For decades, companies have used holistic core HR and payroll systems. These systems have usually been developed and customized over a long time and have been integrated with other company applications like time management, CRM or accounting applications.
Stakeholder’s management is a key component of change management during a project, yet, experience shows that it is rarely conducted in a structured way during HRIS (or other) projects. Its efficiency, therefore, usually depends on the appetite and the “natural” talent of the project leader for this type of activities. This explains why numerous projects end up with no stakeholders’ management at all (or only sponsors’ management) and with little commitment to the project and the new HRIS from the future users or clients of the system.