presentations

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

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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

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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.