2. Acknowledgement- Dr. Jang Ra, PMP- Mr. Young Min Park, MSPM, PMP - Mr. KiPyung Kim, MSPM, PMP, PMI-SP - MSPM Cohort Members - Mr. Hyuck Chun Kwon, CPA, PMP - Mr. Hyun Ki Lee, PMP - Mr. Dong Han Hwan, PMP and PMP Café 2
3. Literatures [Main Sources – Google, UAA’s Consortium Library] Title: Timesheet discipline Source: http://www.wahby.com/articles/timesheet_discipline.htm 2. Title: Time-sheet cheating creates unnecessary costs Source: http://gneil.blogspot.com/2009/06/time-sheet-cheating-creates-unnecessary.html 3. Title: Change management is role for human resources professionals Source: http://www.personneltoday.com/articles/2007/11/05/43111/change-management-is-role-for-human-resources-professionals.html Title: Two Reasons to Use Timesheet Software Source: http://www.streetdirectory.com/travel_guide/866/business_and_finance/two_reasons_to_use_timesheet_software.html Title: No time to lose: timesheets are not the route to profitabilitySource: http://www.rjp.co.uk/No%20time%20to%20loose.pdf Title: Earned Value Management - Why Am I Being Forced to Do It? Source: http://proquest.umi.com.proxy.consortiumlibrary.org/pqdweb?index=3&did=1466802241&SrchMode=2&sid=2&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1248272879&clientId=23364 3
4. Agenda- Background- Timesheet Overview- Analysis of Surveys- Case Study (SWRRC)- Timesheet in PMS - Human Factors in Timesheet - Recommended Template- Conclusion 4
5. Background Importance of timesheet in Project Planning and Controlling Increasing needs for timesheet but not welcomed by the employees in general Most of the PMS has timesheet functionality embedded butnot used by the users Why they refuse to adopt timesheet in spite of its benefits 5
6. Timesheet Overview Term definition: “Timesheet”, “timecard”, “time tracking” or “time keeping” Input method: By manual, electronic or web based time tracking software Used for: Tracking employee's time, project costs as well as the current state of progress on the project and finding out how much time and money spent on a project and furthermore to estimate similar projects in the future 6
7. Analysis of surveys Objective: To collect and analyze the timesheet usage status and to find the best practices as an example Method: survey web site / man-to-man contact / mailing 22 Respondents from each different organization Working in project related department? Respondents by industry 7
19. Analysis of surveys – Best Case (Publicis Modem Korea) 9 Input cycle: Daily Managed Data: WBS / Planned duration vs. Actual duration / Actual hours (8-12 hours) / Operational work Analyzed Data: Weekly & Yearly working hours by project Annual working days by project Individual’s total assigned hours Used for: Progress Measurement
20. Analysis of surveys – Worst Case 10 Input cycle: Monthly Managed Data: Working date/Actual hours/Requester/Request method/Request details/Degree of work difficulties Analyzed Data: Checking for working hours for each employees Used for: Project based company but no linkages between project and timesheet
21. Survey Results Unexpectedly, a half of the respondents replied ‘daily’ basis as input cycle About a quarter replied ‘monthly’ and this seems to be a formal act 11
22. Survey Results - continued Q: Why does your company make the employees to fill out timesheet? (Multi-selection) 12
23. Survey Results - continued Q: Individual reason of using timesheet - Progress Measurement (7) - Time and Resource management (5) - According to company’s regulations (3) - Project planning (3) - Checking for working hours (2) - Report over-time hours (1) - Cost Allocation (1) 13
24. Survey Results - continued Q: Detailed contents of timesheet (*Some respondents refused to provide the data due to organization’s security policy) 14
25. Survey Results - continued Q: Resistances or conflicts and the processes to overcome those situation. Yes (14) No (8) 15
26. Survey Results - continued Q: Any suggestions to improve timesheets? 16
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29. Due to the characteristics of government-driven projects, costs & deliverables are supposed to be strictly controlled.
30. Under the virtual team environments, there raised the needs for work visibility of each members.18
38. Case Study - SWRRC The Results - Project progress calculated via following criteria: deliverables + timesheet completion (estimate to completion = 0) - Project billing via timesheets - Getting visibility of project status 20
41. Timesheet in PMS 23 Managing time spent on projects is one of the fundamentals of project management All the PMS with integrated timesheet are working in the following way: - Timesheet display based on allotted planned hours - Resources enter the actual time spent and comments on each activity - ETC can be utilized to estimate the remaining work amounts - Submit for approvals - Progress updates with ETC or Percent Complete by manual - Earned Value for performance and efficiency
42. Human Factors in Timesheet Timesheet should be considered as one of the “change initiatives” and needs several steps for successful adoption. Some people tends to stand the current position and others are easily adapt to changes. There are 9 types of human being characters according to Dr. Tae Ik Yoon, an expert in the area of characters management. Each types of people see the same subject in the different point of view, so the adequate approaches according to the types of human being characters for adopting timesheet are needed. (www.yoontaeik.com/) 24
43. Human Factors in Timesheet 25 [9 types of human being’s characters] Boss(Frank and strong self-assertion Reconciliationist(Good relationship with others) Reformer (Continuous improvement) Artist (Try to be a differentiated) Achiever (Goals oriented) Cooperator (lovely, amorous and emotional) Researcher (Preferences on intellectual and pragmatic discussions) Model Student (Consider confidence and politeness) Adventurer (Preferences on new attempt) (http://taxiyoon.com/new/jieun_taxi/www/Research/Research_Ennea03.php?menuid=menu4,tmenu1)
44. Human Factors in Timesheet Essential points for change initiatives The changes being implemented are those that support your goals. The process for implementing the changes are communicated to the organization The stakeholders who will experience and be impacted by the changes are involved in the implementation process There is a clear understanding of the process for managing the changes, expectations, awareness and resistance associated with the change The nature of the changes are communicated in language that makes sense to the front line worker Strategies are designed to increase the successful implementation of the change Individuals understand the mental models, mind sets, and perceptions that inhibit or enhance change efforts [Source: www.lynco.com/managing_change.html] 26
45. Human Factors in Timesheet 7 Keys To A Change Deployment Process 1. The House (Of Quality) Needs Foundations -> Are we ready to have timesheet benefits? What is the gap between the current state and future state? 2. Speed Can Be An Illusion-> Entering timesheet is simple and easy habit but few successful cases…why?? 3. Sustaining A Shared Vision-> Are we have common sense of using timesheets? 4. New Vision, Old Constraints-> Any reward system for employees? 27
47. Human Factors in Timesheet 7 Keys To A Change Deployment Process- continued 5. Show Me The Money-> What is the financial effect of using timesheet? 6. Success Breeds Success-> Short term wins 7. Leaders Wanted -> Good leaders as champion rather than managers for every change initiatives [Source: www.isixsigma.com/library/content/c020826a.asp ] 29
48. Recommended template 30 Daily input and Weekly collect Operation work as a project Approval Process
49. Conclusion Timesheet is a basic and fundamental tool for project management Timesheet is an easy and simple habit but need to be considered as a change initiative for successful adoption Change management should be lead by a champion and understanding each human resources will make easier to get their involvement. A good timesheet template + high priority for timesheet + pragmatic reward will be the 3 key elements for successfultimesheet. 31
Editor's Notes
To investigate how timesheet software is embedded in PMS, I looked into several software which are in the high-end groups of Magic Quadrant nominated by Gartner Group.I looked into the timesheet functionalities of CA, HP, Planview, Microsoft, Planisware to see if how those in challengers or leaders are working with timesheet.
I put this slide to address my point that timesheet culture should be built with the approaches of change management and if we can have overall understanding of each human resources then it might be much easier and helpful.I’ve found that successful timesheet needs voluntary involvement of each resources rather than top-down directions. Therefore, knowing the strength and weakness of each types of characters will be helpful to control and manage human resources.Of course, this is just an interesting study and I don’t think it is a fact or truth.However I’m so sure each personnel has a distinctive characteristic and sometimes it blocks many things.
Create a new one or modify the best one you found so far…
Create a new one or modify the best one you found so far…
