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  • This diagram shows the essence of UNDP’s ICT Strategy. UNDP’s core functions of UN Coordination, Advisory Services and Advocacy, and Development Services all have distinctive business needs . The next generation of ICT must underpin the functional requirements in these business areas. Strategy focuses on how to effectively deploy ICT in these areas - an integrated approach is the most effective way to support UNDP’s business requirements . Results Based Management Currently several unconnected systems (SRF, ROAR, etc) – more reporting function than useful mgmt tool No link to direct transactional processes and data No operational support – e.g. project mgmt KM Processes/workflow as important as technology Integration Today we cannot access information real time across UNDP’s network being it financial, staff related or knowledge oriented.
  • Inefficient business processes leading to high overhead costs. Extremely high Transaction costs – 30-50% of staff time spent on processing; Cumulative Project overheads frequently reach 40% of project cost; Recruitment, reassignment, separation take anywhere from 6 months to over a year; HR Productivity – OHR staffer is able to process 1 Personnel Action (PA) in 2 days. OHR staff increased from 40 people in 2000 to 55 in 2001. 25% of PAs take more than 20 days to process. Only 20% are done on time, 20% take 6 months to 1 year. Late and low-quality reporting – internal and to donors. Proliferation of redundant, non-integrated “home-grown” systems. B ased on an automation of outdated business processes Multiple data-entry in the field and HQ – 16 corporate systems, dozens of bridges, interfaces and viewers. Systems mainly geared to core funds management CO needs, XB and programme management not adequately addressed Manual processes in COs for HR, Registry, MIP and Procurement “ We don’t know how much we have” No set of numbers is ever the same as another – $20m in discrepancy between PFMS and IMIS in FY2000. Interest income is reported 8-18 months after closure of fiscal year; $16m in Budget expenditure suspense account, $40m unreconciled with UN in FY2001; “ We don’t know what we know” Currently no effective way to leverage knowledge distributed around the organisation. Clustered “islands of knowledge” Escalating IT costs (development and support) Source: Comptroller’s Division, Staff Survey, OHR IMIS Statistics.
  • In putting the Strategy together, it was important to reflect our fundamental principles, which transcends the confinements of a Strategy paper and will guide us in what will become a “very dynamic” situation. They are: [read from slide]
  • Issues – Connectivity Connectivity Essential & “down time” to be minimized. Leverage Return on Investment with Knowledge Management and ERP One, Unique Database and Data Warehouse Architecture Several Sites for Regional Data and Information Storage Issues – E-documentation Central repository For UNDP to become true knowledge-based organisation Essential to convert UNDP’s knowledge, info and documents into electronic format Enables true automation of business processes and more efficient, paperless workflows
  • In the last six years, major portals such as AOL, Yahoo!, MSN, and Excite@Home achieved their leadership status on the narrowband Web by developing and acquiring applications to help onliners easily communicate, navigate, and personalize the Web. As the Web extends its talons to new device outlets, the major wired portals scramble to evolve into multichannel portals by accommodating and even stimulating demand for mobile access to Web information and services—with the collective aspiration of strengthening existing bonds with onliners, developing mobile commerce revenue streams, and replicating their narrowband Web domination in the mobile world. Whether the wired portals will be able to successfully extend their directive prowess to the mobile Web, and whether they will transform new and existing services into commerce opportunities, distinct from the landline definition of "commerce," is largely uncertain. The Yankee Group believes that the key to their success in a mobile commerce environment will be to tie personalized software applications to products, information, and services that consumers will want to purchase via mobile devices. Ultimately, mobile commerce is about a mini-economy created through three elements: location-based services, targeted content and promotions, and a transaction platform. In order to get there, the juggernauts of the PC Web world must prove their worth to carriers and other mobile commerce players to claim a revenue stake when mobile commerce goes mainstream. Determining how consumers will use the mobile Web, their willingness to pay, and where the revenue will change hands in the mobile commerce value chain thereafter will have a significant impact on the dominance of today's consumer portals in tomorrow's mobile Web.
  • In putting the Strategy together, it was important to reflect our fundamental principles, which transcends the confinements of a Strategy paper and will guide us in what will become a “very dynamic” situation. They are: [read from slide]
  • In putting the Strategy together, it was important to reflect our fundamental principles, which transcends the confinements of a Strategy paper and will guide us in what will become a “very dynamic” situation. They are: [read from slide]
  • In putting the Strategy together, it was important to reflect our fundamental principles, which transcends the confinements of a Strategy paper and will guide us in what will become a “very dynamic” situation. They are: [read from slide]
  • presentations

    1. 1. Smart Information Management Practices for Successful ICT Strategy Implementation at the CO level ICT for Development Programme Officers Workshop 9-12 December 2002 Kuala Lumpur, Malaysia
    2. 2. TECHNOLOGY ACHIEVEMENT INDEX IN ASIA-PACIFIC REGION LEVEL COUNTRIES LEADERS Japan, Korea, & Singapore POTENTIAL LEADERS Hong Kong & Malaysia DYNAMIC ADOPTERS Thailand, Philippines, China, Iran, Indonesia, Sri Lanka, & India   MARGINALIZED Pakistan and Nepal LOW Bangladesh, Brunei, Bhutan, Cambodia, Lao, Fiji, Maldives, Mongolia, Myanmar, Democratic Republic of North Korea, Papua New Guinea, Samoa (Western), & Vietnam
    3. 3. Challenge Facing Programme Countries <ul><li>Information and communication technologies (ICTs) can play a critical role in helping countries to better confront development challenges and to compete more effectively in the global economy </li></ul><ul><li>Enhance social inclusion and gender equity </li></ul><ul><li>Expand economic opportunities for the poor </li></ul><ul><li>Lower the cost of public and private goods and services </li></ul><ul><li>Improve democratic governance </li></ul>
    4. 4. RBM 2000 Results
    5. 5. ICT Services Framework Vision Service Priorities ICT Platform Core Services BDP Services APDIP Services Regional Programme Framework
    6. 6. Vision for the Future <ul><li>Marrying IT with Business Needs </li></ul><ul><ul><li>Less “techie” – More Value-Added Application Support </li></ul></ul><ul><ul><li>Business Process Reengineering </li></ul></ul><ul><ul><li>Change Management </li></ul></ul>
    7. 7. Regional Programme Strategy Framework <ul><li>Democratic Governance for Human development , aimed at enhancing political, economic, and social frameworks for poverty alleviation </li></ul><ul><li>Sustainable development , to address the poverty environment nexus and effective governance of trans-boundary natural resources </li></ul><ul><li>Globalisation and economic governance , intended to promote a more equitable era of globalisation through the prioritising of pro-poor policies and sustainable human development </li></ul><ul><li>Gender development, ICTs, and crisis prevention as cross-cutting themes </li></ul><ul><li>Policy Development and Dialogue on issues such as e-strategies, e-policies and support to an enabling environment for ICT development. </li></ul>
    8. 8. Priorities in Regional IT Services <ul><li>Matrix management between RIM, BDP/SURF, APDIP, CO-Malaysia </li></ul><ul><li>Implementation of IT Business Strategy </li></ul><ul><ul><li>Knowledge Management and Networking </li></ul></ul><ul><ul><li>ERP Implementation </li></ul></ul><ul><ul><li>Corporate Portal implementation </li></ul></ul><ul><ul><li>Connectivity and IT infrastructure enhancement </li></ul></ul><ul><li>Supporting COs selected to lead McKinsey UNDP Pilot Practice Project </li></ul><ul><li>Supporting CO Reprofiling and Business Re-engineering </li></ul>
    9. 9. Core Services <ul><li>National ICT strategies based on a comprehensive 'e-readiness' assessment </li></ul><ul><li>Policy and regulatory frameworks to promote ICT diffusion, access and use </li></ul><ul><li>Technical and end-user capacity to use and apply ICTs, including women's access to ICTs, financial services, e-commerce and knowledge networks </li></ul><ul><li>E-competitiveness through small and medium-size enterprises and development of ICT-based products and services </li></ul><ul><li>E-government and e-governance (e-democracy). </li></ul>
    10. 10. Support Services through BDP <ul><li>Development of integrated policy frameworks for ICTs. </li></ul><ul><li>Support for public-private ICT partnerships . </li></ul><ul><li>Design and implementation of regional and country-level ICT pilot programmes . </li></ul><ul><li>Good practices in supporting ICT access and use. </li></ul><ul><li>Strengthen UNDP/UN knowledge management competencies . </li></ul>
    11. 11. APDIP Signature Services <ul><li>Policy Development and Dialogue </li></ul><ul><li>Access </li></ul><ul><li>Knowledge Creation and Content Development </li></ul>
    12. 12. An Integrated ICT Platform supporting the Business Plan The UNDP network should be supported by more reliable and efficient tools for communication and sharing of data, experiences and knowledge. Mark Malloch Brown 2000-2003 Business Plans Knowledge Management & Advocacy Results Based Management Integrated Resource Planning & Management Basic Infrastructure Integration
    13. 13. Why the need for a new approach? <ul><li>Inefficient business processes leading to high overhead costs. </li></ul><ul><li>Late and low-quality reporting – internal and to donors. </li></ul><ul><li>Proliferation of redundant, non-integrated “home-grown” systems. </li></ul><ul><li>Systems mainly geared to core funds management </li></ul><ul><li>“ We don’t know how much we have” </li></ul><ul><li>“ We don’t know what we know” </li></ul><ul><li>NO INTEGRATION </li></ul>
    14. 14. Principles Driving ICT Strategy <ul><li>Global business needs drive ICT solutions – no more ad-hoc. </li></ul><ul><li>CO and HQ needs addressed in an integrated fashion – focus on CO functional needs. </li></ul><ul><li>The Strategy is about integration and web-based applications. </li></ul><ul><li>Business decision authority should be decentralised but software and data storage be centralised . </li></ul><ul><li>Software applications should be commercial “off the shelf” packages. </li></ul><ul><li>UN consultations promoting the “harmonisation” agenda. </li></ul><ul><li>UNDP will be a “medium fast follower” in terms of new technology investments. </li></ul>
    15. 15. ICT Strategy Timeline (Fast-track) <ul><li>7 January – SMT approves ICT Strategy - $56 million over biennium </li></ul><ul><li>Feb- May – ERP software se lection process  PeopleSoft </li></ul><ul><li>25 June – Initial rollout of UNDP Portal </li></ul><ul><li>July-August – ERP Implementation Team assembled (comprised of business-side personnel, led by 6 Team Leaders) </li></ul><ul><li>22-25 July – ERP Implementation Planning and Strategy Workshop </li></ul><ul><li>Late September – end November – ERP prototyping and fit-gap analysis </li></ul><ul><li>Late November – 2 nd Quarter 2003 – ERP systems integration for Phase 1 scope (external integrators to work with several units as representative of organisation) </li></ul><ul><li>1 st – 2 nd Quarter 2003 – PeopleSoft Portal and intelligent search and indexing technology </li></ul><ul><li>3 rd Quarter 2003 – ERP initial pilot testing starts </li></ul><ul><li>1 January 2004 – ERP “go-live” of initial scope (Phase 1) </li></ul><ul><li>“ Go-live” + 6 months – ERP Phase 2a scope rollout </li></ul><ul><li>“ Go-live” + 12 months – ERP Phase 2b scope rollout </li></ul>
    16. 16. Integrated ICT Platform 4 Main Pillars <ul><li>Connectivity – essential to facilitate effective knowledge and data sharing across the UNDP network. </li></ul><ul><li>E-document Handling – essential to convert UNDP’s knowledge and information into electronic format, enabling more efficient, paperless workflows. </li></ul><ul><li>Portal – provides common entry-point to knowledge, systems and tools for collaborative working across UNDP </li></ul><ul><li>Enterprise Resource Planning (ERP) – fully-integrated organisation-wide system supporting most of UNDP’s operational areas. </li></ul>
    17. 17. Asia-Pacific Connectivity Status
    18. 18. ERP
    19. 19. PeopleSoft ERP <ul><li>PeopleSoft Enterprise Resource Planning (ERP) is an organisation-wide system that supports most of UNDP’s operational management needs. </li></ul><ul><li>Will replace most current I.T. systems, including FIM, WinFOAS, CO Suite and HQ systems. </li></ul><ul><li>Provides a high degree of cross-functional integration among different operational areas, i.e. budgeting, procurement, accounting, finance, human resources, etc. </li></ul><ul><li>Central data repository eliminates duplicated data entry and ensures access to timely and accurate information for managerial decision-making. </li></ul>
    20. 20. Why PeopleSoft was Selected <ul><li>Best suited for CO functionalities </li></ul><ul><li>Good RBM (Results Based Management) template </li></ul><ul><li>Best payroll and HR functionality </li></ul><ul><li>Most user-friendly and intuitive in use </li></ul><ul><li>Ease of configuration </li></ul><ul><li>Best multi-currency support </li></ul><ul><li>Fully web-based design reduces local maintenance and computer hardware requirements. </li></ul><ul><li>Best license structure & price </li></ul>
    21. 26. PeopleSoft Implementation <ul><li>UNDP will partner with UNFPA, UNOPS, UNIFEM and UNCDF on implementation. UNV and IAPSO also likely. </li></ul><ul><li>Undertaken in conjunction with business process simplification. </li></ul><ul><li>UNDP project implementation team led by Work Improvement Tools (WITs) Project on business side and OIST on technical side. </li></ul><ul><li>Business-side functional teams each led by Team Leader: </li></ul><ul><ul><li>Funds Management </li></ul></ul><ul><ul><li>Finance Management </li></ul></ul><ul><ul><li>Human Resource Management </li></ul></ul><ul><ul><li>Project Cycle Management </li></ul></ul><ul><ul><li>Supply Chain Management (Asset Management and Procurement) </li></ul></ul><ul><ul><li>Business Simplification </li></ul></ul><ul><ul><li>Rollout </li></ul></ul>
    22. 27. Current Status <ul><li>Currently undertaking Business Process Prototype exercise – “proof of concept” based on small sub-set of business processes. </li></ul><ul><li>Working with PeopleSoft Consulting – to be completed by end-November. </li></ul><ul><li>Will form basis of fit-gap analysis – identify gaps between PeopleSoft functionality and UNDP business processes. </li></ul><ul><li>System integration firm currently being identified (RFI process) – will work on completing the business processes in the initial rollout scope. </li></ul><ul><li>Pilot COs identified and invitations to pilot issued. </li></ul>
    23. 28. UNDP’s ERP implementation program consists of three (3) consecutive waves implementing all the modules within the current PeopleSoft license The expected deliverables in Wave One are: <ul><li>General Ledger </li></ul><ul><li>Accounts Receivables </li></ul><ul><li>Accounts Payables </li></ul><ul><li>Expense - outside prototype scope </li></ul><ul><li>Billing </li></ul><ul><li>Projects </li></ul><ul><li>Contracts </li></ul><ul><li>Grants </li></ul><ul><li>Resource Management </li></ul><ul><li>Purchasing </li></ul><ul><li>Service Procurement – outside prototype scope </li></ul><ul><li>Human Resources (core) </li></ul><ul><li>Global Payroll (core) </li></ul><ul><li>Time and labour </li></ul><ul><li>Benefits Administration – outside prototype scope </li></ul><ul><li>Cash Management - outside prototype scope </li></ul><ul><li>Benefits Administration </li></ul><ul><li>Travel - outside prototype scope </li></ul><ul><li>Enterprise Warehouse - outside prototype scope </li></ul>
    24. 29. PeopleSoft Piloting <ul><li>The successful rollout of the ERP requires a preparedness stage where the product is tested before release to the end users. </li></ul><ul><li>Pilot offices will host and conduct activities that would allow the Implementation Team to determine problem areas and take corrective measures before a full rollout. </li></ul><ul><li>Responsibilities include: </li></ul><ul><ul><li>Testing modules and functionalities </li></ul></ul><ul><ul><li>Advise Implementation Team on Business Process Reengineering </li></ul></ul><ul><ul><li>Be prepared to serve as regional or sub-regional support/hub (if required) </li></ul></ul>
    25. 30. CO Preparedness for PeopleSoft <ul><li>Sound ICT planning, governance and support processes within CO </li></ul><ul><li>Invest in connectivity </li></ul><ul><li>Training – ICDL, Microsoft Project and Excel </li></ul><ul><li>Infrastructure readiness – hardware and software </li></ul><ul><li>Data-preparedness and cleanup – HR, financial </li></ul><ul><li>E-document handling </li></ul>
    26. 31. Portal
    27. 32. Portal Definition <ul><li>An intranet or Internet Web site that serves as an entry point to other information, often because it includes a search engine or provides access to one. </li></ul><ul><li>Portals consolidate, manage, analyze and distribute information across and outside of an enterprise. </li></ul>
    28. 33. Corporate Portal Benefits <ul><li>Corporate portals integrate information from multiple sources and gives users: </li></ul><ul><ul><li>Single Point of Access </li></ul></ul><ul><ul><li>Single Sign-on </li></ul></ul><ul><ul><li>Personalized Interface </li></ul></ul><ul><ul><li>Remote Access to Corporate resources </li></ul></ul>
    29. 34. Examples of Portals in Everyday Use <ul><li> (Home & Small Business) </li></ul><ul><li>Excite@home (Home) </li></ul><ul><li>Yahoo (General Directories) </li></ul><ul><li> (News & Wire Services) </li></ul><ul><li>Typical Corporate Portal Components </li></ul>
    30. 39. Corporate Portal Components
    31. 40. UNDP Portal <ul><li>“ Virtual desktop” through which all UNDP information, applications and tools are accessed. </li></ul><ul><li>Underlying platform for UNDP’s knowledge base . </li></ul><ul><li>Access to complete and updated UNDP prescriptive content . </li></ul><ul><li>Provides collaborative environment for working together across organisation – basis for Practice and knowledge networks. </li></ul><ul><li>Taxonomy and intelligent indexing and search system will pull together knowledge and information from across organisation. </li></ul><ul><li>Personalisation will allow users to customise content and Portal environment around their requirements. </li></ul><ul><li>Initial rollout focused on taxonomy and content. </li></ul>
    32. 41. Taxonomy - Subject Categories Level 1
    33. 42. Taxonomy - Format Categories Level 1
    34. 43. Demonstration of UNDP Portal and Sample Workspaces
    35. 44. Quick Demo <ul><li>Login </li></ul><ul><li>Default Main Screen & Components </li></ul><ul><li>Working with the Taxonomy </li></ul><ul><li>RBAP Workspace </li></ul><ul><li>Publishing documents, files, links and workspaces </li></ul>
    36. 45. Enter your username (full name separated by dot without .org) Enter your email password Use at minimum Internet Explorer 5.5 as your browser Portal Address:
    37. 46. Content Manager (Navigate through the Taxonomy, visit corporate, unit and personal workspaces) Menu Bar (Manage workspace, change personal settings, review directory, publish content, and logout) Content Pane (Review content) Search Engine (Find content)
    38. 47. You can determine your own default setting and set your own workspace upon entering the portal
    39. 48. You can change your profile colour and display style settings
    40. 49. You can review and edit links, files, workspaces and portlets that you have subscribed to
    41. 50. Here you can publish files, links, workspaces and portlets for the entire organization, your unit or your individual needs
    42. 51. Navigate the Taxonomy by subject matter, What is it About?
    43. 52. Navigate the Taxonomy by its format, What is It?
    44. 53. Navigate the Taxonomy by who posted the content, Where Did It Come From?
    45. 54. Find content in the entire Portal or the Web by using simple and advanced Search .
    46. 55. Content is Key to the Portal <ul><li>UNDP produces or acquires three main categories of content for its use: </li></ul><ul><ul><li>Prescriptive – provides frameworks and instructions for the implementation of UNDP programme and operations functions. e.g. rules, regulations, procedures and guidelines. </li></ul></ul><ul><ul><li>Descriptive – informative content related to UNDP and its activities. e.g. corporate plans, branding, news, statements and directory listings. </li></ul></ul><ul><ul><li>Substantive – knowledge generated by the organisation. e.g. reports, evaluations, experiences and knowledge network discussions. </li></ul></ul>
    47. 56. What is Content Management <ul><li>Content management pertains to the processes, as well as roles and responsibilities that support the content lifecycle: </li></ul><ul><ul><li>Identification or authoring </li></ul></ul><ul><ul><li>Formatting (presentation) </li></ul></ul><ul><ul><li>Approval (governance) </li></ul></ul><ul><ul><li>Dissemination </li></ul></ul><ul><ul><li>Updating </li></ul></ul><ul><ul><li>Expiration </li></ul></ul><ul><li>Every item of content produced needs to have a process and responsibility for its ongoing management associated with it. </li></ul><ul><li>Not an I.T. function, although I.T. systems can facilitate the process. </li></ul>
    48. 57. The Need for Content Management <ul><li>In order for content to be of value, it must be timely, accurate, up-to-date and easily accessible. </li></ul><ul><li>Content can be created easily, but its inconsistent management has resulted in content that is often hard to find, poorly and inconsistently structured, outdated and conflicting. e.g. UNDP Intranet and prescriptive content (manuals, etc.) </li></ul><ul><li>Content management provides transparency, reusability and standardisation of content. This enables a “quality control” function as well as ensuring that content is available when and where needed. </li></ul>
    49. 58. RBAP Portal Implementation Strategy: Principles <ul><li>Portal covers internet and intranet sites </li></ul><ul><li>Portal is desktop replacement </li></ul><ul><li>RBAP, SURFs and RIMs share common intranet </li></ul><ul><li>Coordinated regional deployment </li></ul><ul><li>RIM to lead coordination effort </li></ul><ul><li>SURF to be extensively involved </li></ul><ul><li>Encourage inter-Bureau cooperation </li></ul>
    50. 59. RBAP Portal Implementation Strategy: Outcomes & Criteria <ul><li>Technical robustness </li></ul><ul><li>Set the right expectations </li></ul><ul><li>COs should be guided on agreed way to populate the Portal </li></ul><ul><li>Commitment from the top </li></ul>
    51. 60. RBAP Portal Implementation Strategy: Key Elements <ul><li>Multi-track roll-out </li></ul><ul><ul><li>RBAP & RIM considered single unit </li></ul></ul><ul><ul><li>COs divided into 3 Categories </li></ul></ul><ul><li>Reporting and communications with COs </li></ul><ul><li>Business analysis to enhance integration </li></ul><ul><li>Target RBAP/RIM and the Governance Thematic Area with a cluster of COs as the initial pilot </li></ul><ul><li>Virtual training workshop </li></ul><ul><li>Inter-Bureau portal deployment workshop </li></ul><ul><li>Portal models based on CO categories </li></ul><ul><li>Management, Implementation & Post-Implementation </li></ul>
    52. 61. RBAP Portal Implementation Strategy: Next Steps <ul><li>Designation of Division Focal Points </li></ul><ul><li>Upgrading of PC Infrastructure & Environment </li></ul><ul><ul><li>Development Workstation </li></ul></ul><ul><ul><li>Focal Point Workstations </li></ul></ul><ul><li>Assignment of RIMs </li></ul><ul><li>Coordination with SURFs </li></ul><ul><li>Designation of COs </li></ul><ul><li>Learning Environment & Training Plan </li></ul><ul><li>Data Population Schedule </li></ul>
    53. 62. Getting Started with the Portal in COs <ul><li>What is published to the Portal: </li></ul><ul><ul><li>Only content produced and maintained by the CO. </li></ul></ul><ul><ul><li>Only current content that has a business value to two or more people. </li></ul></ul><ul><li>Form Portal implementation team to determine CO business and functional requirements of Portal, and coordinate with overall Portal Implementation Group. </li></ul><ul><li>Appoint Content Manager or Content Management Team. </li></ul><ul><li>Identify key content produced and maintained by the CO. </li></ul><ul><li>Categorise content using taxonomy and publish to Portal with appropriate expirations. </li></ul>