eProcurement Project Managing Change

download report

Transcript eProcurement Project Managing Change

eProcurement Project
Managing Change
S Tahalooa LLM, MBA, MCIPS, PhD Candidate
Advisor Procurement Policy Office
24 February 2014
Elements of Changes
• Technological Change
• Functional Change
• Physical Change
• Process Change
Key objectives of Change Management
• To acquaint stakeholders to appreciate the new eProcurement system
• To acquaint suppliers with the new system
• To motivate, train and capacitate procurement officials to undertake
revised roles and responsibilities associated with the implementation
of the eProcurement system.
• To streamline transition of all aspects pertain ing to the eProcurement
system a
• To ensure successful implementation of the eProcurement system
and embed sustainability of the project
Change Management Strategy
• Communication Strategy
• Capacity Building
• Operational Strategy
• Human Resource Strategy
• Risk Mitigation Strategy
- The eProcurement project will follow an incremental approach
- Change management would follow the pace
- Collaboration is key to success
Communications
• Face to face meeting with all stakeholders including suppliers
• Practical sessions
• Video clips
• Regular eNewsletter
• User manuals
• Emails
• Extensive use of PPO websites
• Feedback
Training and awareness workshop by Service
Provider
• Training Users for Testing
• Training Users for Helpdesk
• Training Users for System Administration
• Training Users for Master Data Management
• Training End Users
• Awareness Workshop for Suppliers
Capacity Building
• Capacity building to all concerned: Admin, Public Procurement
Officials, Auditors and Suppliers
• Special attention to SMEs with the collaboration of SMEDA, CIDB,
Suppliers Association etc
• PPO is compiling a list of potential trainers (about 10)
• Dedicated training after completion of each milestone (wherever
necessary)
Process change
• Regulations for eProcurement introduced
• Directives and Circulars reviewed
• Detailed procedures introduced
Impact on current structure/operations
• Generally same
• Need for BEC, Departmental Tender Committee
• Major contracts will continue to be approved by CPB
• However, processes standardised and streamlined
• Internal stakeholders fully integrated
• Certain obligations such as Return of Procurement Activities might
not be necessary
• Management reports generated will be an important tool in the hand
of decision makers
Performance Management
• Measuring performance
• 2013 as base line
• Price differences, Efficiency gains, Increase in number of participants
(overseas suppliers, SMEs)
• Review
Note: 1 % savings = Rs 150 million
Critical Success Factors
• Perceived benefits of all stakeholders: Government, Public Bodies and
Suppliers
• Commitment and support of top level management is critical
eProcurement as ONE instrument
• eProcurement is one important instrument to achieve most
objectives of the procurement system
However,
• Improvements will continue through introducing new techniques
such as LCC and FA
In a nutshell:
Public bodies and suppliers will receive all necessary support
throughout the transition period and beyond.
Commitment and collaboration of all key stakeholders are essential for
the success of the project