Feature topic - Project management
Project management
Jerome Smail, freelance journalist , presents the experiences and advice of several industry luminaries
T here are the day-to-day tasks that the profession takes care of – such as making sure everyone is paid the right amount at the right time, which is no mean feat in itself, as we know all too well. But from time to time there are special projects that need to be undertaken in addition to this – whether it’s implementing new systems, learning initiatives or overhauling processes to comply with new regulations. This calls for yet another string to the professional bow of payroll and reward professionals: project management. So, what are the most essential elements of successful project management? “Before committing to any project, you must first have absolute clarity on why you are doing it and what your must- haves are for the end result,” advises Jacki Hodgson, director of professional services for CoreHR. You must define and engage your
stakeholders early, says Hodgson. If they come along on the journey, they may well be able to help you and your team. Think about any relevant external stakeholders you need to engage – suppliers and their consulting teams, for example. Make sure, too, that you know your data sources. Where is it held at present? Is it already of good quality and complete? Is it held in an existing system as a single view or dotted around in multiple spreadsheets? And before you commit, be aware of the risks you could face and how you can mitigate them. Martyn Cheney, director of Cheney Payroll Services, recommends streamlining your processes so you will be more efficient and deliver a better project. “It can be easy to steer away from the end goal as different situations arise, but it’s important to always go back to your initial plan and review the aims and objectives set out at the start,” he says. “If a problem arises, find a solution but ensure that other elements
of the project are in hand too.” As the old saying goes, ‘fail to prepare, prepare to fail’. Jason Davenport, CIPP chair, insists that “involving the right people at the right time for the right reasons to deliver a quality approach translates to planning, planning, planning”. He adds: “Successful projects that are well-managed and given the appropriate amount of time to deliver, as well as using time available efficiently, have much more chance of being successful.” When the resources available become reduced, or the time available is shrank, or the testing is not given due diligence, then there is every chance of risk increasing and the overall project delivery being less successful, says Davenport. The early stages of a project can be considered the ‘honeymoon period’ – with lots of time available to get to understand the expectations and outcomes due. “This time must be used for expansive research and ensuring all stakeholders are fully engaged,” he says. “If questions aren’t asked and answered at this stage, it risks the delivery at the end of the project.” A project should also be integrated into the business it is serving, not stand
...have absolute clarity on why you are doing it and what your must-haves are for the end result
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| Professional in Payroll, Pensions and Reward |
Issue 61 | June 2020
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