Monday, 17 June 2013

Presentat ion byKamran Rezwanul

HakimAGM, Group R&D

Our ERP OdysseyMay 2012 to Today & Beyond

PRESENTATION AGENDA

A brief history of the Hamid Group ERP Project

What changes we can expect after ERP goes live

An overview of how the ERP system will be implemented

PRESENTATION AGENDA

A brief history of the Hamid Group ERP Project

What changes we can expect after ERP goes live

An overview of how the ERP system will be implemented

A very eventful 12 months of research, analyses,

discussions, negotiations, and most

of all, learning.

How this Project came to be…

THE JOURNEY BEGAN WITH THE QUESTION:

What do we need to do to

become a better business?

THIS LED US TO EVALUATE OUR STATUS QUO.

MANUAL PROCESSES

TALLYLINK 3

TROYEE

DATA, DATA EVERYWHERE. AND LOTS OF PAPER, TOO.

Mountains of data in every

company

A paper-dependent

management system

Deep data diving & analytical

reports are not tasks we can

easily do

REPORTS FOR TOP MANAGEMENT ARE OFTEN ERRONEOUS, OUT-OF-DATE, COUNTERFACTUAL

And inaccurate reports are sure

to get bad reviews.BEWARE!

THE CHALLENGES WE FACE ARE MANY, BUT ALL ARE RESOLVABLE.

• Top Management does not have access to accurate and meaningful information

• Project management and procurement functions do not use any software at all

• Reports cannot be prepared in a timely manner and the quality of present data is questionable

• Employee performance cannot be managed against clear performance benchmarks

• The Group cannot achieve economies of scale in its supply chain activities

• Business performance is not tracked according to targets/KPIs and pre-determined budget

• Customer relationships cannot be properly leveraged for cross-selling between business lines

PRESENTATION AGENDA

A brief history of the Hamid Group ERP Project

What changes we can expect after ERP goes live

An overview of how the ERP system will be implemented

IT BASICALLY HAS THREE STEPS

WE WORKED TOGETHER TO DEVISE A LONG-TERM SOLUTION

STEP 1 Instrument to ManageSTEP 2 Integrate to InnovateSTEP 3 Optimize to Transform

A FUNCTIONAL PERSPECTIVE OF CERTAIN EXPECTED CHANGES

Project Management

Sales & Customer Service

Finance & Accounts

Procurement

Human Resources

Managers & Directors

Instrument to Manage

Integrate to Innovate Optimize to Transform

All construction data Project KRAs and KPIs Project Quality Enhancement

Customer lifecycle data Sophisticated CRM Stronger Customer Retention

All transaction data Automated Financial Processing

Standardized Financial KPIs

Group-wide Procurement data

Automated Processing Visibility and Compliance

All HR data Employee Performance & Learning Improvement Talent Management

Improved Dept / Org Visibility

Analytics with Actionable Insight

Decision Models

ERP IS THE TOOL TO ADOPT.

TRANSFORM TO

WE WILL UNDERTAKE A GROUP-WIDE BUSINESS TRANSFORMATION INITIATIVE USING THE ERP SYSTEM AS

THE ANCHOR.

TRANSFORM TO

HERE’S A HIGH-LEVEL SKETCH OF THE SOLUTION.

[PEOPLE + PROCESS]IT = TOTAL SHAREHOLDER SATISFACTION

THE RIGHT PEOPLE IN

THE R I G H T

P L A C E S

ALL GROUP POLICIES IN

PLACE

ALL PROCESSES ACCORDING TO BEST PRACTICE

THE BEST-FIT SOLUTIONS

FOR THE GROUP

THE RIGHT INFRASTRUCT

URE

PRESENTATION AGENDA

A brief history of the Hamid Group ERP Project

What changes we can expect after ERP goes live

An overview of how the ERP system will be implemented

OUR

IMPLEMENTATIONAGENDA

10 MONTHS FOR ERP ROLL-OUTACROSS THREE COMPANIESHAMID REAL ESTATE

CONSTRUCTIONDELCO BUSINESS ASSOCIATEHAMIDCONSTRUCTION

OUR

IMPLEMENTATIONMETHODOLOGY

Phase 1 Project Preparation

• Objective Provide initial planning and preparation for the project

• ActivitiesProject Team TrainingOrder initial hardware

• Key DeliverablesHigh-level Project PlanTownhall MeetingProject CharterProject Team Organization

OUR

IMPLEMENTATIONMETHODOLOGY

Phase 2 Business Blueprint

• Objective To achieve a common understanding of how the Group intends to run Oracle ERP and CRM to support its businesses. The result is the Business Blueprint, a detailed documentation of results gathered during requirements workshops (AS-IS and TO-BE discussions)

• ActivitiesBlueprint workshops and prototypes

• Key DeliverablesThe business process definition / flow diagrams are used as input into configuration during Phase 3

OUR

IMPLEMENTATIONMETHODOLOGY

Phase 3 Build

• Objective To implement all the business process requirements based on the Business Blueprint

• ActivitiesData cleaning, preparation, collection, validation and testingIntegration testUser-acceptance testTrain the Process Owners

• Key DeliverablesFinal User Acceptance

OUR

IMPLEMENTATIONMETHODOLOGY

Phase 4 Go-live Preparation

• Objective To complete the final preparation (including testing, end-user training, system management and cutover activities) to finalize Group’s readiness to go live

To resolve all critical open issues. On succesful completion of this phase, the Group can conduct live operations using Oracle ERP and CRM applications

• ActivitiesFinal system rehearsalEnd-user trainingCutoverHelp-desk support preparation

Key DeliverablesFinal system cutover

This marks the end of the

presentation.

Thank you for your time and

attention!