Steering complex HR projects from start to finish.

The problem we see

A vague specification, a vendor deciding in the client’s place, arbitrations postponed, change management forgotten until go-live. Projects rarely fail all at once: they degrade with each decision not taken.

What we do

• Project framing: stakes, scope, budget, planning, governance
• Writing of requirements and of the functional specification
• Selection of software vendors and integrators, analysis of offers
• Project steering, risk and arbitration tracking
• Quality assurance of supplier deliverables
• Change management and support for teams

1. 1

   Framing

   Definition of objectives, scope and governance. Approved by the executive committee.

2. 2

   Solution choice

   Requirements, consultation, evaluation grid and a reasoned recommendation.

3. 3

   Steering

   Project committees, tracking of planning and risks, documented arbitrations, control of deliverables.

4. 4

   Deployment and closure

   Acceptance testing, cut-over, change management and a review with results indicators.

What you get

• A project owner equipped to face vendors and integrators
• Traced arbitrations and a planning that holds
• A project delivered with results indicators defined from the start
• An internal team able to evolve the set-up

For whom

HR directors and project leads carrying a major HR project who lack, in-house, the experience of managing vendors or the time to do it.