How To Have A Successful Time And Attendance Software Implementation

Being prepared for your time and attendance software implementation is critical to its success.

Managers and staff go through a tremendous amount of effort to find and select the time and attendance software that will best meet their corporate needs. The problem is that they often dont apply the same amount of effort into preparing for the implementation of the system once it is chosen. Important issues often get overlooked. It is very important that the same amount of effort is put into preparing for the implementation as was put into choosing it.

When implementing Time and Attendance Software apply the following steps to make sure you have a successful implementation:

Find out who the Vendor will be providing to do your implementation and what their background is.

Firstly, find out how many implementations they have done of the product. A good rule of thumb is that the installer, or installation team, must have performed at least 5 implementations of the time attendance software you are purchasing. Installers may be certified on other systems, possibly even your existing HR and/or payroll software, but until they have performed a significant number of installs of your chosen time and attendance system they may not be able to handle all the issues and challenges that inevitably come up. You should also ask for installation references about the installers, just as you would ask for references about the Time and Attendance software itself, before beginning.

Set your System Scope and Expectations

Once you have verified that the time and attendance software implementation consultant and/or staff are qualified to handle the job, you need to make sure that both all parties involved understand and are in full agreement of what is included in the scope of the project and the outcome expectations. Misunderstandings regarding the scope and expectations can create cost overruns and can lead to poor, ineffective implementations. Make sure everything is in writing and the implementation team has created a detailed list of project requirements, with an estimated time of completion for each. Each item should have a low and high expected timeline (two to three weeks, for example) which gives an overall timeline for the project.

Have your data ready

In almost every case when a project goes over budget, the client is partly to blame. You may not agree with this but it is true. Once of the main reasons for this is that the information or data is not ready. Before beginning the implementation, make sure all information and data the implementation staff will need is ready to go. There is nothing worse than an expensive consultant or worse, a team of consultants, doing nothing while waiting for some piece of data. You should not schedule an implementation until all necessary data and information for the implementation is ready.

Have your staff available

It is also essential to make sure that every person that the consultant or implementation team will work with is available during the process. This is especially true with IT staff. Make sure they know when they will be needed and how much of their time will be needed. Sometimes training may need to be done on the weekend to avoid closing down systems or departments to avoid interruptions. This planning is very important to the success of your implementation.

Stay on track.

As your time and attendance system implementation is taking place you will learn more about the capabilities of your new software than you did at the start. Make sure you dont get off track and start asking for work or features outside the scope of the project that you established at the start of the project. Finish the established system scope goals first and then determine if there is any quoted time left for new ideas. It is important that you have the base system set up and running and your staff are fully

trained on the new product; push off the new features that you discover, and anything extra, until the initial scope is completed.

by: Bruce A Anderson

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