Thanks to our workforce management software, your organisation can work smarter, more efficiently and with greater ease. We’re convinced of that. However, this doesn’t happen automatically. An implementation is never just a technical rollout; it’s a moment where processes, habits and expectations converge. As a result, the success of the software depends not only on us, but equally on your organisation, your teams and your people.

We bring a great deal to the table: best practices, project methodologies, templates, training and deep domain expertise built up through dozens of implementations. Even so, no matter how strong our approach is, it’s your people who ultimately shape adoption and determine whether the software truly works. This isn’t because responsibility shifts, but because workforce planning and people sit at the heart of your organisation — your teams, your processes, your schedules and your culture.

That’s also why we don’t expect clients to lean back and watch us configure everything. Instead, we expect involvement, decisions and ownership. What you build together works better — and what you help shape yourself continues to work long after go-live.

Goals and framework

What do you want to achieve with Planpoint? Less Excel? Fewer last-minute fixes? More control over staffing? More engagement among employees? Without clear goals, workforce management risks becoming just a technical tool. **With clear objectives**, however, it becomes a strategic lever: you know where you’re heading, why the project matters and when you can call it a success.

Nevertheless, goals alone are not enough. You also need a solid framework. Who decides what? Which processes will change — and which stay as they are? What belongs in ‘phase 1’ and what moves to a later stage? Which agreements, rules or working methods are non-negotiable? By defining these boundaries early, you prevent constant re-invention throughout implementation. This keeps everyone aligned, ensures the project remains manageable and — perhaps most importantly — creates clarity and calm.

Scope: what now, what later

Once you’re clear on *why* you’re moving to new WFM software, the next question is *how far you want to go*. Scope defines what goes into phase 1: what you implement today… and what you intentionally postpone.

Smaller projects — such as workforce planning alone — often have an obvious scope. In larger projects, however, involving multiple teams, time registration, HR processes or modules like self-rostering, scope becomes essential. It protects your organisation from overreach and keeps the project feasible.

Scope also helps you plan ahead: which elements deliver immediate value, where the biggest pain points lie, what requires change management and which steps are better taken once your teams are ready. To support this, we challenge your plans, help you prioritise and determine what is realistic within your time, capacity and ambitions. This way, you build an implementation that not only works… but works for your organisation.

Involve the right people

An implementation is driven by people: planners, supervisors, key users, IT… They understand the daily reality, sense where friction arises and know what genuinely works. **Therefore**, we work with a project team that’s broad enough to make informed decisions, yet compact enough to maintain momentum.

A critical factor here is decision-making power. A project group without mandate loses time, energy and credibility. Conversely, a team with mandate can cut through decisions, simplify processes and bring colleagues along in the change. This builds trust — and trust is what turns “installing software” into “introducing a new way of working.”

We help you assemble the right team: who should be involved, who decides what, how roles are distributed and how to keep everyone realistic, empowered and well-informed.

Training and adoption

New software only works when people understand it, trust it and use it comfortably. Training and adoption are therefore not side tasks — they’re essential to successful implementation. **Moreover**, different roles need different types of support: planners want depth, supervisors want overview and employees want clarity without complication.

That’s why we provide the right training, examples and documentation — fully aligned with your processes and terminology. We train key users, support planners and supervisors and make sure all employees understand what will change.

Adoption, however, is always a shared responsibility. Internal communication plays a big role: How do you announce the new tool? Which benefits do you highlight? How do employees find their way — and who can they contact? We supply all necessary materials and can work with a train-the-trainer approach or direct training for each group.

Keeping risks in sight

No implementation unfolds exactly as planned — nor does it need to. **What matters**, however, is identifying potential risks early on. Doing so gives you room to adjust. Are the goals realistic? Is there enough capacity? Do the relevant roles have the right mandate? Are decisions being made quickly enough?

By naming these risks upfront, you can steer proactively and avoid issues surfacing only once they’re already causing delays. Risks don’t disappear on their own — but with visibility and honest preparation, they remain manageable.

Common pitfalls

Even organisations with the best intentions encounter similar challenges. These are the pitfalls we see most often:

Underestimating time and impact

Workforce management affects schedules, processes, teams and agreements. **Consequently**, it requires time — especially at the start, when decisions and fine-tuning are most intensive.

Technical dependencies with other systems

Outdated payroll interfaces, limited export options or partners reluctant to exchange data can slow progress. **However**, these challenges are manageable when anticipated.

Complex organisational structures

Multiple teams, varied schedules, exceptions, collective agreements and locations require precision — and therefore time.

Trying to do too much at once

Without clear scope, a project can grow beyond what’s healthy. **The result** is delays, frustration and decision overload. A phased approach always works better.

Going live too quickly

A rushed rollout often leads to confusion, rework and stress later on.

These pitfalls are normal — and perfectly manageable when addressed early and incorporated into planning.

Of course, we do it together

Don’t be discouraged. Focusing on the right conditions isn’t pessimistic — **it’s practical**. When those conditions are met, an implementation becomes an opportunity to strengthen processes, involve teams and create more calm in planning. Many clients have already shown that it works.

We provide expertise, structure, best practices and hands-on guidance. In doing so, we keep things clear, help you navigate decisions and support you when challenges arise.

Software can be installed. A new way of working must be built — together. And that’s exactly where Planpoint makes the difference.