Karnataka State Police Deployment of ERP Software KIAMS

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Karnataka State Police Deployment of ERP Software
KIAMS, Harihara Dec 2011

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  • 1. Karnataka State PoliceSanjay Sahay,IGP, Eastern RangeKarnataka State PoliceDeployment of ERP SoftwareChange Management Issues20th Dec 2011
  • 2. The only permanent issue in human existence isChangeChangeChangeStone Age to Digital AgeSlash and Burn to Commercial CultivationNaturalism to understanding natureTravel by walk to Space Shuttles and A380sBarter to MNCsCHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,SOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIAL
  • 3. The Challenge-Complex Issues and even more complexChallenge & The CoreThe Challenge-Complex Issues and even more complexsetting.The Core- Passion, Stimulating an Innovative Cultureand Creating a Learning Organisation
  • 4. Practitioner’s Speak- An experiential StoryTransformational ChangeChangeManagementTransformational ChangeComplete Computerisation ProcessSoftware is treated as the flagship of changeCreation of State Police Data CenterConnectivity across the StateCapacity Building
  • 5. Change management is a structured approach toshifting/transitioning individuals, teams,Change Managementshifting/transitioning individuals, teams,and organizations from a current state to a desired futurestate.It is an organizational process aimed at helpingemployees to accept and embrace changes in theircurrent business environment.
  • 6. Change ManagementIn project management, change managementrefers to a project management process wherechanges to a project are formally introduced andapproved
  • 7. Creator/DeveloperThe Same Leader - Change Better Controlled andSimplerPractitioner Deployer Stabliser
  • 8. IngredientsUnderstanding ChangeChange ManagementUnderstanding ChangeAddressing ChangeImplementing ChangeLeading Change
  • 9. Idea of an ERP systemHardwareSoftwareConnectivity
  • 10. Need for changeInternally, the need for change was non-existing.Understanding ChangeInternally, the need for change was non-existing.The employee & staff were working without digital aids.They also believed computers/computerization did notbring any transformational change and would have merelythe same impact as in the case of physical logistics andinfrastructure i.e vehicles, wireless sets, weaponry,buildings and the like.
  • 11. Need for changeThis was the true reflection of the splendidUnderstanding ChangeThis was the true reflection of the splendidisolation of the dept, willingly.Needless to say any dept desperately needcompletely digital in the true sense of the term, it isthe police department because we don’t decide ourrequirement.
  • 12. Need for changeUnderstanding Changethe enemies of society decide our requirements andtoday those are the people who are the bestpractitioners of digital technology, which have beendemonstrated over and over again by innumerableinstances of money laundering, mafia operations,narcotics and varieties of terror impacting the country.
  • 13. Role of change in the organizationUnderstanding Change…The software itself was the change.Just deploying the software brings a completemetamorphosis in the dept.Simple issues like anti-virus in the whole ofservers/clients were needed for initiating change.
  • 14. Nature of ChangeUnderstanding Change…Magnitude of the likely changeScope of the changPeriodicity of change- The roll outPlan
  • 15. Response to changeUnderstanding Change…The police dept is resistant to any form of change.As an organisation we are averse to technologyWhen the change was started, it was told to beundoable and I was advised to follow my predecessors.
  • 16. Addressing ChangeBurning PlatformWith ICT taking over as a Tsunami, there wasabsolutely no other option than computerizing eachand every operation.In the year of 2000-2001 Crime, CriminalInformation System was introducedwhich wasskeletal in nature, covered on investigation.
  • 17. Addressing Change…Facilitators of changeOverall knowledge of the subject andthe way in which the change mgmtthe way in which the change mgmtwould be effective in the dept.Team comprising of officers who hadexposure in engineering/managementeducation or had some inclinationtowards either technology or change
  • 18. Addressing Change…Restraining forcesThe problem was that the software was far tooThe problem was that the software was far tooadvanced for all people involved to understand.Besides that, was the complexity of the nature ofhuman resources, timelines, funding and expecteddelivery systems.The need to have a set of precursors before the changemanagement thought is launched.
  • 19. Addressing Change…Types of resistanceIndividual levelOrganizational level
  • 20. Addressing Change…Handling the restraining forcesTraining mechanism in place—toprovide the bridge to the humanprovide the bridge to the humanresources a lot of precursors has tobe solved .Training- every person part of thistraining.Metrics- should be unique for eachperson.
  • 21. Addressing Change…the precursors
  • 22. PrecursorsFunctional State Police State CenterCreation of Primary NetworkAnti Virus, Facilities and Asset ManagementCreation of training infrastructureOther training resources- trainers, methodology,training material etc
  • 23. Addressing Change…The Wipro Story
  • 24. Addressing Change…The Advance State BattleThe Advance State Battlethe beginning of success
  • 25. THE FUNCTIONAL CYCLE• MissionMode Project• Wipro, thedeveloperPolice IT CCTNS• GoI acceptsKarnataka asa lead state• Both theprojects getintegratedLeadStateCCTNSPolice IT
  • 26. KSP Wide Area Network39 locations2 Mbps leased line1400 locations512 Kbps VPNoBBSPDC10 Mbpsaggregation bandwidth4 MbpsInternet leased lineSPDC
  • 27. KSPWAN Network ArchitectureVPNoBBVPNoBB
  • 28. Addressing Change…Handling the restraining forcesTraining mechanism in place—toprovide the bridge to the humanprovide the bridge to the humanresources a lot of precursors has tobe solved .Training- every person part of thistraining.Metrics- should be unique for eachperson.
  • 29. Implementing Change…Work Culture of the Organization
  • 30. Implementing Change…The Data BasesEnd User Matrix, Trainingaccomplished & needs, Systemaccomplished & needs, SystemAdministrators, Change requests,Traceability Matrix, Assets et al
  • 31. Implementing Change…leadership storythe strategic wayTalent Acquisition with the Police Force- relying on LegacyRobust Training Model for the Operating StaffRobust Training Model for the Operating StaffAdequate compensation and benefit schemesHigh level of motivation and leadershipBalanced Stakeholder ManagementChoosing Appropriate implementation partnerInteracting with intellectualsRole of leadership- leading from the front and people managementCommitment of the top managementref: ICT Enable Change in Indian Police Service, A case of leadership anddrive in Karnataka by Dr. Jaba Mukherjee and Prof Vinit Thakur of TAPMI
  • 32. Implementing Change…Communicating the changeThe role of communicator in bringing aboutthe change?As the change progresses, the change shouldstart to percolate i.e. must be communicatedacross the layers in the org from top down.Communication was in a multi-facetedmanner.Communicated the progress being made toexecute the precursors- broadbandnetworking, system administrator training,Nodal Officers
  • 33. Implementing Change…The CEO StoryCorporateCorporateHistory isreplete withinstances of thetop leadereffectingmonumentalchange
  • 34. Implementing Change…Role of LeadershipUnder a dynamic leadership, thelevel of uncertainty that you canlevel of uncertainty that you canhandle is the level of change you candeliver.How much doesreputation/personality play a role inbringing about change- ability todeliver successfully, continuously in arobust manner in the times to come?
  • 35. Implementing Change…Attributes of a change leaderCritical location in the changemanagement physical process.management physical process.Expertise in performing his tasksBeing a role model for hissubordinatesAbility to trainComfort level in initiating the changeFeeling capable of handling changewith ease.
  • 36. Implementing Change…Type of Leadership adoptedCan benevolent aggression andcoercion be a tool for bringingcoercion be a tool for bringingchange?Is it easier to bring theprecursors of change managementif right amount or type of coercionis used?
  • 37. Sustaining ChangeAny org can sustain change only if they havea core team which is shrewd enough toa core team which is shrewd enough toadapt to the change environment and getinto the production mode. In a nebulousorganisation, or just a workableorganisation, no change of any worthwhilenature can be brought in.CHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLE
  • 38. Thank YouThank You