Atlas presentation to Executive Board

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  • Joint effort to do business reengineering, introduce international best practices processes and underpin them with a IT system – today know as Atlas The partnership made it possible and made a tangible contribution to UN Harmonization. Atlas functionality Result Based Management Qualitative Dashboard Executive Snapshot E-procurement Challenges Cover “Benefits” Future Directors
  • Key messages Largest ERP implementation in the industry and in UNDP’s history Minimal customization to optimize industry best practices Shortest (most aggressive) implementation timeline (12 months) with 17 core PeopleSoft modules (including Helpdesk, PeopleTools etc)
  • Sources of funds include SPPD/STS, XB, Operational Reserves etc
  • Remarks from our internal auditors Atlas, which in all fairness needs to be viewed as a work in progress at this juncture, has already brought appreciable gains to the organization . These gains include… Better and more timely management information and better response time for handling partners’ requests Eliminated duplication and likelihood of data entry errors, … Better quality information and less document processing Wave II should make such gains more tangible, particularly at the field level. Finally, many of the issues we came across are surprisingly not unlike those relating to the implementation of any ERP system. The opportunity for UNDP to enjoy a full return of its investment is now emerging and so this should be proactively pursued to mitigate the ever increasing costs of ownership…….
  • Enhanced operational security Locating corporate data in a remote and secure location ensures continuity in the face of disruptive events/attacks UNDP can increase staff security by moving them to safe locations while they can still carry out key functions via the internet Improved data and process integrity Eliminated duplication and reduced the likelihood of data entry error and data information discrepancies among business units 1 More timely management information and a better response time for handling partners’ requests (to be enhanced in Wave II) 1 Data integrity will reduce “write offs” and significant wastage associated with reconciliation between systems Consistent & reliable processes established for payroll and purchasing in country offices
  • Savings from phased out o legacy system Cost savings and elimination for the development and maintenance of multiple systems at the country offices and HQ Single centralized disaster recovery plan ensures availability of data and system No requirement for local tape back ups and recovery procedures for legacy systems maintained at country offices. Corporate payroll for national and ALDS Cost savings from the elimination of requirement for a team of staff reconciling pension Removal of local staff for maintaining local payroll systems in 145 UNDP country offices
  • Remarks from our internal auditors Atlas, which in all fairness needs to be viewed as a work in progress at this juncture, has already brought appreciable gains to the organization . These gains include… Better and more timely management information and better response time for handling partners’ requests Eliminated duplication and likelihood of data entry errors, … Better quality information and less document processing Wave II should make such gains more tangible, particularly at the field level. Finally, many of the issues we came across are surprisingly not unlike those relating to the implementation of any ERP system. The opportunity for UNDP to enjoy a full return of its investment is now emerging and so this should be proactively pursued to mitigate the ever increasing costs of ownership…….
  • Regionalization Lack of regionalized/ globalized functions for transactions will reduce the benefits significantly An approach to address this would include Identify transactional processes that are regional or global in nature Create the business case to implement service centers Use the experience of the JPO service center, UNV and Copenhagen Professionalization Much of the productivity gains can be achieved only in skills training is offered An approach to address this could include Investigate the skill level by function Develop organization competency mapping and certification efforts (e.g., Prince II, procurement) Organizational structures Current structures do not allow optimization of business processes for effectiveness An approach to include this could include Alignment of staff against results Flattening of hierarchies and alignment of job roles to optimize Atlas results Incentives to declare benefits Providing the regions and HQ units with incentives to declare and track benefits is critical Without this aspect, the organizational momentum to create business benefits from Atlas will be lost
  • Joint effort to do business reengineering, introduce international best practices processes and underpin them with a IT system – today know as Atlas The partnership made it possible and made a tangible contribution to UN Harmonization. Atlas functionality Result Based Management Qualitative Dashboard Executive Snapshot E-procurement Challenges Cover “Benefits” Future Directors
  • Gives status of disbursement, income applied, bank reconciliation Key to Quality Assurance From Atlas Production System Pre defined standards with color coded key financial indicators Engages management and drives investigation and actions by offices Indicative of operational delivery issues
  • Gives status of disbursement, income applied, bank reconciliation Key to Quality Assurance From Atlas Production System Pre defined standards with color coded key financial indicators Engages management and drives investigation and actions by offices Indicative of operational delivery issues
  • For management users at country, Regional Bureaus and HQ Graphical and figures available Corporate view -financial performance and trends over time Regional view and Country office view Key statistics available Tsunami related activities
  • Accessible on line by project managers Any time, any where In line with PRINCE® 2 methodology Financial view, Risks, Issue log Output, Activity and Budget views
  • Accessible on line by project managers Any time, any where In line with PRINCE® 2 methodology Financial view, Risks, Issue log Output, Activity and Budget views
  • Accessible on line by project managers Any time, any where In line with PRINCE® 2 methodology Financial view, Risks, Issue log Output, Activity and Budget views
  • Accessible on line by project managers Any time, any where In line with PRINCE® 2 methodology Financial view, Risks, Issue log Output, Activity and Budget views
  • The tree will be loaded based on a “spreadsheet” exercise for the development side (SRF planning). The management side will be pre-loaded. What a CO needs to do is to associate their outputs with an outcome in the tree (or with CO management for non-developmental outputs).
  • Each country linked to results defined through tree structure for reporting Country office programme outcome linked to corporate core results and service lines Visibility of contribution by country offices to corporate results
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Why E-Procurement? (a) Reduction of cycle time for procurement of goods and services (b) Use of Suppliers Catalogue and LTAs (c) Access to external users (NEX and NGO execution) (currently 70%) (d) Ability to maintain Common and local catalog content (e) Electronic Attachments ( Specifications, TOR, Evaluation Matrix etc.) (f) Ability to obtain technical & substantive clearances electronically (g) Cover procurement through Purchasing Card and administer P- Cards Graphical Review of Requisition status E-Commerce enabled (B2B and P-Card) Electronic Attachments to Requisitions & PO Self Servicing Item-vendor relationships for quick sourcing PO Calculate and PO Run automatically Requisitioning of services: Fixed cost, Time and Materials Direct Connect Relationships with selected vendors
  • Atlas presentation to Executive Board

    1. 1. Atlas presentation to Executive Board 29 November 2005 Informal EB session
    2. 2. Implementation Status of PeopleSoft <ul><li>Rolled out to 145 UNDP offices and 119 UNFPA offices took place in January 2004 </li></ul><ul><li>There are currently 8,000 users across 3 UN partner agencies. </li></ul><ul><li>The UNDP/UNFPA/UNOPS partnership has contracted UNISYS/IBM to host and manage hardware and PeopleSoft application </li></ul><ul><li>21.4% increase in UNFPA program expenditure, 17% program increase in 2004 in UNDP with a total turnover of USD$4billion </li></ul><ul><li>Underpins admin/payroll support for more than 8,000 staff (for 40 UN agencies/missions and after service medical insurance for 1,300 retirees </li></ul><ul><li>External access capability will be offered to partner agencies and governments </li></ul>
    3. 3. Atlas Expenditure Atlas 2 2002-03 $26.6m $57.6m Estimated development cost for Wave II $12.6m Till Mar ‘ 05 Source : Table I and II of Internal Audit report IAPSO0114 dated 4 Aug 2005 2 Atlas cost include Business process reengineering, IMIS assessment, ERP software Fit Gap assessment, Atlas Wave I implementation, ERP software license and installation, Helpdesk cost, ERP training etc) 3 Based on present scope ICT support cost includes Infrastructure support, telecoms, email support, legacy system support, web/portal support, Data Center support etc $67.8 2002-05 a 2005 2006 $6.9m $19.5m 3 a denotes projected figures for Wave I
    4. 4. Implementation challenges Atlas, which in all fairness needs to be viewed as a work in progress at this juncture, has already brought appreciable gains to the organization. Finally, many of the issues we came across are surprisingly not unlike those relating to the implementation of any ERP system. Source: Extracts of Executive Summary of OAPR Report Report No. IAS0114 (4 Aug 2005) <ul><li>Ongoing review further to Atlas roll out </li></ul><ul><ul><li>Independent reviews by internal auditors & external professional </li></ul></ul><ul><ul><li>User feedback </li></ul></ul><ul><ul><li>Continuous dialogue across UN agencies </li></ul></ul><ul><li>Lessons learned </li></ul><ul><ul><li>User Training and staff competency </li></ul></ul><ul><ul><li>Data quality (Atlas Dashboard) </li></ul></ul><ul><ul><li>Projectization of Wave II (PRINCE2) </li></ul></ul><ul><ul><li>Governance </li></ul></ul><ul><ul><li>Quantification of benefits </li></ul></ul><ul><ul><li>Organizational changes including policy reviews to be in line with International accounting standards i.e. Accrual accounting </li></ul></ul>“ The system works well and has clearly changed the way UNFPA is working”. Source: Director, Div Oversight Services, UNFPA on audit of Tanzania 1 Sep 2005 “ This project enabled UNDP to underpin its global network of offices with a means to standardize business processes and adopt best practices internationally across main business areas, including HR, finance, procurement and project management,&quot; said Jackie Cheng, consulting senior practice director, Oracle. &quot;It is one of the fastest, most complex deployments of ERP software in the world.” Source: Press release, 14 Nov 2005 http://biz.yahoo.com/prnews/051114/sfm006.html?.v=27
    5. 5. Qualitative benefits Value to UN Partners & UN system Benefit <ul><li>Single entry of data into system reduces risk of reconciliation and human error 1 </li></ul><ul><li>More timely reporting and responsive in handling partners’ requests (to be enhanced in Wave II) 1 </li></ul><ul><li>Data quality and integrity help reduce write offs” </li></ul><ul><li>Consistent & reliable processes established for payroll and purchasing in country offices </li></ul>1 Internal Audit following post implementation review of Atlas (page 9 of report IAS0114) <ul><li>Web architecture enables operations to continue in safe locations during crisis/attacks and pre reconstruction phase </li></ul><ul><li>Use of electronic banking in remote sites reduces cash exposure and threats of theft </li></ul><ul><li>Comprehensive implementation of internal control framework with potential for incremental improvements </li></ul><ul><li>Transparent reporting based on single source of information </li></ul>Enhanced operational security Improved data and process integrity Management Accountability & transparency
    6. 6. Benefit example: Internal Control Framework <ul><li>Finance Profiles </li></ul>Buyer Finance User Senior Manager Manager I/II HR/ Payroll Manager HR Profiles Payroll Admin-istrator Position Admin-istrator Absence Processor General User HR Admin-istrator <ul><li>Key Features </li></ul><ul><li>ICF Guidelines formalized and reinforced by regular communications </li></ul><ul><li>Compliance with Financial Rules and Regulations </li></ul><ul><li>Leveraged Atlas and non Atlas procedural controls </li></ul><ul><li>Clear segregation of duties </li></ul><ul><li>Stratified approval authority lines for PO, Vouchers etc </li></ul><ul><li>Managerial accountability </li></ul><ul><li>Compensating controls </li></ul><ul><li>Incrementally adjusted through audit findings </li></ul>
    7. 7. Quantifiable benefits Benefit Savings from phased out legacy systems Corporate pay-roll for national staff & ALDs <ul><li>No need for multiple systems at country offices and HQ (partially realized) </li></ul><ul><li>No need for local tape back ups </li></ul><ul><li>Single centralized disaster recovery plan ensures availability of data and system </li></ul><ul><li>Cost savings from the elimination of requirement for a team of staff reconciling pension </li></ul><ul><li>ATLAS now ensures that one pay-roll pays staff, pension and medical benefit plan correctly </li></ul>Value to UN Partners & UN system <ul><li>Improved portfolio management. Uneven across portfolio but estimated at 1% of total delivery per year (starting 2005: approximately USD 30 millions) </li></ul><ul><li>E banking capability </li></ul>Streamlined, more efficient processes
    8. 8. Quantifiable benefits In Sri Lanka and its 11 sub-offices e-banking has led to the cutting down in payment delays from 30 – 90 days to 3 – 5 days. This has allowed for significant increase in disbursement and made the local projects more effective. Source: Extracts of upcoming Atlas Benefits Realization document <ul><li>Benefits tracking process in place </li></ul><ul><ul><li>Initial improvements </li></ul></ul><ul><ul><li>Decision support tool for portfolio management, allowing costs / benefits analysis </li></ul></ul><ul><ul><li>In line with Prince 2 methodology </li></ul></ul>UNDP can now efficiently and effectively exercise its role as an 'Administrative Agent' of UN Joint Programmes. Through one of such facilities (Pass-through method of Joint Programming), UNDP has been able to disburse a total of $500 million dollars of Donor funds to other UN agencies in 2004. Source: BOM/OBR UNDP has also been able to improve its role as a service provider to other UN agencies, in disbursing an amount of $449 milion in those locations where UN agencies do not have such disbursing capacity; making use of all benefits of Atlas including EFT payments, etc, while ensuring that the amount disbursed does not exceed funds transfered to UNDP in advance by the respective UN agency HQs. Source: BOM/OBR
    9. 9. Performance <ul><li>The 4 mile approach provides a structured framework for analyzing performance and specifying corrective actions </li></ul><ul><li>The upgrade of some PeopleSoft modules in September already allowed for significant improvements at the servers level </li></ul>
    10. 10. Performance <ul><li>Atlas roll out has been a lever for improving infrastructure’s performance, as well as awareness </li></ul>Example: UNFPA sites
    11. 11. Future Directions – Wave II initiatives <ul><li>Contribution to overall corporate goals and alignment on management best practices will be further supported by the implementation of additional capabilities (Wave II programme) over the next 12 - 24 months such as: </li></ul><ul><ul><li>Improved Revenue management and financial policy review </li></ul></ul><ul><ul><li>Donor Reporting </li></ul></ul><ul><ul><li>PDR enhancements </li></ul></ul><ul><ul><li>Results-based budgeting </li></ul></ul><ul><ul><li>e-Procurement, Strategic Sourcing </li></ul></ul><ul><ul><li>Travel management </li></ul></ul><ul><ul><li>Global HR management (additions of International personnel, UN Volunteers and Service Contracts, competency management) </li></ul></ul><ul><ul><li>Enhanced Project Management </li></ul></ul><ul><li>Collaboration and sharing of information among the UNDP/UNFPA/UNOPS partnership is an ongoing priority </li></ul>
    12. 12. Path to future benefits realization Regionalization & globalization of functions Professionalization Organizational structures Incentives to declare benefits <ul><li>Increased levels of regionalization of process, oversight and support will allow higher levels of benefit realization – (economies of scale). </li></ul><ul><li>Increase skill levels by functions </li></ul><ul><li>Approach: competency mapping and certification plans (e.g. PRINCE2, Finance and Procurement buyer certifications etc) </li></ul><ul><li>Align staff against business processes – flat structure </li></ul><ul><li>Inclusion of partners (Donors, UN & Govt.) </li></ul><ul><li>Provide offices, regions and HQ units incentives to declare and track benefits </li></ul>Systematic close down of legacy systems <ul><li>Close legacy systems down and harmonize around corporate platforms </li></ul>
    13. 13. Atlas presentation to Executive Board – Demo slides 29 November 2005 Informal EB session
    14. 14. UNDP Dashboard (1/2)
    15. 15. UNDP Dashboard (1/2)
    16. 16. UNFPA Dashboard (1/6)
    17. 17. Dashboard: Implementation Rates UNFPA Dashboard (2/6)
    18. 18. UNFPA Dashboard (3/6) Dashboard: Implementation Report
    19. 19. UNFPA Dashboard (4/6)
    20. 20. UNFPA Dashboard (5/6)
    21. 21. UNFPA Dashboard (6/6)
    22. 22. Executive Snapshot Tsunami Activities <ul><li>View by UNDP, by Region, Country </li></ul><ul><li>View by resource balance </li></ul><ul><li>Close to real time </li></ul>
    23. 23. Results based management (1/6) Project Summary Project: 00011090 (DZA10) - “Renforcement des capacites des ONGs” in Algeria
    24. 24. Results based management (2/6) Project Summary Project: 00011090 (DZA10) - “Renforcement des capacites des ONGs” in Algeria
    25. 25. Results based management (3/6) Project Summary Project: 00012068 (COL10) - “Fighting corruption and advocacy of citizen participation” in Colombia
    26. 26. Results based management (4/6) Project Summary Project: 00012068 (COL10) - “Fighting corruption and advocacy of citizen participation” in Colombia
    27. 27. Project tree – MYFF and Country Programme Results based management (5/6) DEV Output KAA Output UNC Output DEV Output DEV Output KAA Output CP Outcome 1 CP Outcome 2 CO Management Service Line 1 Service Line 2 Goal MYFF MGMT Core Result 1 Core Result 2 Prog Sup KAA Prog Sup DEV Prog Sup UNC Org Support Service Line Service Line Global/ Regional/ Country Program BU All
    28. 28. Results based management (6/6) Project Trees Example below: Indonesia projects
    29. 29. e-Procurement (1/6)
    30. 30. e-Procurement (2/6)
    31. 31. e-Procurement (3/6)
    32. 32. e-Procurement (4/6)
    33. 33. e-Procurement (5/6)
    34. 34. e-Procurement (6/6)
    35. 35. Important URLs <ul><li>Executive snapshot </li></ul><ul><li>Atlas data quality dashboard </li></ul><ul><li>Result based management - Award Summary </li></ul><ul><li>Result based management – Project tree </li></ul>

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