Business Transformational P

1. Project Management
ERP / System Implementation
Change Management
Syam Puli
2nd July 2012
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2. Project / Programme Manager
Syam Puli Business Transformational Consultant
Areas of Expertise Education / Certifications
 Transformational Consulting  Masters in Business Administration
 Project & Programme Management  Master of Commerce
 Business Analysis  MSP-Managing Successful Programmes (Practitioner)
 Solution Architecture
 Vendor Selection Previous Employers Industry Sectors
 ERP,CRM & IT Implementation  Sutherland Global Services  Automotive
 Shared Services transformation  Accenture  Communication & Hi-Tech
 F&A, Procurement Outsourcing  DHL  Consumer Goods & Services
 Process Re-engineering & Improvements  Inchcape  Media & Entertainment
 Change Management Projects  GE Capital International Services  Travel & Logistics
 Retail & On-line
ERP, CRM Technical Project Implementation
Experience and Accomplishments •Supported a as a PMO on a £10M programme to implement SAP covering 3 major
Process Improvement & Business Transformational Projects projects; Shared Service Centre Creation, Implementing Strategic Initiatives and HR-
Payroll projects.
• Successfully re-engineered the Cash Unit Accounting
•Played a crucial role as a solution architect to win £5M Technology Company deal
Operation. Identified and fixed the process gaps, designed
to implement ERP & Outsourcing operations.
new processes to stop revenue leakage and saved £4M per
•Successfully delivered small to medium Technology Projects ranging from £200K to
year.
£1M implemented Prince2, SDLC and other methodologies to manage, Customer
• Implemented process re-engineering, end 2 end process
Requirement, Analysis & Planning, System Implementation, and Training to deliver
improvement techniques to stabilise Accounts Receivables
the RESULTS.
department of 20 staff. Processing various payment types;
•Implemented open source ERP to streamline business operations for a mid-size
Cheques, BACS, Card Payments processing around 50,000
Retail Company. Project initiative £250K but saved 60% of Technology costs, 20% of
transactions and over £100 M per month.
operational costs with a total savings over £800K per year
• Managed a new business model on Tax Reclaim project.
Successfully designed the business architecture, resource
Outsourcing & Shared Services Projects
planning, systems to support 2,000 additional claims to
•Engaged in Multi tower, Multi system global engagement of £50 M 5 year
generate new revenue stream of £3M.
outsourcing deal. Solution design for a Global Technology Company, Covering 14
• Managed overall programme of a launch event and
Countries and 18 Accounting processes more than 250+ accounting employees.
magazine. Controlled budget of £1.5 M and within short
•Successfully created a shared service centre / back office for Travel Company saved
period of 9 months successfully handled marketing, sales and
£1.5M more than 60% of their Operational costs. Setting up Service Delivery Centre
operational areas of the programme.
for 80+ employees, overall responsibility to streamline operational management,
systems, communication, KPIs and service delivery processes. 2

3. DOMAIN EXPERTISE
Process, People Technology Projects •Transformational
•Process improvement • CRM /eCom • Business & Benefit case Consulting
•Process Re-engineering Implementation • Business pain points • HR, TUPE
• Enterprise Performance • ERP implementation • Stake holder • Finance & Accounting
management • OCR/VoIP/IVR engagement • ERP / CRM /eCom / IT
• Process standardisation • BPM, CMS, Marketing •Project planning system implemenation
• Training & • Microsoft, SAP, Oracle •Project implementation • Shared Service Centres
Development • Open source technologies •Change management • Lean & Six Sigma
•Delivering Results • Outsourcing
• Transition / Change
Management
• PMO
Syam Puli Business Transformational Professional • Project & Programme
Management
Service Delivery Transition/Change Solution Architect INDUSTRIES
•Accounting Operations • Migration / Ramp ups •Analysis/Requirements • Automotive
•AP, AR, Reconciliations • SOP/ SIPOC • Architectural • Comms & Hi-Tech
• Sales & Marketing • Training Framework • Consumer Goods &
• SLAs , KPIs, compliance • Capacity planning • RFI/RFP/RFx Services
• Monitoring & Reporting • Change Management • Supplier Management • Travel & Logistics
• IT / System – SDLC • Roll out / Go-Live • Due Diligence & •Retail & On-line
Implementation • IT / Outsourcing Contracting •Media & Entertainment
• Transition management •Manufacturing
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4. CSF : Critical Success Factors
ERP / Technology Implementation Projects
1 Understand the Organisation, Stakeholder Engagement
2 Operational & System Requirement
3 Understand the Drivers of the Project
4 Effective Project Management Structure & PMO
5 Business Case & Benefit Case Management
6 Transition, BT & Change Management
7 Sustainable Continuous Improvement Plan
Not just Project Management but ‘Transformational Project Management’ will add real value to the organisation
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5. 1 Understanding Organisation
Quick & Smart Way
Culture
•Behaviour •Norms
•Values •Motivation
Organisation Competency
Strategy • Business • Core Competency
Facilities and Layout Performance
• Vision and Mission Portfolio • Competency
• Location • Strategic
• Desired Market • Structures Cluster
Position • Buildings • Financial
• Teams • Aptitude
• Target Customers • Property • Operational
• Jobs • Skills
and Markets • Knowledge • Stakeholder
• Roles
• Delivery Channels • Human
Process
• Products, Services,
Pricing • Activities • Workflow
• Required
Application • Tasks Equipment
Capabilities • Suite • Equipment
• Operating • Subsystem/Comp • Support Category
Guidelines and onent • Systems • Client Hardware
Structures • Modules/Classes • Machinery
• Source Approach
• Data • Tools
Delivery Vehicle
• Development • Operations Services
Services • Physical Network
• Execution Services Computing 5

6. 2 Operational & System Requirements
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7. 3 Value Drivers
Understanding overall benefits on unilateral project initiatives
Value Drivers Potential Implications Savings Range
Shared Services  Centralize transaction processing, control and
governance to achieve scale and efficiency
 Activities moved to Shared Services require tight 10% - 20%
Disbursed (Low) Central (High) Change Management to ensure no loss of service.
Business Process Enablement  Degree of process rationalization directly correlates to
business benefits achieved 10% - 40%
World Class
 Large amount of process architecture redesign and
Current
rework may increase the time to full benefit realization
Technology Enablement  Degree of application architecture rationalization
directly correlates to business benefits achieved 10% - 75%
Legacy Best-in Class  Large amount of application architecture deployment
will increase the time to full benefit realization
Service management  Degree to which the business arrangements become
exclusively SLA focused 3% - 5%
Existing SLA World-Class SLA  Degree of service reporting both internally and externally
 Degree to which demand in managed
Asset Optimization  Degree in which asset such as Facilities, Licenses and
People are used. Facility utilization, License
Optimization, Span of Control 5% - 10%
low High  Optimization requires open thinking regarding schedules
and responsibilities
Change Management  Using economically attractive locations can result in
Wage Arbitrage
significant cost advantages 25% - 70%
 Low cost on-shore centers can provide benefits as well,
Existing (Low) Offshore (High) particularly decision and interpretative functions.
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8. 4 Effective Project Management Structure & PMO
• Project Document
• Organisation & Operational Overview
• Business Pain Points, Risks & Issues
• Time lines & QC
• Benefit Realisations
• Implementation
• Critical Success Factors
• Technology development
• Commercials / Business Case
• Process integration...
•Project / Programme Structure
• Pilot run < BAU>
• Project Roadmap
• Go-Live
• Project planning
•Training
• Scope
• End User Training
• Solution Model
• Documentation / SOPs
• Work streams
• Process
•Continuous Improvement
• Systems / Technology • SLAs / KPIs
• Training, KT
• Transition or Implementation Approach
• Phases
• 8

9. Project Roadmap
450 Staff
30-40 Finance
15-20 HR (London, Oxford, Manchester)
Total Users ? (System / Portal Users)
Scope?
Maconomy – Existing system
Future scope (EU, Americas, APAC)
Multi-Lingual, Multi Currency
Options Incl. Cloud computing
Lessons Learned?
5 Understanding Project Complexity
Critical level 4 97 29 31 24 44
3 35 20 14 12 24
2 16 14 9 4 9
1 8 2 6 2 5
0
0 1 2 3 4 5 6
Implementation Effort 9

10. Benchmark:
5 Project Cost & Time frame Proprietary system Implementation
Scope & Project complexity
Less Medium Complex V. Complex
Few Modules Core Modules All Areas + Global CTQ depends;
(Cost, Time, Quality)
200 +
£1M+ £2M+ £3 M+ £5 M + • Scope
• Complexity
• Users/Portal Users
# Users
• System
50 -200
Up to £500K £1M £2 M
£500K £1M £2M £4 M + • Vendor
• Proj Drivers
• PM
Up to 50
Up to Up to Up to £500K
If Cost drives the Project,
£150K £250K £500K £1M + Alternative / compatible
System can be deployed
Up to 6 M 6 – 12 M 1 – 2 Yrs 2 + Yrs
Timelines for implementation
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11. 5 Business Case & Benefit Case Management
Successful Project Implementation
RESULTS = Quantified Benefit Realisation 11
Not only controlling the costs...

12. 6 Business Transformation : Change Management
Initiatives / Drivers Business Transformation Outcome
Cost Reduction Technology Impltn. (IT)
Revenue uplift Shared Services (SSC)
Operational efficiency Outsourced Ops (BPO)
Customer Satisfaction Process Mgt (BPM)
Competition / S&M >>>>>
Technology Cost Savings
Business Model Improved Efficiency
Legal / Compliance Satisfied Customer
M&A / Restructuring Increased Sales
Innovation Optimised Processes
Expansion/Globalisation Practicality Efficiency / Effectiveness
Free up Resources Change Management Stabilised Organisation
Process Issues / Reduce Risk World-Class Operations
>>>>>> >>>>>
>>>>>> >>>>>
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13. 7 Sustainable Continuous Improvement Plan
Planning & PMO
Team Motivation
Risk Management
Transition & Change
Project Closure:
Professional Handover of the Project
RESULTS = DELIVERED
BENEFITS = ACHIEVED
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14. Project Roadmap
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15. IT Governance Framework
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16. Prince2 Framework
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17. MSP Framework
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18. PPM Levels
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19. Syam Puli
Mobile: 07432 512 803
eMail: syamspuli@gmail.com
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