What methodology should be adopted to carry out a successful HRIS project?

Implementing an HRIS project calls for a high level of rigor and responsiveness, since these tools involve not only Human Resources, but all the company’s personnel. Although requirements must be clearly defined at the outset of the project, they may evolve during the implementation phase, given the complexity of the processes to be put in place. A successful HRIS project requires a clear, universally understood methodology, capable of adapting to the scale of the project and to changing needs.

Carrying out an HRIS project: the case of a national project

Establishing an exhaustive list of processes to be implemented and integrated into the information system can be very complex. It is therefore important to properly frame the project and to adopt a fairly sophisticated risk management.

Given the complexity of an HRIS project, the use of a classic ” waterfall ” methodology is not appropriate. The complete specification of the HRIS solution before its implementation by the project team is not very realistic. It’s best to opt for an agile approach.

Short tasks with significant added value will be preferred. Each module will be based on a pre-configured prototype according to the publisher’s specifications. The main modules can be deployed quickly, tested by users and validated. The construction of the solution will be done step by step, with regular scoping phases, so that the project manager can ensure that the team does not deviate from its objectives.

Carrying out an HRIS project: the case of an international project

Ensuring the success of a larger HRIS project requires a strong project manager who can rely on project management tools and shared by the different teams, to facilitate decision-making.
Here again, a agile approach approach is recommended, the way the teams work and the stages of the project will be slightly different.

Given the complexity of the HRIS solution, the team will work in project mode. Not all stakeholders are necessarily part of the team. They can be part of different departments. This organization enables us to call on the most qualified experts in each field or service, at every stage of the project.

A prototype is produced thanks to a collaborative work carried out by all the participants. It will be used to validate the overall scope of the project. Based on this prototype and the needs expressed, priorities will be assigned to the functionalities with the greatest business impact, likely to bring real added value.

Each prioritized module can be broken down into short tasks, providing significant added value, and the functional scope can be adjusted through regular scoping phases. Modules are tracked from launch to production.

A continuous improvement process will be implemented to optimize the project and the change management in order to best support the customer and users, after the production start and during the operation phase.