HR system changes – Project roles

//HR system changes – Project roles

Roles and stakeholder, who is involved and when

Technology transformations are a journey. They are not achieved in a day or a week or a month. In fact, considering business case preparation to pre-selection of systems through to implementation and embedment, organisations could take up to a year or more in going through this entire journey. So, it is normal for changes to occur in these roles and individuals over this period. It is important to note that the roles that are involved in technology projects are different to the business as usual positions held by individuals. At a high level, here is a quick visual of some of the key stakeholder groups involved:

Key project roles

 

A visual of the stakeholders along with a resourcing plan ensures that organisations can think through and dedicate the appropriate team to deliver their project successfully. Following are some key things to keep in mind before mobilising to deliver a project:

  1. Project roles required and key performance indicators: it is quite common for projects to think about having a project manager to run projects and in some cases, think of training. However, when looking at the entire lifecycle of the project, there are several roles required that fall outside of those two typical requirements. The above visual is a great start to think through the typical roles to be considered. In addition to having the roles defined, it is also important to then identify the individuals that will be doing those roles and how will their performance be measured. This is key to ensuring that internal staff performing project roles are given clear parameters, deliverables and measures to quantify success. When organisations fail to define the measures of success, it becomes very difficult to manage the performance of those individuals.
  2. Skills and qualifications of individuals involved and their suitability for the project role(s): it is not unusual for BAU staff involved in projects to have roles that are different to the roles they would normally perform. This means that the skills and qualifications required to execute project roles are different or require augmentation. A great example in (HR) technology implementations is the need for project management skills. It is uncommon for BAU roles to have project managers on deck. However, there may be BAU staff who may possess planning and organisation skills. This doesn’t necessarily mean they are ready to be a project manager though.
  3. Availability of stakeholders to get involved at the different times during the journey: when planning projects, it is crucial to think through the amount of work required by BAU staff. While not all project roles are full-time, there are certainly peaks and troughs in the effort. Often organisations underestimate the work required in delivering projects. Depending on the scheduling, projects tasks could coincide with key business activities. It is imperative to ensure availability of BAU resources before committing them to take on project roles. This includes planning for any time away like leave that may impact the project timelines and deliverables.
  4. Back-up plans for staff involved in the project: This is particularly important if the BAU resource being utilised for project is a one-(wo)man army. In many cases, organisations that run lean businesses tend to find it quite difficult when using BAU resources for projects. These types of organisations need to especially consider the costs of back-filling BAU resources.
  5. not everyone in a company will be excited by the idea of (technology) change. This means not every stakeholder will be equally invested in making the project successful. Typically, to achieve successful delivery of projects, it is important to select people who are:
    • motivated and excited about the change,
    • influential,
    • good negotiators,
    • leaders of change in the organisation, and,
    • vested in success of the project

Typically, involving the right stakeholders at the right time in the project will enable continuity of knowledge flow as well keep the it moving through the various stages in the project lifecycle. Below are some typical stakeholders involved in the each of the key stages:

Key stages – stakeholders

To ensure that organisations keep all the above in mind while selecting the project teams, it is always useful to have independent advice from a trusted advisor like HR Lead. This also avoids any potential internal biases and allows sponsors to focus on outcomes.

2018-05-01T09:45:11+08:00 March 14th, 2017|Uncategorised|Comments Off on HR system changes – Project roles

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