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Asis Roy on "IT Reaches The Root And Changes Lives" at PM Conference India 2009
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Asis Roy on "IT Reaches The Root And Changes Lives" at PM Conference India 2009



Asis Roy on "IT Reaches The Root And Changes Lives" at PM Conference India 2009

Asis Roy on "IT Reaches The Root And Changes Lives" at PM Conference India 2009



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Asis Roy on "IT Reaches The Root And Changes Lives" at PM Conference India 2009 Presentation Transcript

  • 1. IT Reaches the Root and Changes Lives PM National Congress Hyderabad 13-15 November 2009 Asis Roy
  • 2. Objective
    • Objective:
    • To make project managers aware of some conventional as well as non-conventional project management approaches, which can be potential contributors and crucial role players in the success of a large, complex IT transformational project
  • 3. Existing System Viewpoint
  • 4. Key Challenges & Drivers
    • Implementation Drivers
      • Risk Mitigation
      • BPR
      • Data Analysis
      • Process Governance
    • Key Challenges
    • Bias towards old standalone system
    • Delay in decision-making due to lengthy Governmental processes shrouded in bureaucracy
    • Frequent stakeholder changes
    • Political turmoil
    Implementation Drivers Key Challenges
  • 5. Solution Landscape
    • Functional
    • Covers all stakeholders of government financial process
    • • Handles policy and planning to enablement through people, processes and technology
    • Technical
    • Based on Open Source, J2EE complaint
    • Modular - can be implemented based on priority and ground realities
    • Integrated - all constituent modules share information seamlessly
    • Workflow based solution
    Integrated Government Finance Management System (IGFMS)
  • 6. Transformation Building Blocks
  • 7. Case Study - 1
    • Problem and Resolution
    • Delivery was not done as per requirements.
    • This error had never surfaced during initial testing because of lack of complete data.
    • A war room was formed and the problem was resolved in time.
    • Key Learning
    • Testing should be done with voluminous data.
    • This triggered the project to adapt the Agile development methodology.
    • Pre-delivery testing phase (testing by end-user) was introduced.
    • TDCE metrics collection frequency was changed as decided initially, which helped to identify the problems before it would have impacted.
    Project Architecture should be flexible to adapt new methodology.
  • 8. Case Study - 2
    • Problem and Resolution
    • A requirement was found to be missing (detailed earning/deduction posting) which was not applicable to all treasuries.
    • This left the project team to choose between a homogenous/heterogeneous solution.
    • Key Learning
    • All the treasury users needed to be trained in the new system to find if such a requirement was missing even before implementation.
    • Even for a new idea the decision tree needed to be analysed for cost benefit ratio and the steering committee would take the decision.
    • Cognitive approach was taken for not adopting a fully automatic solution, keeping in mind the socio-economic status of the population.
    Stakeholders should be chosen carefully and correctly at the first time.
  • 9. Case Study - 3
    • Problem and Resolution
    • Unwillingness to change over
    • The key persons were not motivated
    • A seminar was conducted to convey the impact of the system to the entire state population
    • The key persons were invited to participate in the implementation drive
    • Key Learning
    • A new role was created called “Treasury Champion”.
    • The champions were imparted a special training and were empowered to take a few decisions in the implementation.
    • Champions in turn became one of the key success factors for the implementation at treasuries.
    Potential candidates need to be motivated and empowered.
  • 10. Critical Success Factors Process Improvements
    • Adopting Best Practises
    • Process Re-Engineering
    Centralised Architecture
    • Change in business policy/new technical change to be deployed only in one place.
    • Highly secured data integrity is easily maintained.
    • Right Business Experience
    • Right Technical Experience
    • (Backed by PM Experience )
    A Right Experience Program Management Approach
    • Serving people
    • Managing process
    • Optimising resource utilisation
    • Each User Group has its own set of data based on its usage
    Personalised Data
  • 11. Benefits IT Reaches the Root IT Changes the Lives
    • Budgeting process takes feedback using bottom-up approach.
    • Planning and monitoring cells are now able to withdraw and allocate funds.
    • Surrender has been increased to 10 percentage point but Re-Appropriation has been increased 80 percentage point approx to that. This huge amount of money will hopefully show real benefits to change the lives of the people.
  • 12. Conclusion
    • Project Manager should not be biased towards only a traditional approach of Project Management.
    • Cognitive Approach may be adopted with rationality.
    • Hidden potential of end-users also need to be unleashed.
    • Strive for optimization in each strata of Project Management is essential.
    • Continuous effort is required to explore new avenues to reach out to more people.
  • 13. Thank You