Smart Information Management Practices for Successful ICT Strategy Implementation at the CO level

1
Smart Information Management Practices for
Successful ICT Strategy Implementation at the CO
level

• ICT for Development Programme Officers Workshop
• 9-12 December 2002
• Kuala Lumpur, Malaysia

2
TECHNOLOGY ACHIEVEMENT INDEX IN ASIA-PACIFIC
REGION
3
Challenge Facing Programme Countries

• Information and communication technologies
  (ICTs) can play a critical role in helping
  countries to better confront development
  challenges and to compete more effectively in the
  global economy
• Enhance social inclusion and gender equity
• Expand economic opportunities for the poor
• Lower the cost of public and private goods and
  services
• Improve democratic governance

4
RBM 2000 Results
5
ICT Services Framework
Vision
Regional Programme Framework
Service Priorities
Core Services
BDP Services
APDIP Services
ICT Platform
6
Vision for the Future

• Marrying IT with Business Needs
• Less techie More Value-Added Application
  Support
• Business Process Reengineering
• Change Management

7
Regional Programme Strategy Framework

• Democratic Governance for Human development,
  aimed at enhancing political, economic, and
  social frameworks for poverty alleviation
• Sustainable development, to address the poverty
  environment nexus and effective governance of
  trans-boundary natural resources
• Globalisation and economic governance, intended
  to promote a more equitable era of globalisation
  through the prioritising of pro-poor policies and
  sustainable human development
• Gender development, ICTs, and crisis prevention
  as cross-cutting themes
• Policy Development and Dialogue on issues such as
  e-strategies, e-policies and support to an
  enabling environment for ICT development.

8
Priorities in Regional IT Services

• Matrix management between RIM, BDP/SURF, APDIP,
  CO-Malaysia
• Implementation of IT Business Strategy
• Knowledge Management and Networking
• ERP Implementation
• Corporate Portal implementation
• Connectivity and IT infrastructure enhancement
• Supporting COs selected to lead McKinsey UNDP
  Pilot Practice Project
• Supporting CO Reprofiling and Business
  Re-engineering

9
Core Services

• National ICT strategies based on a
  comprehensive 'e-readiness' assessment
• Policy and regulatory frameworks to promote ICT
  diffusion, access and use
• Technical and end-user capacity to use and
  apply ICTs, including women's access to ICTs,
  financial services, e-commerce and knowledge
  networks
• E-competitiveness through small and medium-size
  enterprises and development ofICT-based products
  and services
• E-government and e-governance (e-democracy).

10
Support Services through BDP

• Development of integrated policy frameworks for
  ICTs.
• Support for public-private ICT partnerships.
• Design and implementation of regional and
  country-level ICT pilot programmes.
• Good practices in supporting ICT access and use.
• Strengthen UNDP/UN knowledge management
  competencies.

11
APDIP Signature Services

• Policy Development and Dialogue
• Access
• Knowledge Creation and Content Development

12
An Integrated ICT Platformsupporting the
Business Plan

• The UNDP network should be supported by more
  reliable and efficient tools for communication
  and sharing of data, experiences and knowledge.
• Mark Malloch Brown2000-2003 Business Plans

13
Why the need for a new approach?

• Inefficient business processes leading to high
  overhead costs.
• Late and low-quality reporting internal and to
  donors.
• Proliferation of redundant, non-integrated
  home-grown systems.
• Systems mainly geared to core funds management
• We dont know how much we have
• We dont know what we know
• NO INTEGRATION

14
Principles Driving ICT Strategy

• Global business needs drive ICT solutions no
  more ad-hoc.
• CO and HQ needs addressed in an integrated
  fashion focus on CO functional needs.
• The Strategy is about integration and web-based
  applications.
• Business decision authority should be
  decentralised but software and data storage be
  centralised.
• Software applications should be commercial off
  the shelf packages.
• UN consultations promoting the harmonisation
  agenda.
• UNDP will be a medium fast follower in terms of
  new technology investments.

15
ICT Strategy Timeline (Fast-track)

• 7 January SMT approves ICT Strategy - 56
  million over biennium
• Feb-May ERP software selection process ?
  PeopleSoft
• 25 June Initial rollout of UNDP Portal
• July-August ERP Implementation Team assembled
  (comprised of business-side personnel, led by 6
  Team Leaders)
• 22-25 July ERP Implementation Planning and
  Strategy Workshop
• Late September end November ERP prototyping
  and fit-gap analysis
• Late November 2nd Quarter 2003 ERP systems
  integration for Phase 1 scope (external
  integrators to work with several units as
  representative of organisation)
• 1st 2nd Quarter 2003 PeopleSoft Portal and
  intelligent search and indexing technology
• 3rd Quarter 2003 ERP initial pilot testing
  starts
• 1 January 2004 ERP go-live of initial scope
  (Phase 1)
• Go-live 6 months ERP Phase 2a scope rollout
• Go-live 12 months ERP Phase 2b scope rollout

16
Integrated ICT Platform4 Main Pillars

• Connectivity essential to facilitate effective
  knowledge and data sharing across the UNDP
  network.
• E-document Handling essential to convert UNDPs
  knowledge and information into electronic format,
  enabling more efficient, paperless workflows.
• Portal provides common entry-point to
  knowledge, systems and tools for collaborative
  working across UNDP
• Enterprise Resource Planning (ERP)
  fully-integrated organisation-wide system
  supporting most of UNDPs operational areas.

17
Asia-Pacific Connectivity Status
18
ERP
19
PeopleSoft ERP

• PeopleSoft Enterprise Resource Planning (ERP) is
  an organisation-wide system that supports most of
  UNDPs operational management needs.
• Will replace most current I.T. systems, including
  FIM, WinFOAS, CO Suite and HQ systems.
• Provides a high degree of cross-functional
  integration among different operational areas,
  i.e. budgeting, procurement, accounting, finance,
  human resources, etc.
• Central data repository eliminates duplicated
  data entry and ensures access to timely and
  accurate information for managerial
  decision-making.

20
Why PeopleSoft was Selected

• Best suited for CO functionalities
• Good RBM (Results Based Management) template
• Best payroll and HR functionality
• Most user-friendly and intuitive in use
• Ease of configuration
• Best multi-currency support
• Fully web-based design reduces local maintenance
  and computer hardware requirements.
• Best license structure price

21
(No Transcript)
22
(No Transcript)
23
(No Transcript)
24
(No Transcript)
25
(No Transcript)
26
PeopleSoft Implementation

• UNDP will partner with UNFPA, UNOPS, UNIFEM and
  UNCDF on implementation. UNV and IAPSO also
  likely.
• Undertaken in conjunction with business process
  simplification.
• UNDP project implementation team led by Work
  Improvement Tools (WITs) Project on business side
  and OIST on technical side.
• Business-side functional teams each led by Team
  Leader
• Funds Management
• Finance Management
• Human Resource Management
• Project Cycle Management
• Supply Chain Management (Asset Management and
  Procurement)
• Business Simplification
• Rollout

27
Current Status

• Currently undertaking Business Process Prototype
  exercise proof of concept based on small
  sub-set of business processes.
• Working with PeopleSoft Consulting to be
  completed by end-November.
• Will form basis of fit-gap analysis identify
  gaps between PeopleSoft functionality and UNDP
  business processes.
• System integration firm currently being
  identified (RFI process) will work on
  completing the business processes in the initial
  rollout scope.
• Pilot COs identified and invitations to pilot
  issued.

28
UNDPs ERP implementation program consists of
three (3) consecutive waves implementing all the
modules within the current PeopleSoft license
The expected deliverables in Wave One are

• General Ledger
• Accounts Receivables
• Accounts Payables
• Expense - outside prototype scope
• Billing
• Projects
• Contracts
• Grants
• Resource Management
• Purchasing
• Service Procurement outside prototype scope
• Human Resources (core)
• Global Payroll (core)
• Time and labour
• Benefits Administration outside prototype scope
• Cash Management - outside prototype scope
• Benefits Administration
• Travel - outside prototype scope
• Enterprise Warehouse - outside prototype scope

29
PeopleSoft Piloting

• The successful rollout of the ERP requires a
  preparedness stage where the product is tested
  before release to the end users.
• Pilot offices will host and conduct activities
  that would allow the Implementation Team to
  determine problem areas and take corrective
  measures before a full rollout.
• Responsibilities include
• Testing modules and functionalities
• Advise Implementation Team on Business Process
  Reengineering
• Be prepared to serve as regional or sub-regional
  support/hub (if required)

30
CO Preparedness for PeopleSoft

• Sound ICT planning, governance and support
  processes within CO
• Invest in connectivity
• Training ICDL, Microsoft Project and Excel
• Infrastructure readiness hardware and software
• Data-preparedness and cleanup HR, financial
• E-document handling

31
Portal
32
Portal Definition

• An intranet or Internet Web site that serves as
  an entry point to other information, often
  because it includes a search engine or provides
  access to one.
• Portals consolidate, manage, analyze and
  distribute information across and outside of an
  enterprise.

33
Corporate Portal Benefits

• Corporate portals integrate information from
  multiple sources and gives users
• Single Point of Access
• Single Sign-on
• Personalized Interface
• Remote Access to Corporate resources

34
Examples of Portals in Everyday Use

• AOL.com (Home Small Business)
• Excite_at_home (Home)
• Yahoo (General Directories)
• CNN.com (News Wire Services)
• Typical Corporate Portal Components

35
(No Transcript)
36
(No Transcript)
37
(No Transcript)
38
(No Transcript)
39
Corporate Portal Components
40
UNDP Portal

• Virtual desktop through which all UNDP
  information, applications and tools are accessed.
• Underlying platform for UNDPs knowledge base.
• Access to complete and updated UNDP prescriptive
  content.
• Provides collaborative environment for working
  together across organisation basis for Practice
  and knowledge networks.
• Taxonomy and intelligent indexing and search
  system will pull together knowledge and
  information from across organisation.
• Personalisation will allow users to customise
  content and Portal environment around their
  requirements.
• Initial rollout focused on taxonomy and content.

41
Taxonomy - Subject Categories Level 1
42
Taxonomy - Format Categories Level 1
43
Demonstration of UNDP PortalandSample
Workspaces
44
Quick Demo

• Login
• Default Main Screen Components
• Working with the Taxonomy
• RBAP Workspace
• Publishing documents, files, links and workspaces

45
Use at minimum Internet Explorer 5.5 as your
browser
Enter your email password
Enter your username (full name separated by dot
without .org)
Portal Address http//portal.undp.org
46
Menu Bar (Manage workspace, change personal
settings, review directory, publish content,
and logout)
Search Engine (Find content)
Content Manager (Navigate through the Taxonomy,
visit corporate, unit and personal workspaces)
Content Pane (Review content)
47
You can determine your own default setting and
set your own workspace upon entering the portal
48
You can change your profile colour and display
style settings
49
You can review and edit links, files,
workspaces and portlets that you have subscribed
to
50
Here you can publish files, links, workspaces
and portlets for the entire organization, your
unit or your individual needs
51
Navigate the Taxonomy by subject matter, What is
it About?
52
Navigate the Taxonomy by its format, What is It?
53
Navigate the Taxonomy by who posted the
content, Where Did It Come From?
54
Find content in the entire Portal or the Web by
using simple and advanced Search.
55
Content is Key to the Portal

• UNDP produces or acquires three main categories
  of content for its use
• Prescriptive provides frameworks and
  instructions for the implementation of UNDP
  programme and operations functions.e.g. rules,
  regulations, procedures and guidelines.
• Descriptive informative content related to UNDP
  and its activities. e.g. corporate plans,
  branding, news, statements and directory
  listings.
• Substantive knowledge generated by the
  organisation.e.g. reports, evaluations,
  experiences and knowledge network discussions.

56
What is Content Management

• Content management pertains to the processes, as
  well as roles and responsibilities that support
  the content lifecycle
• Identification or authoring
• Formatting (presentation)
• Approval (governance)
• Dissemination
• Updating
• Expiration
• Every item of content produced needs to have a
  process and responsibility for its ongoing
  management associated with it.
• Not an I.T. function, although I.T. systems can
  facilitate the process.

57
The Need for Content Management

• In order for content to be of value, it must be
  timely, accurate, up-to-date and easily
  accessible.
• Content can be created easily, but its
  inconsistent management has resulted in content
  that is often hard to find, poorly and
  inconsistently structured, outdated and
  conflicting.e.g. UNDP Intranet and prescriptive
  content (manuals, etc.)
• Content management provides transparency,
  reusability and standardisation of content. This
  enables a quality control function as well as
  ensuring that content is available when and where
  needed.

58
RBAP Portal Implementation Strategy Principles

• Portal covers internet and intranet sites
• Portal is desktop replacement
• RBAP, SURFs and RIMs share common intranet
• Coordinated regional deployment
• RIM to lead coordination effort
• SURF to be extensively involved
• Encourage inter-Bureau cooperation

59
RBAP Portal Implementation Strategy Outcomes
Criteria

• Technical robustness
• Set the right expectations
• COs should be guided on agreed way to populate
  the Portal
• Commitment from the top

60
RBAP Portal Implementation Strategy Key Elements

• Multi-track roll-out
• RBAP RIM considered single unit
• COs divided into 3 Categories
• Reporting and communications with COs
• Business analysis to enhance integration
• Target RBAP/RIM and the Governance Thematic Area
  with a cluster of COs as the initial pilot
• Virtual training workshop
• Inter-Bureau portal deployment workshop
• Portal models based on CO categories
• Management, Implementation Post-Implementation

61
RBAP Portal Implementation Strategy Next Steps

• Designation of Division Focal Points
• Upgrading of PC Infrastructure Environment
• Development Workstation
• Focal Point Workstations
• Assignment of RIMs
• Coordination with SURFs
• Designation of COs
• Learning Environment Training Plan
• Data Population Schedule

62
Getting Started with the Portal in COs

• What is published to the Portal
• Only content produced and maintained by the CO.
• Only current content that has a business value to
  two or more people.
• Form Portal implementation team to determine CO
  business and functional requirements of Portal,
  and coordinate with overall Portal Implementation
  Group.
• Appoint Content Manager or Content Management
  Team.
• Identify key content produced and maintained by
  the CO.
• Categorise content using taxonomy and publish to
  Portal with appropriate expirations.