Madhya Pradesh Poorv Kshetra Vidyut Vitaran Company Limited

Transcription

1 Madhya Pradesh Poorv Kshetra Vidyut Vitaran Company Limited Introduces ERP Project for Integration and Coordination (EPIC) For Supply, Installation, Implementation, Configuration and Integration of ERP System

2 EPIC Need and motivation What do we plan to achieve Scope of Work Implementation Approach Oracle Apps Modules Implementation Project Risks Key Success Factors Challenges related to this change - 2 -

3 EPIC Need & Motivation Standalone legacy systems Financial Accounting Systems, Stores Management Systems, Payroll System with no interface Drawbacks Same information to be entered in various isolated systems Large efforts and time required in compilation of information Chances of manual error and manipulation Need to extend the coverage of automation to all offices up to DCs Strong need to cover the balance modules not covered in RAPDRP Fully utilize centralized architecture brought about by RAPDRP Overall goal to increase operational efficiency to reduce costs and introduce better coordination - 3 -

5 What do we plan to achieve One enterprise -wide platform No working in functional silos (islands of information) Removal of legacy standalone systems One Enterprise Platform; Better Linkages Less Manual Work; Accurate data Enhanced Operational Efficiency - right information at the right time One-time data entry for transactions Computerized record systems for easy access and transmission Integration with R- APDRP Better interfacing between functional areas Seamless Integration Better Planning and Execution Help in better financial planning, budgeting Strengthen project execution through tracking, reporting etc

7 ERP Integration Block diagram Billing (through RAPRDP) ERP Implementation & Integration Finance and Accounts Material Management Human Resource and Payroll Asset Management (through RAPDRP) ERP Maintenance Management (through RAPDRP) Project Management - 7 -

8 Scope of Work - Overall Project initiation Project Definition Design Build Transition Production Implementation & Rollouts Training and Change Management Oracle Services Integration & Data Migration Proposed H/W, Network and Infra. Support Go-Live & Post Implementation Support Quality Review and Audit Deploy Training & Development Servers Proposed Server, Storage, Backup devices, Racks and RFP for Network, Data Centre, Data Recovery Consulting Type Of Training Overview level Core Team End User Change Management Workshops Integration with R-APDRP (CC&B, Asset Mgmt.),GIS,E-Tendering, E-Recruitment Data Collection / Preparation / Cleansing / Migration Go-Live 24 Months Annual Tech Support (ATS) 4 Years from date of Supply of Licenses and 5 th to 7 th Year will be FOC Annual Soft Support (ASS) 3 Years from the Date of rollouts at all locations after successful stabilization test. Implementation of Oracle ERP Apps Oracle ERP Financials Procurement Materials Management Projects Human Resources Payroll Oracle Self Service Oracle Time & Labor Oracle Learning Management Oracle I Recruitment Oracle Performance Management Oracle Succession Planning Application Development and Reporting Tools RDBMS Help Desk Tool - 8 -

9 Scope of Work - Integration Integration Matrix R-APDRP Material, Billing & Collection System Oracle ERP GIS Asset Management E-Tendering PMS E-Recruitment Order Management Purchasing Projects Inventory F I N A N C I A L S MS-Projects/Primavera HR & Payroll - 9 -

10 Scope of Work Data Migration Data Migration Scope Data Migration Scripts will be developed for one time transfer of related data from various legacy systems to Oracle Applications, Details are Supplier/Customer Master Employee Details Item Master Assets Master Trial Balance Upload Open Purchase Orders Payroll Element Entries Payroll Balance Open On Hand Balance Open Supplier Invoice

11 Scope of Work Post Implementation 3 years Post-Production Support after completion of rollout at all locations Scope of support Helpdesk Support Level 0 support: Guidance and Training 200 staff from the Discom will be re-trained each year during support Level 1 Support: Provide application specific troubleshooting Level 2 Support includes: Functional, technical and system admin requests User Management & Access control Month End support for period closures Manage updates, fixes, security alerts, and patches Resolution of bugs in custom components Provide clarifications on configuration/set up Co-ordinate with Oracle Support for resolution of Product bugs Service Window 12 X 7 support (8AM to 8 PM)

12 EPIC Need and motivation What do we plan to achieve Scope of Work Implementation Approach Oracle Apps Modules Implementation Project Risks Key Success Factors Challenges related to this change

13 Phased Implementation Approach Phase I (Pilot) Prod Overview / As-Is / To-Be Custom / Integration / CRP Training / UAT / Migration Go-Live Phase II (a) (Rollout) Training / UAT / Migration Go-Live Phase II (b) (Rollout) Training / UAT / Migration Go-Live Month 1 Month 14 Month 15 Month 19 Month 20 Month 24 MPPKVVCL, Jabalpur 7 Circles and other locations below this level MPPKVVCL, Sagar 4 Circles and other locations below this level MPPKVVCL, Rewa 4 Circles and other locations below this level M.P. East Discom Representatives from regional, Zonal, divisions and subdivisions will be part of core team and will participate in implementation activities at centralized location. TCS will design Common Business Process for all three regions during Pilot Phase 3 Years of Post Production Support

14 Implementation Approach - Training SL No. Training Type No. of Participants No. of days per training program Suggested Batch Size 1 Training & Change Management Strategy and Plan ERP Product / Solution Overview Training Technical Training Functional Training End User Training Change Management Workshops

16 Oracle Apps Modules Implementation Financial Accounting - Account Payables, Account Receivables, Fixed Assets, Cash Management, Treasury, General Ledger, Hyperion Planning Plus Procurement - Purchasing, Service Procurement, isupplier Inventory Projects - Costing and Management HRMS - Core HRMS, Employee Self Service, Learning Management, Performance Management, Succession Planning, irecruitment Payroll and Time & Labor (Attendance System)

18 Project Risks Key Identified Risk Key Risks Risk Perceived Impact Mitigation Required Key Personnel are not available due to other commitments/workload/ Transfers leading to idle time of TCS consultants Delay in availability of records for Data Collection As per the approved data templates Multiple changes in business requirements during different phases of project Cost and Schedule Schedule & Cost Schedule & Cost MPPKVVCL and TCS to ensure that such personnel will need to be available as required / scheduled A backup member should be identified for contingency Strong knowledge transition MPPKVVCL will identify a team for providing the records to the data collection team as per project schedule Timely Validate the Collected Data as per Data Migration Templates KEY process owner with detailed process knowledge across all business, need to be selected to avoid last stage surprise Risk Exposure (Probability x Impact) High Medium Low

19 Project Risks Key Identified Risk Risk Perceived Impact Mitigation Lack of adequate control of MPPKVCL Project Manager over Key Process Owner Delays in providing information/ feedback/ acceptance Empower Core Team Schedule & Cost Quality & Schedule Schedule & Quality MPPKVVCL Project Manager must be given proper authority by Senior management to have adequate control over Key Process Owner, as they report to their HOD's, to achieve the project milestones. Create awareness within the entire stakeholder community on the need of adhering to timeliness Proper change management committee should be formed for proactively approving the approach Timely Sign off all the project milestone deliverables Authorized Key process Owners to take timely decisions Hardware Procurements for ERP Schedule & Cost Timely Procurement Hardware before CRP2 of Pilot Implementation Risk Exposure (Probability x Impact) High Medium Low

21 Key Success Factors (1) Contributions from respective business groups From Management From Management Top Management Buy-in and involvement Expectation Top Management Management Buy-in and involvement Proper Expectation Constitution Management & availability of Core Team Proper Constitution & availability of Core Drive Team & ownership from Departments Change Drive && ownership Resistance from Handling Departments Encourage Change & Resistance product led Handling best practice Availability Encourage product in Steering led best Committee practice meets Availability in Steering Committee meets Related to Change Management Communicate Business Benefits to the Users Making users aware of their individual gains Motivating users to be involved in Process Providing Proper Trainings to the right people Assigning clear responsibilities to stake holders Taking them through the evolving process Related to Data Migration Detailed planning regarding the Data to be migrated in terms of What, from Where, How, Who, When Include this schedule in Project plan Fix the responsibility of someone for these activities From Users Pre-RFP Requirement Validation and Signoff Timely Sign-off at various stages Availability for Interactions Clarity about business process and requirements Adherence to Project Plan and Schedule Management of Scope Creep From IT & SI Planning for 3rd party products including H/W, S/W & other Infrastructures Scheduling of Training Adherence to Project Governance Clear Responsibility Matrix between Customer (Users) and System Integrators Sticking to the mutually finalized line items Availability and Pre-readiness of Sites for roll-out/ Deployment

22 Key Success factors (2) Expectations from Business Heads Time-to-time notification to staff regarding Project EPIC status Identification of change champions in respective departments who can spread the word on our behalf Help demonstrate commitment to staff Subordinates take interest in the project if they see their superiors interested in an initiative Provide support to the project team during training by asking staff to coordinate work Attend training with minimal business disruption

23 EPIC Need and motivation What do we plan to achieve Scope of Work Implementation Approach Oracle Apps Modules Implementation Project Risks Key Success Factors Change Related Challenges

24 Change Related Challenges (1) Need to factor in employee perceptions and aspirations Job Security is single major factor that bothers most employees Clear communication on No-job cuts due to EPIC Privatization and/or modification in pension payments causes a lot of grief among employees No process/procedure/policy change in this regard due to EPIC Delegation of responsibility and authority motivates employees Removal of a bonus for not hitting targets also demotivates staff beyond what is expected No process/procedure/policy change in this regard due to EPIC

25 Change Related Challenges (2) Transformational Change at M.P. East Discom needs to be managed well Less inhibition may be shown towards ERP system usage if people are better informed and witness their superiors taking genuine interest in Project EPIC Users will be motivated if they are made aware of their individual gains from the system eg. less manual work, skill upgrade leading to better visibility and future prospects

26 Come. Be a part of Nation Building Process!! EPIC ERP Implementation at MPPKVVCL Jabalpur Less Manual Work Accurate data Dear Colleagues We take immense pleasure in announcing the launch of Project EPIC, an initiative to implement Oracle ERP Solution at MPPKVVCL Jabalpur. This is in continuation with the company s effort to build a better future for MPPKVVCL Jabalpur and to strengthen operational efficiency. We expect the new solution to simplify current workflows, reduce manual work and enhance improvements in operations. Integrated System Improved Workflow Project Kick Off Design and Development Phase User Training Phase User Acceptance Testing Phase ERP Implementation & Integration Roll out at Jabalpur Enhanced Reporting Faster Response Billing (through R-APRDP) Human Resource Asset Management (through R-APDRP) Finance ERP Material Management Project Management Maintenance Management (through R- APDRP) - S.K. Yadav CE (ADB&RGGVY), MPPKVVCL Jabalpur

27 मध य प रद श ऩ र व त र वर qr वर तरण क ऩन लऱ. जबऱऩ र ऩररय जन EPIC क प य टर, ऱ ऩट ऩ और इन टरन ट क ज ररए हम र वर क स प रक शन ततथथ : दस भई २०१२ स स करण : प रथभ हभ य वव qर त ववर तयर कम ऩन भ क प य टर, ऱ ऩट ऩ, वप र टर और इन टरन ट ज स नव नर तभ स ववध ए उऩरब थ ह ldsxhaa इन स ववध ओ क ऩरयर भ स वर ऩ सब भहत ऩ र म ज नक रयम बफन द ड - ब ग फकए उऩरब ध ह ज ए ग A इन ज नक रयम क उऩम ग अपसय एवभ कभमच रयम द व य क ऩन दहर त भ फकम ज सक ग A ऩररय जन एक नज र इस ऩरयम जन क न भ ह EPIC" त जसक अभबप र म ह ERP Project for Integration and Coordination क ऩन क सब ऑफपस नवम फय २०१३ र तक इस ऩरयम जन स ज ड ज ए ग औय क ऩन ऩ र म र ऩ स नम क ममप रर र क अन स य क मम izkjahk कय द ग A इस ऩरयम जन क र तहर त क ऩन क lhkh ववब ग क usvodz ds ek/;e ls ज ड ज म ग A त जसस lhkh ववब ग क फ च भ समय ऩर उथचत एर सट क ज नक र क आद न-प रद न ह ldsxka ऩररय जन क क छ म ख य उऩय थगत ए आडमय स सम फ धधर त बफर क ऩ स कयन एव ऑडडट भ सयरर त A ऑफपस भ फदर व एक ह ज नक य क ब र ब र लऱखन क ज र रत नह (सभम क फचर त ह ग एव दस र त व ज सट क ह ग ½A Supplier द व य प र प र त स भ न औय उनक ब गर त न ऩय तनगर न A Indents क आध य ऩय ऩच स आडमय(PO) फन न क lqfo/kka ऩरयम जन ओ (Projects) क वर त त य आकऱन (Estimation & Planning) औय उन नर त प रब धन A स ट र म स स धन क उऩऱब धत क ज नक य ऑनर इन izkir dh tk ldsxhaa स ऩत त र त क उधचर त सभम ऩय र ख कन एव ववभ ल मन! (Asset Capitalization and its depreciation) वर त त य ररक र व फन ए यखन dk सट क एव प रब व र तय कkA dezpkfj;ksa स सम फ धधर त सब ज नक य (सवर वस बक ररक र व) ऑनर इन प र प र त क ज सक ग A कभमच रयम क छ ट ट और भत त क सभम ऩय अनभ दनA मह..स..मह ;g ifj;kstuk D;ksa vko ;d समन र य क कम A सववमस फक भ ज नक रयम क vhkkoa क ऩन क स ऩत त र त/ स स धन क आकरन क अऩय वप त ज नक र A स स धन क आ भशक/स लमत ज नक ररय A चर यह /र ग ऩरयम जन ओ क अऩय वप त ज नक य A स स धन (ज स ट स पkभमय) क उऩरब धर त क र कय असम जस A स स धन क यख-यख व भ अतनयलमत त A स ट य द व य स स धन क आद न प रद न भ कठ न ईय WaA खय द गए स स धन क गर वत र त क तनगर न भ ददक कर त A दय वर त ऑफपसks क न तर त-सacf/kr स चन य सभम ऩय उऩरब ध न ह न A कभमच य स सम फ धधर त ऩ र म ज नक य क अब व A ववब ग क फ च ज नक र क आद न-प रद न भ द य A व डय क बबऱ क भ xत न भ द य A क ऩन क ववत र त म ख र त क अ तर तभ र ऩ द न भ द य A कभमच रयम क भ डडकर बबऱ ऩ स और भ गत न कयन भ द य A स थ न न र तयर,ऩद न नतर त, अन श सन त भक क यम व ई भ वर ऱ ब A

28 Thank You