Reply to: Track vacation time for team members

[MrMarkyMark]

But not just SAP HR. If there's going to be any reporting, we need SAP BW and Tableau. Not quite sure how to handle the data mining aspects.

I suggest you need to implement the whole SAP BI suite with HANA and Design Studio.

Anything else would be a waste of time

[administrator]

But not just SAP HR. If there's going to be any reporting, we need SAP BW and Tableau. Not quite sure how to handle the data mining aspects.

Offshore it.

[NotAllThere]

So SAP then...

But not just SAP HR. If there's going to be any reporting, we need SAP BW and Tableau. Not quite sure how to handle the data mining aspects.

[SimonMac]

But think of IR35!!!!

Assuming I don't have to fill the form in after designing it I should be ok, no?

[northernladyuk]

That's what you said about the 15" tool the last time MF visited you

The claw on that hammer has never been the same since.

[BrilloPad]

It needs bespoke implementation services to achieve full benefit.

That's what you said about the 15" tool the last time MF visited you

[northernladyuk]

I track holidays for the team, and have started using this online tool, which I find far superior to any excel sheet... Teamup Calendar - Free shared online calendar for groups - everyone gets a link to their own calendar and can keep it updated, and Teamup creates an overall view of the whole team's holidays.

It needs bespoke implementation services to achieve full benefit.

[BrilloPad]

http://forums.contractoruk.com/gener...ml#post2395075

I reckon a one-way commute should be enough time to code it up....

[BrilloPad]

Requirements.

We need a workshop first.

The 6 months to write requirements and get every man/woman and his/her dog to sign it off

Then another 6 months to change the requirements and get every man/woman and his/her dog to sign it off

Then you need to go through procurements to get the tender requested out that'll be another 6 months

Then once you have the quotes back you need to reverse engineer your requirements to fit what you can actually afford - that'll be 6 months.

You will then need another 6 months explaining to people why they cannot have what they want because no one is willing to pay for it.

Then you will can the whole project and continue using the simple excel spreadsheet Bob from Accounts created in 1997.

So SAP then...

[ECommerceConsultant]

Need help - I have been asked to create a spreadsheet for tracing team members vacation time. Please advise how can I create this spreadsheet? Thanks

1. Each team member of xyz team listed into columns/ rows however you see fit
2. A column/row for # of work days requested off (has to be a numerical value). For example, a two week vacation will be listed as 10 business days. A half-day will be listed as 0.5 days.
3. A column/row for the exact dates that the person will be OOO (for multiple days, this can be expressed as a date range)
4. A “sum” formula embedded into the spreadsheet that gives us totals of days/partial days taken off per person

I track holidays for the team, and have started using this online tool, which I find far superior to any excel sheet... w ww.teamup.com/ - Teamup Calendar - Free shared online calendar for groups everyone gets a link to their own calendar and can keep it updated, and Teamup creates an overall view of the whole team's holidays.

[PurpleGorilla]

Need help - I have been asked to create a spreadsheet for tracing team members vacation time. Please advise how can I create this spreadsheet? Thanks

1.Each team member of xyz team listed into columns/ rows however you see fit
2.A column/row for # of work days requested off (has to be a numerical value). For example, a two week vacation will be listed as 10 business days. A half-day will be listed as 0.5 days.
3.A column/row for the exact dates that the person will be OOO (for multiple days, this can be expressed as a date range)
4.A “sum” formula embedded into the spreadsheet that gives us totals of days/partial days taken off per person

IR35 alert!

[northernladyuk]

Easy for anyone to get things a little wrong

A nice little post-script:

THE PPARS (personnel, payroll and related systems) computer system used by the HSE was a disaster.

Professor Brendan Drumm called a halt to its national rollout in 2005 as costs ballooned from an initial estimate of €9m. It has cost well in excess of €220m to date and is able to do just a fraction of the work intended.

It was hoped it would provide detailed information on its 136,000 staff for human resources as well as draw up rotas. However, it is only capable of paying 30,000 staff and storing information on 70,000.

PPARS fiasco as costs hit €220m - Independent.ie

[MrMarkyMark]

This one is my favourite holiday recording project.



http://www.audgen.gov.ie/documents/v...ARS_Report.pdf

Easy for anyone to get things a little wrong

[northernladyuk]

FTFY

This one is my favourite holiday recording project.

History of the Project

Procurement of the system commenced in January 1997 at which point six health agencies (five former health boards and St. James’s Hospital) became involved. The system was required to support Personnel Administration, Payroll, Attendance Monitoring/Control, Rostering, Recruitment and Superannuation functions in an integrated manner and was to be capable of interfacing and integrating with existing systems in health agencies, where appropriate. The system eventually chosen in 1998 was one based on SAP R/3 application software. SAP is considered to be a leader in enterprise resource planning systems.

The project was approved by the Department.

A fixed price contract for implementation services in the initial six participating agencies was awarded to Bull Information Systems Ltd (BISL) in July 1998. The contract anticipated that implementation in those agencies would take approximately two years to complete and included all the required functionality, with the exception of Superannuation. The overall budgeted cost was €9.14m, although this did not include a provision for the hosting of the system, network infrastructural improvements or post-implementation system support.

The project was led by the Chief Executive Officer (CEO) of the North Western Health Board on behalf of the CEOs of the participating agencies. He chaired a National Project Board established to oversee the project made up of representatives from all of the participating agencies. Day-to-day management was by a National Project Director assisted by a National Project Team based in Sligo. Local governance and management arrangements existed within the individual agencies.

Not long into the BISL contract it became obvious that it would not be possible to have the system implemented within the anticipated two-year timeframe. The work involved in configuring the system to cater for the significant variations in terms and conditions of employment and practices and procedures, between and within the health agencies, had been seriously underestimated.

Following a dispute about the basis of remuneration, the contract with BISL was brought to a conclusion. In effect, by the end of 2001 and more than three years after the commencement of the BISL agreement, only the personnel administration elements of the SAP HR system had been implemented in the initial six agencies and the former Western Health Board, which had joined the project in 2000. This cost approximately €17m. A separate version of the system, configured to meet each agency’s specific requirements was the method of implementation. This gave rise to a substantial re-design and re-build
when a single system strategy was later adopted.

The project recommenced with an advertisement in the Official Journal of the European Communities for consultancy support in December 2000. A realisation that the cost of implementation would be far greater than envisaged caused a delay in the procurement process. In the meantime, personnel from a range of companies were procured to carry out the technical configuration of the system. The first of these was procured in November 2001.

In May 2002, the Department insisted that national coverage of the project was essential. Its scope was thus extended to include the former Southern and South Eastern Health Boards as well as the Dublin Academic Teaching Hospitals and voluntary agencies in the community care area. The estimated cost of the project in February 2002 had been put at €109m with an expected completion date in 2005.

Eventually, following detailed negotiations, Deloitte Consulting Limited (Deloitte) was engaged in October 2002. Apart from an initial project ‘scoping’ exercise carried out for a fixed price of €400,000, their engagement as project support adviser was “time and materials” based.

...

Project Budgeting and Outturn
While annual estimates were produced there was no definitive overall budget extending over the life of the project which linked money to deliverables.

In general, the examination found that estimates prepared in the course of the project were not supported by detailed cost analysis and were mostly framed in the context of funding requests. This led to the planned scope of the project being adjusted from time to time to take account of funding constraints.

The total cost incurred on the project at 31 August 2005 was approximately €131m. This can be broken down as follows
ƒ Consultants and Contractors €57m
ƒ Project Infrastructure €20m
ƒ National Administration €17m
ƒ Local Agency Costs €37m

The principal consulting and contract payments were in respect of advice and support from Deloitte - €38.5m, project implementation assistance from BISL - €3.3m and payments to contractors to configure the system and provide technical support - €11.7m.

The latest estimates at October 2005 put the total cost to completion of the rollout in St James’s Hospital and the eight HSE Areas at €195m in the period to 31 December 2006.

http://www.audgen.gov.ie/documents/v...ARS_Report.pdf

[MrMarkyMark]

FTFY

Requirements.

We need a workshop first.

Then it can be decided it looks a little bit hard and far too much for the lazy, underpaid, unmotivated, internal teams to deal with.

Senior management bring Accenture in.

Accenture blow whole budget on uber expensive fresh ex grads writing reams of unnecessary and unsuitable documentation.

Then you will can the whole project and continue using the simple excel spreadsheet Bob from Accounts created in 1997.