HR Force | Implementation
With our team of project managers, consultants and developers, we'll help you meet all the organisational, professional and technical requirements that arise within the framework of an SAP ERP HCM project.
In addition to our HR Force consulting team's many years of experience, the multitude of SAP ERP HCM projects spanning more than one sector we have completed, are a further success factor of our company. During implementation consultancy, the classic SAP ERP HCM components such as Personnel Management, Personnel Master Data, Personnel Time Management, Payroll, Learning Solution / Event Management, Organisational Management, Travel Management, Applicant Management, Performance Management and ESS/MSS Scenarios are analysed and adapted to meet the specific needs of the respective customer.
Procedure model of the HCM Implementation process
- Accompanying Project Management
As part of the analysis, the requirements of the client are established and documented (actual establishment).
Based on the defined scope, the relevant system set-ups for the target processes are defined in the form of
During the realisation phase, the task packages are processed with temporal dependencies by the client and HR Force in accordance with the project plan.
4. Go-Live Planning
During go-live planning, the chronological order of the required activities for the production start of the SAP ERP HCM system is defined.
- Accompanying Project Management
5. Production Start-Up (Go-Live)
From now on, the required activities are only shown in SAP ERP HCM.
6. Continuous Support
After the start of production, the client's SAP ERP HCM system is further developed and maintained as required.
The result of the analysis is a documentation of the actual processes for the SAP ERP HCM components to be implemented. This is prepared in the form of an actual concept.
Analysis of the desired HCM components usually starts with providing the client with the corresponding HR Force questionnaire, so that this can be completed in advance. Based on the answers in the HR Force questionnaire, an actual concept that describes the actual processes with respect to systems used, data saved, required process steps and resources used is developed together with the client. The results of this actual analysis form the basis for the concept (blueprint) of the SAP ERP HCM components required.Core issues
- HR Force questionnaire
- Actual process establishment
- Actual concept
The results of the concept (blueprint) should give the client and HR Force a detailed overview of the objectives, services and also “non-services” in connection with the SAP ERP HCM components to be implemented.
To give the client a better understanding of the function of the HCM components, a presentation based on an HR Force HCM demo system with preset (best practice) processes may be carried out. Based on the information from the presentation and the questionnaire, a detailed requirement profile (blueprint) is created by the HR Force consultant for each HCM component in cooperation with the client. This documents the client’s target process with respect to systems used, data saved, required process steps and resources used. Using the findings of the analysis, both the client’s resource expenses and the external consulting expenses can be estimated and serve as the basis for the concept in the implementation process.Core issues
- System presentation
- Actual/target comparison
- Definition of target process
- Definition of SAP ERP HCM components
- Project plan
- Definition of Interface
The relevant activities (customising, developing and process adjustments) are realised in accordance with the project plan to support the target processes defined in the blueprint with SAP ERP HCM.
After the conditions for the implementation have been created in the concept, the individual task packages are processed in accordance with the project plan. A task package, e.g. personnel administration, consists of several subtasks e.g. company structure, personnel structure, rate structure, etc. Each subtask is divided again into a customising, test and acceptance phase. Because several HCM components are usually realised at the same time, fine-
tuning workshops regularly take place with the team responsible, so that integration aspects between the HCM components (e.g. master data, payroll
and time management) can be fine-tuned.
At the beginning of the realisation phase, key users receive training on the HCM components to be introduced.Core issues
- Training for key users and end users
- Customising SAP ERP HCM components
- Quality assurance
- Realisation of interface
- Authorisation concept
Because special attention must be paid to following a chronological order during the production start of an HCM system, separate “Go-live planning” must be implemented two to three months before the production start.
As the customising for a classic HCM introduction (master data, payroll or time management) is usually initiated on 01.01 of a calendar year and there are a lot of dependencies in the chronological order of the tasks to be carried out, this planning (go-live) should take place separately. In this “go-live planning”, all time-dependent tasks, such as system availability, any system upgrades required (LCP) due to legal changes, user and authorisation administration, training for HCM end users, migration of the old data, and manual reworking of the HCM production system up to production release, are defined.Core issues
- Planning of production start timing
- Resource planning for production start
Production Start-Up (Go-Live)
As part of the production start-up, the system is transferred to the client's organisation and the end users. Depending on the HCM components, additional start-up support is scheduled after the production start for things like the first payroll with the system.
In this phase, the settings and programs with real data of the company are tested first. The data from the data transfer are checked to make sure they are complete and accurate. Recurring technical operations are scheduled (job scheduling). Only closing operations are carried out in the old system. The users are released from the production system, and the processes are shown with the newly implemented system from this point forward. Employee information, including any available history, is entered into the production system. The system is accepted and taken over by the client.Core issues
- Migration of data from the old system
- Checking of the migrated master data to make sure they are complete
- Manual reworking of specific master data
- Activation of interface
- Production release for HCM end users
- Continuous production support for the first payroll with the system
After the production start of a HCM system, client customisation must be adjusted to the new conditions (LCP – Legal Change Patch / maintenance – legal changes), particularly within the framework of the payroll.
Changes to a company’s organisation (e.g. new operating agreements or a new collective agreement) can lead to new requirements for HCM components that have already been realised. This means that the system has to be adapted or expanded accordingly. Likewise, the payroll is subject to continuous legal changes. These changes are delivered by SAP as part of the LCP (Legal Change Patch) maintenance. Should these changes pertain to client customisation, they must be followed. The LCP maintenance will also include troubleshooting and updates for all other HCM components. Any requirements that are not covered by the client here fall under continuous support.Core issues
- New requirements
- Legal changes
- Changes regarding collective agreements
- Payroll support
Accompanying Project Management
As part of the accompanying project management, a project plan is drafted, a corresponding project structure is defined and the progress of the project is documented.
The status of realisation is documented in regular meetings with the project manager and those responsible for the task packages during the project. During these meetings, points to be clarified are also covered that possibly could not be settled by the project management, (e.g. relationship related adjustments). Within the framework of a cyclic steering committee (responsible client management and the client / HR Force project manager), these clear decisions should lead to a solution. The steering committee also monitors the milestones defined in the project plan, such as “completion customising 50%”, “parallel payrollCore issues
90% OK” or “go-live decision“.
Read more about Project Management…
- Project plan
- Project structure
- Project preparation for implementation phase
- Production start planning
- Regular status meeting
- Cyclic steering committee
- Project progress