TECHNOLOGY
Assessing post-go-live support One of the most critical parts of the SoW is the support model offered after the system goes live. This is often where issues begin to surface, and the strength of the vendor relationship is truly tested. Basic support may include only break- fix response, but most payroll teams require ongoing guidance for legislative updates, configuration adjustments and audit assistance. The SoW should clearly state support hours, response time targets, channels of communication and issue escalation procedures. If additional support is expected during year-end processes, furlough calculations or legislative changes, these should be documented. Relying on assumptions or informal promises at this stage of the relationship can leave payroll teams exposed during peak pressure periods. Where possible, businesses should seek a post-go-live review or service transition phase which allows for feedback and system optimisation. This encourages continuous improvement and can help identify training needs, configuration gaps or emerging risks that weren’t evident during testing. Conclusion For payroll professionals navigating the implementation or procurement of a new payroll system, the SoW is a critical tool which shapes the delivery, communication and overall success of the project. A carefully crafted and actively managed SoW ensures clarity, reduces risk and promotes a strong working relationship with the vendor. n
SoW can support. When drafted correctly, the SoW encourages accountability from both sides, reducing the likelihood of blame or friction during challenges. Experienced payroll professionals should work closely with internal procurement and project management teams to ensure the SoW reflects the specific needs of the payroll function. This is an area where external consultants can be of great assistance, as experience of these transformation projects is key to identifying commonly missed variables. Ideally, all parties would walk through the SoW line by line during contract discussions, clarifying how each responsibility will be met and flagging any client dependencies. Open, regular communication with the vendor throughout the project further supports a constructive relationship. Where appropriate, agreed adjustments to scope should be documented formally, either as change requests or SoW amendments. Informal agreements made outside the SoW can lead to confusion, especially if project personnel change or disputes arise post go-live. Using the SoW throughout the project Too often, the SoW is treated as a procurement document, that’s filed away once contracts are signed. Instead, payroll teams should actively use it as a live reference during the implementation. As each phase of the project progresses, the payroll lead should refer to the SoW to verify that deliverables are met and timelines are on track.
During testing phases, particularly parallel runs, the SoW can be used to set expectations for results. For instance, it may: l specify the level of tolerance allowed for pay differences l define which scenarios will be tested (e.g. leavers, starters, salary changes) l outline how sign-off will be managed. This structure helps avoid subjective interpretations and accelerates resolution of issues. “Too often, the Statement of Work is treated as a procurement document, that’s filed away once contracts are signed. Instead, payroll teams should actively use it as a live reference during the implementation” Moreover, the SoW should be reviewed at key milestones to ensure nothing has been missed and to prompt any early renegotiations if project conditions change. For example, if internal resourcing constraints delay testing, this may affect the vendor’s responsibilities or timeline, which should be documented through SoW revisions.
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| Professional in Payroll, Pensions and Reward |
Issue 113 | September 2025
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