SAP HCM Project for Multinational Wood Processing: A Project Manager’s Journey

In the dynamic world of enterprise resource planning (ERP), managing an SAP Human Capital Management (HCM) project for a multinational wood processing company presents unique challenges and opportunities. From October 2015 to July 2016, I had the privilege of leading a specialized team through this intricate process, ensuring that our client’s HR operations were not just maintained but transformed to meet global standards and efficiency.

The Team and the Mission

Our team, consisting of five full-time experts, was tasked with the critical role of blueprinting, implementing, and supporting HCM processes across various international locations. Here’s how we approached this complex project:

• Blueprinting and Implementation: We started by understanding the client’s current HR landscape, identifying areas for improvement, and then blueprinting a new system design that would integrate seamlessly with their existing SAP infrastructure.

• Workshops for System Design: Organizing and scheduling workshops was key to our success. These sessions allowed for collaborative design preparation, ensuring that all stakeholders were aligned with the project’s objectives and the proposed changes.

• Process Reengineering: A significant part of our work involved reengineering HR processes. This wasn’t just about tweaking existing systems but fundamentally rethinking how HR functions could be optimized for a multinational environment. We focused on areas like talent acquisition, employee development, and performance management, aiming for dramatic improvements in efficiency and effectiveness.

Key Responsibilities and Achievements

• Project Management: As the project manager, my responsibilities included:

• Developing and maintaining project plans, schedules, and budgets.

• Coordinating resources and managing project teams.

• Identifying and managing project risks and issues.

• Ensuring project deliverables aligned with business goals.

• Facilitating project meetings and workshops.

• Budget and Resource Management: Managing the project’s budget, resources, and milestones was crucial. We ensured that every aspect of the project was on track, from financials to human resources, to meet the project’s deadlines and quality standards.

• Sales Opportunities and Client Relations: Beyond the project scope, we actively sought sales opportunities and managed ad-hoc requests from the client, demonstrating our commitment to not just meeting but exceeding client expectations.

Conclusion

The SAP HCM project for the multinational wood processing company was a testament to the power of strategic project management in transforming HR operations. By leveraging SAP’s robust HCM suite, we not only streamlined processes but also set the stage for future scalability and innovation in HR management. This project underscored the importance of reengineering in HR, aligning HR practices with overarching business goals, and fostering a culture of continuous improvement.

Through meticulous planning, effective communication, and a focus on process reengineering, we achieved our objectives, leaving the client with a more efficient, integrated, and future-ready HR system. This experience has reinforced my belief in the transformative potential of SAP HCM solutions in the global business landscape.

A nice memory from the Go Live party with my brother who dropped by