Visionary Change
Management
…will lead the way!
Leadership – Integral Vision + Systems Thinking
Knowledge + Experience + Expertise
Appropriate Skill Sets
Demonstrated Cap...
Based on the points discussed
Unstinted loyalty of the wide project team
Based on this dream team
Leader develops a capabi...
Visionary Change Management would
metamorphose the whole system from
what it is, to what it is intended to be!
Visionary C...
Are you fully conversant with :
 Detailed Project Report, DPR
 Project Implementation and Monitoring Report, PIM
 SI, R...
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
Typical architectural components
E-business PlatformTech Stack
CRM
Foundation
Web
Internet
Mobile
Wireless
e-Mail
Call Cen...
ERP Characteristics
An integrated system that operates in real
time (or next to real time), without relying on
periodic up...
ERP Characteristics
• A common database, which supports all
applications
• A consistent look and feel throughout each
modu...
Govt ERP! How do we create?
• No history of software
• No history of erp
• Lack of managerial human resource
• Technical m...
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 wo...
Police IT- Features
• Centralized Architecture
• Bilingual
• Workflow design
• Role based access
• 522 screens and 417 rep...
FIR
GCR (CO)
FIR AssignmentFIR Assignment
Crime ClassificationCrime Classification
If Heinous CaseIF Case Transferred
Fina...
VS
KSP Wide Area Network
39 locations 2 Mbps
leased line
10 Mbps aggregation
bandwidth
1400 remote
locations, 512 Kbps,
VPNoB...
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
Leadersh
Karnataka
Composite
Model
Data Center
Broadband Networking
Anti Virus and Facility Management
Hiring of Trainers
Mult...
Karnataka
Composite
Model
 Integrated multi – organizational
workforce
ERP
PERFECT
SYNCHRONIZATION OF
Karnataka
Composite
Model
 DYNAMIC
REAL TIME
NETWORKED AND INTERNALLY
Police IT-Modules
• Crime
• Law & Order
• Traffic
• Finance
• Administration
• Stores
• Armed Reserve
• Motor Transport
• ...
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 di...
Police IT Roll Out
• Near perfect synchronization of module
development, end user training and the
completion of all precu...
ERP Roll Out
The Show
Stoppers
Implementation
a long drawn out process
Complimentary to the Roll Out Process
Implementation based on
Best Practices
Case 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 train...
The Only Key – Capacity Building
 Training is the process of imparting knowledge
as skill to match the skill related gap ...
The Only Key – Capacity Building
 Training Infrastructure
 Mapping of End Users
 Deployment of Trainers
 Training of 7...
The Only Key – Capacity Building
 Training Curriculum – Basic and Police IT
 Training for Nodal Officers of all Units
 ...
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 ...
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...
Best Practice Defined
A holistic, comprehensive, integrated and cooperative
approach to the continuous improvement of all...
Benchmarking
Benchmarking is the process of comparing one's
business processes and performance metrics to
industry bests a...
Benchmarking
Benchmarking involves management identifying
the best firms in their industry, or any other industry
where si...
Best Practice Requires
Communication: Frequent and detailed exchange
enhanced by communication
Continuous improvement: Ong...
Why Adopt Best Practice?
 Proven quality approach to service delivery
 Increased productivity
 Increased customer satis...
Choosing Best Practice
 How many of us can decide on the Best
Practices for the organisation? And that to ERP
Some Parame...
 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
Implementatio...
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 Primarily
by Organizational
Change Management
Type
TypeTypeType
Type
Type
People
Process Tec...
The Core to Success
Addressed Primarily
by Organizational
Change Management
Type
TypeTypeType
Type
Type
People
Process Tec...
 Project Initiation – Preparing for Change
 Project Planning – Managing Change Planning
 Project Executing – Managing C...
 Active and visible sponsorship
 Use of organizational change management
processes & tools
 Effective communications
 ...
 Resistance from employees and managers
 Inadequate senior management &
sponsorship
 Cultural barriers
 Lack of change...
CM as Communication Hub
CM
Team
Sponsors
PM Team
End-Users
MGRs
Business
Owners
Partner
Groups
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!
E gov championship workshop bangalore 21082013
E gov championship workshop bangalore 21082013
E gov championship workshop bangalore 21082013
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E gov championship workshop bangalore 21082013

  1. 1. Visionary Change Management …will lead the way!
  2. 2. Leadership – Integral Vision + Systems Thinking Knowledge + Experience + Expertise Appropriate Skill Sets Demonstrated Capability to Deliver Visionary Change Management
  3. 3. Based on the points discussed Unstinted loyalty of the wide project team Based on this dream team Leader develops a capability to deliver consistently And Mid – Project course correction Visionary Change Management
  4. 4. Visionary Change Management would metamorphose the whole system from what it is, to what it is intended to be! Visionary Change Management
  5. 5. 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
  6. 6. We live in a knowledge based world Either We align Or Perish Visionary Change Management
  7. 7. Owners & Stakeholders CCTNS
  8. 8. Have you heard of an ERP? Name a few?
  9. 9. What is an ERP?
  10. 10. The ERP
  11. 11. Typical architectural components E-business PlatformTech Stack CRM Foundation Web Internet Mobile Wireless e-Mail Call Center ICM/Telephony Interaction Channels Common Data and Object Models, Security, Interfaces, Globalisation E-Business Foundation Marketing Sales eCommerceBusiness Applications Marketing Intelligence Sales Intelligence Customer Intelligence Call Center Intelligence Analytical Applications Interaction History Universal Work Q 1-to-1 Fulfillment Assignment Engine EscalationsTCA Installed Base Tasks Notes Resources Calendar Territories Finance HR
  12. 12. ERP Characteristics An integrated system that operates in real time (or next to real time), without relying on periodic updates.
  13. 13. 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
  14. 14. Govt ERP! How do we create? • No history of software • No history of erp • Lack of managerial human resource • Technical manpower • Humongous effort • Collaboration
  15. 15. Police IT Comprehensive ERP system providing seamless integration of the day to day operations of the Police Department
  16. 16. 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
  17. 17. Police IT- Features • Centralized Architecture • Bilingual • Workflow design • Role based access • 522 screens and 417 reports • Management Information System
  18. 18. FIR GCR (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
  19. 19. VS
  20. 20. 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
  21. 21. Police IT Software Development FRS/SRS/HRS Development Change Request Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/HH
  22. 22. Police IT Software Development FRS/SRS/HRS Development Change Request Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/final
  23. 23. All under one command of a Visionary Leadersh
  24. 24. Karnataka Composite Model Data Center Broadband Networking Anti Virus and Facility Management Hiring of Trainers Multipronged basic training and application training module wise
  25. 25. Karnataka Composite Model  Integrated multi – organizational workforce ERP PERFECT SYNCHRONIZATION OF
  26. 26. Karnataka Composite Model  DYNAMIC REAL TIME NETWORKED AND INTERNALLY
  27. 27. Police IT-Modules • Crime • Law & Order • Traffic • Finance • Administration • Stores • Armed Reserve • Motor Transport • Training • Wireless • Forensic Science Laboratory • Executive Information System
  28. 28. What is ERP Roll Out? the complexity!!!!!
  29. 29. What are the challenges?
  30. 30. Insurmountable
  31. 31. 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
  32. 32. 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
  33. 33. ERP Roll Out The Show Stoppers
  34. 34. Implementation a long drawn out process
  35. 35. Complimentary to the Roll Out Process
  36. 36. Implementation based on Best Practices Case Studies
  37. 37. Test Bed to Production Help Desk to Warranty Support
  38. 38. Handholding Functionalities
  39. 39. 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
  40. 40. 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
  41. 41. The Only Key – Capacity Building  Training Infrastructure  Mapping of End Users  Deployment of Trainers  Training of 75 System Administrators  Basic training for End Users
  42. 42. 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
  43. 43. Did You Give it a Thought!
  44. 44.  Best Practices  Benchmarking  Communication  Performance Excellence
  45. 45. Best Practices
  46. 46. 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.
  47. 47. Role of Best Practices
  48. 48. 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’.
  49. 49. 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.
  50. 50. 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.
  51. 51. 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.
  52. 52. 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
  53. 53. 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
  54. 54. 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?
  55. 55.  42% Leadership  27% Organizational & Cultural Issues  23% People Issues Why ERP Implementations fail?
  56. 56.  4% Technology Issues  4% Other Organizational issues left unchecked often lead to project failure Why ERP Implementations fail?
  57. 57. But the known culprit is always Technology Why ERP Implementations fail?
  58. 58. At the base of Visionary Change Management is VISIONARY LEADERSHIP Visionary Change Management
  59. 59. The Core to Success Addressed Primarily by Organizational Change Management Type TypeTypeType Type Type People Process Technology Addressed Primarily by Business Process Redesign Addressed Primarily by Package .
  60. 60. The Core to Success Addressed Primarily by Organizational Change Management Type TypeTypeType Type Type People Process Technology Addressed Primarily by Business Process 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.
  61. 61.  Project Initiation – Preparing for Change  Project Planning – Managing Change Planning  Project Executing – Managing Change-execute  Project Controlling – Transition  Project Closing – Monitoring Change Project integration Reinforcing Change
  62. 62.  Active and visible sponsorship  Use of organizational change management processes & tools  Effective communications  Employee involvement  Effective project leadership and planning Great Success Factors
  63. 63.  Resistance from employees and managers  Inadequate senior management & sponsorship  Cultural barriers  Lack of change management expertise Great Obstacles
  64. 64. CM as Communication Hub CM Team Sponsors PM Team End-Users MGRs Business Owners Partner Groups Supervisors
  65. 65. Master Communication Plan Sample
  66. 66.  Ownership  Involvement  Responsibility  Non- negotiable accountability What really Counts?
  67. 67. You have only one role to play!
  68. 68. Make Change Happen!
  69. 69. The Country Would be Grateful to You!
  70. 70. Sincere thanks For your rapt attention!
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