Meetings
HR Payroll Project
This page gives details of any meetings held which will, or did, discuss the matter, and includes links to the relevant Papers, Agendas and Minutes.
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Meeting: 20/10/2014 - Management Board (Item 4)
HR/Payroll review - Paper 2 and annexes
Supporting documents:
- Restricted enclosure 2
- Restricted enclosure 3
- Restricted enclosure 4
Minutes:
Gareth Watts (Head of Internal Audit) was welcomed to the meeting to
present the findings from the internal audit report on the HR/Payroll project.
The review examined key aspects of the governance and project management of phase
1 of the project, and identified areas to be addressed before proceeding to
phase 2. The project had delivered payroll and partial HR self-service
functionality despite difficulties, such as slippage in delivery timescales.
The report identified some factors that had contributed to the difficulties and
Gareth invited the Board’s comments on the report’s recommendations.
The Board agreed that there was a need to understand why issues had
occurred and shared their views on the lessons learned and how these could be
applied to future projects. The following recommendations were made:
·
Investment and Resources Board to confirm the resources required,
investment, staffing expertise and scope of all major new projects;
·
adopt the key challenge and scrutiny questions, compiled by Gareth
Watts, as a tool to assess future projects, including phase 2 of the HR/Payroll
project;
·
implement a mentor system for new project managers and develop a process
of selection and training for staff, including SROs;
·
ensure key messages to staff are clear, setting out reasonable
expectations; gain feedback through user testing; and
·
ensure those involved in dealing with contractors are experienced and
equipped to properly challenge as necessary.
The Audit and
Risk Assurance Committee would receive the report at their next meeting on 10
November.
Actions:
· Gareth
Watts and Virginia Hawkins to consider how to communicate the lessons learned
to staff, including feeding into the community of practice for project
managers, and preparation of a message for staff; and
· Review
guidance and formally adopt; include a job description and delegation letter
from the Chief Executive to all new SROs outlining the responsibilities and expectations.