1. Erp creation
&
Change MANAGEMENT
Sanjay Sahay,
IGP, ISD,
Bangalore

2. To innovate is to live
To live is to innovate
Sanjay Sahay

3. Why I talk to the next
generation?

4. Would the world have been different if there was no
MS Office?
What do you understand by pervasiveness of
software

5. Software
erp – what and why
characteristics
development / deployment
best practices / benchmarking
erp & change management
Conclusion

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

7. In the year 1900 the Gartner Group
first employed the acronym ERP
Y2K problem
ERP II in early 2000

8. ERP II in early 2000
Web based
Real time
Collaborative

9. Why an ERP?
Why this metamorphosis?

10. What is an ERP?

11. The ERP

12. 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

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

14. 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

15. Govt ERP! How do we create?
• No history of software
• No history of erp
• Lack of managerial human resource
• Technical manpower
• Humongous effort
• Collaboration

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

17. 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

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

19. 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

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

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

26. What are the challenges?

27. Insurmountable

28. 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

29. 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

30. ERP Roll Out
The Show
Stoppers

31. Implementation
a long drawn out process

32. Complimentary to the Roll Out Process

33. Implementation based on
Best Practices
Case Studies

34. Test Bed to Production
Help Desk to Warranty Support

35. Handholding
Functionalities

36. One ERP One India- Final Thought
The successful completion of this project would take the
police to much higher level of efficiency, near total
transparency, all mechanical work would become
redundant, more human resources would be available
for core tasks, better investigation, qualitative change in
planning, split second communication, perfect
documentation/ retrieval, no alibi as the application is
role based, need based passage of information on the
website/ press/individuals, tracking of incidents/facts
/details would be flawless etc.

37. Best Practices

38. 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.

39. Role of Best Practices

41. 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’.

42. 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.

43. 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.

44. 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.

45. 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

46. 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

47. 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?

48. Technology
• Technology is an enabler, not the driver (it is there
to assist the organisation to achieve business
goals)
• It is a means to an end, not the end

49. ERP & Change Management

50. Visionary Change
Management
Will lead the way!

51.  42% Leadership
 27%
Organizational &
Cultural Issues
 23% People Issues
Why ERP
Implementations fail?

52.  4% Technology Issues
 4% Other Organizational issues left unchecked often
lead to project failure
Why ERP
Implementations fail?

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

54. Planning for ERP is a Critical Success Factor
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.

55.  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

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

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

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

59. Master Communication Plan
Sample

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

61. Conclusion
• ERP systems provide a mechanism for
implementing systems where a high degree of
integration between applications is required
• The Business Case or Value Proposition for
implementation must be outlined
• To successfully implement - a proper mix of
people, processes and technology should be
maintained

62. Sincere thanks
For your rapt attention!