This document describes a company that provides project management services for UIDAI and NPR enrolment projects. The company offers to handle all aspects of the project life cycle from planning to deployment to monitoring. They use innovative approaches like a centralized project management office (PMO) that monitors field operations in real-time and aims to have a "fulcrum-like impact" on operations. The company claims extensive experience in successfully executing two full life cycle UID projects and believes their ability to execute sets them apart from others in the industry.

1. UID Enrolment Process Innovations
We walk the talk
Shivram Prasad, shivram.prasad@outlook.com, +91 9866233248

2. Project Management Services
for ‘UIDAI & NPR’

3. With you…through the full project life cycle
 Plan the roll-out
 Procure kits
 Recruit & Train people
 Develop software tools
 Deploy people
 Deploy kits
 Monitor & Improve numbers
 Monitor & Improve quality
 Maintain Client relations
 Retrench people
 Get kits back
Get the order
Scale up
Analyse & Improve
Scale down
Enrolments
Time
Project Life Cycle

4. Or if you prefer…only some parts of the project
 Recruit & Train people
 Monitor & Improve numbers
 Monitor & Improve quality
Get the order
Scale up
Analyse & Improve
Scale down
You pay us a fixed charge for
every trained & certified
operator we provide.
You pay us a fixed charge per
kit for continuous process audit
and/or performance monitoring
You fix quality metrics (say 1.50%) as
your target error %.
Anything above 1.50% is paid by us
Anything below 1.50% is our profit.

5. PMO
Our team monitor all field
level operations from here.
Each activity has its separate
owner.
How it works
Field Level Operations
The entire field level team is
on the payroll of the EA and
salaries are paid directly into
their bank accounts. No
outsourcing of enrolment
operations is being done.
PMO
• Data packets
• Operations
• Tech-Support
• HR
• Assets
Activities monitored by PMO
• DMS
• Software
• Payroll
• Expenses
• MIS
• Quality Audit
• Process Control
• Data backup
• DMS
• Attendance
• Logistics
• Operations
• Asset safety
• Deployment
• MIS
Activities at the field level
Every 50 kits are treated as a
separate management unit
o Manager – 1
o Process Supervisor – 2
o Logistics Exec - 1
Every 10 kits are treated as a
sub-unit for sharing resources
o Operators – 11
o Supervisors – 2
o Tech support - 1
Field Operations Team

6. War Room Like Setup has
been created at a Central
Location monitoring
operations
A team of young MBAs
continuously watch the
monitors.
National CUG with free
calls and SMS@ 1paisa
help keep the costs low.
Alerts raised on a real-
time basis so immediate
action can be taken.

7. Our PMO will have a “Fulcrum like Impact on your Operations”.
Not 20 to 30% but more like a 2000% effect.

8. This is a consulting assignment where we
take full-responsibility for you achieving your
pre-defined targets of profit, productivity &
quality i.e. we WALK-THE-TALK.
We are so confident about our ability to
deliver that we are willing to offer
performance guarantees & also risk penalties
for under-performance.
Typical metrics are
 Cost per enrolment
 Profit per enrolment
 % of demographic errors
 Cost per kit
 Enrolments per Kit-Month
 Profit per Kit-Month
“Hedge” your risks through a “collar option”
Our fees are directly linked to one or more of the above metrics.
we take a Share in the Profit
but Absorb any loss

9. So… you no longer need to Outsource
We will handle the petty issues for you, bring a sense of control over the project and keep your
expenses under control. We will be with you through the full project life cycle.
Most EA’s CAN very easily manage this project
Yet, most prefer to Outsource. They do this
because they get tired of handling the day to
day issues, expenses going haywire, fraud, poor
quality, complaints from residents etc.,
resulting in a HUGE amount of
Top-Management time being lost in handling
petty issues.
Outsourcing Enrolment activity is TOO RISKY
• The fine of Rs. 150/- per demographic error
• The fine of Rs. 500/- per willful error
• The legal risks associated with lost packets
• The legal risks associated with lost documents
• Outsourcing is in violation of the contract
The legal risks could shut down a company

10. We come in AFTER you get the order
• We do NOT bid - directly or indirectly - for
any project.
• We just help the EA who gets the order
implement the project in a smooth and
hassle-free manner – on time and within
budget.
• In every state, areas for different
Registrars and EA’s are clearly demarcated
so every EA has his own clearly defined
business. There is absolutely NO competition
between EA’s for business and they can focus
on plain and simple execution.
• This demarcation allows us to work with
multiple clients across different regions. And
so to that extent we are client-neutral.

11. Backgrounder to our PMO services

12. A chance assignment
became a passion
out of this passion
a business was
born

13. We did make many mistakes and learnt a lot from them. The learning helped us
better define our methods and processes.
The Innovative methods employed while executing the project won us laurels and
helped build a reputation for the company that many would die for.
In Oct 2010, A BIG company picked
up India’s lowest priced order for
Aadhaar enrolments (price was in
the low twenties. )
It was an exploratory price aimed
at getting an order to understand
the business and develop strengths
in it, rather than making money.
The company was budgeting for a
loss and told me that if I could help
them break-even, they would be
very happy. I took on this
challenging assignment and…
In 2-months we broke even and
from the 3rd month onward we
started making decent money.
Made money for next 6-months
with the last month showing a
marginal loss.

14. 18 months
Two Full-Life-Cycle Project Implementation
HUGE learning, Fewer Mistakes
Ready to GO

15. About Us

16. It is not the company which delivers. It is the people.
It doesn't make any
difference whether
the product is cars or
cosmetics or Aadhaar
A company is only as
good as the people it
keeps.

17. Shivram Prasad
You will find us to be simple and
warm people who want to do good
for you and you can rest assured that
we will never betray your trust.
Money is a by-product of good-work
and not an end in itself.
A sincere company which works
“with its heart” is better than a
glamorous one with flashy
credentials but which betrays the
trust of its customers. (a’la the Greg
Manifesto)
A management graduate from a Top-5 Institute. He has 20+ years of experience in
the IT sector. His career path has moved in sync with the evolution of the Indian IT
sector – from IT hardware to Services to Software to BPO and now to
Management Consulting. Good Quality Execution, On Time & Within Budget, is
his Strength.

18. We work with passion
o Young Male
o Unmarried
o With a bike
o Willing for field work
o OK with temporary type of job
o Preferably have an MBA
We feel that the Ideal Supervisor Profile
for this project is:
I am supported by a wonderful team of such
people.
They have worked with me for the last
18-months on 2-full life-cycle UID projects
and have seen it end-to-end.
No fancy degrees. No fancy background. Just
ordinary, sincere people who will take
ownership and put their heart into the work.

19. What makes us different

20. 2-BIG MNCs had the same excellent processes –
stretch targets, monthly reviews, bright people,
rewards & penalties… Yet in one targets were
met while in the other the CEO was fired. The
difference – execution ability.
PE funds look for this “ability to Execute” in the
entrepreneur they decide to fund. They have
learnt the hard way that “good execution” is
hallmark of a successful venture.
A lot of people have ideas, very good ideas, but
how many people have the ability to translate
these ideas into concrete execution plans and
then actually get the work done.
How many people can translate an idea into a
“Nano”?
Execution – the key differentiator
It is our ability to “Execute” that sets us
apart. Give us a price, a start date, some
money and leave the rest to us.

21. Working Model 1 (Preferred Model)
Profit Share based
We share the amount left over after deducting
all direct costs including a logical rental for the
kits and interest for working capital. Losses – if
any - are to our account.
Working Model 2
Per-Enrolment based
We are paid on the basis of the number of
enrolments generated in a month. And the
fines – if any – levied by UIDAI for bad
demographic quality are paid by us.
Performance Based Fees
The Buck stops with us
We take direct responsibility for the execution
of the ENTIRE project – from recruiting,
training, deployment, daily operations,
project monitoring, QUALITY CONTROL ...
basically all the way till closure of the project
and return of the kits.
Enrolments
Time
Project Life Cycle

22. HighQuality
LowQuality
High Price
Low Price
Premium
Price Conscious Value for Money
I am willing to pay more if you can justify
the extra cost. Price is a consideration.
I want ONLY a BIG Name, preferably
an MNC. Price is secondary.
I will ONLY go for the LOWEST
priced offering. Come what may.
Our
Positioning
Our
Positioning

23. No Excuses, Just Results
We have successfully executed the UID
project for 18 months.
The Aadhaar project was in its initial
development stage with all the attendant
problems of a project scaling up. In this ever-
changing, challenging environment filled
with constant surprises and moving goal-
posts, we successfully executed 2-big- full life
cycle projects.
Both have won excellence awards and are
also in the top 5.
Impressive Track Record

24. This is a consulting assignment where we
take full-responsibility for you achieving your
pre-defined targets of profit, productivity &
quality i.e. we WALK-THE-TALK.
We are so confident about our ability to
deliver that we are willing to offer
performance guarantees & also risk penalties
for under-performance.
Typical metrics are
 Cost per enrolment
 Profit per enrolment
 % of demographic errors
 Cost per kit
 Enrolments per Kit-Month
 Profit per Kit-Month
“Hedge” your risks through a “collar option”
Our fees are directly linked to one or more of the above metrics.
we take a Share in the Profit
but Absorb any loss

25. Nobody in India does things the way do
An EGOTISTIC statement.
No, Far from it. We genuinely believe this to be true.
We hope you will also agree after seeing the remaining slides.

26. The next slides are examples of our work culled from our projects.
If you like them, feel free to copy them. That's OK.
However, if you want an “execution partner” call us.
Because if you can translate an idea
into a “Nano”, you don’t need us.

27. “Lean” concepts drive anything & everything we do

28. We are modeling ourselves on
the philosophy of the “Ginger
Hotels”, a Tata group company
and its “Smart Basics” concept.
Our Role Model
We want to redefine service-
delivery in the e-governance
space using the same “Smart
Basics” and Lean concepts.

29. We addressed the PAIN POINTS
 Tools for EID packet reconciliation.
 Minimize packet losses
 Minimize lost profits
 SLA for demographic errors = 0.00%
 Tools to enable daily completion of DMS
 Processes to ensure minimal equipment losses
Data Packets
Quality Metrics
DMS Documents
Equipment Safety
 Tools to track
attendance
 Tools to track hour to
hour performance
 Tools to get enrolment
data seamlessly
People Management
 Continuous 2-way data
flow for better planning
Planning
 Online training module
(CBT) to allow scalability
Training
 Profits are directly proportional to OUTPUT. Our infrastructure, processes & tools
ensure very high output with low errors. (output > 9,000 in a 6-months period)
High
Profits

30. Industrial Engineering Concepts
Time & Motion Study
o Ergonomics
o Work Area Layout
o One best way
o Work Methods
o Standards
o Controls
o Etc. Etc.

31. Identification of Focus Areas
Family Size: 6 Category Average in Sec Average as % Category
Waiting for next Family
General
32
53 17%
10%
17%
Time for Family to Settle down 21 7%
Search for Info in KYR+
KYR+
2
46 15%
0%
15%
Filling initial details in KYR+ 6 2%
Filling Member info. in KYR+ 34 11%
Click on Update data in KYR+ 4 1%
Import data in Aadhaar
Aadhaar
Demo
2
45 15%
0%
54%
Filling Demographic Details 44 14%
Facial Photo Photo 13 13 4% 4%
Left IRIS
IRIS
12
20 6%
4%
Right IRIS 8 3%
Left Hand Finger Print
Finger
34
74 24%
11%
Right Hand Finger Print 23 8%
Thumb Finger Print 17 5%
Review
Review
10
16 5%
3%
Time to Print Confirmation 6 2%
Updating Enrolment-Id in KYR+
KYR+
33
42 14%
11%
14%
Time to give Family receipt 9 3%
Total time (Sec) 308 308 100% 100%
Total time (Min) 5.14

32. Controllable Factors
o Ergonomics
o Workstation layout
o Work Methods

33. Our ability to think out-of-the-box and design innovative but cost-effective solutions
was appreciated by one and all.
Innovative solutions
This Aadhaar Enrolment Station design helped the company generate a 30% higher
average. The extra cost was recovered in a few weeks.
Nobody to learn from, nobody to
copy from.
Aadhaar is a “first-to-the-world”
type of project. No one had ever
done this kind of project.
Used 2-Monitors with an external
keyboard and mouse on a laptop,
17” square monitors,
27” high Keyboard Handrest,
22” high Fingerprint Scanner stool,
Comfortable Operator Chair and
overall good ergonomics helps in
fast enrolments.
An Individual Workstation (Ergonomics)

34. Continuous Innovation – Our Success Mantra
We kept improving the design of
the workstation to reduce costs
and to make it easily
transportable so that it could also
be used in remote villages.
Just fold it and transport it. Or just un-assemble it.

35. Continuous Innovation – Our Success Mantra
Low Cost & Easily Transportable

36. Continuous Innovation – Our Success Mantra
Stackable & Easily Transportable
The work-top design is such that the
fingerprint scanner is at the thigh-level
making it convenient for the resident to
apply the correct pressure.

37. Continuous Innovation – Our Success Mantra
The work-top design aids
in easy operator sign-off

38. Continuous Innovation – Our Success Mantra
Low Cost & Easily Transportable
The tube light and stand has been
further improved to make it much smaller
and easily transportable while still getting
quality photographs (Most pass on the
first attempt with > 85% rating)

39. With operations spread across India and in remote
villages it is very easy to loose control of the
operations.
Hence the emphasis on software tools to manage
operations.

40. • Which station has not started by 10am?.....Which station is down for more than 2 hours?
• Why is the gap between enrolments more than 42min and it is not a normal lunch hour?
• Why are the enrolments between 3pm and 4pm below the hourly target of 12?
We give you answers to these kind of questions - and many more - on a real-time basis,
so you can take immediate corrective action.
Open the enrolment operations black box

41. Act in Haste, Repent at Leisure
6-day Moving Average
(Outputm + Outputm-1 + ... + Outputm-5) / 6
Intra-Week fluctuations
o Some days more people
turn up.
o Unforeseen Events like
disturbances
o Equipment failures
o Operator Issues
o Power Outages
o Etc. Etc.

42. War Room Like Setup has
been created at a Central
Location monitoring
operations
A team of young MBAs
continuously watch the
monitors.
National CUG with free
calls and SMS@ 1paisa
help keep the costs low.
Alerts raised on a real-
time basis so immediate
action can be taken.

43. This graph shows up in the client machine (Sample)

44. This tool captures enrolments as they happen – LIVE (all over INDIA)
(Its syncs with the station every hour.)

45. This tool captures enrolments as they happen – LIVE (all over INDIA)
(Its syncs with the station every hour and analyses the EID data)
State xxxxxxxxxx
District xxxxxxxxxx
BE Name xxxxxxxxxx
Station ID 25031
1st Enrolment Time 10.39 AM
Last Enrolment Time 5.37 PM
No of Hours Worked 6hr 57 min
Total Enrolments Done 75
Average Enrolments per Hour 12
Average Enrolment time 5 min
Min Enrolments/Hour 3
Max Enrolments/Hour 13
Min Gap Between Enrolment 3 min
Max Gap Between Enrolment 40 min
Break Down > 1 Hour No
Work Started by 10 AM No
Work Started by 10.30 AM Yes
Work Started After 10.30 AM -
Work Ended Before 5 PM No
Work Ended between 5 PM to 6 PM Yes
Work Ended between 6 PM to 7 PM -
Work Ended After 7 PM -
Operator daily report
SNo Enrolment ID End Time Gap
1 xxxxxxxxxxxx 09:43:25
2 xxxxxxxxxxxx 09:46:54 00:03:29
3 xxxxxxxxxxxx 09:52:16 00:05:22
Station ID 98023 94528
Ttl Enrl 70 53
< 9a 0 0
9-10 0 6
10-11 9 11
11-12 12 11
12-1 14 10
1-2 13 8
2-3 12 1
3-4 6 6
4-5 4
5-6
> 6
1st Enrl 10:04a 09: 16a
Last Enrl 16:13p 15:40p
Enrl Time 6h 09m 6h 24m

46. This screen analyses the synced data for
comparison across different days.

47. This screen drills down into what happened
at the kit level - minute to minute

48. Analysis of the daily performance of a Manager

49. How to reduce the
variability in output.
Good People IN, Good Output OUT (GIGO)

50. Overview of the Onboarding process
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Recruitment
Job Portal Search & Mails
Walkin Schedule Mail
Selection
Offer Letters Sent Out
Pay Challans
Training
Sify Certification (1st Attempt)
Sify Certification (2nd Attempt)
Documents upload
Employee Joining
OperatrActivation
Candidate Enrolment
Send EID Packets
Upload EID Packets to CIDR
Priority Processing
UID Generation
Client ID Creation & Activation

51. The BIG Differentiator – Communication Skills
30%to50%
Communication Skills ....... IQ....... Social Skills

52. BPO-Style Recruiting – Focus on Communication Skills

53. Tight control over the recruitment process

54. Apply Online (ONLY)

55. Online Recruitment (Operator)

56. Online Recruitment (Manager)

57. Analysis of the the daily performance of a managerRecruitment “Walk-In” Management

58. Shortlisted Candidate Database

59. Offer letter issued online

60. Assets Safety Agreement
AGREEMENT CUM UNDERTAKING FOR ASSETS GIVEN BY THE COMPANY TO THE EMPLOYEE
This agreement is made and signed on ………. Day of ……………
BY AND BETWEEN
XXXXXXXXXXXXXXXX, a company having its registered office at XXXXXXXXXXXXXXXXXXXXXXXXXX
(hereinafter referred to as “Company”) AND Mr/Ms/Mrs.………………………………………………………..…
Son / Daughter of …………………….……………………………. Residing at ..……………………………..………………
….………………………………………………. (hereinafter referred to as an “Employee” or as “Individual”).
Whereas the company is providing the assets described in Annexure A to the Employee for
official use. Now, in consideration of the use of the assets, the employee covenants as under;
 I undertake to use the asset only for the business of the Company and shall not use it for any
unlawful or prohibited purpose.
 I undertake to take proper and reasonable care of the asset at all the times, and shall take all
necessary care to safeguard/protect the assets of the Company……………………………

61. Own Automated Training Module (Duplicates Sify).
It analyzes scores and helps the candidate by hinting at the
correct answer thereby forcing him to learn.

62. How to ensure Quality at the Operator Level
EA Code
Name(Spelling)
Gender
Relationship(s)
CompleteAddress
DataAesthetics
Age
DocumentsGiven
NoofDocuments
TeluguSpelling
TeluguMissingWords
FullPhoto
ClearPhoto
PhotoBackground
MatchingData
ClearPrintoutofEID
Sign
Stn_ ID
Year
Month
Day
Emp_ID
Ration Card Y N Number
Count
Op
Hour Min
Su
Sec
QC
Ration Card Y N Number
Count
Op
Hour Min
Su
Sec
QC
Hour Min
Su
Sec
QC

63. Employee First,
Everyone else Second

64. The Result

65. Higher Quality

66. Higher Output

67. Higher Profits

68. Nobody in India does things the way do
We hope you NOW agree with us.

69. Primary Contact
Name: Shivram Prasad,
Role: Head of Operations
Email: shivram.prasad@outlook.com
Mobile: 09866233248