Erp creation&

Change MANAGEMENT

Sanjay Sahay,IGP, ISD,Bangalore

To innovate is to live

To live is to innovateSanjay Sahay

Why I talk to the next generation?

Would the world have been different if there was no MS Office?

What do you understand by pervasiveness of software

Software erp – what and why characteristics development / deployment best practices / benchmarking erp & change management Conclusion

Have you heard of an ERP?

Name a few?

In the year 1900 the Gartner Group first employed the acronym ERP

Y2K problem

ERP II in early 2000

ERP II in early 2000

Web based

Real time

Collaborative

Why an ERP?

Why this metamorphosis?

What is an ERP?

The ERP

Physical level

Need to go digital

Actual Development

Software Requirement Specification

ERP

Typical architectural components

E-business PlatformTech Stack

CRMFoundation

WebInternet

Mobile Wireless e-Mail Call Center

ICM/TelephonyInteractionChannels

Common Data and Object Models, Security, Interfaces, Globalisation

E-Business Foundation

Marketing Sales eCommerceBusiness Application

s

MarketingIntelligence

SalesIntelligence

CustomerIntelligence

Call CenterIntelligence

AnalyticalApplication

s

Interaction History Universal Work Q

1-to-1 Fulfillment

Assignment Engine

EscalationsTCA

Installed Base

Tasks Notes

Resources

Calendar

Territories

Finance HR

ERP Characteristics

An integrated system that operates in real time (or next to real time), without relying on periodic updates.

ERP Characteristics

• A common database, which supports all applications

• A consistent look and feel throughout each module

• Installation of the system without elaborate application/data integration by the Information Technology (IT) department

Govt ERP! How do we create?

• No history of software• No history of erp

• Lack of managerial human resource• Technical manpower

• Humongous effort• Collaboration

Police IT

Comprehensive ERP system providing seamless integration of the day to day operations of the Police Department

Police IT

In its conceptualization, creation and roll out, it would have a pioneering impact in the way Police in India would go digital in the days to come

Police IT- Features

• Centralized Architecture• Bilingual• Workflow design• Role based access• 522 screens and 417 reports

FIRGCR (CO)

FIR AssignmentFIR Assignment

Crime ClassificationCrime Classification

If Heinous CaseIF Case Transferred

Final Report/Charge Sheet

Final Report/Charge Sheet

Court Progress Diary

Court Disposal

Property Seizure

Property Movement

Crime Details

Arrest/Surrender

Witness Details

Case Diary

Final Report B,C and UDR

Proceedings-174/176 CRPC

Exhumation Details

Post Mortem Request

If Victim=Dead

If Dead body “Buried”

If Final Report B,C or UDR Rejected

Forward

Forward

Accepted

I.M (CO)

I.M(SDPO)

I.M (DPO)

CPR (DPO)

CPR (SDPO)

CPR (CO)

FR B,C & U (CO)

FR B,C & U (SDPO)

FR B,C & U (DPO)

Property Seizure

Property Movement

Crime Details

Arrest/Surrender

Witness Details

Case Diary

Bail Bond

Result of Appeal

Case Transfer GCR (SDPO)

GCR (DPO)COD, DCRE,..

External Transfer

If Final Report A

UDR Disposal

If UDR case

If B or C case

Crime- Investigation Workflow

KSP Wide Area Network

39 locations 2 Mbps leased line

10 Mbps aggregation bandwidth

1400 remote locations, 512 Kbps,

VPNoBB

4 Mbps internet leased line

SPDC

Police IT Software Development

FRS/SRS/HRS

Development

Change Request

Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/HH

Police IT Software Development

FRS/SRS/HRS

Development

Change Request

Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/final

Police IT-Modules

• Crime• Law & Order• Traffic • Finance• Administration• Stores• Armed Reserve• Motor Transport• Training• Wireless• Forensic Science Laboratory• Executive Information System

What is ERP Roll Out?

the complexity!!!!!

What are the challenges?

Insurmountable

Police IT Roll Out

• User Acceptance Test• Mandatory Change Requests over 400• Last phase of development• Pilots for different modules• Capacity Building is most critical• 11 Training Centers established

Police IT Roll Out

• Near perfect synchronization of module development, end user training and the completion of all precursor activities would ensure a smooth roll out

• 12 modules in 1439 locations

• Wipro would do the handholding in 50 locations for 48 months

ERP Roll Out

The Show

Stoppers

Implementation

a long drawn out process

Complimentary to the Roll Out Process

Implementation based on

Best PracticesCase Studies

Test Bed to Production

Help Desk to Warranty Support

Handholding

Functionalities

One ERP One India- Final Thought

The successful completion of this project would take the police to much higher level of efficiency, near total transparency, all mechanical work would become redundant, more human resources would be available for core tasks, better investigation, qualitative change in planning, split second communication, perfect documentation/ retrieval, no alibi as the application is role based, need based passage of information on the website/ press/individuals, tracking of incidents/facts /details would be flawless etc.

Best Practices

What is Best Practice?

A best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result

A commitment to using the best practices in any field is a commitment to using all the knowledge and technology at one's disposal to ensure success.

Role of Best Practices

Best Practice and Benchmarking

Best Practice is a term often used in the literature in ways that treat it as identical to benchmarking.

Others connect benchmarking with quantitative indicators and leaves best practice in the realm of more qualitative, extended descriptions of successful firms and their processes.

Benchmarking is one aspect of ‘best practice’.

Best Practice Defined

A holistic, comprehensive, integrated and cooperative approach to the continuous improvement of all aspects of an organisation’s operations.

It includes leadership, planning, people, customers, suppliers, the production and supply of products and services, and the use of benchmarking as a learning tool.

These practices, when effectively linked together, can be expected, to lead to sustainable world class outcomes in productivity, quality, customer service, flexibility, timeliness, innovation, cost and competitiveness.

Benchmarking

Benchmarking is the process of comparing one's business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time, and cost. Improvements from learning mean doing things better, faster, and cheaper.

Benchmarking

Benchmarking involves management identifying the best firms in their industry, or any other industry where similar processes exist, and comparing the results and processes of those studied (the "targets") to one's own results and processes to learn how well the targets perform and, more importantly, how they do it.

Best Practice Requires

Communication: Frequent and detailed exchange enhanced by communication

Continuous improvement: Ongoing goal formation, preparation of action plans and evaluation

Culture consciousness: Constant formal and informal study aimed at a desirable organisational culture

In summary Best Practice is a comprehensive, integrated and co-operative approach to the continuous improvement of all areas of the business/service

Why Adopt Best Practice?

Proven quality approach to service delivery Increased productivity Increased customer satisfaction Minimised risk Reduced costs Improved communication between IT and the

business and your organisation

Choosing Best Practice

How many of us can decide on the Best Practices for the organisation? And that to ERP

Some Parameters

Does the practice actually mitigate risk or satisfy a security requirement?

Can practice be implemented as planned? Does the benefit from a practice outweigh its

cost?

Technology

• Technology is an enabler, not the driver (it is there to assist the organisation to achieve business goals)

• It is a means to an end, not the end

ERP & Change Management

Visionary Change

ManagementWill lead the way!

42% Leadership 27%

Organizational & Cultural Issues

23% People Issues

Why ERP

Implementations fail?

4% Technology Issues

4% Other Organizational issues left unchecked often lead to project failure

Why ERP

Implementations fail?

But the known culprit is always

Technology

Why ERP

Implementations fail?

Planning for ERP is a Critical Success Factor

Addressed Primarilyby OrganizationalChange Management

Type

TypeTypeType

Type

Type

People

Process TechnologyAddressed Primarilyby BusinessProcess Redesign

Addressed Primarily

by Package

People and process issues are sometimes

overlooked in planning for this type of project. They need to be addressed for the project to be a success.

Project Initiation – Preparing for Change

Project Planning – Managing Change Planning

Project Executing – Managing Change-execute

Project Controlling – Transition

Project Closing – Monitoring Change

Project integrationReinforcing Change

Active and visible sponsorship Use of organizational change management

processes & tools Effective communications Employee involvement Effective project leadership and planning

Great Success Factors

Resistance from employees and managers Inadequate senior management &

sponsorship Cultural barriers Lack of change management expertise

Great Obstacles

CM as Communication Hub

CM Team

Sponsors

PM Team

End-Users

MGRsBusiness Owners

PartnerGroups

Supervisors

Master Communication Plan Sample

Ownership Involvement Responsibility Non- negotiable accountability

What really Counts?

Conclusion

• ERP systems provide a mechanism for implementing systems where a high degree of integration between applications is required

• The Business Case or Value Proposition for implementation must be outlined

• To successfully implement - a proper mix of people, processes and technology should be maintained

Sincere thanks For your rapt attention!