What challenges do you face when managing HCM projects?

It is quite common in these cases that HR professionals feel that they need somehow to "boil the ocean". But in my view - and not only my view - what we need to do is to "fall in love with the problem". Instead of trying to include everything in our thinking, we need to start from where the real business problem is. Not every challenge is a priority and by solving the most pressing and business relevant ones, then synergies may come up to help us define project's scope in a more meaningful way. Agile methodologies and fluid business teams with different perspectives halp in these, so it is better to have them on board quite early in the process.

One person's scope creep is another person's added value, so engage decision-makers!! Earlier in my career I was leading the development of a management information system for an engineering company. After several months of hard work, I presented to the Managing Director (CEO). He said, "great work the project modules are awesome but I didn't really want them, I wanted the financial reporting that you haven't provided!" It took several months to fix it :-(. I learned two major lessons: 1. Know your key stakeholders. Focus on providing value for the decision makers and keep them informed of any scope decisions 2. Prototype and share progress often. If you regularly get input from decision-makers you don't creep too far off the scope path!

One thing I have found useful is using an agile canvas to work with stakeholders the key success metrics of the HCM project. Being clear upfront the why and what of deliverables, then creating reporting routines to regularly update and communicate to key stakeholders is critical

One way to prevent scope creep would be to do an audit on all the files prior to estimating the time and-if you are a contractor-costs to complete this project. You never really know what you are being handed until you dig in. Especially if historical information in the system goes back before your time! Back to being a contractor...you should be charging for this audit too. Your time and the findings are valuable.

During my tenure as a project manager for an HCM project at Lenzing, we faced scope challenges arising from changing regulations and organizational needs. Our key strategy was to lean on a meticulously crafted project charter. This charter provided a clear roadmap, outlining objectives, scope, stakeholders, and strategic alignment. It became our North Star, ensuring project alignment and preventing scope creep as we navigated these dynamic conditions.

All the people you need in an HCM project already have a day job. You are always up against resource constraints. But it’s easier to deal with if you make this a consistent part of your project management. When you assign people to a project, immediately backfill their positions for the amount of hours (and a few more) they are allocated. If you expect them to add your project to their current responsibilities, you will undoubtedly fail. So make sure that your budget includes an adequate post to hire additional resources.

Scope Management, Change Management, Data Migration and Integration, Vendor Selection, Budget Constraints, Compliance and Regulations, Scalability and Future-Proofing & Measuring ROI and Success

Resource constraints have been a significant challenge in my experience managing HCM projects. These constraints often involve limitations in personnel and technology resources, which can jeopardize project timelines and quality. To address this, we implemented a resource management strategy. Early in the project, we conducted comprehensive skill assessments to identify gaps in expertise. This allowed us to allocate resources more effectively by either upskilling existing team members or, when necessary, bringing in external experts to bridge the gaps. This proactive approach ensured that resource constraints didn't become roadblocks and enabled us to maintain project timelines and deliver high-quality HCM solutions effectively.

Build in a soundboard to capture honest feedback from your organization and stakeholders. It will help the projectteam understand the purpose and adapt for better adoption. Project team members will feel more empowered when the purpose of the project becomes impactful to the organization.

Stakeholder engagement and resource constraints depend on the same factor: Your ability to "sell" the project. One of the main messages of my HR trainings and seminars is: You have to sell your ideas and projects to your colleagues, to the management and to the owner. And you have to sell it good! And when you sell it well, there will be sufficient funds and there will be stakeholder participation. Scope creep: Ok, somebody has to "own" the project. There has to be a project leader. If this leader allows irrelevant changes, then you gotta change the leader. Regarding technology integration, you need a an all-embracing solution, which includes HCM. If you do not have that - ah, well, stick to MS Office.

HCM projects often involve substantial organizational change, the article's emphasis on proactive change management planning resonates deeply. By investing in change management initiatives like communication plans, training programs, and stakeholder engagement, organizations can navigate challenges more effectively and ensure a smoother transition to new HCM systems and processes.

Stakeholder Alignment: One of the key challenges is ensuring alignment and collaboration among various stakeholders, including HR teams, IT departments, executives, and end-users. Different stakeholders may have divergent expectations, goals, and priorities, making it essential to establish effective communication channels and manage expectations throughout the project.

Technology needs to serve the purpose not vice versa. We often fall in the trap of having technology solutions drive our decision making in HR projects, but we need at all times to engage into conversations with providers and integrators on how the technology would serve our business purpose and our users.

Introducing new HCM processes or technologies frequently necessitates a significant transformation in the organizational culture. This shift can encounter opposition from different departments, including employees, managers, and other stakeholders, which can pose challenges to the successful implementation of such projects. Additionally, HCM managers or heads who primarily possess expertise in HR and lack experience in project management may find it unfamiliar to navigate these projects, especially when relying on external consultancies.

While was leading the Talent Management System implementation in a conglomerate which consisted of many companies in different fields, the #change_management agenda was key to complete the implementation successfully. We depends on #communication before (to communicate the WHY and create the urgency), during (to communicate the progress and updates), after (to celebrate the success and train the users). Also the reward was another essential key to success, as we linked specific milestones with specific and pre-communicated awards to the implementation team.

Change Management: Implementing new HCM systems or processes often involves significant organizational changes. Resistance to change, lack of employee buy-in, and insufficient change management strategies can impede project success. Ensuring effective communication, providing training and support, and addressing concerns and resistance are critical in managing change effectively.

Firstly, resistance to change is common among employees. They may be accustomed to established processes and reluctant to adopt new technologies. Overcoming this resistance requires effective communication, continuous education, and involvement in the decision-making process. Additionally, ensuring buy-in from leadership and managers is crucial. Without their support, it can be difficult to drive the necessary changes throughout the organization. This requires clear communication of the benefits and positive impacts the HCM project will bring. Furthermore, managing expectations is a key challenge. Lastly, ensuring continuous support and training is vital, to ensure that employees feel confident in using the new tools.

The HCM Projects is a teamwork thing, make sure that your processes were enhanced and optimized, while keeping eye on user experience. Systems role is not just to automate your HR processes, but also keep your user life easy and with a meaningful context

Managing HCM projects comes with its own set of challenges. One significant hurdle is aligning technology with organizational needs and culture. Ensuring that the HCM system fits seamlessly into existing workflows. Additionally, data migration and integration pose substantial challenges. Transferring large volumes of data accurately and integrating the new HCM system with existing platforms demands careful planning and execution. Lastly, compliance with legal and regulatory requirements, especially in global organizations, demands meticulous attention to detail. Navigating these challenges requires a holistic approach that combines technical expertise, change management skills, and a deep understanding of HR processes.

The two most critical issues I confront most often with clients/the HR profession are: - The absence of data and analytics that objectively validate to key stakeholders the legitimacy and value of the intended HR project to both the organization and the workforce The inability of HR professionals to carefully plan out and present a compelling business case, particularly it relates to: - 1. Capturing key stakeholder attention (WIIFM) "What's In It For me"? 2. Establishing the right presentation format and flow concentrated on what key stakeholders want to know and not on what you want to tell them 3. Determining your intended negotiating tactics and key presentation outcomes 4. Establishing your preferred execution process

In my opinion, the success of any HCM project heavily lies on establishing, defining and aligning on the project scope and goals. This will help in designing a solid framework that guides both parties, through realising the project outcomes.

Managing/Changing HR system initiatives may be difficult and complicated since systems will be used by a wide range of stakeholders, including individual contributors, team leaders, group leaders, department heads, business unit leaders, and even senior executives (CXOs). - Employees and HR staff may resist using new HCM software if it's not user-friendly or doesn't align with their existing workflows/requirements, ensuring user adoption is a key challenge. - Balancing the need for customization to fit specific organizational needs with the benefits of standardization to streamline processes can be tricky. - Providing employees and managers with mobile access to HCM systems is vital but can be technically challenging.