Madhya Pradesh Poorv Kshetra Vidyut Vitaran Company … Folders... · Oracle Apps Modules Implementation ... –Oracle Performance Management –Oracle Succession Planning ... - Core

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 -



Scope of Work



Project Risks

Key Success Factors


- 5 -


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 -



Scope of Work



Project Risks

Key Success Factors


- 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 -



Scope of Work



Project Risks

Key Success Factors


- 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


• MPPKVVCL, Sagar


Phase II (b) (Rollout)

Training / UAT / Migration

Go-Live


• MPPKVVCL, Rewa


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 -



Scope of Work



Project Risks

Key Success Factors


- 16 -


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 -



Scope of Work



Project Risks

Key Success Factors


- 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 -



Scope of Work



Project Risks

Key Success Factors


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 -



Scope of Work



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)

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संस्करण : प्रथभ

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ऑफपस भें फदराव

महाॉ ..से..महाॉ

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Thank You

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Madhya Pradesh Poorv Kshetra Vidyut Vitaran Company … Folders... · Oracle Apps Modules Implementation ... –Oracle Performance Management –Oracle Succession Planning ... - Core