINFRASTRUCTURE•PEOPLE & CULTURE• CHANGE MANAGEMENT• ICT AN INTEGRAL TO HRDEVELOPMENTExisting ApplicationsNew Target Applications• SPP II• e‐SPKB• E‐Procurement• Upgrade Data Centre• Upgrade Workstations/PC• Set up Business ContinuityPlan• Upgrade ICT Security• Upgrade ICT Training LabFigure 22: MOHR Target ApplicationAll application systems that have their own operational databases will need to centralise allcommon information into a centralised database. This will ensure no duplication of data andfacilitate easier system integration.ICT identified to support the MOHR strategic goals could begrouped into several categories based on their functionalities and purpose:MOHR Centralised Database that can be shared to all applications within MOHRMOHR Integrated Portal – framework for single sign‐on to applications and informationavailable at the MinistryStrategic Performance Support System – Balanced Scorecard or KPI Based SystemBusiness Intelligence (BI)MOHR Enterprise ApplicationsKnowledge Management SystemsCommunity ApplicationsEG ApplicationsThe above initiatives comprise or more from three types application systems;HAPM SYNERGY SDN BHD ISP Report 147


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007(1) Current ICT installations already available and implemented in MOHR as described in theprevious chapter.(2) Newly identified initiatives(3) Upgraded or modification of current systems to cater the changing environment, changingrequirements or enhanced functionalities.Summary of list of applications are as follows;• Job Registration and Matching (JCS)• Online applications/ submission/ statusqueries (National Employer Return (NER),Private Employment Agency (PEA)• Help Center/ Call Center• Training Management System (TMS)• Enforcement Management System (EMS)• e‐Industrial Court (e‐IC)• Office Productivity System (OPSS)• Sistem Maklumat Bersepadu SMB ‐ JKKP• Labour Market Ddatabase (LMD)/ LabourMmaekrt Information (LMI)• SKUD –JKKP• E‐Sistem Latihan Dual Negara (e‐SLDN)• E‐ Sistem Penilaian Kemahiran Malaysia (e‐SPKM)• e‐SPKM (e‐Certificate)• e‐Pampasan• e‐National Occupational Skills Standards (e‐NOSS)• Central Elactronic Data System (CEDS)• Sistem Rayuan Pemulihan Kerja (e‐JPP)• Human Resources Management InformationSystem (HRMIS)• Sistem Pemantauan Projek II (SPP II)• e‐SPKB• E‐PerolehanExisting ApplicationsNew Target Applications• MOHR integrated portal• Enterprise Performance ManagementSystems• MOHR Business Intelligence• Centralised Database• Knowledge Management System• Customer Relationship Management (CRM)• E‐Labour Court (eLC)• Vendor Tracking Systems• Technical Comments Input System• Malaysian Human Resources Online Services(MyHOS)• Electronic Payments• SKUD Online services• SMB Online ServicesFigure 23: list of existing and target applications5.4.1 MOHR Centralised DatabaseMOHR Centralised Database is to become the backbone of all other application systems inMOHR. It will house common data used by all systems. There are three common dataidentified;1. Employers(i) Companies(ii) Place of work(iii) OthersHAPM SYNERGY SDN BHD ISP Report 148


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20072. Jobs3. Individuals(i) Job seeker(ii) Students(iii) Workers(iv) OthersThe centralised database is described in the following architecture;Business Intelligence (BI)(DataWarehouse)External Agencies• SPA• Army• Police• MOHE• SSM• JPN• Etc.Enterprise Application Integration (AEI)EmployersCentralised DatabaseJobsPeopleJobseekersEmployeesStudentsService Oriented Architecture (SOA)Integrated Internal ApplicationsFigure 24: Centralised DatabaseThe centralized database interacts with internal and external systems through the serviceoriented Architecture (SOA) framework. For practical purposes, only common data such asEmployers, people and jobs are kept in the central database. This data are updated by thevarious internal systems which synchronises back to their own databases. Data onemployers (which are companies) will be validated by the data from “Suruhanjaya SyarikatMalaysia (SSM)”, while data from “Jabatan Pendaftaran Negara (JPN)” will validate data onpeople. System and data Integration of the internal systems is also done through the SOA.HAPM SYNERGY SDN BHD ISP Report 149


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Figure 25 below shows the relationship between centralized database and internal systemsand selected external systems.PSMBSOCSOJCSSMBEMSTMSe-ICSOACentralised DatabaseEmployers Jobs PeopleSOASSM ARMYMOHEJPNPDRM SPAFigure 25: relationships between centralized database with internal and external systems5.4.2 MOHR PortalMOHR Portal is a framework that provides a single interface, as shown in Figure 26 for theusers to access to applications and information available at the Ministry.HAPM SYNERGY SDN BHD ISP Report 150


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007MOHR i-PortalEducationPortalIndustrialRelationsPortalJobPortalOSHPortalEmployeeSelf-ServicePortalPortal ServicesConnectivity – Enterprise Application Integration (EAI)ExternalSystemsAgencies’ApplicationsKPIINTERNALAPPLICATIONSBIENTERPRISEAPPLICATIONSCOMMUNITYAPPLICATIONSAPPL- EG APPLFigure 26: MOHR i‐Portal ArchitectureUsers will only have to sign‐on once to be able to access to systems and information prescribedto him. This will be controlled through the security access to prevent unauthorized informationaccess. This access control will be determined by the ministry as follows;No User Access Authorisation1 Top Management All systems/ information2 DOSH officers All systems and information relatedto DOSH function, such as SistemMaklumat Bersepadu, SKUD, etc.3 JPK Officers All systems and informationrelevant to vocational institutes4 HR Managers All information regarding MOHRstaff particulars including services,salary information, training plansetc.5 Employers All community applications,HAPM SYNERGY SDN BHD ISP Report 151


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20076 And so on….submission of forms, CRM etcInternally, eG‐HRMIS offer a comprehensive database of MOHR Employees for user authentication foraccess to application systems in MOHR. This is shown in figure 27.• Enterprise PerformanceManagement Systems• MOHR BusinessIntelligence• Training ManagementSystem• Enforcement ManagementSystem• e‐Industrial Court• Office Productivity System• Sistem MaklumatBersepadu SMB• SKUD• E‐NOSS• E‐SLDN• SPP• e‐IC• e‐LC• eSPKM• CEDS• e‐JPP• MyHOS• Customer RelationshipManagementFigure 27: The Use of HRMIS Data to Authenticate User (Staff) Access to MOHR ApplicationsHAPM SYNERGY SDN BHD ISP Report 152


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20075.4.3 Strategic Performance Management (SPMS) – Balanced Scorecard or KPI Based SystemSPMS is an application system that provides a strategic view of the overall performance of theMinistry. It also has the capability to drill down to more detailed information aboutachievements and non‐achievements of targets and goals.The balanced scorecard system is an example of SPMS that provides MOHR with a frameworkto communicate vision and strategies down through the organisation and translate them intoactions. At the same time the systems provide an escalation of information about theperformance of the members of the organisation hence providing the management with firsthand information about the performance status on timely basis.CEO DASHBOARDMinistry of HumanResourcesOur vision is To Be The Leader in theDevelopment and Management of aWorld Class WorkforceOur mission is….Figure 28: Illustration of a dashboard for Top ManagementSPMS will facilitate tracking of main activities that identified in the business plan. SPMSmust be able to provide the following functionalities:Giving a overall view about the Ministry and provide the following indicators: Effective training given to staff Performance of divisions at the Ministry and enable further actions to be taken Early warning for non‐performance so that a proactive action could be taken beforethe situation became worse.HAPM SYNERGY SDN BHD ISP Report 153


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Provide stakeholders’ perception about the Ministry and provide the followingindicators: The Ministry’s status as perceived by the stakeholders that was highlighted throughthe media, website, sms etc, complaints, feedback, suggestions and criticism. Overall performance of MOHR services so that appropriate actions could be takenKey Performance Indicators (KPI) helps an organization define and measure theachievements of the organizational goals.ApplicationMain FunctionBalanced Scorecards and KeyPerformance IndicatorIt provides feedback around both the internalbusiness processes and external outcomes inorder to continuously improve strategicperformance and results. When fully deployed,the balanced scorecard transforms strategicplanning from an academic exercise into thenerve center of an enterprise.Once an organization has analyzed its mission,identified all its stakeholders, and defined itsgoals, it needs a way to measure progresstoward those goals. Key Performance Indicatorsare those measurements.SPMS is closely related to the Business Intelligence System, as shown in Figure 29. For SPMSto function effectively, data on KPI achievements must be channeled from the BusinessIntelligence System. This is to reduce the dependency of ad‐hoc generation of report thatoften takes a longer time.HAPM SYNERGY SDN BHD ISP Report 154


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007KPIUpdating KPI valueperformed by MOHR topmanagementMOHR DatabaseAutomatic KPIupdate th rough BIBISOCSO PSMB NIOSH PTPK External MOHR Applications*Subscription Info *Training Info * Curriculum & Courses*Claim Info* Training Providers * Financial Assistance*JPN * SPA* DOS * MOHE*Community*Internal*e G*EnterpriseFigure 29: System integration among SPMS, Business Intelligence System and other operational systems.5.4.4 Business Intelligence System (BI)Business Intelligence (BI) System is an application that provides facilities to MOHR toanalyse data and generate reports from multiple dimensions. Data are mined from internaland external data bases and consolidate it in the Data Warehouse as shown in Figure 27(above). At the same time, the results of the analysis will be used as input to the SPMSsystem.Some of the analyses that can be done on the data are as follows:Analysis AboutPurposeJob Placements Analysis of data related to the jobs and job placements; Number of jobseekers by age bands, skills group, gender,states, job‐seeker category (fresh graduates, careerchange, retrenched etc) Average lead‐time for jobseekers to be employed Average salary by skills group, industry, gender, location,etc. for fresh graduates, career change etc. Employment trends; permanent employment, contract forHAPM SYNERGY SDN BHD ISP Report 155


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Analysis AboutPurposeservice, contract workers, freelance etc. Average wage by staff category by industry Seek feedback from the industry for the analysis of the following Specific future skills requirements Skill gaps of current labour supply Currents employee statistics by skill groups, gender, agegroup, race Wages by staff level, skill groupsOccupationalSafety and Healthfunctions Analysis of data related to the safety and health situation atworkplace for example; Statistics of accidents by industry Relationship between OSH training and the number ofaccident occurrences in specific industry Correlation between amount spend of OSH promotion andthe number of SOCSO claims in a given period of time Analysis of accidents occurred in relation to victims details;gender, age group, employee safety ranking.Human ResourcesDevelopmentFunction Analysis of data related to the safety and health situation atworkplace for example; Trend in students/ trainee interest based of the number ofstudents in a particular skill group. Student performance trends based of examination results. Number of students in a particular specialization, status ofstudents based on performance level. Number of graduates employed by industry according totheir skill group No of trainers by skill group. Numbers, specialization etc Students study interest based on family backgrounds Analysis on misfit of students skills category and industrydemandHAPM SYNERGY SDN BHD ISP Report 156


MINISTRYOF HUMAN RESOURCESISP REVIEW 2007Analysis AboutPurposeIndustrial RelationsFunctionAnalysis of data related to the industrial relation in the country forexample; Detailedstatistics of labour union in the country, byindustry, size, age Trends in types trade disputes Comparativeanalysis of remunerationincrease forunionized and non‐unionised environment Comparative analysis of union situation with othercountries Trend analysis of demands by the unionsLabour PolicySupport ServicesDetails statistics of compliance and non‐compliance of laws and actsenforced by MOHRNon‐compliance type by industry, by type of companiesBenchmark MOHR employees versus size of customers; e.g. numberof IR officer against number of unions inthe countryAnalysis of costs of services to MOHR for each servicee type renderedThe informationreporting needed by MOHR is shownin figure 30and 31 below:Figure 30: Business Intelligence Reporting Maturity ModelHAPM SYNERGY SDN BHDISP Report 157


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Alternatively, information can be viewed as value of data against the investment in BusinessIntelligence. The current requirements for MOHR reporting is at the context and relevancelevel.Figure 31: Value of Data against Investment5.4.5 Community ApplicationsCommunity applications are systems that enable the local and International community getrelevant information. The system also provides an interface for giving responses orforwarding enquiries and depositing complaints and ideas. This system comprises ofcurrently available applications and newly identified ones. There two main components ofthe systems:Malaysian Human Resources On‐line Services (MyHOS) – One Stop Center Job Registration and Matching (JCS & SPOKU)) Training Services (TMS) Foreign Workers services Online Submissions/ Applications/ Status Queries (OSH, PEA, NER, etc) (New) Call Center On‐line Electronic Payments (New) E‐Pampasan e‐NOSS (JPK)HAPM SYNERGY SDN BHD ISP Report 158


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007 e‐SPKM (e‐Certificate)Customer Relationship Management (CRM) (New) Customer profile Questions/ Complaints Ideas deposits Problems/ issue escalation. Mitigation Comprehensive FAQ Report GenerationsCommunity application is depicted in figure 31 belowCommunity ApplicationsMalaysian Human Resources OnlineServices (MyHOS)Customer Relationship ManagementMalaysian Human Resources OnlineServices (MyHOS)•Training Services•Foreign Workers Services•Online applications/ submission / StatusQueries (OSH, NER, PEA etc)•Help Desk/ Call CenterCustomer Relationship Management•Customer Profile•Questions/ Complaints/ Ideas•Problem/ Issue escalation/mitigation•Comprehensive FAQ•Report Generations•Electronic Payments•E‐Pampasan•E‐NOSS•e‐SPKM (e‐Certificate)Figure 32: Community ApplicationsApplication Main Functions Samples of Main FunctionMalaysian HumanMyHOS is a consolidation of currentRegisterApplySubmit DocumentsResources Onlineapplications already available inservices (MyHOS)MOHR with the exception onElectronic Payment. These areonline services that are currentlyavailable online for customers andJOBS‐Job seeker‐ EmployersSkills TrainingSave DocumentOccupational SkillsstandardsVersioningE‐Certificatestakeholders transact with MOHR.Acidents ReportingStatus QueriesHAPM SYNERGY SDN BHD ISP Report 159


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Application Main Functions Samples of Main FunctionMyHOS consolidate them throughMOHR i‐Portal with new userfriendly“look and feel” features.MyHos consolidate the followingapplication currently available inMOHR;viii. Training Services (TMS)ix. Foreign Workers servicesx. Online Submissions/Applications/ Status Queries(OSH, PEA, NER, etc) (New)xi. On‐line Electronic Payments(New)xii. E‐Pampasanxiii. e‐NOSS (JPK)xiv. e‐SPKM (e‐Certificate)MyHOS‐ Electronic PaymentElectronic payment system isdesigned to provide convenientservices to borrowers and servicesubscribers to make on‐linepayment to MOHR.The Function should be able toprovide the following capability; On‐line electronic transfer fromlocal banks through integrationwith their electronic bankingsystems. Able to receive paymentsthrough major credit cardsOn-line paymentCustomer RelationshipManagement (CRM)This system provide interface toenable users to ask questions,complaints, give feedback or ideasto MOHR. Some of the functionHAPM SYNERGY SDN BHD ISP Report 160


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Application Main Functions Samples of Main Functionthat need to be made available areCustomers Name:Issue:as follows: Register questions, complaints,feedback or ideas registered bycustomers/ stakeholders/ users. Redirect/ redistribute all itemsto the respective subjectowners Keep detailed information onbusiness partners, associates,experts who are of value toMOHR Comprehensive FAQ database Generate reports on complaints,feedback or ideas registeredand status of each, responsetime etc. Enable data transfer to BI fordata analysisRegister Complaints,ideas, feedbackRedirect Complaints,ideas, feedbackbusiness partners,associates, expertsFAQBI data extractionReport generationsCall Center systems may beintegrated with CRM to providemore consolidated services to thecommunity.5.4.6 MOHR Internal ApplicationsMOHR Internal Applications consist of specific application systems used by MOHR’s InternalProcesses. This system comprises of currently available applications and newly identifiedones.HAPM SYNERGY SDN BHD ISP Report 161


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007They are:ApplicationsStatusJob Clearing Systems (JCS)Labour Market Database (LMD)Labour Market Information (LMI)Training Management System (TMS)Sistem e‐Persijilan Kemahiran Malaysia (e‐SPKMe‐Industrial Court (eIC)Enforcement Management System (EMS)(Under testing)Sistem Rayuan Pemulihan Kerja (eJPP)Sistem Penilaian Tahap Kecekapan KSMeTrackingCentral Electronic Data System (CEDS)JKKP’s Sistem Maklumat Bersepadu (SMB)JKKP’s Sistem Kawal Urus Dokumen (SKUD)e‐SLDN (JPK)Existing applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationExisting applicationNew ApplicationsApplications Main Functions Sample of the main Functionse‐labour Court(eLC)eLC is a Case Management System (CMS)that manages labour court cases from thepoint of registration of cases to the finalsettlement of the cases, including areas likeworkflow; case assignment and scheduling,case monitoring and tracking and databasemanagement for labour Courts of Malaysia.Some of the core functions are as follows:vi. Case registrationRegistration of new cases into thesystemsvii. Case assignmentAssigning each case to the labourofficer for processingviii. Case SchedulingScheduling of each case to beCase ID:Case Description::Register CaseAssign CaseCase ScheduleCase statusCase resultsReport generationsHAPM SYNERGY SDN BHD ISP Report 162


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007heard and mitigatedix. Case monitoringStatus of each case in the processx. Case judgments/ settlementsThe final outcome of each caseVendor TrackingSystemsTechnicalCommentsConsolidationSystemVendor Tracking Systems (VTS)MOHR’s vendors and suppliers for amore effective and efficient monitoringof their products and services and theirpricing. This ensures MOHR to get bestvalue for money in their purchaserequisitions. The main function to beincluded into the systems are asfollows;vi. Vendor registrationvii. Search function by vendorviii. Search function by products andservicesix. Vendor products and pricingcomparisonx. Report generationsTechnical Comments ConsolidationSystem (TCCS) is a workflow enabledsystems that enables consolidation oftechnical comments from variousparties within MOHR for all technicalrequisitions. The workflow facilitatesthe flow of documents and expeditesconsolidation of the technicalcomments. Some of the main functionsshould include the following;v. Registration and details of newtechnical requisitionvi. Identification of the technicalcommentersvii. Status of each commentsVendor ID:Products & Services:Vendor Registration/detailsSearch functionsVendor products andpricing comparisonReport generationsRequisition ID:Technical descriptions::Requisitions detailsAssign commentersComments/ WorkflowstatusReport generationsHAPM SYNERGY SDN BHD ISP Report 163


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007viii. Reports generation of theconsolidated comments5.4.7 MOHR Enterprise ApplicationsMOHR Enterprise Applications are systems use by everybody throughout the ministry tomanage day‐to‐day operations as shown in figure 32 below;Knowledge managementSystemDocument ManagementCollaborationWorkflowEmail & Mailing ListCalendaringForum/ ConferencingTasks ManagementContent ManagementContent SyndicationVersioningAudit TrailFigure 33: MOHR Enterprise ApplicationsKnowledge Management System (KMS)KMS provides a systematic interface to enable cooperation and collaboration amongstMOHR staff and stakeholders. This include the process of creating, search, depositing,sharing and distributing documents needed by MOHR staff and the stakeholders.Application Main Functions Samples of Main FunctionKnowledge ManagementSystem (KMS)‐ Content ManagementKMS enable MOHR toefficiently and effectivelymanage the process ofregistering, saving, sharingand distributing documentsto whoever require themHAPM SYNERGY SDN BHD ISP Report 164


MINISTRYOF HUMAN RESOURCESISP REVIEW 2007ApplicationMain FunctionsSome of the functions thatshould be in the systemsare;Samplesof Main FunctionCreation of documentssuch as memo, policiesand guidelinesParliament Q&A, etc.These documents canthen be saved into thedatabase, properlyindexed foreasierretrieval.Facilitate the distributionof news or articlesreceived from the media,journals subscriptionsites, etc. On selectedtopics.Review documents in astructured way based onpre‐determinedworkflowSave the documentselectronicallySearch by topic orkeywordsDistribute document torelevant partiesVersioning the documentif there are samedocuments.Ensure access byauthorized staff only.Report of availabledocumentsHAPM SYNERGY SDN BHDISP Report 165


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Application Main Functions Samples of Main FunctionKnowledge ManagementSystem (KMS)‐ DocumentManagement SystemsExisting systemKnowledge ManagementSystem (KMS)‐ CollaborationManagement SystemThis system facilitatescooperation andcollaboration amongststakeholders, locally andinternationally. Some of thefunctions that should be inthe systems are;Facilitate cooperationamongst team membersin an event or programsManage activities to becompleted by teammembers like promotionon OSH awarenessprograms.Monitor each activitycarried out by the teammembersFacilitate sharing ofinformation amongstteam membersFacilitate communicationamongst team membersthrough emails ordiscussion forum.Send documentselectronically tostakeholdersEnsure access toHAPM SYNERGY SDN BHD ISP Report 166


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Application Main Functions Samples of Main Functionauthorized staff onlyEnable stakeholders toupdate documentsProvide alert notificationto team and teammembers involved in aprograms of eventsManage physicalresources such asmeeting rooms,transports etc.5.4.8 eG ApplicationseG applications, of which are all currently under implementation stage will cater all functionassociated with support services, human resources management functions, finance functionsand project management functions. Their implementation efforts and other review effort areunder the purview of respective central agencies.5.4.9 Post Implementation ReviewsTo ensure continuous alignment of ICT initiatives to support organisation’s strategic goals,continuous improvements effort must be an important part of ICT plans. Furthermore, an everincreasing expectations and pressure from customers and stakeholders pushes the systemsreview initiatives to a higher priority slots. Commercially, post implementation review isjustifying investments versus benefits to the organizations and ensures that the applicationsstay relevant.Post implementation reviews should focus in the following areas;Changes in the business requirementsProcess and policy adaptationSystems usage practicalityWhat new technology can be employed to make the system more effective and efficientHAPM SYNERGY SDN BHD ISP Report 167


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Possible consolidation with other systems to improve usage and better customers’satisfactionsBenefits realizations through implementation of the systemsThe following tables are recommendations on each system to assist the review process.SystemsRecommendationsJob clearing system(JCS)• Identify ways to improve accessibility and access speed of JCSto jobseekers.• Improve the customer friendliness• Expand the jobseekers database that may include those fromSuruhanjaya Perkhidmatan Awam (SPA), Police Diraja Malaysia(PDRM), Arm Forces and Ministry of Higher Education (MoHE)• Improve policy to encourage at all private employmentagencies register with MOHR or are online to MOHR.• Use of SMS will facilitate more job seekers to access thesystem.SPOKU• Study the possibility to be consolidated with JCS as both havethe same functionalities• Identify ways to improve accessibility and access speed ofSPOKU to OKU jobseekers.• Improve the customer friendliness• Expand the jobseekers database that may include those fromSuruhanjaya Perkhidmatan Awam (SPA), Police Diraja Malaysia(PDRM), Arm Forces and Ministry of Higher Education (MoHE)who may be in the OKU category.• Improve policy to encourage private employment agencies tohelp job placement for OKUs.Labour MarketDatabase(LMD)LMD may remain as operational reports for JCSOffice productivitysystem (OPS)• Re‐training staff on the facilities provided with OPS.• Facility to measure usage across the ministry.• Policy/ Arahan for the use of OPS within MOHR.• To include OPS in the Manual Prosedur kerja (MPK).• To incorporate into Portal for easier access.PrivateEmploymentAgency (PEA)• to provide platform to enable PEAs to integrate with MOHRsystem• To consolidate this module into Main System (Maybe EMS orJCS). Provide online registration through MOHR Portal intoCentralised DatabaseDocument MgmtSystem (DMS)• To include DMS in the Manual Prosedur kerja (MPK).• To incorporate into Portal for easy accessHAPM SYNERGY SDN BHD ISP Report 168


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007SystemsRecommendationsExecutive InfoSystem (EIS)Merge the functionalities of EIS with Business Intelligence systemFAX ‐ integrated fax• An implementation plan needs to be executed properly so as tomaximize usage of the system.• May be grouped under OPCJKKP's SMB (sistemmaklumatbersepadu)Sistem Kawal UrusDokumen (SKUD)MahkamahPerusahaan's Casemgmt system (eIC)e‐persijilankemahiran M'sia(eSPKM)Training MgmtSystem (TMS)Enforcement MgmtSystem (EMS)• To develop online services as an extension to the systems. Itmay include a one‐stop‐center for registration and submissionof accident reports to both JKKP and SOCSO.• Subsequently the system need to be integrated with EMS andcentralized database.• Develop and implement online document submission, henceextending the SKUD services direct to the customers• Study the possibility of eliminating the physical documentsrequirements• Change management• integration with the systems within MOHR and externalagencies such as JPN• a record management system that automatically record courtproceeding (e.g. converting voice into text)• to consolidate the functionalities of the system into the coresystems of MOHR i.e. EMS and JCS• Integration with external training centres locally as well asabroad.• Integration with external agencies like JPN and MOHE• A scheduling mechanism for to monitor attendance andresponse of the training.• Study the needs for e‐learning contents suitable for internaland external customers• promotional activities for public awareness• A workflow system, document tracking system for theinspection and audit activities of the system.• To have a full integration of the subsystems (JCS, TMS andEMS).• Integration with Immigration Department on issues relating toforeign workers.• May need to look into different name for the system to bemore customer friendly• Ensure implementation is done through effective planning. Theimplementation team should look into the following factors;‐ Process adaptation‐ Policy and procedures‐ Skills and knowledge‐ Mindset changeHAPM SYNERGY SDN BHD ISP Report 169


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007SystemsLabour MarketAnalysis System(LMAS)Recommendations• Business Intelligence• Business intelligence tool to measure system utilization• integration with some major international HR data resourcesexample Japan, Singapore and IndiaThrough our study and observations, the following core applications are of priority for theabove review;6. Job Clearing Systems (JCS)7. Training Management System (TMS)8. e‐Industrial Court (e‐IC)9. Sistem Maklumat Bersepadu (SMB) – JKKP10. Sistem Kawal Urus Dokumen (SKUD) – JKKP5.5 ICT InfrastructureTo support the volume and complexity of today's user and application requirements in MOHR, itbecomes important to take an effective approach to ICT infrastructure. Fortunately, newtechnologies are converging and have become smarter and more flexible. These could offer MOHRto develop, deploy, and manage their business‐critical applications easier and efficiently.The ICT infrastructure must be designed for application accessibility, availability and securely. ICTInfrastructure focuses into 3 major areas;Network InfrastructureData CenterSecurity Infrastructure5.5.1 Network InfrastructureThe ICT Strategic Plan needs to highlight of the network infrastructure in MOHR in line withone of the objectives to supports the vision of widespread access to the services providedby the Ministry; a single face of ministry, and increased public/private/agency sectorcooperation which apply to the arena of network services.HAPM SYNERGY SDN BHD ISP Report 170


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007The MOHR network infrastructure should achieve the following goals within the next one tofive years:Improve public access to Ministry information and services.Establish the platform needed for public access to knowledge resources.Support essential network services to state government and agencies.Centralize network support functions and management of network services.Provide open interfaces for connectivity to facilitate the exchange of Ministryinformation with the state and agencies.In addition, ICT strategic plan highlights the policy issues that will need to be addressed toovercome current barriers to complete and network implementation. The state faceschallenges in the following areas:Rural network services,Private/public/agency sector exchange,Network address space,Network security,Support for intergovernmental agencies,Disaster Recovery and Data Center operation requirementsThere are applications that have been identified to be developed and implemented toincrease the number of users. All these applications will be deployed through the MOHRnetwork infrastructure. Hence, it is necessary for MOHR to re‐evaluate the existing networkinfrastructure to ensure the future requirements are catered to avoid bottleneck inbroadband.MOHR also require a network infrastructure that is highly stable and secure to allow MOHRcommunity applications being access by the public concurrently. The network infrastructurecould also able to cater for various services which not only limited to data but also voice andvideo. The network foundation should able to support IP communications, customerHAPM SYNERGY SDN BHD ISP Report 171


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007relationships and call management system and could eliminate interstate telephonecharges.The network topology should be designed in such a way that can avoid or minimaldowntime. The table below shows the existing network infrastructure in MOHR andproposal of the enhancement plan to support the needs of the target applications that havebeen identified in this ISP report.No. Description Current Network Situation Proposal for improvement1. General In general, the current networkinfrastructure in MOHR is ableto cater the requirement ofexisting applications.However, there are complaintsfrom the internal users in MOHRabout access speed to certainapplications within MOHR.Some complaints also involvedthe intermittent problems of thenetwork.MOHR do not have a full controlon the network as it is under thecustodian of MAMPUThe current networkinfrastructure needs to beimproved in order to cater thenew initiatives proposed inthe ISP. Most of the newinitiatives are enterprise levelof application will requirehigher bandwidth.The preparation the backupunit of network infrastructure.This is very necessary for thetroubleshooting activity andto improve service delivery.MOHR should emphasize onthe SLA with the networkguardian. This is to ensurethat network availabilityespecially during the peakhour.HAPM SYNERGY SDN BHD ISP Report 172


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Network Situation Proposal for improvement2. Topology Currently using the STARtopologySTAR topology is suitable forMOHR environment. Ease toaccess application and failurein any star network cable willonly affect one computer'snetwork access and not theentire LAN.3. NetworkDesignDesign is based on the 2 tierwhich consist of;Building/Core SwitchFloor SwitchData Centre SwitchThe current Data CentreSwitch need to be upgraded inpreparation to cater theincrease in traffic after theimplementation of the newinitiatives proposed. Theupgrade should take intoaccount the following;The server interface speedneed to increase from the10/100 Mbps to 1000Mbps.This is to improve theaccessibility to theapplications.To provide a redundancyconnection between theBuilding/Core Switch and DataCentre Switch.Please refer to figure 34 & 35below4. Technology Currently MOHR is using Lately, the network andHAPM SYNERGY SDN BHD ISP Report 173


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Network Situation Proposal for improvementPlatformAsynchronous Transfer Mode(ATM) for transportinginformation across the networktelecommunications industryhas deemphasized ATM infavor of Internet Protocol (IP).Providers are rapidly buildingIP infrastructure and offeringlower‐cost IP services. Hence,the technology improvementand support on the ATMtechnology has now becomelimited.Due to this industry shift,it is a recommendation toMOHR to enhance its networkarchitecture to GigabitEthernet (GE) technology. Thisaligns the WAN technologydirection with thetelecommunications industry,ensuring that the network cansupport new services andfuture traffic growth, andhelping MOHR take advantageof low‐cost bandwidth andexploring into VoIP or IPTelephony infrastructure.5. MOHR PrivateNetworkCurrently MOHR does not havea private network connectingwith its own agencies such asSOCCO, PSMB, NIOSH and PTPK.Hence, information or data canonly be transferredMOHR requires the networkinfrastructure that couldconnect directly with its ownagencies branch offices.HAPM SYNERGY SDN BHD ISP Report 174


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Network Situation Proposal for improvementelectronically through publicnetwork which may be delayeddue to congestions.Having the network facilities,MOHR is able to do a data orinformation gathering moreeffectively and fast for thepurpose of analyzing, researchand knowledge sharing.The implementation of thisnetwork architecture willrequire higher costs. Anoverall study is needed needto determine the propertechnology that need to beused in term of costeffectiveness. It is alsorecommended that theimplementation should bedone in phases according tothe priorities of the Ministry.Based on the currenttechnology offered, MPLS, IP‐VPN and IPSEC can beconsidered to meet therequirements. During theimplementation, the securityand high availabilityarchitecture should also betaken into account.Please refer to figure 36below.HAPM SYNERGY SDN BHD ISP Report 175


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Network Situation Proposal for improvement6. EG‐Netconnection &InternetConnection to EG‐Net andInternet is via the PutrajayaCampus Network (PCN) provideby MAMPUConnection to PCN should bemaintained to allow MOHR toaccess the EG‐Net applicationsuch as e‐SPKB, SPP11, e‐Perolehan and HRMIS.MOHR may need to consideralternatives of a high capacityof the network connection toresolve the issue ofcongestion at PCN. This is toallow better accessibility of itsweb‐based applications by theoutside world faster. The needwill become more criticalespecially for the MOHR i‐Portal applications,Community applications andother public domainapplications.Discussion with PCN needs tobe conducted to ensure allthese needs are fulfilled.Refer Figure 33 belowHAPM SYNERGY SDN BHD ISP Report 176


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Below is the proposed network infrastructure diagram for improvement.Figure 34: Propose LAN Architecture for MOHRHAPM SYNERGY SDN BHD ISP Report 177


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Figure 35: Propose LAN Architecture for MOHRFigure 36: Propose LAN Architecture for MOHR buildingHAPM SYNERGY SDN BHD ISP Report 178


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007PTPKJTKMoHREnterpriseNetworkPSMBSOCSONIOSHJKKPFigure 37: Propose Network Architecture for MOHR5.5.2 Data CenterData Center is a place used to house computer systems and associated components, such astelecommunications, storage backup systems. It generally includes redundancy or backuppower supplies, redundant data communications connections, environmental controls (airconditioning, fire suppression, etc.), and special security devices.The table below shows the current Data Center infrastructure and proposal forenhancement to support the needs that have been determined in this ISP report.No. Description Current Data Center Situation Proposal for improvement1. General Generally, the current data centeris already equipped with thenecessary requirements to run thedata center such as Mechanical &Electrical (M & E) in line with thespecifications and needs of the ITPhysically, the current datacenter is able to support thecurrent and future initiativesfor the next five(5) years.HAPM SYNERGY SDN BHD ISP Report 179


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Data Center Situation Proposal for improvementequipments which it has.Currently the data center holds allthe MOHR servers and that ofother departments such as JKKP,JTK and others.2. Location, Seizeand EquipmentArrangementCurrently the data center locatedat 6 th Floor, Block E4.The new servers reside in the datacenter is rack mounted type.However, there are still quite anumber of old servers lying on thefloor.Policy for data center ishighly recommended. Itshould contain amongothers; safety guidelines,house‐keeping, peoplemovements and others.Additionally sufficientcooling, power, heating andhumidity controls should betaken into account.3. M & E Facilities a. 24 x7 Air condition systemb. Separate electricaldistribution for datacenterc. Uninterruptable PowerSupply (UPS)d. Fire Protection SystemSufficient4. Floor Type Raised Floor Sufficient5. Access andSecurityCurrently the data center isequipped by Access Card System.Only certain people is allow toenter the data centerSufficientHAPM SYNERGY SDN BHD ISP Report 180


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Data Center Situation Proposal for improvement6. Backup‐upSystemCurrently using an automatedbackup solution which comprisedof software, tape library tomanage the backup and runningon the SAN (Storage AreaNetwork) technology. Howeveronly applications developed underthe ELX is using the backup.The tapes of the backup are sentto PLPK department on a monthlybasis as an outside backupsolution. In the case of disaster,MOHR should able to recoverusing the tapes.The backup solution issufficient. However, it isrecommended to allowother applications such asSMB to use it.While continue using thetape library, it is also arecommendation to MOHRto use the disk‐to‐diskbackup. The solution couldexpedite the backupprocess.7. RedundantInfrastructure:BusinessContinuityStrategy (BCS)& DisasterRecoveryCenter (DRC)The business continuitycomponents that currently have inMOHR.1. Backup into tapes2. Disk replicationThere is no vaulting or snapshot ofdata and officially MOHR does nothave a DRC yet. However, recentlythe Cabinet has approved a newdata center for MOHR inCyberjaya.MOHR should have a properplanning for BusinessContinuity Strategy (BCS).Having the DRC site is one ofthe components in BCS. Thenew data center inCyberjaya can become theDRC for MOHR.It is also recommendationthat MOHR implement asnapshot and replication ofdata. This technology usesdisk as a media. Snapshotcreates copy of the activedata set it is able to create aHAPM SYNERGY SDN BHD ISP Report 181


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Data Center Situation Proposal for improvementreal time copy of data atmultiple locations.However, MOHR shoulddefine the needs to matchthe technology during theimplementation.8. RedundancyInfrastructure:HardwareRedundancyCurrently there is no redundancyserver for any mission‐criticalapplication in MOHR.Hardware redundancyinfrastructure can help toimprove mission‐criticalapplications availability,moving even closer to acontinuous operationsenvironment by reducingunplanned outages andreducing or potentiallyeliminating plannedoutages.All mission‐criticalapplications in MOHRshould have the highavailability infrastructure asshown in the figure 37.HAPM SYNERGY SDN BHD ISP Report 182


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Figure 38: Propose Network and Data Centre ArchitectureHAPM SYNERGY SDN BHD ISP Report 183


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Figure 39: Propose Server High Availability Architecture5.5.3 Security InfrastructureNow that the internet has come of age, MOHR may faces threats such as spam, worms andspyware, and needs to accommodate the new initiatives and new technologies such asemail messaging and streaming media. MOHR should already have implement securitysolutions that will enable MOHR to realize the benefits that the Internet can bring withoutexposing MOHR internal systems to attack from hackers, viruses, mail relay and passwordthieves.The table below shows the current security infrastructure and proposal of the enhancementplan to support the needs that have been determined in this ISP report.No. Description Current Data Center Situation Proposal forimprovement1. Antivirus MOHR have implemented acentralized antivirusmanagement. The main antivirusserver is located at the main datacenter in Putrajaya which alsomanaged the other 14 antivirusservers at branches.SufficientHAPM SYNERGY SDN BHD ISP Report 184


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Data Center Situation Proposal forimprovement2. MessagingInfrastructure:Email SecurityMOHR have implemented anemail security such as anti‐spamand email anti‐virus.Sufficient. Area ofimprovement maybe tocombine theinfrastructure into onesolution so calledMessaging GatewaySecurity that also caterthe web filtering, instantmessaging and otherssuch as webmail, filetransfers and HTTP basedcommunications.Please refer figure 39.3. MessagingInfrastructure:Web Filtering4. MessagingInfrastructure:Instant Messaging(IM) SecurityMOHR have implemented a webfiltering.MOHR have implemented a IMsecurity. The same infrastructurefor web filtering is being use forIM security.Sufficient5. Firewall MOHR have implemented afirewall security, IntruderProtection System (IPS) andIntruder Detection System (IDS).Sufficient6. InternetMonitoringMOHR require a reportabout the internet usagein order to improve theHAPM SYNERGY SDN BHD ISP Report 185


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007No. Description Current Data Center Situation Proposal forimprovementnetwork performance,reduce bandwidth tounnecessary activity, toidentify internet abuseand maybe to identify“legal liability” offendersfor management action.Hence, MOHR requirethe log file analysissolution that can beinstalled anywhere onthe network. By simplypoint to the proxy server,firewall or cachingappliance's Web log files,the solution couldgenerate clear,categorized reports onWeb activity.6. Remote AccessHAPM SYNERGY SDN BHD ISP Report 186


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Figure 40: Network Architecture Before Messaging Gateway SecurityFigure 41: Network Architecture After Messaging Gateway Security5.6 Sourcing StrategyThe following areas will be discussed in this section:Sourcing ModelDeciding the right sourcing strategyMOHR’s sourcing strategies5.6.1 Sourcing ModelHAPM SYNERGY SDN BHD ISP Report 187


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007New ICTProjectDecidewhetherMOHR corecompetency &cost effectiveNODecidewhether Solutionsare availablein the marketBuy coreapplications +MOHRcustomise oruse externalresourcesNOYESYESSoftwareDevelopment byvendor +MOHRoverseeingDevelopIn-houseOut-sourceTo talServices andSolutionsFigure 42: MOHR Sourcing ModelMOHR will map its resources availability against sourcing model as illustrated in the diagramabove to decide on its sourcing needs.5.6.2 Deciding the Right Sourcing StrategyIn deciding the right sourcing strategy, MOHR will apply the following steps:How could MOHR’s objectives be met by varying the sourcing mix, and to whatextent?What could / should be outsourced and why?What should be retained in‐house and why?What risks are involved, what is the likelihood of the risk, what is the impact of therisk, what can be done to manage the risks of impact?What is involved in implementing the desired IT service delivery arrangements?What is involved in managing and operating the desired IT service deliveryarrangements?What options exist and with what impact?What decisions are MOHR required to take and with what consequences?HAPM SYNERGY SDN BHD ISP Report 188


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20075.6.3 MOHR’s Sourcing StrategyMOHR will utilise ICT to support focus its core functions. In the near future MOHR willexploit its best practices in ICT utilisation to support the competitive edge that it desires.MOHR will work with ICT vendors as partners in delivering the desired systems and serviceswhile maintaining organisation focus and management control over the deployment of ICTframework. This will allow for faster adoption of the desired ICT framework.Areas In-House OutsourceSoftware DevelopmentSoftware MaintenanceApplication MaintenanceNetwork & Hardware MaintenanceProject ManagementSME – Subject Matter ExpertHelpdesk OperationsData Centre OperationsTrainingYesYesYesYesYesYesYesYesYesYesYesYesYesYesICT Security Yes YesFigure 43: MOHR Sourcing StrategyFigure 42 illustrates MOHR sourcing strategy for the next five (5) years. This strategy entailscomponents such as software development, including application, network andcommunications, helpdesk and others. This strategy needs to be reviewed periodicallybased on competencies, cost and other factors.1. Software Development – Simple applications that can be developed using readilyavailable software development tool such as Lotus Notes will be done in‐house.Complex application which involve integration and dealt with a lot sub‐system will beoutsourced. This is in consideration that MOHR has limited skilled resources and toensure that the software development is done in a timely manner.2. Software Maintenance ‐ MOHR will outsource its software maintenance to vendors, asHAPM SYNERGY SDN BHD ISP Report 189


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007the vendors would have the best technical knowledge on their products and is costeffective.3. Application Maintenance ‐ For application maintenance, the primary support will bedone in‐house to maintain valuable skill sets within MOHR while the secondary supportwill be outsourced for cost effectiveness and short response time purposes. This is toallow MOHR staff to learn application maintenance skills in a quick and effectivemanner, so that they can self‐support the application at a later stage.4. Network and Hardware Maintenance ‐ The primary support is to be done in‐house fornetwork and hardware, to maintain valuable skill sets within MOHR while the secondarysupport will be outsourced for cost effectiveness and short response time purposes.This will facilitate for the skill transfer from the vendors to MOHR.5. Project Management Services ‐ Project management services will be in‐house and willbe outsourced as when required but will be supervised by dedicated MOHR personnel.6. Implementation services – MOHR will outsource the implementation services due tothe lack of specific implementation skills internally and skill transfer that will beacquired from the vendor to MOHR as well as the short timeframe given. This is ensurethat the implementation is done is an effective and timely manner.7. Subject Matter Expert (SME) – SME services will be outsourced due to the specificadvisory skill set required from the vendor, which would in turn facilitate for the skilltransfer from the vendor to MOHR.8. Helpdesk ‐ MOHR will retain its helpdesk in house for internal control andconfidentiality purposes as well as to maintain valuable internal skills sets.9. Data Centre Operations ‐ MOHR will maintain its data centre operations in house dueto the readily available resources and skills sets. This also facilitate for the need forinternal control and confidentiality purposes.10. Training ‐ Training for internal MOHR applications/systems e.g., Lotus Notes will beHAPM SYNERGY SDN BHD ISP Report 190


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007done in house. Trainings that are not available in house will be outsourced.11. ICT Security ‐ MOHR will maintain its security in house for internal control andconfidentiality purposes.5.6.4 ICT PartnerMOHR should adopt the following criteria for its ICT deployment and ICT partner selectionto ensure quality delivery of the desired ICT solutions:an ICT partner with highly experienced teaman ICT partner that has the ability in project management stewardshipan ICT partner that employs solution frameworkan ICT partner that employs proven development and implementation methodologyan ICT partner that can qualify technical infrastructure and ensures high availability ofinfrastructure servicesan ICT partner that can provide post technical engineering and skills transferan ICT partner that can provide full user documentation and trainingan ICT partner that can provide post hands‐on coaching and user support5.7 ICT ManagementEfficient ICT management is needed to ensure that the development and implementation ofICT initiatives is carried out as planned. MOHR ICT environment is still at developing stageas such the focus of the organization shall still be on development. The experience ofprevious systems development and implementation as outlined in the ISP 1997 will provideinput to the design of the organization. Gearing for the next five years in line with the ISP,MOHR should update the followings:Re‐structuring the ICT organizationUpgrade the ICT competency among the staffUpdate the management of ICT processUpdate the management of ICT securityEstablish a constructive/enabling ICT environmentHAPM SYNERGY SDN BHD ISP Report 191


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20075.7.1 Organizational Structure of BTMAs a developing organization, the ICT structure will maintain focus in the systemdevelopment giving emphasis to implementation. This ensures investment in applicationsystems is realized. Structured implementation plan will ensure systems are fully used,benefits are realised, productivity and delivery systems improved.The following principles are used in designing the organization structure;1. The functional needs to provide strategic support to MOHR2. Effectiveness and efficiency of functional operations3. Career enrichment to all BTM staffThe proposed Organisation structure for BTM is as follows:Deputy Sec. General(Management)CIO OfficeHead IT DivisionSystemsDevelopmentImplementation andSupportOperationsDepartmentICT UnitF52 - 1F48 - 2F44 – 1F41 – 4F32 – 2F29 - 5F52 - 1F48 - 3F44 – 1F41 – 3F32 – 21F29 - 5F48 - 1F44 – 2F41 – 2F32 – 1F29 – 4JK FT17 – 2OMPD F11 - 1F48 - 1F44 – 1F41 – 2F32 – 2F29 – 2Others as requiredGenerally the three Sections will undertake the following functions;SectionsSystems DevelopmentFunctionsManage systems development projects. This includeensuring projects were delivered on schedule withinHAPM SYNERGY SDN BHD ISP Report 192


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007budgetImplementation and supportsOperationsDepartment ICT UnitManage systems implementation through theapplication of change management methodology. Thisincludes process adaptation, policy adaptation, trainingand benefits realizations.Manage day‐to‐day operations of the division whichinclude data center operations, network, hardware andtechnical supports.Manage all ICT activities at the Departmental level. Itshould have an administrative reporting line to theMOHR ICT Division to ensure better rapport andcoordination on all ICT activities5.7.1.1 System DevelopmentSystems Development team is equivalent to project team that manages developmentprojects. Each team may be in‐charge of one or more major projects as shown below:Systems Development(Project Director), F52Project Manager 1F48• Centralised Database• MOHR BusinessIntelligence• KnowledgeManagement System• MOHR integrated portalProject Manager 2F48• Enterprise PerformanceManagement Systems• Malaysian HumanResources OnlineServices (MyHOS)• Customer RelationshipManagement (CRM)Project Manager 3F44• E‐Labour Court (eLC)• Vendor Tracking Systems• Technical CommentsInput SystemThe Key function for this section is as follows:HAPM SYNERGY SDN BHD ISP Report 193


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Ensure project plan is developed and manage project activitiesMonitor all project activities and ensure timely deliveryManage and resolve all project issuesCoordinate with users, vendor/developer on requirements studyCoordinate with users, vendor/developer on user specifications and systemsdevelopmentCoordinate with users, vendor/developer on acceptance tests and deployment5.7.1.2 Implementation and SupportsImplementation and support team will play major roles once a system is fully developed andready for implementation.implemented.At the same time providing support for systems alreadyHeadImplementation andSupport, F52Business Manager 1F48Business Manager 2F48Business Manager 3F48Business Manager 4F44• JCS/ SPOKU• LMD• EIS• PEA• EMS• CEDS• Call Center• TMS• eSPKM• eNOSS• eSLDN• E‐Procurement• E‐SPKB• HRMIS• SPP II• eICKey functions for this section are as follows;Develop Plan for systems implementationDevelop benefits realization planProvide application training to usersCoordinate implementation activities with user groupsMaintain and administer all application systemsAssess and propose solution to application system problemsAttend the discussion related to existing applications with usersProvide support that is related to existing applications to usersIdentify the source of processing error for the existing applicationsHAPM SYNERGY SDN BHD ISP Report 194


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Provide user training for existing applications5.7.1.3 OperationsManage day‐to‐day operations of the division which include data center operations,network, hardware and technical supports.HeadOperations, F48Data Center Software & Hardware Technical ServicesDatabaseAdministratorKey functions for this section are as follows;Data CenterManage the data processing and related daily operational tasksPlan and schedule application process under its control, management and circulation ofreports and backup serverSupervise and manage Disaster Recovery Plan and Continuity PlanManage the media and storage securityManage, administer and maintain existing systemProvide backup servers for data and applications available on the server for the purposeof any damages occurred in the data, application and servers equipmentsManage information security, main computer equipments and information retrieved byusersProvide policy and procedure related to data processingPlan and propose ICT training to staffEnsure that the Data Centre has the best environmentDatabase AdministratorAdminister, monitor, manage, update, design, configure, index, backup and maintain alldatabases at in MOHREnsure that the database configuration is at the best level to ensure that the responseHAPM SYNERGY SDN BHD ISP Report 195


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007time is appropriateDevelop and optimize data storage procedureTroubleshoot, investigate and solve all problems or issues of data networkingCo‐operate with the development team to implement any problem solving, design anddatabase maintenanceProvide support services related to database to usersSoftware and HardwarePlanning upgrades and extensions to the services provided on the central servers.Assessing new hardware and system software upgrades, configuring and testing newhardware, making and testing changes to hardware and system software.Evaluation of new hardware and system software.To manage procurement and maintenance of hardware and software.Plan the policy, standard and guideline for ICT securityProvide technical support services and antivirus to Internet usersProvide, update and monitor the policy and ICT security systemPlan the upgrading for ICT security systems at the MinistryStudy, test and implement the ICT security systems at the MinistryProvide monitoring for any possibility of hacking of the information system atProvide and update records of Internet users and antivirusProvide network infrastructure to usersProvide technical support services related to network facilities to usersMonitor the use of network facilitiesProvide repair services and maintenance of network equipmentsProvide backup equipments to replace the damaged network equipmentsProvide and monitor policy and ICT security systemsPlan the upgrading for the ICT security systemsStudy, test and implement the ICT security systemsProvide monitoring for any possibility of hacking of the information systemProvide and update records of Internet users and antivirusTechnical ServicesProvide technical support services to users of ICT facilitiesProvide consultancy services to matters relevant to the use of IT equipmentHAPM SYNERGY SDN BHD ISP Report 196


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Provide the required equipment and application according to the established standardProvide and monitors the policy and guidelines for using IT equipment and facilitiesStore records of computer equipment usageProvide updated user feedback and equipment under its controlVisit locations that have problems and solve the problemsReport to the Helpdesk the repair status or solutions to the problems5.7.1.4 Department ICT UnitHead ofSection, F48DataManagement, F41F29 – 1F11 - 1Operations andMaintenance, F41F32 – 1F17 - 1Applications Development/Implementation, F44F32 – 1F29 - 1Key Function of this unit will beCoordination of ICT initiatives, upgrades and extensions to the services provided by theICT DivisionFrontline contact and network with end users on ICT requirements and implementationDay to day support on functional systems5.7.2 ICT CompetencyBTM requires relevant skills, in line with the responsibility and support services required inthe future. These skills must cover 3 categories of services that are very critical, to optimizethe use of ICT at the MOHR as shown below:Service Category Required Competency Description of the CompetencySupport ServicesHelpdesk managementAble to handle user requestHAPM SYNERGY SDN BHD ISP Report 197


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Category Required Competency Description of the Competencyat the right timeAble to identify the type ofcalls and offers optimumsolutionsAcquire communication skilland technical knowledgeAble to record calls fromusers and analyze the trendEffective teamwork insolving any problems withhuman resourceHardware managementKnowledge in networkoperating systemAble to build and maintainserverNetwork managementAble to design andimplement networkinfrastructureAble to implement capacityplan, and maintain thenetworkSecurity managementKnowledgeable in analyzingthe instability of thenetworkKnowledgeable in operatingthe network and able toHAPM SYNERGY SDN BHD ISP Report 198


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Category Required Competency Description of the Competencyperform updatingKnowledgeable in detectingnetwork hackingDRP managementAble to provide analysis foridentifying critical businessareasAble to analyze anddetermine the most costeffective and optimalsolution for DRPRe‐examine DRP from timeto time to make thenecessary correctionsSLA managementAble to monitor SLAperformance and improveany weaknesses if any.Able to trace SLA toimplement innovations ortermination when necessarySystemDevelopmentWeb development toolsKnowledgeable in webdevelopment tools, forexample HTML to assist thedevelopment of websitesand documentationHAPM SYNERGY SDN BHD ISP Report 199


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Category Required Competency Description of the CompetencyGraphics developmenttoolsKnowledgeable in graphicsdesign and editing toolsSystem development lifecycleKnowledgeable instructuring the developmentmethodology that covers thedevelopment cycle, analysis,testing and implementationComputer/ProgramminglanguageKnowledgeable incomputer/programminglanguageSpecific divisionapplicationAble to support andmaintain application orsystem that requires aspecific use only (if thesystem or application is anoff‐the‐shelf product)Able to design, change,arrange, support andmaintain applications orsystems that weredeveloped according to aspecific use betweenorganizations (if the systemHAPM SYNERGY SDN BHD ISP Report 200


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Category Required Competency Description of the Competencyor application is not the offthe‐shelfproduct)Strategic ServicesConsultancy skillsProvide ICT consultancyservices forsystems/applications, ICTsolutions or expertise tousersAble to compilerequirements, scenarioanalysis and identify theresearch‐based solutionsbefore providing the finalsolutions.Training managementAble to generate the currentrequired skills in the marketAble to provide a trainingschedule, training materialsand teaching expertiseAble to analyze businessskills requirements in thefuture and ensure that theexpertise demanded isalways available whenneededStrategic planningUnderstand the futuredirection that is in‐line withHAPM SYNERGY SDN BHD ISP Report 201


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Category Required Competency Description of the CompetencyICT technology to supportMOHR’s business objectivesPresentation skillsEnsure the establishment ofICT sources, expertise andinfrastructure in order tosupport MOHR’s businessAble to analyze and proposeoptimum and cost effectiveICT investmentCompetent in preparingpresentation materialsProject management Skills and knowledge inproject management5.7.3 ICT Process ManagementTo ensure that ICT services are offered at the optimal level, it must be supported by an effectiveand efficient ICT process management. ICT process that must be incorporated by BTM I,s asfollows:Service level managementHelpdesk managementBusiness continuity planningInventory managementNetwork management5.7.3.1 Service Level Management (SLM)Service level management covers the proactive method and procedure to assist and to ensurethat ICT services offered to users achieved the level agreed upon. Service Level Agreements(SLA) among BTM, people within the Ministry and vendor must be established so that all partiesinvolved understand the ICT service level handled by BTM.HAPM SYNERGY SDN BHD ISP Report 202


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Service Level Agreement (SLA)The main function of SLA is to provide effective communication channel in managing the needsand requirements of the two parties – service provider and recipient of the service. Generally,SLA exists in an organization to explain the following matters, among others:Service detailsService details refer to the offered or accepted services. Details include the application,infrastructure or process.Standard of the offered services – to provide the following details:Operating period – operating period should be stated clearlyEmergency procedure – provide guideline for customer to contact service provider overthe operating periodFeedback and resolution period – to fulfill customer satisfaction, feedback andresolution period should be established. This detail isNeeded to ensure that all issues are clearly stated and customers are satisfied with theservices offered.Time/Life span of the SLA – Usually SLA gives one‐year duration. However, it could bechanged, terminate or renewed at the end of its life.The role and responsibility of the service provider or the service recipient. Both providersand recipients must be responsible towards each other and all responsibilities must beclearly stated.Customer representative (service recipient) – customer representative normally isappointed from the middle management in the customer’s organization and comprisesthe manager or director. They understand the business direction and have experienceswith ICT requirements. Customer representative will be involved in all dealings anddiscussions of all aspects of the offered IC services. They are responsible to explain toall people in the organization, the details stated in the SLA.Service manager (service provider) – They are involved in dealings, supervision andgeneration of SLA operating reports to the customer. They should gather feedbackfrom customer/client about the service performance and all problems arise from theHAPM SYNERGY SDN BHD ISP Report 203


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007SLA.5.7.3.2 Helpdesk ManagementHelpdesk is the Single Point of Contact (SPOC) for users who need assistance to solve ICT issues.The system or hardware often used to facilitate the smooth management of Helpdesk isCustomer Relationship Management application system, inventory management, email,electronic support tools like telephone, interactive voice recognition (IVR) and knowledge‐basedsystem integration.Helpdesk Optimization ProcessTo ensure that all problems are handled efficiently and quickly, the proactive steps that must beimplemented, among others, are:Understand the usersBefore establishing any process, policy and procedure, it is reasonable if a user’s need is firstidentifiedProvide sufficient resourcesEnsure that experienced and skilled helpdesk staffs are appointed to handle the helpdeskunitEstablish a standardEstablish a standard, for example, software and hardware use standard, in an organizationcould reduce unexpected problemsUse of the right equipment is the key for ensuring that problem‐solving could be done fastand efficient. Suitable equipment should offer advantages like: ability to provide remote support enable users to record received calls and to check for call status ease the access to inventory information enable the generation of report and analysisGuide and train helpdesk staffsStaff should be trained throughout the period to continuously achieve the knowledge andupgrade the skillsGuide the usersHAPM SYNERGY SDN BHD ISP Report 204


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Train users for utilizing the application or system providedObtain Trend AnalysisUse of equipment to produce report for the helpdesk and make an analysis of user’s issuesis important in assisting the future resource planning for the helpdesk. Analysis derivedcould assist in planning the training programs (for helpdesk staff and users) and ensure thatthe helpdesk could meet user’s needs in the future.Conduct study from time to timeHelpdesk process should be check from time to time to ensure that it is suitable andrelevant to the organizational need and any changes occurred.5.7.3.3 Business Continuity Planning (BCP)BCP focuses on the ways to avoid disturbances that resulted from natural disaster (like flood,storm, earthquake etc.), power shortage, telecommunication shutdown, and software andhardware failure. Among the role played by BCP are:Ensure the continuity of business operation at the MinistryProvide asset protectionProvide management control towards risk and exposureIdentify the barriers for BCPProvide proactive management control to avoid any disturbances from occurringThe component for Disaster Recovery Plan (DRP) is one of the mechanism for protectinginformation, information flow and information gathered during disturbances affecting the datacentre. Hot‐site, warm‐site and cold‐site are options that could be applied to ensure that nodisturbances affecting the system.Disaster Recovery Plan (DRP)DRP consists of consistent details about the action that need to be taken pre, during and postdisaster.The main key of DRP is to ensure cautions are taken against any possibilities thatcould happen and provide all remedial actions if they happened.Among the planned actions that should be considered are:HAPM SYNERGY SDN BHD ISP Report 205


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Give confidence to the security level for the assets owned by the MinistryReduce risk potentialsEnsure that the standby system is functioning wellEstablish the standard for testing the recovery planAvoid making hasty decision during the even of disasterTo ensure that the provision of DRP takes place smoothly, a few matters should be emphasized,and among them are:Obtain the commitment from the top managementThe planning process of DRP requires input and approval from the top management. Topmanagement must spend time and resources to develop, implement, test and carry out theplan.Establish planning committeeCommittee members must involve staff from the operational and management levels, andfrom all divisions/units at the Ministry. Committee members will decide the planning scopeand then monitor the development and implementation of the plan.Prepare the risk assessmentPlanning committee must prepare risk analysis and business impact analysis including thepossibility of unexpected bad events or natural disaster, technical and human threats.Finally, the planning committee must analyze the cost involved to minimize the potentialexposure of risk.Implement data gatheringCritical information and documentation must be gathered and stored at a central locationand should be disseminated to all teams for DRP who will assist in recovery process. Criticalinformation is like telephone number for staff, inventory documents, inventory equipment,inventory forms, inventory insurance policy, list of vendors and their contact details,hardware and software inventory, check list for notifying staff, off‐site storage location andHAPM SYNERGY SDN BHD ISP Report 206


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007contact details, copies of data and schedule of retention, and telephone inventory at theMinistry.Organization and documentation of the records/write‐ups on planningDraft content of the plan must be prepared as a guide for formulating the procedure, inwhich the senior management could re‐examine and approve the proposed plan. Otherbenefits for this approach are:facilitate the organization of the procedure in detailidentify the important steps/actions before starting the write‐upidentify any overlapped procedure since it should be written only onceprepare the road map to formulate the procedurePrepare the Testing Criteria and ProcedureAny testing of the plan and procedure must be documented and assessed as frequent aspossible, at least once a yearApprove the PlanAfter having the DRP written/drafted and tested, the plan must be approved by the topmanagement at the Ministry.Actions for Management ContinuityAmong the actions and regulations that should be adopted to ensure that theinterruption level is minimum are as follows:ICTComponent Steps PurposeServer Apply RAID technology to protectthe data and applications Avoid data loss due todamaged hard drive Use the ‘hot pluggable’ harddrive Avoid data loss caused by Use ‘redundant’ power source power source interruption Use two NIC Complete documentation of the Has two NIC to give supportconfiguration and installationwhen one of them is Complete maintenance logdamaged Maintain system before use Ensure that the server could berecovered even though during Recover system at theHAPM SYNERGY SDN BHD ISP Report 207


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Dataupgrades, patches andmaintenanceIdentify and prioritize the dataneeding backupcondition before the damageRecovery of data without losson data integrityAssess the system performanceduring data recoveryImplement off site back upTest and ensure a periodicrecovery strategyDetermine the archival periodImplement the solution forpermanent recoveryEducate users to store importantinformation on the serverData Centre Implement DMZImplement Intrusion DetectionSystem (IDS)Complete and recent floor planThe function of DMZ is toavoid internal and externalattacks to the networkIDS will notify if there is anypossible intrusionFloor plan enables accuratefuture planning andimplementationApplication Implement networkmanagement systemIn order to quickly identifyand solve problemsImplement clusteringTo monitor applicationservices continuouslyComplete and updateddocumentationComplete and updated vendorinformationClustering upgrades theperformance of applicationother than giving thesolutions for failoverICTDocumentation will assistMOHR to re‐developapplication when neededComponent Steps PurposeNetwork Implement networkmanagement systemTo monitor the bandwidthand network continuouslyHAPM SYNERGY SDN BHD ISP Report 208


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Complete and up‐to‐datedocument on networkconfigurationTo allow the identification ofnetwork problemsDocumentations will assist inplanning the changes inconfiguration and networkhardware when neededDocumentation All documents must be up‐todate Each document must have achecklist Store documents off site the datacentreAvailability of the storeddocumentations will assist inredeveloping the Data centreif disaster occurredProcess Plan the maintenance afterworking hours Plan and test the maintenanceactivities Complete documentation foreach server processing likewindows backup, anti virus scanRight planning could reducethe risk of disaster and limitthe effect caused by thedisaster5.7.3.4 Inventory ManagementInventory management could be defined as the process of tracking the ICT assets at theMinistry. Among the requirements that need to be implemented are:Control the Cost for Equipment and SoftwareWith the availability of this system, there will be no more overlapped of use ofequipment (like the same staff having different personal computer or lap‐top).Control the Software Licensing and Application UseInventory management assist the Ministry in tracking the number of software used andmatch with the number of purchased licensing.Role of inventory management in Business Continuity Planning (BCP).An efficient inventory management system would ensure that the recovery system ordata recovery is done according to plan. In a situation in which disaster occurred, therewould be an asset loss, and with the availability of an efficient inventory managementcould allow the Ministry to prepare accurate details related to asset involved in thedisaster and ease the claiming process towards the insurance party.HAPM SYNERGY SDN BHD ISP Report 209


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20075.7.3.5 Network ManagementNetwork channel is important since it supports the Ministry in achieving the expectedobjectives. Efficient network is the network that has the high ability and capacity, in addition toeasy maintenance. Network failure caused by hardware, software and power ortelecommunication problems and other challenges could threaten the network’s ability.Toensure that the network performance is always at the maximum level, factors that influencenetwork management must be examined, that are:Fault identificationThe main function of fault identification system is to detect and send signal to networkmanagement administrator whenever there is a fault. Fault identification system functionsas to receive error signals or polling for operating status from multiple network equipmentor system. Simple Network Management Protocol (SNMP) is an example of an effectivefault identification system popularly and widely used. An effective fault identificationsystem must introduce the fault management process, where network error must bedetected and corrections are made before users are aware of the error and before theoperations at the Ministry got affected.Automation process or process escalationTo complete the network management system, it requires that the completedocumentation, tasks, process escalation and notification should be stated. Thisdocumentation must depict the Ministry’s objective and must be in line with the establishedICT process. In the meantime, the documents must be made as a guideline in determiningthe importance for solving networking issues.5.7.4 ICT Security ManagementICT security management covers the installation and continuous maintenance of hardware,policy, process and procedure to protect the Ministry from the problem of data loss caused byunethical or unavoidable behavior.ICT security could not be implemented separately according to current needs or as part‐by‐part.It must be identified and implemented as a whole to ensure a complete protection covering ICTHAPM SYNERGY SDN BHD ISP Report 210


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007resources and data. However, the security system that will be implemented does not fullyguarantee a protection against the unethical activities. It could only reduce risk caused bythreats and limit the total damages of data to a minimal level.The main category that should be given attention in ICT security management is given in theTable below:CategorySecurity ActionDataAll data should be backed‐up systematically andperiodically. Back‐up process must be done in realtime.Data restoration must be done periodically to ensuredata integrity and also the media used could storedataPolicyData must be protected from virus threat,modification, unauthorized access and equipmentfailure.Checking on modified data must be done periodicallyto prevent and identify data that has been added andmodified without authorization.Security policy must be established and implementedto guarantee system integrity at MOHRPolicy must be checked from time to time and must bemodified according the need of the organizationDMZSecurity policy must cover the procedure forpreventing unethical activities and limit the damagesof data, ICT equipment and also the reputation of theorganizationDMZ must be protected with the use of firewall toseparate external network and internal network. Thiswill avoid intrusion of the internal network of MOHRIntrusion detection system must be installed to detectany intrusion activityEmailEmail server must be protected through the filteringof any process involving SMTP, email spamming, emailcontent and also virusHAPM SYNERGY SDN BHD ISP Report 211


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007When designing email server, it must seriouslyconsider the security level of users who access theiremail from outsideEmail policy must be formulated first andimplemented to increase work productivity andreduce the possibility of virus attack.Single sign onIt must be implemented to reduce difficulties faced bymanagement who could directly increase the securitylevel by limiting the numbers of password to beremembered by users. Single sign on should be able toidentify, validate, audit and allow the use of internal andexternal ICT resources.Anti‐virus systemAnti virus system at the first level must beimplemented and activated at all computer circuit(lap‐top, personal computers, workstation andserver) at MOHRAnti‐virus system at the second level must beimplemented to support the first level. However,it should be used by system administrator onlyand only when necessary.Anti‐virus system at the server level must be selfupdated.This is for the purpose of detecting therecent virus. The concept of push updated antivirusshould be done at every computer circuitcompletely. In addition, this system should beable to give maximum protection in real time toall applications at MOHR.5.7.5 Establish Enabling ICT EnvironmentIn establishing an enabling ICT environment, a policies need to be continuously improved fordeveloping or identifying MOHR’s ICT initiatives that could be implemented successfully.Without a policy, the procedure will not be followed. This shows the importance of a policy inensuring that the procedure or ruling is adhered to. To ensure the success of MOHR’s ICTinitiatives, MOHR’s ICT policy should include the followings:Adhere to / fulfill the MOHR requirementsHAPM SYNERGY SDN BHD ISP Report 212


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007One of the reasons for policy formulation is to establish the mandate, which decides thatevery implementation must adhere to the procedure or policy. Every procedure will beperiodically audited for ensuring that the policy will be adhered to.FairnessThe policy will ensure that every user will be served fairly according to their access privilege.ConsistentEvery affair or problems will be managed following the same steps or procedure.UnderstandingThe policy ensures that everyone involved will understand the matters concerned and theconsequences for not following the procedure.Time savingWith the availability of the procedure, the time for assessing the solutions for a situationwill be reduced. For such matter, the policy can also be used to avoid any problems fromhappening.ProfessionalismDevelopment and enforcement of a policy is not an easy job, with the availability of adocumented policy, this shows the seriousness and professionalism of the Ministry.Every formulated policy requires a set of criteria. Without meeting such criteria, theinitiatives to establish such a policy would be a waste. Development of a policy at MOHRmust fulfill these criteria:FlexibilityEvery effective policy should be capable to fulfill every current and future requirement orneeds of the MinistryRelevantHAPM SYNERGY SDN BHD ISP Report 213


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007The policy must be in line with the objective and mission of MOHR.ApplicabilityThe policy must be formulated based on the real situation/environment of the Ministry.ImplementationThe implementation of the policy must be carried out to achieve the objective and cost.TimelinessThe policy must always be updated and exhibit the internal and external factors influencingthe progress at the Ministry.Cost‐effectivePolicy formulation must be reasonable with the efforts required and asset that needsprotection.EnforcementThe policy must be enforced. Policy is not intended for explaining the ways or steps ofimplementation, however, a policy that could not be enforced will create confusion andwaste.IntegrationThis policy should be integrated with existing policies.5.7.5.1 Scope of MOHR’s ICT PolicyFormulation of ICT policy is intended to ensure that MOHR’s ICT initiatives would always adhereto the planning and also fulfill the needs or requirements as listed in the strategic plan. Toensure that this policy will involve all initiatives and the blue print of ICT Strategic Plan of MOHR,it should involve matters as follows:PrivacyClassified data or informationMOHR will classify every data or information or document according to Akta Rahsia Rasmi1972 (pindaan 1987) as follows:HAPM SYNERGY SDN BHD ISP Report 214


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007OpennessMeaning, any document related to daily operation of a departmentLimitedMeaning: information contained in the document must not be circulated directly or indirectly,to newspapers or anyone without authorization.ConfidentialMeaning: information in the document must not be circulated directly or indirectly tonewspapers or anyone without authorization. For example, “This document is owned by theMalaysian/State Government………and intended for notification……..one’s own and otherofficials who must know its content during the carrying out of official duties”.SecrecyMeaning: information contained in the document must not be circulated directly or indirectly toany newspaper or anyone without authorization. For example, “This document is owned by theMalaysian/State Government………and intended for notification……..one’s own and otherofficials who must know its content during the carrying out of official duties”.Information Security and InfrastructurePhysical securityMOHR must plan the actions required to ensure the access to the network infrastructureand critical information sources is controlled to avoid any intrusion, modifications ordisaster.Data securityMOHR must establish a policy for data or information security based on the ISO/IEC 17799Standard – Information Security Management System. The standard has been used as thedocument referred worldwide including Malaysia.Security threats (Virus, Intrusion and Hacking) – establish a policy or guideline that involvedthese aspects: Prevention – policy that prevent virus / threats to computing environment.HAPM SYNERGY SDN BHD ISP Report 215


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007 the virus from the infected file. Detection – detect data file, boot record orexecutable file (.exe) that has been affected by virus / threats Removal – removal of virus from the infected system that would involve reinstallationof operating system, file deletion or erasingBest PracticesEmail and InternetComputer and relevant hardwareEstablish best practices / guideline for the use of any asset or ICT facilities at MOHR thatcould decide the applicability and life span of the ICT assets.Back up and Disaster RecoveryPlan for Service Continuity and Disaster RecoveryEstablish a contingency plan and Standard Operating Procedures (SOP) in handling anydisturbances or disaster that affect MOHR’s ICT facilitiesAny system development must get the approval and be in line with MOHR’s ICTstrategic plan and reasonable with the budget prepared.Procurement of software, hardware and ICT equipmentsProcedure or guideline for ICT procurementAny ICT procurement must be justified and follows the plan as proposed in the MOHR’sICT plan of implementation5.7.5.2 Policy ImplementationGenerally, ICT policy indirectly depicted the vision and mission of the Ministry’s management.In ensuring that the vision and mission are achieved, actions to implement a policy must becarried out. Thus, MOHR must implement a few actions or strategy to ensure the successfuladaptation of the policy in the Ministry. The actions are:Change managementEvery new development brought by management will cause changes in the procedure /ways to carry out a task. In implementing the ICT initiatives, the procedure or job routinewill change into a simplified job. Thus, the actions taken must be to create awareness orHAPM SYNERGY SDN BHD ISP Report 216


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007knowledge of the availability of a system or a new procedure.should be introduced to ensure that every procedure is adhered to.For this reason, the policyTrainingTo ensure continuity in the ICT culture and use in making the daily task much easier, MOHRmust plan for staff training programs to fulfill its current and future ICT requirements.Introduction of ICT policy would be implemented as a requirement for every staff andduring the orientation session for all new staff. This is intended for all staff to comfortablyfit themselves into the policy that they must adhere to when using MOHR’s ICT facilities.HAPM SYNERGY SDN BHD ISP Report 217


Implementation Plan


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20076.0 IMPLEMENTATION PLANAll the derived ICT initiatives are to be implemented in three phases over the period of five (5)years. The five (5) years implementation plan is proposed in line with MOHR Strategic Planwhich runs for five years.Major applications have been developed and implemented in phase I and phase II of the ICTplan 1997. While some minor applications still need to be developed, the major focus in thenext five years is systems consolidations and value‐added applications which exploit theoperational systems for strategic advantage. This entails making use of the data availability foranalysis and strategic decision making. Some new initiatives will bring the Ministry to a higherplatform in its quest to achieve its vision.Experience from the previous ISP implementation is also crucial to the success of thisimplementation plan. Some of the learning experience from the previous implementation is asfollows;4. Management commitment and involvement is critical to the successful and timelydevelopment and implementation of any application systems. Commitment involveproviding due priority to the systems development and implementation activities.5. User ownership of the applications systems. ICT Division is a service provider andnot the systems owner. The success of a system depends largely on the ownercommitment of wanting the systems to be successfully implemented.6. A greater focus on implementation plans and activities as compared to systemsdevelopments. Systems implementation is as difficult and in some cases moredifficult than systems development activities. It involves multi‐dimension facets ofparameter that need to consider; culture, readiness, skills, policy, processes and amindset change. These are intangible elements that need to be managed. Hence,change management activities will play greater roles in future phases.6.1 TargetHAPM SYNERGY SDN BHD ISP Report 219


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007With the initiatives identified to support MOHR strategic goals,6.2 Implementation Plan ApproachWith the advent of technology, it is envisaged that the new ICT initiatives will be base on readymadepackages readily available in the market. Solutions such as Knowledge Management,Strategic Performance Management, Business Intelligence, Integration tools and some othersare readily available and many are developed locally.Using ready solutions, it will minimize software errors and shorten the development time andcosts. Development may still be needed in case of customization. Resources are thereforefocused into business requirements and implementation.The approach would allow the staffs to perform their daily jobs, while contributing their timeand expertise to the implementation of the projects. The overall strategy is as follows;Prioritization of the initiatives base on MOHR strategic needs;Appointment of a group of Business analysts to improve business processes, businessprocedure and change management programs in line with the implementation of theICT initiatives.Appointment of a Project Management Office (PMO) to manage the wholeimplementation of these initiatives.Appointment of a single vendor that has excellent and proven system implementationrecords as the implementer of the initiatives.6.3 Implementation That Based On Mohr Strategic NeedsThe implementation of the initiatives is based on catering and fulfilling the needs of the corekey users, namely the key stakeholder, the MOHR Top management, staffs and otherstakeholders.HAPM SYNERGY SDN BHD ISP Report 220


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007Priority 1: Initiative that focuses on the vital needs of key stakeholders. Theimplementation of the initiatives would greatly improve the overall informationavailability to key stakeholders and MOHR top management. This includesstrengthening the current core systems to support the above.Priority 2: Initiatives that focus on facilitating efficiency of administrative tasks. Theimplementation would provide the necessary support to facilitate the efficiency ofadministrative tasks within MOHR.Priority 3: Initiatives that focus on non‐core business of MOHR or those that isdependent on cooperation of external parties. The implementation would provide thenecessary support to facilitate the processing of non‐core business to MOHR.Based on the above criteria, the new initiatives are grouped accordingly as follows;ICT Initiatives/ Activities Phase 1 Phase 2 Phase 3• Post Implementation Reviews (TMS, JCS, e‐IC, SMB,SKUD, e‐SPKM, e‐SLDN, e‐NOSS)• Centralised Database• MOHR Integrated Portal• MOHR Business Intelligence• Enterprise Performance Management Systems (EPSS)• Knowledge Management System (KMS)• Customer Relationship Management (CRM)• SKUD Online services (JKKP)• SMB Online Services (JKKP)• Post Implementation Reviews (EMS, BI, EPSS, KMS,CRM, SKUD Online, SMB Online• E‐Labour Court (eLC)• Malaysian Human Resources Online Services (MyHOS)• Electronic Payments• Vendor Tracking Systems• Technical Comments Input System• Internal/ external systems integration• Post Implementation Review (e‐LC, MyHOS, EP, VTS,TCIS)• Internal/ external systems integrationChange ManagementHAPM SYNERGY SDN BHD ISP Report 221


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20076.3.1 Preparation of new business processes, business procedure and change managementprogram in line with the implementation of the ICT initiatives.The idea is to review the current business processes and to design new business processthat to take advantage of ICT offerings. This study would allow MOHR to set its own newbusiness processes, without having to limit itself with software limitations that are createdby software developer. At the same time, the deliverables form this exercise would prepareMOHR to take all the necessary measures to get itself ready with the change managementprograms prior to the actual deployment of the system.6.3.2 Continuous change management programs to gain acceptance of the end users of all theplanned initiatives.Change management is critical to ensure the high degree of acceptance of the users on allthe initiatives introduced. The function would include systems deployment andimplementation plan, conduct awareness programs, system training, technical trainings andbenefit realization programs6.3.3 Project management office (PMO) to manage the implementation of these initiatives.The appointment of project management team who are highly experienced in systemsimplementation would facilitate the implementation of all these initiatives. The team mustbe tasks to ensure technology transfer. The experience would be user to improve previoussystem implementation during the post‐implementation review activities.6.3.4 As the implementation would require massive system integration efforts,It is proposed that the implementation to be carried out by a single solution provider thathas good track records in system integration and implementation. The nature of theinitiatives requires massive integration works, and those who involve from the start wouldknow the detail design of how the system works. In addition to this, this approach wouldfacilitate the process of managing the project implementation as the project managementteam only needs to deal with only one entity.HAPM SYNERGY SDN BHD ISP Report 222


MINISTRY OF HUMAN RESOURCES ISP REVIEW 20076.4 Proposed ISP Implementation ScheduleThe proposed implementation schedule will take into account current ongoing initiatives and other activitiesrelated to ICT initiatives. The following chart provides a high level schedules;MOHR ISP IMPLEMENTATIONPhase 1 (30 months) Phase 2 (18 months) Phase 3 (12 months)StartSystems ReviewRFP &EvaluationDeploy &implementImmediate initiatives 1;1. Review of current systems (TMS,(TMS, JCS, eIC,, SMB SKUD, eSPKM, e-SLDN , eNOSS)Immediate initiatives 2;1. MoHRi-PotalSystem Developmentand Customisation forimmediate initiaitivesDeploy &implementEMS Deploy &implementSystem Development andCustomisationDeploy &implement• Centralised Database• MOHR Business Intelligence• Enterprise Performance Management Systems (EPSS)• Knowledge Management System (KMS)• Customer Relationship Management (CRM)• SKUD Online services (JKKP)• SMB Online Services (JKKP)• Business Continuity PlanRFP &EvaluationSystem Development andCustomisation• Post Implementation Reviews (EMS, BI, EPSS, KMS,CRM, SKUD Online, SMB Online• E-LabourCourt (eLC)• Malaysian Human Resources Online Services(MyHOS)• Electronic Payments• Vendor Tracking Systems• Technical Comments Input System• Internal/ external systems integrationDeploy &implementRFP &Evaluation• Post Implementation Review (e-LC,MyHOS, EP, VTS, TCIS)• Internal/ external systems integrationSystemDevelopment andCustomisationDeploy &implementChange Management & Technical TrainingFigure 44: MOHR ISP High Level Implementation Schedule6.5 Estimated CostsHAPM SYNERGY SDN BHD ISP Report 223


MINISTRY OF HUMAN RESOURCES ISP REVIEW 2007The estimated costs for all the initiatives identified in this ISP are listed below;No. Item Descriptions Sub‐Total (RM)A. PHASE 1 43,259,000APPLICATIONS & INFRASTRUCTURE1 MOHR ICT Infrastructure 15,300,0002 DISASTER RECOVERY FACILITY (DRF) 7,650,0003 MOHR i‐PORTAL 2,200,0004 MOHR CENTRALISED DATABASE 1,000,0005 BUSINESS INTELLIGENCE 2,400,0006 CUSTOMER RELATIONSHIP MANAGEMENT 1,550,0007 SKUD ONLINE SERVICES 500,0008 SMB ONLINE SERVICES 500,0009 KNOWLEDGE & COLLABORATION MANAGEMENT SYSTEM 2,250,00012 POST IMPLEMENTATION REVIEW 750,00013 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 1,585,00014 Maintenance Cost for Phase 1 4,755,00015 Training Cost for Phase 1 2,219,000B. PHASE 2 12,853,7701 e‐Labour Court 2,000,0002 MyHOS 501,0003 VENDOR TRACKING SYSTEM 1,250,0004 TECHNICAL COMMENTS INPUT SYSTEM 1,250,0005 CONNECTIVITY TO EXTERNAL AGENCIES 4,500,0006 POST IMPLEMENTATION REVIEW 750,0007 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 512,5508 Maintenance Cost for Phase 2 1,425,1509 Training Cost for Phase 2 665,070C. PHASE 3 11,239,5001 INTERNAL SYSTEM INTEGRATION 8,100,0002 POST IMPLEMENTATION REVIEW 750,0003 CONSULTANCY SERVICES ‐ Design & Project Mgmt. 442,5004 Maintenance Cost for Phase 3 1,327,5005 Training Cost for Phase 3 619,500CHANGE MANAGEMENT 6,735,227TOTAL 74,087,497HAPM SYNERGY SDN BHD ISP Report 224

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