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ERP / System Implementation
Change Management
Syam Puli2nd July 2012
Project Management
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Project / Programme ManagerBusiness Transformational Consultant
Education / Certifications Masters in Business Administration Master of Commerce MSP-Managing Successful Programmes (Practitioner)
Syam Puli
Experience and AccomplishmentsProcess Improvement & Business Transformational Projects
• Successfully re-engineered the Cash Unit AccountingOperation. Identified and fixed the process gaps, designednew processes to stop revenue leakage and saved £4M peryear.• Implemented process re-engineering, end 2 end processimprovement techniques to stabilise Accounts Receivablesdepartment of 20 staff. Processing various payment types;Cheques, BACS, Card Payments processing around 50,000transactions and over £100 M per month.• Managed a new business model on Tax Reclaim project.Successfully designed the business architecture, resourceplanning, systems to support 2,000 additional claims togenerate new revenue stream of £3M.• Managed overall programme of a launch event andmagazine. Controlled budget of £1.5 M and within shortperiod of 9 months successfully handled marketing, sales andoperational areas of the programme.
ERP, CRM Technical Project Implementation•Supported a as a PMO on a £10M programme to implement SAP covering 3 majorprojects; Shared Service Centre Creation, Implementing Strategic Initiatives and HR-Payroll projects.•Played a crucial role as a solution architect to win £5M Technology Company dealto implement ERP & Outsourcing operations.•Successfully delivered small to medium Technology Projects ranging from £200K to£1M implemented Prince2, SDLC and other methodologies to manage, CustomerRequirement, Analysis & Planning, System Implementation, and Training to deliverthe RESULTS.•Implemented open source ERP to streamline business operations for a mid-sizeRetail Company. Project initiative £250K but saved 60% of Technology costs, 20% ofoperational costs with a total savings over £800K per year
Outsourcing & Shared Services Projects•Engaged in Multi tower, Multi system global engagement of £50 M 5 yearoutsourcing deal. Solution design for a Global Technology Company, Covering 14Countries and 18 Accounting processes more than 250+ accounting employees.•Successfully created a shared service centre / back office for Travel Company saved£1.5M more than 60% of their Operational costs. Setting up Service Delivery Centrefor 80+ employees, overall responsibility to streamline operational management,systems, communication, KPIs and service delivery processes.
Areas of Expertise Transformational Consulting Project & Programme Management Business Analysis Solution Architecture Vendor Selection ERP,CRM & IT Implementation Shared Services transformation F&A, Procurement Outsourcing Process Re-engineering & Improvements Change Management Projects
Industry Sectors Automotive Communication & Hi-Tech Consumer Goods & Services Media & Entertainment Travel & Logistics Retail & On-line
Previous Employers Sutherland Global Services Accenture DHL Inchcape GE Capital International Services
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Syam Puli
•Analysis/Requirements• Architectural Framework• RFI/RFP/RFx• Supplier Management• Due Diligence & Contracting
Solution Architect
• Migration / Ramp ups• SOP/ SIPOC• Training • Capacity planning• Change Management• Roll out / Go-Live• IT / Outsourcing Transition management
Transition/Change
•Accounting Operations•AP, AR, Reconciliations• Sales & Marketing • SLAs , KPIs, compliance• Monitoring & Reporting• IT / System – SDLC Implementation•
Service Delivery
•Process improvement•Process Re-engineering• Enterprise Performance management• Process standardisation• Training & Development
Process, People
• Business & Benefit case• Business pain points• Stake holder engagement•Project planning•Project implementation•Change management•Delivering Results
Projects
• CRM /eComImplementation• ERP implementation• OCR/VoIP/IVR• BPM, CMS, Marketing• Microsoft, SAP, Oracle• Open source technologies
Technology DOMAIN EXPERTISE•Transformational Consulting• HR, TUPE• Finance & Accounting• ERP / CRM /eCom / IT system implemenation• Shared Service Centres• Lean & Six Sigma• Outsourcing• Transition / Change Management• PMO • Project & Programme Management
INDUSTRIES• Automotive• Comms & Hi-Tech• Consumer Goods & Services• Travel & Logistics•Retail & On-line•Media & Entertainment •Manufacturing
Business Transformational Professional
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CSF : Critical Success Factors
Understand the Organisation, Stakeholder Engagement
Operational & System Requirement
Understand the Drivers of the Project
Effective Project Management Structure & PMO
Business Case & Benefit Case Management
Transition, BT & Change Management
Sustainable Continuous Improvement Plan
ERP / Technology Implementation Projects
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Not just Project Management but ‘Transformational Project Management’ will add real value to the organisation
Understanding Organisation
Delivery Vehicle•Operations Services
•Physical Network Computing
•Development Services
•Execution Services
Culture
•Norms
•Motivation
•Behaviour
•Values
Performance•Strategic
•Financial
•Operational
•Stakeholder
•Human
Strategy•Vision and Mission
•Desired Market Position
• Target Customers and Markets
•Delivery Channels
•Products, Services, Pricing
•Required Capabilities
•Operating Guidelines and Structures
• Source Approach
Facilities and Layout
• Location
• Buildings
• Property
• Support
• Systems
Competency• Core Competency
• Competency Cluster
• Aptitude
• Skills
• Knowledge
Organisation•Business
Portfolio
•Structures
•Teams
• Jobs
•Roles
Equipment•Equipment
Category
•Client Hardware
•Machinery
•Tools
Application•Suite
•Subsystem/Component
•Modules/Classes
•Data
•Activities
•Tasks•Workflow
Process
Quick & Smart Way
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Operational & System Requirements2
Value Drivers
Value Drivers
Central (High)Disbursed (Low)
Shared Services
Potential Implications Centralize transaction processing, control and
governance to achieve scale and efficiency
Activities moved to Shared Services require tight Change Management to ensure no loss of service.
Degree of process rationalization directly correlates to business benefits achieved
Large amount of process architecture redesign and rework may increase the time to full benefit realization
Current World Class
Business Process Enablement
Degree of application architecture rationalization directly correlates to business benefits achieved
Large amount of application architecture deployment will increase the time to full benefit realization
Legacy Best-in Class
Technology Enablement
Degree to which the business arrangements become exclusively SLA focused
Degree of service reporting both internally and externally
Degree to which demand in managedExisting SLA World-Class SLA
Service management
Change Management
Degree in which asset such as Facilities, Licenses and People are used. Facility utilization, License Optimization, Span of Control
Optimization requires open thinking regarding schedules and responsibilities
low High
Asset Optimization
Offshore (High)Existing (Low)
Wage Arbitrage Using economically attractive locations can result in significant cost advantages
Low cost on-shore centers can provide benefits as well, particularly decision and interpretative functions.
Savings Range
10% - 20%
10% - 40%
10% - 75%
25% - 70%
5% - 10%
3% - 5%
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Understanding overall benefits on unilateral project initiatives
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Effective Project Management Structure & PMO4
• Project Document• Organisation & Operational Overview• Business Pain Points, Risks & Issues• Time lines & QC• Benefit Realisations• Critical Success Factors• Commercials / Business Case
•Project / Programme Structure• Project Roadmap• Project planning
• Scope• Solution Model
• Work streams• Process• Systems / Technology• Training, KT
• Transition or Implementation Approach• Phases•
• Implementation• Technology development• Process integration...• Pilot run < BAU>• Go-Live
•Training• End User Training• Documentation / SOPs
•Continuous Improvement• SLAs / KPIs
Project Roadmap
8 2 6 2 5
16 14 9 4 9
35 20 14 12 24
97 29 31 24 44
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0 1 2 3 4 5 6
Cri
tica
l lev
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Implementation Effort
450 Staff30-40 Finance15-20 HR (London, Oxford, Manchester)
Total Users ? (System / Portal Users)
Scope?Maconomy – Existing systemFuture scope (EU, Americas, APAC)
Multi-Lingual, Multi CurrencyOptions Incl. Cloud computing Lessons Learned?
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Understanding Project Complexity
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Project Cost & Time frame5
LessFew Modules
MediumCore Modules
ComplexAll Areas
V. Complex+ Global
Up to 6 M 6 – 12 M 1 – 2 Yrs 2 + Yrs
Up
to
50
50
-2
00
20
0 +
Timelines for implementation
# U
sers
Scope & Project complexity
Up to£150K
Up to £250K
Up to £500K
£500K £1M +
Up to£500K
£500K £1M
£1M£2M
£2 M£4 M +
£1M+ £ 2 M + £3 M+ £5 M +
Benchmark: Proprietary system Implementation
CTQ depends;(Cost, Time, Quality)
• Scope• Complexity• Users/Portal Users
• System• Vendor• Proj Drivers• PM
If Cost drives the Project,Alternative / compatible System can be deployed
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Business Case & Benefit Case Management5
Successful Project ImplementationNot only controlling the costs...
RESULTS = Quantified Benefit Realisation
Initiatives / Drivers Outcome
Business Model
Cost Reduction
Revenue uplift
Operational efficiency
Customer Satisfaction
Competition / S&M
Technology
Innovation
Legal / Compliance
M&A / Restructuring
Expansion/Globalisation
>>>>>>
Free up Resources
Process Issues / Reduce Risk
Improved Efficiency
Technology Impltn. (IT)
Shared Services (SSC)
Outsourced Ops (BPO)
Process Mgt (BPM)
>>>>>
Cost Savings
Optimised Processes
Satisfied Customer
Increased Sales
Efficiency / Effectiveness
>>>>>
Stabilised Organisation
World-Class Operations
Business Transformation
>>>>>> >>>>>
Practicality
Change Management
Business Transformation : Change Management6
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Sustainable Continuous Improvement Plan7
Planning & PMOTeam MotivationRisk ManagementTransition & Change
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Project Closure:Professional Handover of the Project
RESULTS = DELIVERED
BENEFITS = ACHIEVED
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Project Roadmap
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IT Governance Framework
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Prince2 Framework
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MSP Framework
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PPM Levels
