C Central M Management S System In support of RHD CMSTowards Good Governance The Need.

CCentralMManagementSSystem

In support of RHDIn support of RHD

CMSCMSTowards Towards

Good GovernanceGood Governance

The Need



RHD’s RHD’s Central Management System Central Management System

and its role towards and its role towards Good GovernanceGood Governance

Website PresentationWebsite PresentationCMS Management TeamDick Langford-Johnson The SystemRoger Goodwin FinanceMd Serajul Islam ContractsMd Salim Software Md Abdul Rahman Mir Accounts

The Chief Engineer’s CMS Implementation Working Group

ChairmanMd Adam Ali Gazi ACE Bridge Management Wing





Introduction

CCMMSS

“E-Governance refers to the use of information and communications technologies to improve the efficiency, effectiveness, transparency and accountability of Government”.

Quote from World Bank E*Governance Website

efficiencyefficiency

E-Governance

effectivenesseffectivenessaccountabilityaccountabilitytransparencytransparency

CCMMSS

Databases on Website

CCMMSS

Current PMS available on Internet

CCMMSS

Current PMS

It is not transparent Does not check against the cash book Does not truly show physical progress Does not show current liability Does not show current commitment

Useful system butbut:

CCMMSS

The Chief Engineer and his staff

are responsible and accountable to the People of

Bangladesh through the MoC for the maintenance and

development of the National, Regional and Zilla Road

Network within the limited funds allocated to them

CCMMSS

Scale of RHD operations

• 21,000 Km of roads

• over 20,000 bridges and culverts

• Annual Budget in excess Taka 3,000 CrorePress to Convert to £ and US$Press to Convert to £ and US$

CCMMSS

Duty to the People

It is the duty of RHD to demonstrate to the People of Bangladesh and donors that it is:

• Effective, • Efficient, • Transparent and,• Accountable in carrying out its duties

CCMMSS

• Money not effectively usedMoney not effectively used

• Money inefficiently usedMoney inefficiently used

Wastage

• Choice of projects• Poor quality materials• Poor quality workmanship• Poor Financial Management

• Lack of control of construction time• Lack of control of available funds• Lack of Control of Contracts• Poor Management

CMSCMSWill assist Will assist RHD inRHD inreducing reducing thesethese wastageswastages

The remaining 2 are being dealt with by other RHD initiatives

CCMMSS EstimateEstimate

TenderTender

ContractContract

Monthly MeasureMonthly Measure

Payment CertificatePayment Certificate

PaymentsPayments CashbookCashbook

Management ReportingManagement Reporting

ProjectProject

BudgetBudget

Physical ProgressPhysical Progress

The beauty of CMS lies in its transparent links

CCMMSS

Mandatory from July 2005

At October 2005The system is now fully operation in all

RHD’s 64 Field Divisions – with monthly accounts being submitted on CMS

It is also fully operational on 1 Foreign Aided Project – the rest will follow early 2006



CMS a working tool in RHDToday

March 2006

Vision beyond March 2005

Critical Appraisal What needs to be in place to meet the Government and donors goals on good governance

Value of Earned Value Analysis Short demonstration of value of EVA

Press to see CMS a working tool

RHD Presentation

Press to see CMS a working tool

RHD Presentation

Press to see Critical Appraisal

Presentation

Press to see Critical Appraisal

Presentation

Value of EVAPresentationValue of EVAPresentation





End of the presentation on RHD’s Management Tool

CMSTowards Towards


Thank You

CCMMSS

£ and US$ Equivalents

TK/£ £/Tk 116.10TK/$ US$/Tk 65.73

258 million£ or 456 millionUS$



CMSCMSTowardsTowards


CMS a working tool in RHD

The System



Field PackageField Package

Planning ModulePlanning Module

ContractsModule

ContractsModule

FinanceModuleFinanceModule

Core Module(Reporting)

Core Module(Reporting)

CCMMSS

C M S

Planning Module

Contracts Module

Core Module for reports to CE, MOC and

website

FinanceModule

Provides the plan budgets and allocation

Provides the financial monitor at field level

Provides the link from Project to Contract

Provides link between physical and financial progress

Provides co-ordinated reporting of physical and financial progress and historical records for future planning

Field Package

CCMMSS

Bridge Maintenance Management System

BMMSRoad Maintenance

Management SystemRMMS

HDM

Road Asset Management System (RAMS)

and other GIS mapping

Construction and Maintenance history CMSCMS

Network ControlNetwork Control

Press to see RAMS

map

Press to see RAMS

map

CCMMSS

Budget AllocationBudget Allocation

ExpenditureExpenditurePhysical Work MeasuredPhysical Work Measured

The Works ContractThe Works Contract

Monitoring the Project

Locked into CMS

At the HEART of RHDs expenditure

is the WORKS Contract

CCMMSS

To Effectively Manage

we must

MONITOR PROGRESS Both physical and financial



RHD has adopted

Earned Value Analysis (EVA) as the method of Monitoring progress of it’s works.

Method

CCMMSS There is Room For Improvement

Most of contracts are behind schedule

Many contractors are not paid promptly – resulting in under-financing and slow works progress

Some contracts, after large investments Some contracts, after large investments of time and money, are simply never of time and money, are simply never completecomplete

CCMMSS EVA

An industry standard way to:

• measure a project’s progress,

• forecast its completion date and final cost, and

• provide schedule and budget variances along the way.

CCMMSS Picture at a Glance

Is a means of recording and presenting:

1. Planned work

2. Value of Work Done

3. Expenditure



Contract Module

Contract Level

CCMMSS To Monitor

There must be a PLAN

There must be Work Done

CCMMSS

The Contract PlanTask Name

Mobilise

Earthworks

area 1

area 2

area 3

Tie into bridge

Foundation

Left bank

right BANK

Structure

Left abutment

Righat abutment

Deck

Pavement works

area 1

area 2

area 3

Tie into bridge

May '03 Jun '03 Jul '03 Aug '03 Sep '03 Oct '03 Nov '03 Dec '03 Jan '04 Feb '04 Mar '04 Apr '04

0

5

10

15

20

25

30

Ju

ne

Ju

ly

Au

gu

st

Se

pte

mb

er

Octo

be

r

No

ve

mb

er

De

ce

mb

er

Ja

nu

ary

Fe

bru

ary

Ma

rch

Ap

ril

Ma

y

Monsoon

June 03Fill20 cu m @ 60July 03

Piles200 m @ 600

Fill200 cu m @ 60

Basecourse200 cu m @ 1000

CCMMSS

The Plan Progress – Contract level

0

5

10

15

20

25

30Ju

ne July

Aug

ust

Sep

tem

ber

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Febr

uary

Mar

ch

Apr

il

May

Val

ue in

Cro

re T

aka



Work donePhysical Progress

Contract Module

CCMMSS

Rates

Present measure of Work Done

Measurement Book

Running Payment

Form

Schedule of Items in the

Standard Contract

Monthly Measure

measureTo Accountants for payment

BoQ

CCMMSS

Rates

Field Module measure of Work Done

Measurement Book

Running Payment

Form

Schedule of Items in the

Standard Contract

Monthly Measure

measure

To Accountants for payment through Financial Module

BoQ

CCMMSS

Plot Physical Progress against Plan

0

0.5

1

1.5

2

2.5

3

Jun

e

July

Au

gu

st

Se

pte

mb

er

Oct

ob

er

No

vem

be

r

De

cem

be

r

Jan

ua

ry

Fe

bru

ary

Ma

rch

Ap

ril

Ma

y

Cro

re T

ak

a

Generated from

Monthly Measure

Planned 2.0 Crore Taka

i.e. 71%

Actual 1.3 Crore Taka

i.e. 46%

Variance -70 Lac Taka

6 weeks behind

programme

CCMMSS

0

0.5

1

1.5

2

2.5

3

June

July

Aug

ust

Sep

tem

ber

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Feb

ruar

y

Mar

ch

Apr

il

May

Cro

re T

aka

Plot Physical Progress against Plan and Expenditure

Generated From

Finance Module

Current Liability

Outstanding

Commitment

CCMMSS

Administered by the engineering staff Administered by

Accounting Staff

Contract Module Financial Module(Accounts Package)

CMS Field Package

CCMMSS

Field ModuleDesigned to be useful

• By reducing the workload in the field

• By easy to use screens

• By its clear reporting

• By a reporting chain requiring each link to be complete

CCMMSS

Field Module ContractsHow it helps the Field Staff

• Prepare Engineer’s Estimate and Tender Documents

• Prepares Contract Documents for signing

• Prepare Interim Payment Certificate (IPC)

• Provides a DIRECT LINK to Financial Module

• Facilitates reports for Engineer and his staff and the Employer’s Representative

• Record monthly field tests including their performances

CCMMSS

• Full accounts package for the field offices

• Monthly and yearly account returns

• Accounts analysis of receipts and expenditure

• Analysis against budget and release of Funds

• Direct Link to Authorised Payment Certificates produced on Field Contracts Module

Field Module FinanceHow it helps the Field Staff

CCMMSS

Not simply a recording database

A Working ToolA Working Tool

• Forces the use of the system to produce• All official estimates • All tender documentation – except drawings• All contract documentation for signing• All payment certificates

• No contract can be paid without having a payment certificate prepared on the system

• Accounts can only be supported by cash books generated on CMS

• Accounts are only acceptable to RHD HQ and CGA if prepared on CMS

Press to see examplePress to see example



CCMMSS

At the heart of the Monitoring System is the Contract

Project

Link(s) INCL. CHAINAGE

Division

ProjectComponent

Budget Head

Loan %age

Funding Agency

Road

ZoneCircle

Total RHD

Type of Work

Bridge

Contract

BoQMeasure

RMMSGIS

BMMSGIS

LengthWidth

Etc

ER & QC

Reports

Contractor

CCMMSS

Management make DecisionsDecisions

Decisions should be based on

ACCURATE information

WHY IS CMS REQUIRED ?

CCMMSS

U - Understandable

ACCURATE INFORMATION

A - Accurate

C - Complete

C - Clear

R - Relevant

A - Appropriate

E – Easy to use

T - Timely & Traceable

Clerical Error and Duplication entries

Reports produced late. Compilation takes time. Tracing data difficult

All information required for decision making may not be available

Reports are not produced specific to the user.Can not be amended quickly

No unified form of report

Manual so can not be sorted and filtered

Shortcomings of manual system

Too much confusing information

CCMMSS

CMS is a tool for Management of RHD

How can CMS help

Which gives easy and free access to ACCURATE information

Anytime Anywhere

CCMMSS

No unified form of report

Clear and concise reports

Unified form of report across RHD

Manual so can not be sorted and filtered

Reports are not produced specific to the user.

Too much confusing information

Clerical Error and Duplication entries

All information required for decision making may not be available

Electronic so can be sorted and filtered

Electronic. Can be traceably amended quickly

Reports can be tailor-made specific to user.

Most errors eliminated through correct arithmetic and system checks

Data transferred electronically. Latest information available

Reports produced late. Compilation takes time. Tracing data difficult

Can not be amended quickly

Compilation is automated. Instant and transactions easily traceable

U - Understandable

A - Accurate

C - Complete

C - Clear

R - Relevant

A - Appropriate

E – Easy to use

T – Timely & Traceable

Shortcomings of manual system

How can CMS helpCMS can help!!



TRANSPARENCY

in

Physical & Financial Progress

CCMMSS

The system that was replaced in July 2005

Progress Report

Physical Progress (Notional)

Financial Progress

Work Plan

CCMMSS

Financial Progress

Voucher

CashBook

Dockets & Schedule

Physical Progress

Measurement Book

IPC

Works Abstract

Register of Works

CMS Progress Report

Work

Plan

CCMMSS

CMS is Live and Operational

CMS is LIVE and fully operational in 64 Field Divisions

After 15 months of piloting, training and national trials CMS became operational in all Field Divisions as from July 2005

CCMMSS

Chief Engineer’s CMS Implementation Working Group

Md. Adam Ali Gazi ACE Dhaka ZoneMd Abdus Salam SE MonitoringMd Abu Taleb SE MIS CircleMd Helal Uddin SE Planning and Data Circle (BMW)Md Asif-Uz-Zaman Director Audit and AccountsMd Delwar Khan Maintenance Division 1

CCMMSS

Implementers

• CIDC3 provided at least one implementer per Zone

• MIS circle with the assistance provided hardware maintenance backup

• Head office Backup by CMS team

CCMMSS

Website Access – currently password protected

Website

CCMMSS

Connectivity

FieldFieldServerServerCentral Central

ServerServer

Master Project Master Project informationinformation

Master budget Master budget and allocation and allocation informationinformation

FieldFieldServerServerFieldField

ServerServerFieldFieldServerServerFieldField

ServerServerFieldFieldServerServer

Master Contract Master Contract informationinformation

Master Divisional Master Divisional AccountsAccounts

Signed monthly Signed monthly Closed accountsClosed accounts

Contract & AccountsContract & Accounts updatesupdates

Project, budget and allocation Project, budget and allocation updates,updates,

plus Virus checker updates plus Virus checker updates

WebsiteWebsite

Daily updatesDaily updates

Comptroller Comptroller General General

Accounts Accounts

CCMMSS

Phased approach Field and Project packages

• Implementation in GOB Field Divisions• With gradual tightening of reporting• Tightening of Financial Module to ensure

consistency of tax deduction• Development of CMS on FA projects• Deal with multiple currencies• Deal different tax requirements• Deal with Reimbursable Progect Aid reporting

• Implementation of CMS in FA projects to Project teams and consultants

CCMMSS

Phased Approach Planning

• Convert existing Project reporting structure to a unified presentation

• Encompass the following in Project Definition• MTBF. UAF• 3 to 5 year plan• Store DPP for easy access• Store Project History• Include annual budget and release of funds

CCMMSS

Development beyond March 2006

• As the Internet becomes more accessible conversion to internet data input rather than just reporting

• Greater web access• Assist in more transparent Revenue

Budget allocations• Extensive GIS mapping• E-Procurement

CCMMSS EstimateEstimate

TenderTender

ContractContract





ProjectProject

BudgetBudget


The Beauty of CMS lies in its transparent links

CCMMSS

EstimateEstimate

TenderTender

ContractContract





ProjectProject


The beauty of CMS is Transparency

Without Monitoring by Senior Management in RHD

BudgetBudget

For Credible ReportingRHD Senior Management MUST take monitoring of information from the

field seriously

CCMMSS

EstimateEstimate

TenderTender

ContractContract





ProjectProject

BudgetBudget


Good Management Good Management Decision and ActionsDecision and Actions

The beauty of CMS is Transparency

The Only source of Performance reporting MUST BE CMS

Reports and Spreadsheets other

source Poor Management Poor Management Decision and Decision and

Ineffectual Actions Ineffectual Actions spread throughout spread throughout

RHDRHD

And with it Loss of credibility

CCMMSS

Management and ControlStructure

• MoCMoC Reviews RHD Works and Budgets with CE –to ensure RHD is effectiveness and transparent

• CECE Reviews Works and Budgets with ACEs to ensure effectiveness and transparency across the Zones and Projects

• ACEACE review Works and Budgets with SEs to ensure effectiveness and transparency across the Circles

• SESE Review Works and Budgets with EEs to ensure effectiveness and transparency across the Divisions

• EEEE manages his SDEs to ensure effective contract administration of the Works and budgets in the field

CCMMSS

Good Governance

• CMS ONLY the Tool

• IMPROVEMENT and Good Governance must come from ACTIONACTION by RHD, MoC, MoF and Donors at All Levels

CCMMSS

Sustainability

• Use in the field• Use and consequential action by Field

managers• Use and consequential action by the Chief

Engineer, his Wings and Senior Management Committee

• Use and consequential action by associated Departments and Ministries

• Use and consequential action by donors• By RHDs commitment to maintenance of

hardware

CCMMSS





Critical appraisal

CCMMSS

GovernanceGovernance

the traditions and institutions by which authority in a country is exercised for the common good

Includes:

• the process by which those in authority are selected, monitored, and replaced ( the political dimension )

• the respect of citizens and the state for the country’s institutions ( the institutional respect dimension )

• the government’s capacity to effectively manage its resources and implement sound policies ( the economic dimension )

CCMMSS


“Good governance is the key....

Unless there are improvements in capacity, accountability and reducing corruption ...

……other reforms will have only limited impact.”

The Africa Commission (2005)

CCMMSS

Governance IssuesGovernance Issues

• Aid is more effective when it is directed at countries with better institutions

• Aid allocations ought to take corruption into account

CCMMSS

CorruptionCorruption

Corruption hampers economic growth,

burdens the poor disproportionately

and undermines the effectiveness of

investment and aid

James D. Wolfensohn

CCMMSS

CorruptionCorruption

The Number 1 force in the fight against corruption

is our ever-expanding access to information

Al Gore

CCMMSS

Governance

• Transparency is an essential element of good governance

• Accountability is an essential element of transparency

“Sunlight is the best disinfectant”

CCMMSS Accountability Accountability

The core of accountability

is the fusion of information and action...

action on the part of Government officials,

private citizens, businesses

and the public at large

Al Gore

CCMMSS

Users of CMS InformationUsers of CMS Information

• The Chief Engineer & senior managers of RHD

• The Budget Committee• The Planning & Maintenance Wing• The in-house finance department• The Divisional staff – engineers &

accountants• Other Government agencies

CCMMSS

Internal Control

the whole system of controls, financial, physical, (incl. quality) and others, established by the management in order to carry on the business of the enterprise in an orderly and efficient manner, ensure adherence to management policies, safeguard the assets and secure as far as possible the completeness and accuracy of the records

CCMMSS

Control in CMSControl in CMS

Expenditure is a consequence of some physical activity; not a stand alone activity

• In CMS, expenditure can only occur on the completion of a prior measured physical activity

Budgeted expenditure is NOT the same as Actual expenditure

• Monitoring of Actual against budget in CMS introduces the control over expenditure

CCMMSS

A word of cautionA word of caution

• Any system is only as good as the people who operate it

• People are what makes a system of internal control work

• The responsibility for good internal control rests with the management

• The success of any system depends on the action taken by the management





Value of EVA

CCMMSS EVA Integrates All Three

• Is a means of recording and presenting:

1. Value of Work Done

2. Planned work

3. Expenditure

The example used in this presentation concentrates on 1 and 2 because in the context of RHD if these are under control in a Civil Works Contract – 3 will follow.

CCMMSS EVA is needed because...

• Provides an “Early Warning” signal for prompt corrective action.

• Bad news does not age well.

• Still time to recover

• Timely to take positive action or if necessary apply for additional funds



Worked Example

Let’s Build a Bridge

CCMMSS

This is our plan

CCMMSS

This is our plan

A 1 A 2P 1 P 2

24 piles

32 piles

32 piles

24 piles

CCMMSS

The Baseline Plan i.e. the agreed Contract plan

ID Task Name

1 Mobilisation

2 Setup office

3 Material Approvals

4 Pilot Pile instalation & Load Test

5 Pile

6 Abutment 1

7 Pier 1

8 Island for Pier 2

9 Pier 2

10 Abutment 2

11 Pilecap

12 Abutment 1

13 Pier 1

14 Pier 2

15 Abutment 2

16 Superstructure

17 Abutment 1

18 Pier 1

19 Pier 2

20 Abutment 2

21 Deck

22 Remove Temp. Island

23 Parapet

24 Earthworks

25 Pavement

26 Finishing - signs -whitelining-barriers etc

27 Open

Pile Rig,Labour Gang



Labour Gang



Labour Gang

Labour Gang

Labour Gang

Labour Gang

Labour Gang

Labour Gang

Labour Gang

Labour Gang

Labour Gang[200%]

Labour Gang

Labour Gang

Labour Gang[200%],Roller and compactors,Grader

Labour Gang,Pavement machine,Grader[50%]

Labour Gang

03/08

27 03 10 17 24 01 08 15 22 29 05 12 19 26 02 09 16 23 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05 12 19 26 02 09 16 23 30Oct '03 Nov '03 Dec '03 Jan '04 Feb '04 Mar '04 Apr '04 May '04 Jun '04 Jul '04 Aug '04

Contract requires work to be complete by 10 August

CMS doesn’t Give you this, but

CCMMSS

Convert to Planned Value Curve

Monsoon



Contract Progress

End of January

CCMMSS

Programme Position at 31 Jan 2004ID Task Name

1 Mobilisation

2 Setup office



5 Pile

6 Abutment 1

7 Pier 1

8 Island for Pier 2

9 Pier 2

10 Abutment 2

11 Pilecap

12 Abutment 1

13 Pier 1

14 Pier 2

15 Abutment 2

16 Superstructure

17 Abutment 1

18 Pier 1

19 Pier 2

20 Abutment 2

21 Deck


23 Parapet

24 Earthworks

25 Pavement


27 Open

100%

100%

100%

100%

25%

100%

22%

0%

0%

6%

25%

100%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

25/08

27 03 10 17 24 01 08 15 22 29 05 12 19 26 02 09 16 23 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05 12 19 26 02 09 16 23 30 06 13 20 27 04Oct '03 Nov '03 Dec '03 Jan '04 Feb '04 Mar '04 Apr '04 May '04 Jun '04 Jul '04 Aug '04 Sep '04 Oct '04



How often have you seen the progress recorded like this

CCMMSS

January 2004

Variance against Planned Tk 20Lac

Behind Programme by 3 weeks

Action Engineer requests Contractor to demonstrate he can complete by due date



Contract Progress

End of February

CCMMSS Programme Position at 29 February 2004

ID Task Name

1 Mobilisation

2 Setup office



5 Pile

6 Abutment 1

7 Pier 1

8 Island for Pier 2

9 Pier 2

10 Abutment 2

11 Pilecap

12 Abutment 1

13 Pier 1

14 Pier 2

15 Abutment 2

16 Superstructure

17 Abutment 1

18 Pier 1

19 Pier 2

20 Abutment 2

21 Deck


23 Parapet

24 Earthworks

25 Pavement


27 Open

100%

100%

100%

100%

38%

100%

48%

0%

0%

33%

25%

100%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

13/09





CCMMSS

February

Variance against Planned Tk 50Lac


Danger of being further delayed by monsoon

Contractor admits he has slipped but informs Engineer that he increased resources and submits his revised programme

Liability Tk 30 lac



Contract Progress ACTION

Increase resources and re-schedule to prevent overrun

CCMMSS

Programme Position at 29 February 2004 re-scheduled

ID Task Name

1 Mobilisation

2 Setup office



5 Pile

6 Abutment 1

7 Pier 1

8 Island for Pier 2

9 Pier 2

10 Abutment 2

11 Pilecap

12 Abutment 1

13 Pier 1

14 Pier 2

15 Abutment 2

16 Superstructure

17 Abutment 1

18 Pier 1

19 Pier 2

20 Abutment 2

21 Deck


23 Parapet

24 Earthworks

25 Pavement


27 Open

100%

100%

100%

100%

44%

100%

48%

0%

0%

52%

25%

100%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

10/08





Contract Progress

End of March

CCMMSS

Programme Position at 31 March 2004ID Task Name

1 Mobilisation

2 Setup office



5 Pile

6 Abutment 1

7 Pier 1

8 Island for Pier 2

9 Pier 2

10 Abutment 2

11 Pilecap

12 Abutment 1

13 Pier 1

14 Pier 2

15 Abutment 2

16 Superstructure

17 Abutment 1

18 Pier 1

19 Pier 2

20 Abutment 2

21 Deck


23 Parapet

24 Earthworks

25 Pavement


27 Open

100%

100%

100%

100%

83%

100%

88%

100%

42%

100%

50%

100%

0%

0%

100%

34%

100%

0%

0%

24%

0%

0%

0%

0%

0%

0%

10/08




CCMMSS

March


Contractor has resourced and achieved his accelerated plan and is on target for completing on time

Variance against Planned Tk 30 Lac

Liability Tk 100 Lac



Contract Progress

What is the Result?

CCMMSS

Bridge Open on Time

Open On time and to budget

Thanks to Earned Value Analysis

and Early Action taken by the Field Team

CCMMSS

Earned Value Analysis

The Message:

A means of viewing the work in terms of Value of Work done against a Planned Programme.

Most major slippage in performance happen early in a Contract

EVA gives the opportunity for Control of Time and Budget

CCMMSS

Site Planning

• CMS does not take the place of the detail critical path programme

• It serves as a management overview

C Central M Management S System In support of RHD CMSTowards Good Governance The Need.

Documents

Transcript of C Central M Management S System In support of RHD CMSTowards Good Governance The Need.