E gov championship workshop bangalore 21082013
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Transcript of E gov championship workshop bangalore 21082013
Visionary Change Management
…will lead
the way!
Leadership – Integral Vision + Systems ThinkingKnowledge + Experience + ExpertiseAppropriate Skill SetsDemonstrated Capability to Deliver
Visionary Change Management
Based on the points discussed
Unstinted loyalty of the wide project team
Based on this dream team
Leader develops a capability to deliver consistentlyAnd Mid – Project course correction
Visionary Change Management
Visionary Change Management would metamorphose the whole system from what it is, to what it is intended to be!
Visionary Change Management
Are you fully conversant with :
Detailed Project Report, DPR Project Implementation and Monitoring
Report, PIM SI, RFP MSA SLA PMU functional details
Visionary Change Management
We live in a knowledge based world
Either
We align
Or
Perish
Visionary Change Management
Owners&
Stakeholders
CCTNS
Have you heard of an ERP?
Name a few?
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• Management Information
System
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
ERPVS
CAS
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
All under one command of a
Visionary Leadership
Karnataka Composite Model Data CenterBroadband NetworkingAnti Virus and Facility
ManagementHiring of TrainersMultipronged basic training
and application training module wise
Specialized training for System Administrators
Karnataka Composite Model Integrated multi –
organizational workforceERP
PERFECT SYNCHRONIZATION OF ALL ACTIVITIES AND PROCESSES
Karnataka Composite Model DYNAMICREAL TIMENETWORKED AND INTERNALLY
MAINATAINED
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
Innovate to Win
nodal officers mpls + vpn network fixed ip mcse + ccna maintenance wipro change management training for leaders in house trainers training Infra / mass scale training for Crime
Module leading by documentation aggressive decision making
The Only Key – Capacity Building
Training is the process of imparting knowledge as skill to match the skill related gap which the trainee experiences in performance of his technical tasks
The Only Key – Capacity Building
Training Infrastructure Mapping of End Users Deployment of Trainers Training of 75 System Administrators Basic training for End Users
The Only Key – Capacity Building
Training Curriculum – Basic and Police IT Training for Nodal Officers of all Units Training for Technical Teams of all Units Police IT Training for End Users Handholding
Did You Give it a Thought!
Best Practices Benchmarking Communication Performance Excellence
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?
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?
At the base of Visionary Change Management is
VISIONARY LEADERSHIP
Visionary Change Management
The Core to Success
Addressed Primarilyby OrganizationalChange Management
Type
TypeTypeType
Type
Type
People
Process TechnologyAddressed Primarilyby BusinessProcess Redesign
Addressed Primarily
by Package
.
The Core to SuccessAddressed Primarily
by OrganizationalChange Management
Type
TypeTypeType
Type
Type
People
Process TechnologyAddressed Primarilyby BusinessProcess Redesign
Addressed Primarilyby
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
MGRs
Business Owners
PartnerGroups
Supervisors
Master Communication Plan Sample
Ownership Involvement Responsibility Non- negotiable accountability
What really Counts?
You have only one role to play!
Make Change Happen!
The Country Would be
Grateful to You!
Sincere thanks For your rapt attention!