In the past I have implemented twice an international HR helpdesk solution for the customer. These were SAP and PeopleSoft. The main reasons for these implementation were:
- allow HR professionals to have higher quality and more efficient interactions with employees. HR professionals use the HR helpdesk solution as a single point of contact for their interactions with employees;
- Harmonization of HR processes and data;
- Integration with HCM;
- Delivery of employee self-service in order to replace forms and text on websites and improve communication between employee, manager and HR service center;
- The creation of digital cases, process driven and connected to rules and regulations.
Because of the international approach the following actions were planned:
- Teleconferences to determine the definition of general requirements;
- Teleconferences to determine the fit gaps of the desired requirements vs out of the box functionality – High level;
- Demo presentations to educate decision makers about the options available;
- Demo presentations to determine if the existing requirements are being met;
- Face to face meetings between the implementation team and the HR business.
- Refinement of requirements;
In both implementations the starting situation was local HR services working with an Excel sheet, no supported processes, no harmonized HR rules and data, so there was more needed than just a project and an implementation method. Before starting the project implementation of business change management, including e-learning for the employees was necessary.
How to implement business change management is already published, see here.
We chose Scrum for to the next advantages:
- High visibility of progress.
- Regular feedback from customer.
- Predictable rhythm.
- Measurable productivity (via burndown, velocity, etc.).
- Low bureaucratic overhead (meetings, documentation, etc.).
- Emphasis on face-to-face communication.
The SCRUM approach consists of the following steps:
- A product owner creates a prioritized wish list called a product backlog;
- During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces;
- The team has a certain amount of time, a sprint, to complete its work – usually two to four weeks – but meets each day to assess its progress (daily scrum);
- Along the way, the Scrum Master keeps the team focused on its goal;
- At the end of the sprint, the work should be potentially shippable, as in ready to hand to a customer, put on a store shelf, or show to a stakeholder;
- The sprint ends with a sprint review and demo;
- As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.
The implementation was handled according to the project management method PRINCE2. This consist of the following parts:
- Starting up a project with a.o. providing sufficient information, appointed business consultants, specialists, stakeholders, etc.
- Initiating the project with a.o. contracts and project intuition document, risks, key products, quality, control, etc.
- Directing the project with a.o. provide overall direction and guidance throughout the project, etc.
- Controlling a stage with a.o. right product deliverables, Correctly cost resource usage, etc.
- Managing product delivery with a.o. let the account manager agree with the project manager, etc.
- Managing stage boundaries with a.o. Assure the Project Board that all products in the current Stage Plan have been completed as defined, etc.
- Closing the project with a.o. Ensure that the objectives or aims set out in the Project Initiation Document have been met, etc.
The projects were delivered within time and budget.
For the overview of the requirements, see this excel document.