1. Visionary Change
Management
…will lead the way!

2. Leadership – Integral Vision + Systems Thinking
Knowledge + Experience + Expertise
Appropriate Skill Sets
Demonstrated Capability to Deliver
Visionary Change
Management

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. Visionary Change Management would
metamorphose the whole system from
what it is, to what it is intended to be!
Visionary Change
Management

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. We live in a knowledge
based world
Either
We align
Or
Perish
Visionary Change
Management

7. Owners
&
Stakeholders
CCTNS

8. Have you heard of an ERP?
Name a few?

9. What is an ERP?

10. The ERP

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. ERP Characteristics
An integrated system that operates in real
time (or next to real time), without relying on
periodic updates.

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. 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. Police IT
Comprehensive ERP system providing
seamless integration of the day to day
operations of the Police Department

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. Police IT- Features
• Centralized Architecture
• Bilingual
• Workflow design
• Role based access
• 522 screens and 417 reports
• Management Information
System

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. VS

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

22. Police IT Software Development
FRS/SRS/HRS
Development
Change Request
Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/HH

23. Police IT Software Development
FRS/SRS/HRS
Development
Change Request
Testing/UAT/ Feedback/Roll Out/Bugs/Corrections/final

24. All under one
command
of a
Visionary
Leadersh

25. Karnataka
Composite
Model
Data Center
Broadband Networking
Anti Virus and Facility Management
Hiring of Trainers
Multipronged basic training and
application training module wise

26. Karnataka
Composite
Model
 Integrated multi – organizational
workforce
ERP
PERFECT
SYNCHRONIZATION OF

27. Karnataka
Composite
Model
 DYNAMIC
REAL TIME
NETWORKED AND INTERNALLY

28. Police IT-Modules
• Crime
• Law & Order
• Traffic
• Finance
• Administration
• Stores
• Armed Reserve
• Motor Transport
• Training
• Wireless
• Forensic Science Laboratory
• Executive Information System

29. What is ERP Roll Out?
the complexity!!!!!

30. What are the challenges?

31. Insurmountable

32. 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

33. 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

34. ERP Roll Out
The Show
Stoppers

35. Implementation
a long drawn out process

36. Complimentary to the Roll Out Process

37. Implementation based on
Best Practices
Case Studies

38. Test Bed to Production
Help Desk to Warranty Support

39. Handholding
Functionalities

40. 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

41. 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

42. The Only Key – Capacity Building
 Training Infrastructure
 Mapping of End Users
 Deployment of Trainers
 Training of 75 System Administrators
 Basic training for End Users

43. 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

44. Did You Give it a Thought!

45.  Best Practices
 Benchmarking
 Communication
 Performance Excellence

46. Best Practices

47. 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.

48. Role of Best Practices

50. 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’.

51. 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.

52. 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.

53. 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.

54. 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

55. 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

56. 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?

57.  42% Leadership
 27%
Organizational &
Cultural Issues
 23% People Issues
Why ERP
Implementations fail?

58.  4% Technology Issues
 4% Other Organizational issues left unchecked often
lead to project failure
Why ERP
Implementations fail?

59. But the known culprit is always
Technology
Why ERP
Implementations fail?

60. At the base of Visionary Change
Management is
VISIONARY LEADERSHIP
Visionary Change
Management

61. 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
.

62. 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.

63.  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

64.  Active and visible sponsorship
 Use of organizational change management
processes & tools
 Effective communications
 Employee involvement
 Effective project leadership and planning
Great Success Factors

65.  Resistance from employees and managers
 Inadequate senior management &
sponsorship
 Cultural barriers
 Lack of change management expertise
Great Obstacles

66. CM as Communication Hub
CM
Team
Sponsors
PM Team
End-Users
MGRs
Business
Owners
Partner
Groups
Supervisors

67. Master Communication Plan
Sample

68.  Ownership
 Involvement
 Responsibility
 Non- negotiable
accountability
What really
Counts?

69. You have only one
role to play!

70. Make Change
Happen!

71. The Country Would
be Grateful to You!

72. Sincere thanks
For your rapt attention!