The document discusses a matrix for analyzing e-procurement change in the government of Kerala. The matrix identifies critical existing and target procurement processes and their interactions. It analyzes the stability and feasibility of transitioning from the existing to target practices. The matrix shows the existing practices are stable but transitioning will be difficult due to many competing relationships between current and target practices. It recommends transitioning first by removing "linchpin" paper-based processes and implementing changes gradually within stable blocks and more slowly between blocks.

1. Matrix Of Change e-Procurement ABDUL BARI K DHANESH KUMAR KRISHNA KUMAR RAJESH P SUNIL G.K SHELLY N K IIITMK PGDeG

2. Matrix Of Change A tool for business process re-engineering.The matrix can help managers determine how quickly change should proceed, in what order changes should take place, whether to start at a new site, and whether the proposed systems are stable and coherent.

4. Identify system interactions

5. Identify transition interactions

7. Identify existing critical process

9. Existing System The existing system of procurement in various departments of Govt of Kerala suffers various problems such as inordinate delays in tender processing, labour intensive time consuming and lacks transparency.

11. Procurement process

13. Paper based

14. Tender boxes at multiple locations

15. Large inventory

16. Labour intensive

17. Make System Transparent

18. Human interaction at every stage

19. Risk of tampering

21. delayed finalization

22. large tender cycle

23. Vertical Structure

26. Centralized DBMS

27. Just in time inventory

28. Demand aggregation

29. Economies of scale.

30. Secure And Transparent Tendering

31. Reduction in corruption

32. Strictly follows purchase rules

33. Fully automated selection

35. Reduced tender cycle time

36. Reduced holding cost

38. Identify transition interactions Show the degree of difficulty in shifting from existing to target practices

40. Survey stake holders Show the importance of each practices to employee’s job performance Stake holders are given opportunity to how important each process was to their job performance Each stake holder used a simple five point scale anchored at zero +2 means practice is extremely important +1 means important but not essential -2 indicates a strong desire to change 0 represents indifference

43. Interpreting the matrix Stability and Feasibility Does the target set of practices constitute a coherent stable system. Are the current practices coherent and stable Is the transition likely to be difficult?

44. Sequence of execution Where should change begin? How does the sequence of change affect success. Are there reasonable stopping points Location Is the new system is an appropriate site? Pace and nature of change Should the change be slow or fast Incremental or radical Which block of practices must be changed at the same time

46. A system of processes with numerous reinforcing relationships ( complementary processes) is stable

48. Feasibility- desired state Desired state is also stable but has two competing relationships 1. Demand aggregation x reduced cycle time 2. Strict rules x reduced cycle time Hence it may require more effort to keep the parts working together

49. Feasibility – transitional state Transitional state for e-procurement is dominated by competing relationships (17 numbers) It shows the need and difficulty for BPR

51. Sequence Of Execution Start removing current practices that have no interactions with other practices

52. Sequence of Execution – large block The large block of current practices, the more difficult they are to change.

53. Sequence of Execution – large block Large new block may be impossible to install before the opposing practices are removed

55. Remove Linchpin Practice in the current side to unlock the relationship of the current practices”Linchpin” practice means...A practice that support a large number of other practice. In our current procurement system “ paper based tender processing “ is the Linchpin. Replace the paper based system with centralised DBMS Remove tender boxes and human interface

56. LOCATION Is the new system in an appropriate site? Since we have greater number of interfering relationships in the transition matrix, the procurement target practices will be placed in the green field(location & attitude)

57. Pace And Nature Of Change Incremental change + - Radical change

58. Pace: gradual or rapid The pace of change within blocks must be rapid; The pace of change between blocks may be slow. The speed of removing parallel components of an interdependent block may be more important than the serial speed of the whole change process.

59. Nature of Change Nature: Incremental or Radical change may best if resources are locked in place and initial conditions resist change.

60. thanks