2. Leadership – Integral Vision + Systems Thinking
Knowledge + Experience + Expertise
Appropriate Skill Sets
Demonstrated Capability to Deliver
Visionary Change
Management
3. Based on the points discussed
Unstinted loyalty of the wide project team
Based on this dream team
Leader develops a capability to deliver consistently
And Mid – Project course correction
Visionary Change
Management
4. Visionary Change Management would
metamorphose the whole system from
what it is, to what it is intended to be!
Visionary Change
Management
5. Are you fully conversant with :
Detailed Project Report, DPR
Project Implementation and Monitoring Report, PIM
SI, RFP
MSA
SLA
PMU functional details
Visionary Change
Management
6. We live in a knowledge
based world
Either
We align
Or
Perish
Visionary Change
Management
11. 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
• 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
14. Govt ERP! How do we create?
• No history of software
• No history of erp
• Lack of managerial human resource
• Technical manpower
• Humongous effort
• Collaboration
15. Police IT
Comprehensive ERP system providing
seamless integration of the day to day
operations of the Police Department
16. 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
17. Police IT- Features
• Centralized Architecture
• Bilingual
• Workflow design
• Role based access
• 522 screens and 417 reports
• Management Information
System
18. 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
28. Police IT-Modules
• Crime
• Law & Order
• Traffic
• Finance
• Administration
• Stores
• Armed Reserve
• Motor Transport
• Training
• Wireless
• Forensic Science Laboratory
• Executive Information System
32. 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
33. 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
40. Innovate to Win
nodal officers
mpls + vpn network
fixed ip
mcse + ccna maintenance
wipro change management training for leaders
in house trainers
training Infra / mass scale training for Crime
Module
leading by documentation
aggressive decision making
41. The Only Key – Capacity Building
Training is the process of imparting knowledge
as skill to match the skill related gap which the
trainee experiences in performance of his
technical tasks
42. The Only Key – Capacity Building
Training Infrastructure
Mapping of End Users
Deployment of Trainers
Training of 75 System Administrators
Basic training for End Users
43. The Only Key – Capacity Building
Training Curriculum – Basic and Police IT
Training for Nodal Officers of all Units
Training for Technical Teams of all Units
Police IT Training for End Users
Handholding
47. 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.
50. 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’.
51. 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.
52. 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.
53. 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.
54. 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
55. 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
56. 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?
57. 42% Leadership
27%
Organizational &
Cultural Issues
23% People Issues
Why ERP
Implementations fail?
58. 4% Technology Issues
4% Other Organizational issues left unchecked often
lead to project failure
Why ERP
Implementations fail?
59. But the known culprit is always
Technology
Why ERP
Implementations fail?
60. At the base of Visionary Change
Management is
VISIONARY LEADERSHIP
Visionary Change
Management
61. The Core to Success
Addressed Primarily
by Organizational
Change Management
Type
TypeTypeType
Type
Type
People
Process Technology
Addressed Primarily
by Business
Process Redesign
Addressed Primarily
by Package
.
62. The Core to Success
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.
64. Active and visible sponsorship
Use of organizational change management
processes & tools
Effective communications
Employee involvement
Effective project leadership and planning
Great Success Factors
65. Resistance from employees and managers
Inadequate senior management &
sponsorship
Cultural barriers
Lack of change management expertise
Great Obstacles
66. CM as Communication Hub
CM
Team
Sponsors
PM Team
End-Users
MGRs
Business
Owners
Partner
Groups
Supervisors