Presentation to Megalaya Crime Servents on ERP - Rollout & Implementation in Government IIAM, Bangalore May 2012

1. ONE ERP ONE INDIAONE ERP ONE INDIA
ERP: enterprise resource planning creation, rolloutERP: enterprise resource planning creation, rollout
and implementation in Government
Sanjay Sahay

2. Would the world have been different if there was noWould the world have been different if there was no
MS Office?
What do you understand by pervasiveness of
software

3. Software
historyhistory
what is an erp
why required
characteristics
creation/development
roll out
implementation

4. Have you heard of an ERP?Have you heard of an ERP?
Name a few?

5. InIn thethe yearyear 19001900 thethe GartnerGartner GroupGroup
firstfirst employedemployed thethe acronymacronym ERPERPfirstfirst employedemployed thethe acronymacronym ERPERP
YY22KK problemproblem
ERPERP IIII inin earlyearly 20002000

6. ERPERP IIII inin earlyearly 20002000
WebWeb basedbased
RealReal timetime
CollaborativeCollaborative

7. Why an ERP?
Why this metamorphosis?

8. WhatWhat isis anan ERP?ERP?

9. The ERP

10. Typical architectural components
Web
Internet
Mobile
Wireless
e-Mail
Call Center
ICM/Telephony
Interaction
Channels
Marketing
Intelligence
Sales
Intelligence
Customer
Intelligence
Call Center
Intelligence
Analytical
Applications
E-business PlatformTech Stack
CRM
Foundation
Common Data and Object Models, Security, Interfaces,Common Data and Object Models, Security, Interfaces, GlobalisationGlobalisation
E-Business
Foundation
MarketingMarketing SalesSales eCommerceBusiness
Applications
Interaction History Universal Work Q
1-to-1 Fulfillment
Assignment Engine
EscalationsTCA
Installed Base
Tasks Notes
Resources
Calendar
Territories
Finance HR

11. ERP Characteristics
An integrated system that operates in real
time (or next to real time), without relying ontime (or next to real time), without relying on
periodic updates.

12. 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

13. Govt ERP! How do we create?
• No history of software
• No history of erp
• Lack of managerial human resource• Lack of managerial human resource
• Technical manpower
• Humongous effort
• Collaboration

14. Police IT
Comprehensive ERP system providing
seamless integration of the day to day
operations of the Police Department

15. Police IT
In its conceptualization, creation and
roll out, it would have a pioneeringroll out, it would have a pioneering
impact in the way Police in India would
go digital in the days to come

16. Police IT- Features
• Centralized Architecture
• Bilingual• Bilingual
• Workflow design
• Role based access
• 522 screens and 417 reports

17. FIR
GCR (CO)
FIR AssignmentFIR Assignment
Crime ClassificationCrime Classification
If Heinous CaseIF Case Transferred
Property Seizure
Property Movement
Crime Details
Arrest/Surrender
Witness Details
Proceedings-174/176 CRPC
Exhumation Details
If Victim=Dead
If Dead body “Buried”
I.M (CO)
I.M(SDPO)
I.M (DPO)
Property Seizure
Property Movement
Crime Details
Arrest/Surrender
Witness Details
Case Transfer GCR (SDPO)
GCR (DPO)COD, DCRE,..
External
Transfer
Crime- Investigation Workflow
Final Report/Charge Sheet
Final Report/Charge Sheet
Court Progress Diary
Court Disposal
Case Diary
Final Report B,C and UDR
Exhumation Details
Post Mortem Request
If Final Report B,C or UDR
Rejected
Forward
Forward
Accepted
CPR (DPO)
CPR (SDPO)
CPR (CO)
FR B,C & U (CO)
FR B,C & U (SDPO)
FR B,C & U (DPO)
Witness Details
Case Diary
Bail Bond
Result of Appeal
If Final Report A
UDR Disposal
If UDR case
If B or C case

18. KSP Wide Area Network
39 locations 2 Mbps
leased line
10 Mbps aggregation
bandwidth
1400 remote
locations, 512 Kbps,
VPNoBB
4 Mbps internet
leased line
SPDC

20. PolicePolice ITIT SoftwareSoftware DevelopmentDevelopment
FRS/SRS/HRSFRS/SRS/HRS
DevelopmentDevelopment
ChangeChange RequestRequest
Testing/UAT/Testing/UAT/ Feedback/RollFeedback/Roll Out/Bugs/Corrections/HHOut/Bugs/Corrections/HH

21. Police IT-Modules
• Crime
• Law & Order
• Traffic
• Finance
• Administration
• Stores
• Armed Reserve
• Motor Transport
• Training
• Wireless
• Forensic Science Laboratory
• Executive Information System

22. WhatWhat isis ERPERP RollRoll Out?Out?
thethe complexity!!!!!complexity!!!!!

23. WhatWhat areare thethe challenges?challenges?

24. InsurmountableInsurmountable

25. Police IT Roll Out
• User Acceptance Test
• Mandatory Change Requests over 400
• Last phase of development• Last phase of development
• Pilots for different modules
• Capacity Building is most critical
• 11 Training Centers established

26. 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 outensure a smooth roll out
• 12 modules in 1439 locations
• Wipro would do the handholding in 50 locations
for 48 months

27. Implementation
a long drawn out process

28. Complimentary to the Roll Out Process

29. Implementation based on
Best Practices
Case Studies

30. Test Bed to ProductionTest Bed to Production
Help Desk to Warranty Support

31. HandholdingHandholding
Functionalities

32. Conclusion- One ERP One India
The successful completion of this project would take the
police to much higher level of efficiency, near total
transparency, all mechanical work would become
redundant, more human resources would be available
for core tasks, better investigation, qualitative change infor core tasks, better investigation, qualitative change in
planning, split second communication, perfect
documentation/ retrieval, no alibi as the application is
role based, need based passage of information on the
website/ press/individuals, tracking of incidents/facts
/details would be flawless etc.

33. Presentation Structure
•What is a Best practice?
•What is an ERP
•ERP in Govt. Depts
•Organisational Culture of ERP Org
•ERPs- are they home grown
•Do we have Best Practices?

34. •What the IT industry has to offer
• Best Practices for Creation, Deployment,
Consolidation and Maintenance
Presentation Structure
Consolidation and Maintenance
•We are in the beginning of the journey, the seeds
which sow today, hopefully would deliver one day
•AVLS
•Conclusion

35. Personal Reflection
• Is your organization using best practice method?
• Are you using a variety of methods to improve
your systems?your systems?
• Are you innovative?

36. ERP Implementation
Fundamentals

37. Agenda
• What is an ERP System?
• Why implement an ERP system?
• How should ERP systems be implemented?• How should ERP systems be implemented?

38. What is an ERP System – definition
ERP - Enterprise Resource Planning
“ERP software is a multi-module application software
that integrates activities across functionalthat integrates activities across functional
departments, from product planning, parts
purchasing, inventory control, product distribution, to
order tracking. ERP software may include application
modules for the finance, accounting and human
resources aspects of a business. ”

39. Historical system architectures
Historically, companies created “islands of
automation”. A hodge-podge of various systems
that operated or managed various divergentthat operated or managed various divergent
business processes. Sometimes these systems
were integrated with each other and sometimes
they weren’t. Sometimes they were loosely
interfaced and sometimes they were more tightly
interfaced.

40. What is an ERP – Key Characteristics
Integration
Seamless integration of all the information flowing
through a company – financial and accounting,
human resource information, supply chain
information, and customer information.

41. Packages
Enterprise systems are not developed in-house
• Information System life cycle is different
What is an ERP – Key Characteristics
• Information System life cycle is different
1. Mapping organizational requirements to the processes and
terminology employed by the vendor and
2. Making informed choices about the parameter setting
• Organizations that purchase enterprise systems enter
into long-term relationships with vendors.
• Organizations no longer control their own destiny.

42. Best Practices
ERP vendors talk to many different businesses within a
given industry as well as academics to determine the
What is an ERP – Key Characteristics
given industry as well as academics to determine the
best and most efficient way of accounting for various
transactions and managing different processes. The
result is claimed to be “industry best practices”.

43. Some Assembly Required
Only the software is integrated, not the computing
platform on which it runs. Most companies have great
difficulty integrating their enterprise software with a
What is an ERP – Key Characteristics
difficulty integrating their enterprise software with a
package of hardware, operating systems, database
management systems software, and telecommunications
suited to their specific needs.

44. Evolving
Enterprise Systems are changing rapidly
Architecturally: Mainframe, Client/Server, Web-
What is an ERP – Key Characteristics
Architecturally: Mainframe, Client/Server, Web-
enabled, Object-oriented, Componentization
Functionally: front-office (i.e. sales management),
supply chain (advanced planning and
scheduling), data warehousing, specialized
vertical industry solutions, etc.

45. Why implement an ERP System?
To support business goals
Integrated, on-line, secure, self-service
processes for business
Eliminate costly mainframe/fragmentedEliminate costly mainframe/fragmented
technologies
Improved Integration of Systems and Processes
Lower Costs
Empower Employees
Enable Partners, Customers and Suppliers

46. How should we implement ERP
systems
Obtain the right mix of people, processes and
technology!!

47. How should we implement ERP Systems?
People
Project Structure
Should be aligned to processes
Process
Implementation Process (outlined in detail)Implementation Process (outlined in detail)
Adapt your processes to those of the ERP.
Technology
Hardware
Software
Integrated Systems

48. Process
Definition and Analysis
Hold discussions with various functional personnel
to establish the actual number of systems
operating at client site, what they are used for, whyoperating at client site, what they are used for, why
and how often
Produce the Project Scoping Document outlining
current situation, proposed solution and budgeted
time
Challenge : REQUISITE EXPERTISE - No two
clients are the same

49. Process
2. Design
• Prepare various functional reports - specifies
current scenario and wish list
• Prepare Design document which specifies how
the system is going to workthe system is going to work
• Prepare test scripts to be followed on system
testing
• Map out the interface paths to various modules
Challenge : INFORMATION SHARING -
Availability of staff

50. Process
3. Build
• Configure system as per set up document
specifications i.e. transfer conceptual model into
reality
• Test system to verify accuracy (preliminary tests)• Test system to verify accuracy (preliminary tests)
Challenge : TECHNICAL ENVIRONMENT -
System functionality

51. Process
4. Transition
• Train users on their specific areas
• Assist in test data compilation and system testing
by users
• Finalise the Live system and capture opening• Finalise the Live system and capture opening
balances
Challenge : USER RESISTANCE -
Understanding and acceptance
Data preparation

52. Process
5. Production
• Official hand holding
• Effectiveness assessment
• Business and Technical Direction recommendations

53. Best Practices

54. 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 resultproven 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.

55. Role of Best Practices

57. 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 ofindicators 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’.

58. 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,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.

59. Benchmarking
Benchmarking is the process of comparing one's
business processes and performance metrics to
industry bests and/or best practices from otherindustry 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.

60. Benchmarking
Benchmarking involves management identifying
the best firms in their industry, or any other industry
where similar processes exist, and comparing thewhere 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.

61. Best Practice Requires
Communication: Frequent and detailed exchange
enhanced by communication
Continuous improvement: Ongoing goal formation,
preparation of action plans and evaluationpreparation 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

62. Why Adopt Best Practice?
Proven quality approach to service delivery
Increased productivity
Increased customer satisfaction
Minimised riskMinimised risk
Reduced costs
Improved communication between IT and the
business and your organisation

63. Choosing Best Practice
How many of us can decide on the Best
Practices for the organisation? And that to ERP
Some ParametersSome 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?

64. Technology
• Technology is an enabler, not the driver (it is there
to assist the organisation to achieve business
goals)
• It is a means to an end, not the end• It is a means to an end, not the end

65. Conclusion
• ERP systems provide a mechanism for
implementing systems where a high degree of
integration between applications is required
• The Business Case or Value Proposition for• The Business Case or Value Proposition for
implementation must be outlined
• To successfully implement - a proper mix of
people, processes and technology should be
maintained

66. Automatic Vehicle
Location System

67. Vehicle Location System
• What is AVLS / APRS?
- Automatic Vehicle Location System
- Automatic Position Reporting System- Automatic Position Reporting System

68. Vehicle Location System
• Vehicles Equipped with GPS Receiver
• Mobile Sends GPS Location Data over RF Path• Mobile Sends GPS Location Data over RF Path
• Fixed End Receives Location Data and Displays
on Computer

69. How does GPS work?
Satellite Satellite
Satellite
Satellite
Satellite
Satellite
Satellite

70. GPS Receivers
• Handheld
– Garmin
– Magellan
• Dedicated• Dedicated
– Oncore
• Receiver / Antenna Combos
– Tripmate (Delorme)
– Pharos
– Tripnav

72. Goals and Objectives
• Evaluate the effectiveness of the AVLS system
• Demonstrate capability of AVLS technology to:
- Improve dispatch process
- Optimize Police Patrol timing
- Collect engineering data- Collect engineering data

73. Quantity Over Quality
• Better to get a bad position than no position?
• Settings are dynamic—adjust them according to
conditions
• Use an external antenna whenever possible• Use an external antenna whenever possible
• Different grades of antenna: multi-path rejection,
receptivity
• Antenna is the GPS position, not the unit
• Multiple antennae will interfere with each other—
maintain at least a foot of spacing

74. Conclusion
• Field work with GPS units is a dynamic
undertaking…
• Not just a walk in the woods with the GPS
• Never trust your life to a GPS unit• Never trust your life to a GPS unit
• Look up– pay attention to conditions that affect
your GPS reception and your safety (cliff edges,
snags, traffic!)
• Look down– don’t ignore your unit, it may be
telling you something important
• Never trust your life to a GPS unit!

75. THANK YOU
for your TIME and PATIENCE