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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
LEVEL COUNTRIES
LEADERS Japan, Korea, & Singapore
POTENTIAL LEADERS
Hong Kong & Malaysia
DYNAMIC ADOPTERS
Thailand, Philippines, China, Iran, Indonesia, Sri Lanka, & India
MARGINALIZED Pakistan and Nepal
LOW Bangladesh, Brunei, Bhutan, Cambodia, Lao, Fiji, Maldives, Mongolia, Myanmar, Democratic Republic of North Korea, Papua New Guinea, Samoa (Western), & Vietnam
TECHNOLOGY ACHIEVEMENT INDEX IN ASIA-PACIFIC REGION
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
RBM 2000 Results
Goals/Sub-Goals/SAS Trends Gaps & Challenges Governance: SG2-SAS1,
SAS2, SAS3
DBMS BI, CRM, Knowledge management systems
Poverty: SG1-SAS2; SG2-SAS3
DBMS, CRM Knowledge management
Environment: SG1-SAS3; G2-SAS1
DBMS, CRM Knowledge management
Gender: SG1-SAS3
DBMS, CRM Knowledge management
SDS: SG1-SAS1, SAS3; SG2-SAS2, SAS5
DBMS BI, CRM, Knowledge management
Support to UN: SG1-SAS2
DBMS, CRM Knowledge management
Vision
Service Priorities
ICT Platform
CoreServices
BDPServices
APDIPServices
Regional Programme Framework
ICT Services FrameworkICT Services Framework
Vision for the Future
Marrying IT with Business Needs– Less “techie” – More Value-Added
Application Support– Business Process Reengineering– Change Management
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.
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
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).
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.
APDIP Signature Services
Policy Development and Dialogue Access Knowledge Creation and Content
Development
An Integrated ICT Platformsupporting the Business Plan
Knowledge Management &
Advocacy
Results Based Management
Integrated Resource Planning & Management
Basic Infrastructure
Integration
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
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 don’t know how much we have”
“We don’t know what we know”
NO INTEGRATION
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.
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
Integrated ICT Platform4 Main Pillars
Connectivity – essential to facilitate effective knowledge and data sharing across the UNDP network.
E-document Handling – essential to convert UNDP’s 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 UNDP’s operational areas.
Local working hours(New York Time)
AFGHANISTAN 10pm to 10am 78.67
BANGLADESH 9pm to 9am 55.30 54.09 66.15 71.37
BHUTAN 9pm to 9am 16.51
CAMBODIA 8pm to 8am 45.21 43.39 54.62 58.70
CHINA 7pm to 7am 75.30 58.80 87.97 101.37
EAST TIMOR 6pm to 6am 55.12 54.45 74.05 75.28
FIJI 3pm to 3am
INDIA 9pm to 9am 50.27 69.77 99.56
INDONESIA 8pm to 8am 153.38
IRAN 11pm to 11am 71.76
LAOS 8pm to 8am 51.62
MALAYSIA 7pm to 7am 150.68 135.41
MALDIVES 8am to 8pm 35.14 34.25 35.91 46.86
MONGOLIA 8pm to 8am 47.18 41.24 54.42 53.61
MYANMAR 8pm to 8am 51.89 49.93 55.99 55.73
NEPAL 9pm to 9am 56.60 51.47 37.41
NORTH KOREA 8am to 8pm
PAKISTAN 10pm to 10am 119.19 152.84 180.57 183.66
PAPUA NEW GUINEA 5pm to 5am 49.77
PHILIPPINES 7pm to 7am 41.50 41.65 54.29 55.24
SAMOA 2pm to 2am 52.99 52.71 58.50 59.02
SOUTH KOREA 8am to 8pm 137.25 145.23 146.14 132.10
SRI LANKA 9pm to 9am 50.56
THAILAND 8pm to 8am 66.58 68.97 99.12 113.00
VIETNAM 8pm to 8am 41.84 36.88 75.30 84.84
Average for Region 67.63 63.71 80.23 79.80
Average for UNDP 89.06 89.88 103.40 93.83
Last ValueCountryLast Month Average
Last Week Average
Last Day Average
Asi
a-P
acif
ic C
onn
ecti
vity
Sta
tus
PeopleSoft ERP PeopleSoft Enterprise Resource Planning (ERP) is an
organisation-wide system that supports most of UNDP’s 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.
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
1
Top benefits of an ERP system
• Better collaboration across our global development network• Getting ahead of the technology curve gives reasons for donors and other
external partners to work with us, thus expanding our network• More timely and higher quality information for managerial decision-making• Duplication of tasks is reduced with integrated systems• The growth in number of IT systems is reversed• Interagency cost recovery improved through improved costing
• Simplifies processes, reduces the need for reconciliation, and improves efficiency
• Enhanced functionality allows focus on higher value-added tasks• Online nature of the system presents new ways of working with
governments, agencies, donors and other partners
• Work becomes more satisfying as higher value-added tasks take up a larger part of the workload
• Experience working with leading technology solution strengthens CVs and creates more attractive career options
UNDP-wideUNDP-wide
Country officesCountry offices
StaffStaff
Examples of ERP benefits
• Empowers HQ units, especially regional bureaux, to manage and provide better services to country offices
• Strengthens donor reporting and resource mobilizationHeadquartersHeadquarters
3
ERP implementation enables next generation business process re-engineering
• ERP introduces new, powerful functionality
• Limitations of legacy systems will no longer dictate how core processes are carried out
• Business process requirements can be re-defined and documented for ERP implementation
• A number of efforts have produced improvement over the past few years: work improvement tools, re-profiling, simplification initiatives
• Legacy systems often limit process options and effectiveness as much as they support it
Seizing the ERP opportunity
Pushing the limits of existing systems
• Building on strong framework of business processes to further develop the UNDP business model
Creating an ever more networked UNDP...
4
1990 1994 2002
Query & reporting
Commercial
1
ERP will reverse a costly trend of IT systems proliferationNumber of IT systems accumulated since 1990
Source: OIST; team analysis
It will take an ERP to reverse the trend
• Growth in IT systems has accelerated over the period as need for automation grows
• The high number of separate systems drives costs and threatens user-friendliness
• ERP will replace many of the existing systems and reverse the trend of proliferation
It will take an ERP to reverse the trend
• Growth in IT systems has accelerated over the period as need for automation grows
• The high number of separate systems drives costs and threatens user-friendliness
• ERP will replace many of the existing systems and reverse the trend of proliferation
Operational
ESTIMATE
1998
Tre
nd
rev
ers
ed
with
ER
PT
ren
d re
ve
rse
d w
ith E
RP
11
12
55
1317
3243
5870
Total
5
Overall, there is a strong business case for ERP
Source: Team analysis
Short- to medium-term benefits• Time freed up for other tasks• IT savings with phase-out of
legacy systems• Increased competitiveness
Costs• Software license• Implementation• Infrastructure
The business case should be
evalutated over a 5 to 10 year period
The business case should be
evalutated over a 5 to 10 year period
Cost-benefit analysis
6
Mitigation of project risks requires careful project management and involvement of the whole organization
Your contribution counts! See how you can get involved at intra.undp.org/bom
Your contribution counts! See how you can get involved at intra.undp.org/bom
The organization is not ready for roll-outThe organization is not ready for roll-out
Key project risks
Implementation is delayedImplementation is delayed
ERP does not meet UNDP requirementsERP does not meet UNDP requirements
How risk arises
• Implementation partners are not on board
• Business process requirements are not well documented
• Technical requirements are not in place
How to mitigate
• Sign contracts with the right partners
• Build strong project team• Involve all key participants early• Learn from the experience of
other organizations with ERP
• Country offices are not aware of and prepared for the challenge
• Training is insufficient
• Ensure open communications throughout the project
• Provide plenty of guidance and training
• Configuration does not allow UNDP to perform core processes effectively
• Re-engineering is not sufficient to capture potential of ERP
• Put high effort into preparation• Consult end-users extensively
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
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.
UNDP’s 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:
1.General Ledger2.Accounts Receivables3.Accounts Payables4.Expense - outside prototype scope5.Billing6.Projects7.Contracts 8.Grants 9.Resource Management 10.Purchasing11.Service Procurement – outside prototype scope12.Human Resources (core)13.Global Payroll (core)14.Time and labour15.Benefits Administration – outside prototype scope16.Cash Management - outside prototype scope17.Benefits Administration18.Travel - outside prototype scope19.Enterprise Warehouse - outside prototype scope
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)
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
04/10/23
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.
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
04/10/23
Examples of Portals in Everyday Use
AOL.com (Home & Small Business) Excite@home (Home) Yahoo (General Directories) CNN.com (News & Wire Services) Typical Corporate Portal
Components
Corporate Portal Components
UNDP Portal “Virtual desktop” through which all UNDP information, applications
and tools are accessed.
Underlying platform for UNDP’s 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.
Taxonomy - Subject Categories Level 1
1.1 PRACTICES, PRIORITIES, PROGRAMMES UNDP areas of expertise by theme– poverty reduction, governance etc;
1.2 REGIONS, COUNTRIES concerning a specific country or region including UNDP activities there
1.3 PARTNERSHIPS, RM, OUTREACH, COMMUNICATION Governing bodies; UN system; donors; private sector; CSOs; NGOs
1.4 UN SYSTEM COORDINATION & COOPERATION
1.5 MANAGEMENT, OPERATIONS, OVERSIGHT
Taxonomy - Format Categories Level 1
2.1 Decisions; Directives; Rules GA Resolutions; Ex. Board Decisions; Mgmt directives; manuals; handbooks
2.2 Guiding Frameworks; Progress Policy notes; position papers; plan & strategy documents; progress/status rpts
2.3 Forms prescribed formats for official submissions
2.4 Templates Sample formats for documents, web pages, TORs...
2.5 Profiles & Briefs Descriptions & information on donors, countries, organizations, practices, projects
2.6 Signed Agreements CCFs; UNDAFs; Programme & project documents; Trust Funds; MOUs; contracts
2.7 Surveys; feedback Client feedback; Survey of HQ products and services; other staff surveys
2.8 News, Announcements & Public Info newsletters, messages from management,
2.9 Publications HDRs; books; journals, articles, brochures & other published material
2.10 Correspondence Letters, memos, faxes and e-mails requiring action; replies
2.11 Meeting & Event Material Documentation for meetings; retreats; workshops, confs, seminars
2.12 E-Discussion Fora ; Q&A Knowledge Networks; discussion forums; queries & responses
2.13 Learning material
2.14 Multimedia resources Raw material to be re-used, e.g. audio, video, graphic images
2.15 Websites Websites, workspaces and other sites produced by UNDP and others
2.16 Contact Lists & Directories Telephone directories; Staff & Office info; emergency tel nos., focal points
2.17 Job Postings; Rosters; CVs Job opportunities; Terms of Reference; Rostered experts
2.18 Calendars & Schedules calendars; schedules, travel plans
2.19 Software Applications Software applications
Demonstration of UNDP Portal
and
Sample Workspaces
04/10/23
Quick Demo
Login Default Main Screen &
Components Working with the Taxonomy RBAP Workspace Publishing documents, files, links
and workspaces
Enter your username (full name separated by dot without .org)
Enter your email password
Use at minimum Internet Explorer 5.5
as your browser
Portal Address:http://portal.undp.org
Content Manager(Navigate through the Taxonomy,
visit corporate, unit and personal workspaces)
Menu Bar(Manage workspace, change personal settings,
review directory, publish content, and logout)
Content Pane(Review content)
Search Engine(Find content)
You can determine your own default setting and set your own workspace
upon entering the portal
You can change your profile
colour and display style settings
You can review and edit links, files, workspaces
and portlets that youhave subscribed to
Here you can publish files, links, workspaces and portlets for the entire
organization, your unit or your individual needs
Navigate the Taxonomy by subject matter,
What is it About?
Navigate the Taxonomy by its format,
What is It?
Navigate the Taxonomy by who posted the content,
Where Did It Come From?
Find content in the entire Portal or the Web by using
simple and
advanced Search.
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.
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.
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.
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
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
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
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
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.