Software and hardware migration for time management (HR processes)
The assignment involved the complete migration of time management systems and HR processes at 2 French sites of a multi-sector company. The project aimed to modernise software and hardware infrastructures, harmonise HR processes and guarantee operational continuity. The migration involved the coordination of several stakeholders, strict time constraints and a transition without interrupting current activities.
Technological migration: Replacing the current time management software and time clocks with a new solution.
Adaptation of business processes: Identify the impact on existing business processes and tools, then adjust them to ensure compatibility with the new environment.
Périmètre
At 2 sites in France (Toulouse & Aix en Provence)
Défis & Contraintes
Strained relations with the supplier: Tensions were exacerbated by the supplier’s inability to effectively manage the RUN in the countries already migrated, which raised doubts about the reliability of the solution for deployment in France.
Complexity of the environment: Interdependent business processes and closely connected tools made it difficult to analyse the impact and adapt processes to the new solution.
Synchronisation with a parallel project: The need to coordinate the project with another project to modernise on-site entry controls (badges and badge readers) added a further level of complexity, multiplying interdependencies and planning constraints.
Parties Prenantes
The HR team
The IS (Information System) team
The group
The supplier
Rôles & Responsabilités
Project Manager: Overall coordination of activities, management of resources and monitoring of schedules to ensure deadlines are met for the 2 French entities.
Client-supplier interface: Management of relations with software and hardware suppliers to ensure the conformity of deliverables.
Communication manager: Organisation of meetings with stakeholders and preparation of regular reports to keep them informed of the project’s progress.
User testing supervisor: Setting up and monitoring tests to validate the compatibility and performance of the new system.
Capitalising on previous migrations: Analysing migration experiences in other Group countries to incorporate best practice and avoid recurring errors.
Risk manager: Identifying potential risks, proposing corrective action plans and monitoring incidents during deployment.
Needs analysis: Interviews and workshops with HR and IT teams to gather information on the specific expectations and constraints of each site.
Impact analysis: Assessment of the potential consequences on HR processes and tools to anticipate any necessary adjustments.
Identification of installation constraints: Analysis of constraints specific to hardware and software installation (space, technical compatibility, potential interruptions).
2. Planification
Detailed task planning: allocating responsibilities and estimating deadlines.
Creating the project schedule: incorporating critical milestones and deadlines to anticipate sensitive phases.
Dependency management: Identifying links between activities to minimise delays due to interdependencies
Resource validation: Allocating the necessary resources, including materials, budgets and human skills
3. Exécution
Deployment of new equipment: Precise sizing of the equipment required, optimal positioning for each site, logistical preparation of installations and purchasing management.
Definition of modification plans: Drawing up detailed plans for adapting the HR processes affected, including financial estimates, selection of suppliers and drafting of specifications.
Proactive communication: Setting up regular updates to maintain transparency with the teams affected.
4. Surveillance & Contrôle
KPI monitoring: Monitoring key performance indicators to ensure that targets are being met.
Regular testing: Organising unit pre-tests to anticipate difficulties and constraints during final installation.
Progress reports: Writing weekly reports for decision-makers to ensure strategic alignment.
5. Clôture
Project pause: Due to external constraints, the project was temporarily suspended before completion. This decision was communicated to the stakeholders to ensure a common understanding of the impacts.
Gathering of documentation: Compilation of all resources produced during the project, including plans, reports, impact analyses and monitoring of milestones achieved.
Synthesis of feedback: In-depth analysis of previous migrations in other countries to capitalise on best practice, avoid identified errors and highlight specific areas for attention.
Structured archiving: Organisation of documents and deliverables for rapid and efficient retrieval when the project is restarted.
Project management software: Microsoft Planer for planning and monitoring activities.
Gantt charts: visualise and anticipate the progress of tasks and milestones.
Collaboration tools: Microsoft Teams for seamless communication between teams.
KPI dashboards: real-time monitoring of project performance in Excel.
Résultats obtenus
Deteriorated relations: Tensions between the group and the supplier increased over the course of the project, impacting on collaboration. These differences led to the project being put on hold indefinitely, possibly for several years.
Managing obsolescence: Faced with this situation, it was necessary to extend the use of the initial tool, despite its obsolescence, by adopting temporary measures to guarantee continuity of operations.
Capitalising on good practice: Synthesis of lessons learned from previous migrations in other countries, highlighting effective practices for similar projects and preferred approaches.
Key points of attention: Identification of mistakes to avoid and critical aspects to watch out for, particularly in contractual relations and managing stakeholder expectations.
Structured documentation: All the knowledge acquired and recommendations made were compiled in a detailed report, making it easier to relaunch the project in the future under better conditions.
