Let’s be honest. When your company purchased a software package from a clearinghouse, you enticed yourself into believing that everything about your workflow and database would be ‘better’. You possibly even did a little dreaming about how ‘savvy’ you would be… or maybe you just put your hand on your favorite pen and wrote it on the invoice. The truth is, you experimented with all sort of fancy features, paid a lot of money only to find that you never got anything usable from your new purchase. Unfortunately, most companies don’t understand how to best use a time and attendance system. If you want to improve your workflow so that paperwork is not in your way, then it becomes a necessity to learn about project management and the different methods of doing this. As on a PRINCE2 practitioner training courses uk.
Your time and attendance system is, most likely, NOT a ‘project’. It has one objective-to allow you to dock a number of hours for on-time return at a pre-determined rate. In reality, the system isn’t your heart’s love; it’s not your kids, not your dog, and not even your spouse. Instead, it’s an impediment to your customer relationship management, an annoyance like car maintenance, something you fight against and fight against, or what appears to be the goal-to reduce demand for labor.
If you want to successfully hand an employee a time and attendance form (which is essentially an invoice-there is no specific time on a time and attendance form-just list that you and the employee are so happy with), it’s important that you create a team-based set of rules to ensure that actions or resources don’t conflict with wording in a manual or emergency alert! In the same way, if you have weekly meetings to create statistical production rates or analyze a bottom line, then come prepared with a line-of-action! If the topic of good project management were good and a specific project where the janitor doing… the iPhone could double in productivity!
Many times, companies pull together committees that address an aspect of project management. That means that all of your employees should be inputting ideas into a pool for decisions to be made on any of those topics. These meetings should then be trained to other taxing forces at a trade show or regional grand opening, and they should include at least one or two projects developed by the employee in charge right along with an action plan for its implementation!
Using practical rules that presume you, and your audiences, don’t know the right answers, tools will continually be added, or tools will be implemented with short-sighted goals!
Improving project success is a ‘people’ project. People are usually the biggest factor in project success. I’m not a fan of ‘buddies’ or designated people to the development team in many cases. However, there are some great situations where having one may be avoided. When an individual is not a ‘buddy’, use a familiar situation, instead!
Make a team or trial-run with other departments. Find out through team meetings what methods work and don’t work for others. Watch the process. Communicate with your team as a team, not a ‘with’ a line-of-action, and share in the success because of how a project has helped your company get better!
Each of us has been given one and only one life to live. Draw on what you have to offer, learn to work with others, take on challenges that give your employees the best chance to grow and discover a better way of doing things. Follow your own lead and turn your ‘people’ into a bigger and better team, a fun and productive place in which to work!
