SP_BTPM
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This document contains information about Syam Puli, including their areas of expertise in project management, business transformation, ERP implementations, change management, and more. They have over 15 years of experience working for various employers across multiple industries. The document outlines their education, certifications, accomplishments on past projects, technical skills, and the critical success factors they consider important for ERP and technology implementation projects.
SP_BTPM
- 1. Project Management ERP / System Implementation Change Management Syam Puli 2nd July 2012 1
- 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 3
- 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 4
- 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 6
- 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. 7
- 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 10
- 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 >>>>>> >>>>> >>>>>> >>>>> 12
- 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 13
- 14. Project Roadmap 14
- 15. IT Governance Framework 15
- 16. Prince2 Framework 16
- 17. MSP Framework 17
- 18. PPM Levels 18
- 19. Syam Puli Mobile: 07432 512 803 eMail: syamspuli@gmail.com 19