A global manufacturing organisation engaged i-Realise when they were about to embark on a global re-organisation of payroll.They recognised that they needed help to strengthen their project management capability as they had limited internal experience and skills in managing payroll specific projects.Their key project manager was on long term leave and they’d had poor experiences of using payroll service providers to project manage the whole thing, not just their bit.This organisation needed to build the experience of their in-house project team fast.
Whilst they could find plenty of project-management courses, none of these understood or catered for the complex interdependencies and legislative requirements of payroll. They needed help to scope out the project management design; build a clear picture of all the areas that needed to be considered, and the potential pitfalls. And some key tools and methods that would keep the suppliers accountable and bridge the gap back to the business.
A collaborative approach was clearly needed to embed skills in the existing team as well as support delivery. i-Realise worked with the team to scope the project and training requirements in detail, including a two day ‘’dry-run’’ with a group of managers and specialists from the global payroll team. It was important that in-house staff could input into the project design and we helped them get crystal clear on what was really needed for a project of this scale and complexity. We brought external insight and a level of payroll specific project detail, tips and techniques that allowed their team to engage their suppliers throughout the project.
The first workshop immediately hit the mark with the team who fed back that the training was exactly what was needed – “it answered all the questions we had and gave us tools to manage the program”.It allowed the organisation to better manage their suppliers – challenging them throughout the project – and kept them, not their suppliers, in control.