Case study · Health & Aged Care
Recovering a workforce-management programme for 4,000 staff
Large health and human services organisation
A recovery and phased implementation of rostering, time, attendance and award interpretation after a programme ran for a year without a defined scope or requirements.
Challenge
A workforce-management programme had slipped and overspent amid unclear scope, weak sponsorship, delivery capability gaps and fatigue. It had run for 12 months without defined scope or requirements.
The solution had to work across a dispersed business of 4,000 staff, including payroll integration, data cleanup and compliance with awards and agreements.
The programme had run for 12 months without defined scope or business requirements. At review, 60% of the five-year budget had been consumed with little delivered.
A like-for-like configuration was no longer viable because pay-rule discrepancies, new legislation and industrial-relations requirements demanded a deeper redesign of approval lines, schedules, access profiles and staff record keeping.
Approach
Reset scope and governance. Defined deliverables, business requirements and success criteria, then introduced executive and board decision gateways that gave leaders an accurate view of progress, risk and value.
Build the blended delivery team. Brought project, workforce, process, data, testing and change specialists together with internal subject-matter experts and the Tier 1 vendor. The one-team model rebuilt confidence and delivery momentum.
Repair data and processes. Cleaned employee and role data and established better-practice processes for the future operating environment. Internal system experts were developed so the client could support users and future changes.
Test compliance at depth. Used independent industrial-relations interpretation, automated testing and transparent dashboarding across more than 5,400 scenarios for over 180 pay rules, with manual edge-case and parallel-pay validation.
Prepare the business. Ran training, change-champion activity and impact heat maps that accounted for concurrent reform. A detailed transition model, call centre, ticketing process and hyper-care support prepared the business for go-live.
Recovery controls
Five disciplines behind the phased go-live
The recovery combined programme control with the data, testing, change and support work required for a compliant workforce system.- 01
Scope and governance
Defined outcomes, decision gates and reliable reporting.
- 02
Blended capability
Project, workforce, process, data, testing and change expertise.
- 03
Data and process repair
Clean employee and role data with better-practice workflows.
- 04
Pay-rule assurance
Independent interpretation and more than 5,400 test scenarios.
- 05
Transition and hyper-care
Training, champions, support roles, call centre and ticketing.
Outcomes
The recovery gave the client a precise scope, defensible cost plan and critical-path delivery schedule. Executive alignment and stronger reporting re-engaged stakeholders and moved the solution through a successful phased go-live.
The final configuration delivered compliant pay rules and a reusable baseline for future enterprise-agreement changes. The project also restored budget and timeline certainty and left the client with stronger internal system capability.
- Successful phased go-live
- Scope, budget and timeline control restored
- Compliant pay-rule configuration and future agreement readiness