This document contains information about Syam Puli, including their areas of expertise in project management, business transformation, ERP implementations, change management, and more. They have over 15 years of experience working for various employers across multiple industries. The document outlines their education, certifications, accomplishments on past projects, technical skills, and the critical success factors they consider important for ERP and technology implementation projects.

1. Project Management
ERP / System Implementation
Change Management
Syam Puli
2nd July 2012
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2. Project / Programme Manager
Syam Puli Business Transformational Consultant
Areas of Expertise Education / Certifications
 Transformational Consulting  Masters in Business Administration
 Project & Programme Management  Master of Commerce
 Business Analysis  MSP-Managing Successful Programmes (Practitioner)
 Solution Architecture
 Vendor Selection Previous Employers Industry Sectors
 ERP,CRM & IT Implementation  Sutherland Global Services  Automotive
 Shared Services transformation  Accenture  Communication & Hi-Tech
 F&A, Procurement Outsourcing  DHL  Consumer Goods & Services
 Process Re-engineering & Improvements  Inchcape  Media & Entertainment
 Change Management Projects  GE Capital International Services  Travel & Logistics
 Retail & On-line
ERP, CRM Technical Project Implementation
Experience and Accomplishments •Supported a as a PMO on a £10M programme to implement SAP covering 3 major
Process Improvement & Business Transformational Projects projects; Shared Service Centre Creation, Implementing Strategic Initiatives and HR-
Payroll projects.
• Successfully re-engineered the Cash Unit Accounting
•Played a crucial role as a solution architect to win £5M Technology Company deal
Operation. Identified and fixed the process gaps, designed
to implement ERP & Outsourcing operations.
new processes to stop revenue leakage and saved £4M per
•Successfully delivered small to medium Technology Projects ranging from £200K to
year.
£1M implemented Prince2, SDLC and other methodologies to manage, Customer
• Implemented process re-engineering, end 2 end process
Requirement, Analysis & Planning, System Implementation, and Training to deliver
improvement techniques to stabilise Accounts Receivables
the RESULTS.
department of 20 staff. Processing various payment types;
•Implemented open source ERP to streamline business operations for a mid-size
Cheques, BACS, Card Payments processing around 50,000
Retail Company. Project initiative £250K but saved 60% of Technology costs, 20% of
transactions and over £100 M per month.
operational costs with a total savings over £800K per year
• Managed a new business model on Tax Reclaim project.
Successfully designed the business architecture, resource
Outsourcing & Shared Services Projects
planning, systems to support 2,000 additional claims to
•Engaged in Multi tower, Multi system global engagement of £50 M 5 year
generate new revenue stream of £3M.
outsourcing deal. Solution design for a Global Technology Company, Covering 14
• Managed overall programme of a launch event and
Countries and 18 Accounting processes more than 250+ accounting employees.
magazine. Controlled budget of £1.5 M and within short
•Successfully created a shared service centre / back office for Travel Company saved
period of 9 months successfully handled marketing, sales and
£1.5M more than 60% of their Operational costs. Setting up Service Delivery Centre
operational areas of the programme.
for 80+ employees, overall responsibility to streamline operational management,
systems, communication, KPIs and service delivery processes. 2

3. DOMAIN EXPERTISE
Process, People Technology Projects •Transformational
•Process improvement • CRM /eCom • Business & Benefit case Consulting
•Process Re-engineering Implementation • Business pain points • HR, TUPE
• Enterprise Performance • ERP implementation • Stake holder • Finance & Accounting
management • OCR/VoIP/IVR engagement • ERP / CRM /eCom / IT
• Process standardisation • BPM, CMS, Marketing •Project planning system implemenation
• Training & • Microsoft, SAP, Oracle •Project implementation • Shared Service Centres
Development • Open source technologies •Change management • Lean & Six Sigma
•Delivering Results • Outsourcing
• Transition / Change
Management
• PMO
Syam Puli Business Transformational Professional • Project & Programme
Management
Service Delivery Transition/Change Solution Architect INDUSTRIES
•Accounting Operations • Migration / Ramp ups •Analysis/Requirements • Automotive
•AP, AR, Reconciliations • SOP/ SIPOC • Architectural • Comms & Hi-Tech
• Sales & Marketing • Training Framework • Consumer Goods &
• SLAs , KPIs, compliance • Capacity planning • RFI/RFP/RFx Services
• Monitoring & Reporting • Change Management • Supplier Management • Travel & Logistics
• IT / System – SDLC • Roll out / Go-Live • Due Diligence & •Retail & On-line
Implementation • IT / Outsourcing Contracting •Media & Entertainment
• Transition management •Manufacturing
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4. CSF : Critical Success Factors
ERP / Technology Implementation Projects
1 Understand the Organisation, Stakeholder Engagement
2 Operational & System Requirement
3 Understand the Drivers of the Project
4 Effective Project Management Structure & PMO
5 Business Case & Benefit Case Management
6 Transition, BT & Change Management
7 Sustainable Continuous Improvement Plan
Not just Project Management but ‘Transformational Project Management’ will add real value to the organisation
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5. 1 Understanding Organisation
Quick & Smart Way
Culture
•Behaviour •Norms
•Values •Motivation
Organisation Competency
Strategy • Business • Core Competency
Facilities and Layout Performance
• Vision and Mission Portfolio • Competency
• Location • Strategic
• Desired Market • Structures Cluster
Position • Buildings • Financial
• Teams • Aptitude
• Target Customers • Property • Operational
• Jobs • Skills
and Markets • Knowledge • Stakeholder
• Roles
• Delivery Channels • Human
Process
• Products, Services,
Pricing • Activities • Workflow
• Required
Application • Tasks Equipment
Capabilities • Suite • Equipment
• Operating • Subsystem/Comp • Support Category
Guidelines and onent • Systems • Client Hardware
Structures • Modules/Classes • Machinery
• Source Approach
• Data • Tools
Delivery Vehicle
• Development • Operations Services
Services • Physical Network
• Execution Services Computing 5

6. 2 Operational & System Requirements
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7. 3 Value Drivers
Understanding overall benefits on unilateral project initiatives
Value Drivers Potential Implications Savings Range
Shared Services  Centralize transaction processing, control and
governance to achieve scale and efficiency
 Activities moved to Shared Services require tight 10% - 20%
Disbursed (Low) Central (High) Change Management to ensure no loss of service.
Business Process Enablement  Degree of process rationalization directly correlates to
business benefits achieved 10% - 40%
World Class
 Large amount of process architecture redesign and
Current
rework may increase the time to full benefit realization
Technology Enablement  Degree of application architecture rationalization
directly correlates to business benefits achieved 10% - 75%
Legacy Best-in Class  Large amount of application architecture deployment
will increase the time to full benefit realization
Service management  Degree to which the business arrangements become
exclusively SLA focused 3% - 5%
Existing SLA World-Class SLA  Degree of service reporting both internally and externally
 Degree to which demand in managed
Asset Optimization  Degree in which asset such as Facilities, Licenses and
People are used. Facility utilization, License
Optimization, Span of Control 5% - 10%
low High  Optimization requires open thinking regarding schedules
and responsibilities
Change Management  Using economically attractive locations can result in
Wage Arbitrage
significant cost advantages 25% - 70%
 Low cost on-shore centers can provide benefits as well,
Existing (Low) Offshore (High) particularly decision and interpretative functions.
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8. 4 Effective Project Management Structure & PMO
• Project Document
• Organisation & Operational Overview
• Business Pain Points, Risks & Issues
• Time lines & QC
• Benefit Realisations
• Implementation
• Critical Success Factors
• Technology development
• Commercials / Business Case
• Process integration...
•Project / Programme Structure
• Pilot run < BAU>
• Project Roadmap
• Go-Live
• Project planning
•Training
• Scope
• End User Training
• Solution Model
• Documentation / SOPs
• Work streams
• Process
•Continuous Improvement
• Systems / Technology • SLAs / KPIs
• Training, KT
• Transition or Implementation Approach
• Phases
• 8

9. Project Roadmap
450 Staff
30-40 Finance
15-20 HR (London, Oxford, Manchester)
Total Users ? (System / Portal Users)
Scope?
Maconomy – Existing system
Future scope (EU, Americas, APAC)
Multi-Lingual, Multi Currency
Options Incl. Cloud computing
Lessons Learned?
5 Understanding Project Complexity
Critical level 4 97 29 31 24 44
3 35 20 14 12 24
2 16 14 9 4 9
1 8 2 6 2 5
0
0 1 2 3 4 5 6
Implementation Effort 9

10. Benchmark:
5 Project Cost & Time frame Proprietary system Implementation
Scope & Project complexity
Less Medium Complex V. Complex
Few Modules Core Modules All Areas + Global CTQ depends;
(Cost, Time, Quality)
200 +
£1M+ £2M+ £3 M+ £5 M + • Scope
• Complexity
• Users/Portal Users
# Users
• System
50 -200
Up to £500K £1M £2 M
£500K £1M £2M £4 M + • Vendor
• Proj Drivers
• PM
Up to 50
Up to Up to Up to £500K
If Cost drives the Project,
£150K £250K £500K £1M + Alternative / compatible
System can be deployed
Up to 6 M 6 – 12 M 1 – 2 Yrs 2 + Yrs
Timelines for implementation
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11. 5 Business Case & Benefit Case Management
Successful Project Implementation
RESULTS = Quantified Benefit Realisation 11
Not only controlling the costs...

12. 6 Business Transformation : Change Management
Initiatives / Drivers Business Transformation Outcome
Cost Reduction Technology Impltn. (IT)
Revenue uplift Shared Services (SSC)
Operational efficiency Outsourced Ops (BPO)
Customer Satisfaction Process Mgt (BPM)
Competition / S&M >>>>>
Technology Cost Savings
Business Model Improved Efficiency
Legal / Compliance Satisfied Customer
M&A / Restructuring Increased Sales
Innovation Optimised Processes
Expansion/Globalisation Practicality Efficiency / Effectiveness
Free up Resources Change Management Stabilised Organisation
Process Issues / Reduce Risk World-Class Operations
>>>>>> >>>>>
>>>>>> >>>>>
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13. 7 Sustainable Continuous Improvement Plan
Planning & PMO
Team Motivation
Risk Management
Transition & Change
Project Closure:
Professional Handover of the Project
RESULTS = DELIVERED
BENEFITS = ACHIEVED
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14. Project Roadmap
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15. IT Governance Framework
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16. Prince2 Framework
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17. MSP Framework
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18. PPM Levels
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19. Syam Puli
Mobile: 07432 512 803
eMail: syamspuli@gmail.com
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