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Madhya Pradesh Poorv Kshetra Vidyut Vitaran Company Limited
ERP Project for Integration and Coordination (EPIC)
Introduces
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
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 -
EPIC – Need & Motivation
- 4 -
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
- 5 -
What do we plan to achieve
Integration with R-APDRP
Better interfacing between functional areas
Help in better financial planning, budgeting
Strengthen project execution through tracking, reporting etc.
Enhanced Operational Efficiency - right information at the right time
One-time data entry for transactions Computerized record systems for
easy access and transmission
One enterprise -wide platform No working in functional silos
(islands of information) Removal of legacy standalone
systems
Seamless Integration
Less Manual Work; Accurate data
Better Planning and Execution
One Enterprise Platform; Better Linkages
- 6 -
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
- 7 -
ERP Integration Block diagram
ERP Implementation & Integration
ERP
Finance and Accounts
Material Management
Project Management
Maintenance Management
(through RAPDRP)
Asset Management
(through RAPDRP)
Human Resource and
Payroll
Billing (through RAPRDP)
Scope of Work - Overall
- 8 -
Project initiation
Project Definition
Design Build Production
Type Of Training • Overview level • Core Team • End User Change
Management Workshops
Implementation & Rollouts
Training and Change Management
Proposed H/W, Network and Infra. Support
• Deploy Training & Development Servers • Proposed Server, Storage, Backup devices,
Racks and RFP for Network, Data Centre, Data Recovery Consulting
• Implementation of Oracle ERP Apps
– Oracle ERP 12.1.3
•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
Go-Live & Post Implementation Support
Oracle Services
Integration & Data Migration
Quality Review and Audit
• 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 5th to 7th Year will be FOC • Annual Soft Support (ASS) – 3 Years from the Date of rollouts at
all locations after successful stabilization test.
Transition
Scope of Work - Integration
- 9 -
Integration Matrix
GIS
Asset Management
E-Tendering
PMS
E-Recruitment
Material, Billing & Collection System
MS-Projects/Primavera
Purchasing
Projects
Order Management
HR & Payroll
Inventory
F I N A N C I A L S
Oracle ERP
R-APDRP
- 10 -
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
Scope of Work – Data Migration
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
- 11 -
3 years Post-Production Support after completion of rollout at all locations
Service Window 12 X 7 support (8AM to 8 PM)
Scope of Work – Post Implementation
- 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
Month 1 – Month 14
• MPPKVVCL, Jabalpur
• 7 Circles and other locations below this level
Phase II (a) (Rollout)
Training / UAT / Migration
Go-Live
Month 15 – Month 19
• MPPKVVCL, Sagar
• 4 Circles and other locations below this level
Phase II (b) (Rollout)
Training / UAT / Migration
Go-Live
Month 20 – Month 24
• MPPKVVCL, Rewa
• 4 Circles and other locations below this level
3 Years of Post Production Support
M.P. East Discom Representatives from regional, Zonal, divisions and sub-divisions 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
- 14 -
SL No.
Training Type No. of
Participants No. of days per
training program Suggested Batch Size
1 Training & Change Management
Strategy and Plan 1700 1 40
2 ERP Product / Solution Overview
Training 20 5 20
3 Technical Training 10 2 10
4 Functional Training 20 3 20
5 End User Training 1700 2 40
6 Change Management Workshops 200 1 40
Implementation Approach - Training
- 15 -
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
- 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)
- 17 -
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
- 18 -
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
Cost and Schedule
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
Delay in availability of records for Data Collection
As per the approved data
templates
Schedule &
Cost
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
Multiple changes in business requirements during different phases of project
Schedule &
Cost
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
Project Risks – Key Identified Risk
- 19 -
Risk Perceived Impact Mitigation Lack of adequate control of MPPKVCL Project Manager over Key Process Owner
Schedule &
Cost
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.
Delays in providing information/ feedback/ acceptance
Quality & Schedule
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
Empower Core Team
Schedule &
Quality
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
Project Risks – Key Identified Risk
- 20 -
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
Key Success Factors (1)
From Management Top Management Buy-in and involvement
Expectation Management
Proper Constitution & availability of Core Team
Drive & ownership from Departments
Change & Resistance Handling
Encourage product led best practice
Availability in Steering Committee meets
- 21 -
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
From Users
• Pre-RFP Requirement Validation and Sign-off
• 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
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
Contributions from respective business groups
From Management Top Management Buy-in and involvement
Expectation Management
Proper Constitution & availability of Core Team
Drive & ownership from Departments
Change & Resistance Handling
Encourage product led best practice
Availability in Steering Committee meets
Key Success factors (2)
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
- 22 -
Expectations from Business Heads
- 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
Change Related Challenges (1)
- 24 -
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
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
- 25 -
Come. Be a part of Nation Building Process!! ‘EPIC’ – ERP Implementation at MPPKVVCL Jabalpur
Project Kick Off
Design and Development Phase
User Training Phase
User Acceptance Testing Phase
Roll out at Jabalpur
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.
Less Manual
Work
Accurate data
Integrated System
Improved Workflow
Enhanced Reporting
Faster Response
- S.K. Yadav
CE (ADB&RGGVY), MPPKVVCL Jabalpur
ERP Implementation & Integration
ERP
Finance Material Management
Project Management
Maintenance Management (through R-
APDRP)
Asset Management (through R-APDRP)
Human Resource
Billing (through R-APRDP)
मध्य प्रदेश ऩूर्व ऺेत्र वर्|qr वर्तरण कंऩनी लऱ. जबऱऩुर ऩररयोजना – “EPIC” प्रकाशन ततथथ : दस भई २०१२
संस्करण : प्रथभ
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सॊसाधनों के यख-यखाव भें अतनयलमत्ता A
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ववबागों के फीच जानकारी के आदान-प्रदान भें देयी A
वेंडय के बबऱ के भुxतान भें देयी A
कॊ ऩनी के ववत्र्तीम खार्तों को अॊतर्तभ रूऩ देने भें देयीA
कभमचारयमों के भेडडकर बबऱ ऩास और भुगतान कयन ेभें देयीA
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ऩररयोजना की कुछ मुख्य उऩयोथगताएं
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कभमचारयमों की छुट्टी और भत्तो का सभम ऩय अनुभोदनA
आडमय से सम्फॊधधर्त बफरों को ऩास कयन ेएवॊ ऑडडट भें सयरर्ता A
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ऩररयोजना – “एक नज़र” इस ऩरयमोजना का नाभ है “EPIC" त्जसका अभबप्राम है – ERP Project for Integration and Coordination कॊ ऩनी के सबी ऑफपस नवम्फय २०१३ र्तक इस ऩरयमोजना से जुड़ जाएॊगे औय कॊ ऩनी ऩूर्म रूऩ से नमी काममप्रर्ारी के अनुसाय कामम izkjaHk कय देगीA इस ऩरयमोजना के र्तहर्त कॊ ऩनी के lHkh ववबागों को usVodZ ds ek/;e ls जोड़ा जामेगाA त्जससे lHkh ववबागों के फीच भें समय ऩर उथचत एर्ं सटीक जानकारी का आदान-प्रदान हो ldsxkA
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सववमस फुक भें जानकारयमों का vHkkoA
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चर यही/राग ूऩरयमोजनाओ की अऩयावप्त जानकायी A
ऑफपस भें फदराव
महाॉ ..से..महाॉ
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Thank You