Calderdale MBC

iTrent HR and Payroll System Project

Project Initiation Document (PID)

iTrent HR and Payroll System Implementation

PREPARED BY: Mamoon Rashid

Date: April 2015
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iTrent HR and Payroll System Project

HR and Payroll System

Version Control History

Version Comments Date Initials

1.0 First draft 27/04/15 MR
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iTrent HR and Payroll System Project

Content

1 Executive Summary 1

1.1 Document Purpose 1

1.2 Background 1

2 Project Objectives 2

3 Scope, Exclusions and Interfaces 3

3.1 Scope 3

3.2 Exclusions 5

3.3 System Interfaces 5

4 Constraints 6

5 Assumptions 6

6 Deliverables 6

6.1 Managerial 6

6.2 Technical 6

6.3 Quality 7

7 Training 7

8 Business Benefits 7

8.1 Strategic Benefits 7

8.2 Operational Benefis 8

8.3 System Benefits 9

9 Risk Assessment 9

10 Project Management Structure 10

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iTrent HR and Payroll System Project

11 Project Controls 10

12 Resources - Requirements and Justification 11

12.1 Staffing 11

12.2 Project Costs 11

13 Change Management Strategy 11

14 Communications Strategy 12

14.1 Project Board (PB) 12

14.2 Project Team (PT) 12

14.3 Working Groups (WG) 13

14.4 Calderdale Council Staff 13

14.5 Suppliers 13

15 Staff Training and Development Needs 13

16 Acceptance Criteria 14

17 Implementation Strategy/Project Lifecycle 14

17.1 Preparation / Start-Up Phas 14

17.2 Blueprint Phase 14

17.3 Realisation Phase 15

17.4 Final Preparation and Go-Live Phase 15

17.5 Post Go-Live Support 15

18 Initial Project Plan 15

19 Authorisation 18

Appendix A: Roles and Responsibilities 19

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iTrent HR and Payroll System Project

Appendix B: Risk Register 22

Appendix C: Project Plan – Initial Phase 23

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iTrent HR and Payroll System Project

1 Executive Summary

1.1 Document Purpose

This document describes the work required to deliver an integrated HR and

Payroll solution for Calderdale Council within the timescales identified in the
Project Plan documentation. It serves as an agreement between the Council’s
key stakeholders and the supplier of the iTrent system, MidlandHR (MHR). The
document defines the key objectives, roles, accountabilities and project
governance required to effectively manage and direct the project.

1.2 Background

In January 2014, a project team with representation from the HR and BCPM
services was formed to review the existing HR systems and their associated
contractual agreements. This led to a full review of the key systems being
operated within HR, which included the HR and payroll system, online
recruitment, training and workforce development and employee and manager self
service.

In addition to the review of systems, a full review of the HR and BCPM services
commenced in February 2014 with an overarching objective to simplify and
streamline business processes, leading to the realisation of both financial and
non-financial savings.

Fundamental to the current review of the HR and BCPM services is the

implementation of a modern, integrated HR and payroll system. The current
system will not be able to support the vision of this review in areas such as
delivering excellence in customer service, reducing fragmentation, efficient
delivery of transactional HR and payroll, demand management and a reduction in
call volumes through a more resilient self service system for employees and
managers. Additional examples include:

 Supporting the proposed merger of the transactional HR and Payroll

teams, which will support the reduction in staff numbers in this area.
 Enhanced management information capabilities, which will enable
managers to access real-time workforce information directly through the
system. This will reduce the administration burden on HR, BCPM
Management Information Team and managers, enabling them to focus on
value added activities.
 Reduction in transactional activities and streamlined business processes
in areas such as recruitment, training administration and

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manager/employee self service will help remove duplication and deliver an

enhanced customer experience.

In order to achieve value for money and ensure continuity of service beyond
June 2015, and in line with the objectives of the HR and BCPM review, it was
recommended that the Council undertakes a complete OJEU tender process to
procure a new, modern HR and Payroll system. Advice was also taken from the
Council’s procurement team to ensure the relevant procedures were followed.

Prior to the actual procurement exercise, soft market testing was undertaken to
establish the current market, evaluate options and gain a more accurate
understanding of the potential costs. This exercise concluded that systems were
available in the market that would meet the Council’s current and future
requirements and enable us to achieve value for money through undertaking the
procurement exercise.

The procurement process commenced in June 2015, with 17 suppliers

responding to the Pre-Qualification Questionnaire (PQQ). The shortlisting
process narrowed this down to 6 suppliers who received the Invitation to Tender
(ITT) and 5 suppliers submitted a final bid as part of the ITT process.

After completing a thorough and robust evaluation process, MidlandHR was

selected as the Council’s preferred supplier to provide the Council with a HR and
payroll system with the required modules. The remainder of this document will
focus on the project to implement the iTrent HR and Payroll System from
MidlandHR.

2 Project Objectives

It is reasonable to expect that any system procured in 2014/15 will be operational

until at least 2020 if not longer. The solution must therefore be capable of
supporting the Council as it moves through a period of, what is expected to be,
significant change. It is understood that over this time period our workforce will
need to be more flexible and agile, will be using mobile technology on a daily
basis from work locations that are not fixed. Managers will need the tools to
support this flexible workforce and employees will need systems that are easy
and quick to operate.

The overall vision for the project is to achieve the following objectives:

 Provide a simple and efficient migration of data and processes to the new
HR & Payroll operating environment (where necessary)
 Provide systems, tools and processes to deliver the HR and Payroll
strategic objective of becoming efficient in service delivery

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 Deliver fully functional manager and employee self service capability

through PC, tablet and mobile devices, reducing administrative processes
and increased output
 Provide appropriate access to accurate and meaningful HR and Payroll
related management information to support service planning
 Facilitate and support the provision of quality and efficient HR and Payroll
services to raise the Council’s profile
 Enable the Council to meet statutory reporting obligations with confidence
in the accuracy and validity of the data
 Exploit technology to the full in the establishment of streamlined
processes, with flexible, adaptable workflows
 Provide systems and processes that are flexible and can be changed
quickly in response to the continually changing environment consistent
with increased levels of devolution
 Encourage a climate for continued development of the system and
implement a continuous improvement process for the system and
processes
 Eradicate repetitive tasks currently undertaken by staff and utilise this time
in ‘value-added’ activities
 Integrate with the Council’s existing Oracle and Microsoft ICT
infrastructure (where required)
 Efficient management of day-to-day transactional activities and
management information
 Be used for the Council, Schools and any other organisation that wishes
to buy HR related services from the Council.

The iTrent System will support the core activities of the Human Resources and
Payroll functions and their interaction with the wider customer base (internal and
external customers). This will ensure that all transactional activities undertaken
within these services are efficiently managed. It will bring together professionals
from all Directorates, enhance communication within the team and create a
support network for all stakeholders.

3 Scope, Exclusions and Interfaces

3.1 Scope

The following core modules are in scope:

 HR administration
 Payroll
 Online Recruitment

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 Workforce development (training administration, qualifications, appraisals,

talent/performance management, Future Workforce Programme (FWP))
 Time and attendance (absence and flexi-time)
 Employee and manager self service
 Management information through self-service reports and a standard
reporting tool
 Organisation charts
 Employee relations

All the above modules will be fully integrated. Additional integration with existing
systems such as the Oracle based in-house developed Finance system will also
be required. In addition, the system will have the capacity to accommodate an
increasing number of employees and employee related records.

The system needs to be flexible, with the ability to meet the changing needs of
HR. In addition, the system needs to support the Council’s internal and external
customers and partners, including schools and academies.

 The project will support and facilitate the delivery of the HR and Payroll
strategies for the Council

 The project will incorporate a necessary review of HR and Payroll

processes and is empowered to deliver change rather than replicate/
automate current functionality and processes. It is acknowledged that the
project is to an extent the driver of this change and not just its agent

 The project will be led by user requirements, not software/application

(product). User requirements have already been fully documented and
these will be referred to throughout the implementation stages

 Processes will be devolved, where appropriate, to satisfy user requirement

and to support any future changes to structure. Thus, the solution (system
and processes) must be able to satisfy the requirements for autonomy and
be scaleable

 The system will be run centrally and the data maintained locally e.g.
Service users will use functions to maintain master data in order to
simplify processes and transactions

 The system should incorporate personal and statutory information about

staff including their competences, knowledge, training etc, to remove
duplication and replication in other systems providing the same. These
other systems can then be decommissioned

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 All stakeholders across the Council must be encouraged and be able to

use the system to add value, contribute to their own development and
ultimately, to contribute to the success of the Council

 Users and ICT staff at all levels will be involved at the relevant stages of
the project to ensure that there is a smooth cultural exchange

 The solution will be delivered on a phased basis, with the initial phase
focusing on providing (as a minim) the same functionality that users have
with the existing system

3.2 Exclusions

 Provision of, or upgrades to communications hardware, PCs and desktops

(where necessary) are not included in the scope of this project. The
minimum requirements for such equipment have already been established
and discussion with the Council’s ICT and infrastructure teams who have
concluded that these requirements are met with the existing hardware

 Further developments (outside of the final scope) are excluded from this
project. Additional funding will have to be sought for further developments.
All further developments will be considered on the strength of the business
case produced at the appropriate time

3.3 System Interfaces

 The phased delivery of the system will mean that a number of interfaces
and data migrations will be required to move from the existing HR and
Payroll systems. The same will apply to other systems that will need to
interface with the HR and Payroll systems e.g. Corporate Financials

 This project will have interfaces with other systems at different phases in
the project. It is the responsibility of the Project Lead to ensure that
interaction with other projects/systems is open, collaborative and
transparent

 The Project Board will keep the Project Lead and Project Team up to date
with developments on the HR and BCPM service review. The project must
be flexible to incorporate recommendations from the Project Board

 The Project Lead will keep up to date with other projects that may impact
the HR and Payroll System

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4 Constraints

 Availability of key staffing resources for each stage of the project

 Speed and structure of Council communications
 Commitment and interest of management and end users
 Contracts for existing systems expiring

5 Assumptions

 It should be accepted that the initial priority for this project is to, as a
minimum provide the same level of functionality as exists in the current
system as part of phase 1 and a reduction in timescale would impact on
the quality of this exercise

 The Project Team during the implementation phase will become experts
on the HR and Payroll processes, the configuration of the system
implemented and the interfaces with other systems across the Council. It
is essential this expertise is not lost at the end of the project; skills transfer
will be planned into the project

6 Deliverables

The Project Lead will maintain documentation for the project. The following
sections discuss the deliverables at the appropriate levels:

6.1 Managerial

 Establishment and initiation of Project Board (PB), Project Team (PT) and
Working Groups (WG)
 Production of Project Initiation Document (PID) and associated planning
and project control documents
 Regular progress reports to Project Board
 Contact with Implementation partners
 Recommendations for business process review and design
 End user testing plan, scripts and report of outcomes
 User acceptance reports
 Project closure report

6.2 Technical

 Liaison with users and systems providers on requirements and

prioritisation of deliverables

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 Support with the data migration strategy and process

6.3 Quality

 Documentation of processes will be approved by the working groups and

signed off by their representative in the Project Team

 Recommendations on process change (where necessary) will be agreed

by user group members, and presented to the Project Team for approval

 Continuous improvement will be a key remit of the Project Team to ensure

the system is developed to satisfy user requirements now and in the future

7 Training

 Liaison with users and systems providers on training requirements

 Training requirements plan for the new HR and Payroll System

8 Business Benefits

The key benefits of the project will be the implementation of the most appropriate
system for the Council, which will meet its current and future business needs.
This will deliver the following initial business benefits:

8.1 Strategic Benefits

 Re-focusing resources on more strategic issues. Devolving HR/payroll

administration and management functions will free up time in the HR
function to focus on other strategic and ‘value added’ activities

 Improving attraction and retention of quality staff. Providing a first class

HR and Payroll system will improve the ‘customer experience’ and
promote good relationships

 Promoting corporate culture. The new systems and processes will provide
excellent customer service, promoting the corporate image and
professionalism of the new HR, ICT and Transformation Service.

 Increase ‘brand image’ of Calderdale Council. Linked to the above, a good

image for the HR and Payroll functions and ultimately for the Council will
help attract and retain quality staff. For example, build relationship with all
applicants in the recruitment process through timely communication,
providing a quality service

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8.2 Operational Benefits

 Timely review of processes. The investigation for a replacement system

has been user requirement driven and will involve business process re-
engineering to remove inefficient processes and increasing ownership of
data and processes

 Improving transaction accuracy. Capturing data as close to source as

possible reduces the number of processing points where errors could
creep in. Visibility of the data will highlight any errors which will be
corrected and thus, improve the quality of the master data. Information will
only be input once, eliminating duplication and improving accuracy

 Improving service to individuals. Improving quality of service, access to

resources both internal and external, response times and flexibility of
processes to satisfy customer needs will build better working relationships

 Enhancing communication. Communication of the HR and Payroll

functions and services will be improved, increasing staff awareness e.g.
information on changes to legislation or practices. Innovative use of email
and workflows will speed up communication in processes

 Individuals to perform HR transactions. Employee ‘self-service’ will mean

that individuals can update/maintain personal details held on the system
(where access is available). Transactions may be devolved as this
functionality becomes embedded into the culture and practices

 Reduce staff data input time. Providing user-friendly and easy access to
HR/payroll transactions, sensible sequencing and combination of input
screens (HR/payroll actions) and appropriate use of automated data input
tools would speed up data input time

 Increased productivity. Process times and time lags within processes will
be reduced, increasing the productivity of staff involved

 Improving knowledge sharing. Expertise of system functionality and

processes will be available more widely across the HR and Payroll
functions

 Monitoring and Control. Mechanisms to monitor and control interactions

with the system will ensure data integrity and accuracy. This will also
provide the facility to control and audit the data through system generated
logs

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 Scheduling of tasks. Efficient use of the system through scheduling and

diary management facility to ensure key events, such as end of
probationary period, birthdays to allow personnel to take the necessary
actions on the system (changes to pay, contract etc.) can be scheduled
and actioned

 Ownership of data. Identification of ownership for data entered into the

system will be clear. For example, who has the overall responsibility for
ensuring the accuracy of data, employees, managers or HR/payroll.

8.3 System Benefits

 Provide a robust and supported system. The system and processes will
satisfy current and future requirements and be able to incorporate future
statutory changes

9 Risk Assessment

The following risks and countermeasures will be recorded in the risk register and
further analysis of impacts and contingencies will be made. The risk register can
be found in Appendix B. An issue log will also be kept to record any issues
arising during the course of the project.

 Failure of the system to meet agreed user requirements

 Related projects working in a different direction to this project. E.g. HR
and BCPM review
 Delays in the HR and BCPM service review
 Failure to configure the system in time for the deadline
 Failure to deliver to user requirements and expectations
 Potential for escalation of costs
 Indicative budget not sufficient to deliver project
 Security (e.g. data protection over web for self-service)
 Access to stakeholders will need careful planning owing to other
commitments (to project work and the ‘day job’)
 Availability of staffing resource user acceptance testing and parallel
running

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10 Project Management Structure

Appendix A contains details of responsibilities for each of the groups identified in

the structure diagram above.

Each of the working groups illustrated above will deal with specific functionality. It
is understood that some functionality will be common to more than one area and
as such resources will work across those areas.

11 Project Controls

The day-to-day management of the project will be conducted by the Project

Lead, with the Project Board managing by exception. It will be understood that
normally, the project is progressing as planned unless the Board is notified
otherwise. Furthermore, if there is any significant deviation from plan then the
Project Lead will raise this with the Board at the earliest opportunity.

The Project Lead will provide regular written progress reports to the Board for
their information, and will respond promptly to any queries arising. The Board
must, if necessary, make decisions on any issues brought to them by the Project
Lead.

The Board will meet every 6 weeks, and these meetings will be related to
significant events during the life of the project such as end-stage points. The
Board will function to commit resources and authorise progress at these critical
points.

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12 Resources - Requirements and Justification

12.1 Staffing

Staffing resources for the core project team for phase 1 have been agreed.
Existing staff from the HR and Payroll functions will contribute a percentage of
their time to this project. Business Change and Performance Management
(BCPM) have also agreed resources to work on the project. The Project Board
may need to review resource requirements from time to time and upon request
from the Project Lead to ensure that the project is appropriately resourced.

12.2 Project Costs

The project costs have been approved for the HR and Payroll System and details
of this are set out in Appendix D. The budget will be monitored on an ongoing
basis throughout the project lifecycle in accordance with existing capital and
revenue budget monitoring procedures.

13 Change Management Strategy

The implementation of iTrent will do more than automate key processes and
streamline tasks. By implementing new systems, changes to the structure and
the role of HR and Payroll within the Council will be necessary. Most of this will
be managed through the current review of the HR and BCPM services.

As Managers will be expected to take more control of HR activities, providing

data in electronic format rather than paper, they will need to be given:

 A clear insight into the strategy behind the changed working practices
 Training and support they need to help them adapt to their expanding role
successfully
 Likewise, all staff will need to be consulted, informed and encouraged
throughout the period of change if they are to engage with the project and
use the new systems and processes
 Given that employees and managers are already using aspects of
employee/manager self service, the focus will be on how the iTrent system
functionality will better support them

This will be achieved through

 Senior management appreciation of the issues involved in deploying a

new HR and Payroll System
 Streamlining of processes

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 Seek out the benefits required, plan and communicate their delivery to
manage expectations
 Assess impacts on individuals with their ability to cope in terms of time
and resource with new responsibilities given to them, and provide support

14 Communications Strategy

A detailed communication strategy will be produced as a separate document.

This section provides an overview of the communication requirements at each
level of the project organisation.

Objectives:

1. To inform staff about the HR and Payroll System Project

2. To identify the best means of communication for all levels of staff interest
3. To publish project progress, to keep staff informed
4. To establish and implement the best method of engaging with staff

Communication with the:

14.1 Project Board (PB)

Objectives: to ensure that the Project Team communicates with management and
other stakeholders, to ensure that all requirements are met in delivering the new
HR and Payroll System.

1. The Project Board is the main supervisory body, which will need to be kept
informed of the project progress by the Project Lead
2. Distribute regular highlight reports to PB members by e-mail
3. Escalate unresolved risks and issues to the PB using the most appropriate
method
4. Distribute reports of key achievements to the PB by e-mail for information
5. Project Lead to feedback issues escalating from the Working Groups and
update the Project Team

14.2 Project Team (PT)

Objective: to ensure that the PT is kept up to date with project progress and
issues.

1. Distribute monthly highlight reports to PT members by e-mail

2. Distribute risks and issues identified to the PT by e-mail for evaluation and
discussion
3. Distribute reports of key achievements to the PT by e-mail for information

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4. The PT will meet weekly by exception

5. Feedback to the respective working groups verbally and electronically

14.3 Working Groups (WG)

Objective: to ensure that the Working Group is kept up to date with progress and
issues.

1. Send monthly Highlight reports to the PT

2. The Project Lead to be present at all Working Group meetings, where
possible to ensure a clear sense of direction can be given to the group
3. Issues raised at the WG’s to be communicated to the Project Team by the
co-ordinators for resolution during the Project Team meetings
4. Communicate with staff within HR and Payroll services to capture the
current business processes and document these
5. Investigate the HR and Payroll requirements from a new system and
document these

14.4 Calderdale Council Staff

Objective: to create awareness amongst all staff affected by the HR and Payroll
System Project.

1. To ensure that staff understand and are committed to the aims and
objectives of the Project, and what this means for them
2. To provide channels for staff views to shape the development of the
Project, especially around business processes
3. To improve awareness of activities of the HR and Payroll System Project
4. To facilitate the flow of information and knowledge of the Project
throughout the Council

14.5 Suppliers

Objective: to ensure the supplier is aware of our requirements and to determine

that they can supply the best possible solution for the Project.

1. Suppliers will provide the relevant resources at each stage of the project
2. Advise on best practice, limitations and implications of the agreed
implementation strategies
3. Provide project management support to ensure internal and external
resources are utilized efficiently throughout the implementation phase

15 Staff Training and Development Needs

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Project staff training and development needs have already been identified and
initial training has been provided where necessary. The Project Lead will work
closely with MidlandHR and the Training and Development Staff to plan and
deliver additional training where this is required.

16 Acceptance Criteria

All products of the project must meet the approval and be signed off by the
Project Board. Deliverables will be defined in further detail as part of the
blueprinting exercise, which will define the functional specification.

17 Implementation Strategy/Project Lifecycle

17.1 Preparation / Start-Up Phase

This phase of the project includes the Kick Off Meeting and sets out the
governance for the project, including contingency plans, benefits and confirms
the members of the Project Board and Project Team, including MidlandHR
resources.

17.2 Blueprint Phase

The purpose of the Blueprint phase is to develop a full business blueprint based
upon the Council’s ‘To Be’ processes. This business blueprint will provide a road
map and basis for building, testing and implementing the system.

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17.3 Realisation Phase

The Realisation phase focuses on building and testing the iTrent system. This
solution will be based upon the processes to support the business area/s that will
have been identified in the Blueprint phase.

17.4 Final Preparation and Go-Live Phase

The purpose of this phase is to implement the live integrated iTrent solution for
the agreed business area/s, covering the core business process areas as defined
during the Blueprint Phase.

17.5 Post Go-Live Support

A structured approach to post go live support will be adopted. Each business

area (e.g. core HR/payroll, MSS/ESS) will have a nominated change agent who
is responsible for leading the go live process and ensuring the resolution of
issues. Support for the business will be provided through a combination of
trained super users within the Council and IT support staff.

A post go live review meeting will be held after each go live to assess problems
and issues. These issues will be recorded and resolved using a rolling business
action list.

Lessons learned from each go live will be incorporated in subsequent

implementation phases.

18 Initial Project Plan

The following activities are planned for the implementation of the iTrent HR and
Payroll system. This is not a complete project plan but is intended to show major
activities and indicate possible dates. A more detailed project plan for the
implementation phase has also been produced and will be made available to all
stakeholders.

Activity/Milestones Who Start End

Date Date
Initiation
Project control documents (brief, PID, Project Lead Feb 15 Apr 15
Project Plan, Risk Register, Issue Log)
Establish Executive Project Board and Project Sponsor Apr 15 Apr 15
Project Assurance Team

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PB sign-off control documents Project Board May 15 May 15

Project kick-off
Initial kick-off meeting Project Team, Mar 15 Mar 15
Supplier
Develop and agree project plan Project Team, Mar 15 Mar 15
Supplier
Agree project resources Project Team, Mar 15 Mar 15
Supplier
Setup live, test and development Supplier Apr 15 Apr 15
environments
Project team training Project Team, Apr 15 Apr 15
Supplier
Implementation – Phase 1 Design
Review business processes and design Project Team, Apr 15 May 15
‘To-Be’ process workflows Supplier
HR Blueprints – system design Project Team, Apr 15 May 15
documentation (Core HR, MSS/ESS, Supplier
Expenses, System Security,
Data migration strategy Management Apr 15 Apr 15
Information
Data migration routines – templates Management Apr 15 May 15
and scripts for migration Information
Organisation structure Project Team Apr 15 May 15
Payroll Blueprints – system design Project Team, May 15 May 15
documentation Supplier
Interface specifications – ledger ICT May 15 May 15
interface
Implementation – Phase 1 Build
Build lookups and system structure Project Team May 15 May 15
Load initial organisation structure Project Team May 15 May 15
Setup high level design parameters Project Team May 15 May 15
and options
Business processes (workflows Project Team May 15 June 15
designed and built into system

Setup system security profiles and Project Team May 15 June 15

views for each group (core HR, payroll,
MSS/ESS etc.)
Initial data load – employee, structure Project Team, May 15 June 15
Supplier
Payroll implementation – setup Project Team, May 15 June 15
parameters Supplier
Payroll elements and rules Project Team, May 15 June 15

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Supplier
In-house interface development Project Team, May 15 June 15
Supplier
User Acceptance Testing Project Team, June 15 July 15
Supplier
Additional training – core HR/payroll Project Team, July 15 July 15
team Supplier
Recruitment Module
Configuration and setup Project Team, Aug 15 Aug 15
Supplier
Build processes and workflows Project Team, Aug 15 Aug 15
Supplier
User training Project Team, Aug 15 Aug 15
Supplier
Learning and Development Module
Configuration and setup Project Team, Aug 15 Sep 15
Supplier
Build processes and workflows Project Team, Aug 15 Sep 15
Supplier
Data migration Project Team, Aug 15 Sep 15
Supplier
User training Project Team, Aug 15 Sep 15
Supplier
Parallel Running
Parallel run 1 Project Team, Aug 15 Aug 15
HR/Payroll Team
Parallel run 2 Project Team, Sep 15 Sep 15
HR/Payroll Team
Parallel run 3 (reverse parallel) Project Team, Oct 15 Oct 15
HR/Payroll Team
PHASE 1 LIVE – October 2015
Phase 2 planning (Performance Project Team, Oct 15 Oct 15
Management, Talent Management, Supplier
Employee Relations, FWP)

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19 Authorisation

AUTHORISATION Name Signature Date

Project Sponsor

Finance

IT

HR

HR

Project Lead

MidlandHR Project
Manager

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Appendix A: Roles and Responsibilities

Organisational Accountabilities

MHR Project Manager

Project Lead
Project Board

Project Sponsor
Accountabilities

Delivering the overall project    

Overall financial budgetary control   
Change authorisation (scope)    
Business case   
Benefits realisation   
Project sign-off    
Maintaining the project plan  
Change control   
Chairing and organising Project Board
 
meetings
Project review meetings  
Project status reporting  
Maintaining risks and issues logs  

Project Board ToR

The following summarises the main duties of the Project Board, which should be
undertaken in consultation with the Project Lead:

1. Providing strategic leadership and oversight for the project

2. Offering advice and guidance to the Project Lead in fulfillment of the
project’s objectives
3. Approving the project plans and documentation (e.g. Project Brief, Project
initiation document, Risks and Issues logs etc.)
4. Monitoring progress against the plans and agreeing any revisions
necessary as the project progresses
5. Assisting in problem solving, (e.g. to help the project lead resolve scope
and objectives that are not clear)
6. Identifying and managing risks and issues

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 Calderdale MBC
iTrent HR and Payroll System Project

7. Agreeing any reprioritisation of work or reallocation of resources

necessary to ensure milestones are achieved and risks managed
effectively
8. Resolving issues brought to it
9. Offering advice and guidance to the Project Lead in fulfillment of the
project’s objectives
10. To ensure that consultation takes place with relevant stakeholders on
issues of principle

Project Board Members

Post Title
Director of Communities and Service Support
Head of Finance
Corporate Lead for HR
Corporate Lead for Workforce
HR Service Manager (Business and Pay)
Corporate Lead for ICT
HR Business Manager

Project Lead ToR

The Project Lead will be responsible for the following:

1. To provide day-to-day management of the project

2. To prepare and seek approval of a Project Initiation Document which
meets the objectives defined
3. Identify any other relevant objectives
4. To manage the delivery of project objectives within the agreed timescales,
budget, resources and quality
5. To identify variations to the agreed project plan, plan mitigating actions
and seek approvals to the project plan
6. Manage the Project Team
7. Organise and manage the internal structure of the project and those
resources at its disposal
8. Fulfillment of the project objectives
9. Liaise with other projects, with particular respect to project interfaces,
common objectives and shared resources
10. Attend Project Board meetings to report on project progress
11. Liaise with stakeholders and appropriate external stakeholders, to brief
them on general progress and significant developments, and to consult on
key issues and choices

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 Calderdale MBC
iTrent HR and Payroll System Project

Project Team ToR

The Project Team will be responsible for the following:

1. Co-ordinating the Working Groups

2. Providing synergy so all working groups share a common objective
3. Escalating issues raised in the Working Groups to the Project Lead
4. Evaluating project documentation and aiding the Project Lead to ensure
key deadlines are achieved
5. Analyse key risks to the project and agree corrective action before they
are escalated to the next level

Project Team Members

Post Title
Service Manager, Business and Pay
HR Business Manager
Payroll Manager
HR Administration Manager
HR Projects Co-ordinator
HR Projects Co-ordinator

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Appendix B: Risk Register

Please see separate document for the Risk Register

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Appendix C: Project Plan – Initial Phase

Please see separate document for the Project Plan

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