Deploying a Time and Attendance, Human Resources Information Systems (HRIS), Enterprise Resource Planning (ERP) and Payroll modules at the same time can be a recipe for disaster. Companies should instead take a methodical approach by implementing one module at a time. Too often projects get derailed due to lack of resources, end users were not properly trained and underestimating the amount of time it take to implement various modules of a business automation software. Whether the software resides on the same platform or involves different vendors, implementation should always be carefully planned. It has been said and has been proven true, that the best laid plans can run amuck. So, with this in mind contingencies should be laid out in the event that the project does not go as planned.

A recent article by The Toronto Star “Huge IT projects can be hazardous to your firm”, brings home the point that the size of your project requires careful planning and the allocation of appropriate resources.

Here is an excerpt from this article;

“In 2003, Levi Strauss wanted to put in place a single computer system, budgeted at less than $5 million. But it quickly encountered a slew of problems, including the failure to sync with Walmart’s computers. During the switchover, it couldn’t fill orders, and three U.S. distribution centres had to close for a week. In 2008, the company had to write off $192.5 million against earnings to compensate for the botch-up, and the chief information officer was forced to resign. Kmart filed for bankruptcy in part over an IT disaster. Hershey’s chocolates couldn’t ship $100 million worth of candy in time for Halloween for one year. In the public sector, debacles in Canada include the federal gun registry and Ontario’s eHealth agency, which was assigned to computerize patient health records. In Germany, the Toll Collect consortium was supposed to bring in new technology to collect road tolls from heavy trucks, but repeated delays cost the government more than $10 billion in lost revenue. Flyvbjerg said they were staggered by the magnitude of the overruns and the sheer number of “out-of control projects that go over budget and over schedule.” Too often, managers assume these disasters won’t happen to them, but if a project goes past 30 months, the odds increase that it will happen. He suggests breaking projects down into smaller, more manageable chunks, with firm deadlines of six to eight weeks, with constant testing of new systems.”

Of course it should be noted that not all time and attendance and other large IT projects go awry. If they do, it is important that all stakeholders meet and regroup. Sometimes the best projects are the ones that almost fell off the rails and were saved by a commitment from both sides.

To learn more, contact Apex Time Solutions about our implementation methodology and workforce management software, best-practice strategies.

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