We went live!
In January 2012, the Portfolio and Project Management (PPM) module was rolled out to all project managers and their teams, and a number of Human Capital Management (HCM) modules of the new ERP system went live.
Since the launch of the Programme for Change and Organizational Renewal (PCOR) in 2010, UNIDO has been working hard towards achieving its Mission of ‘Growth with Quality’ and ‘Delivering as One UNIDO’. PCOR aims to increase organizational efficiency and effectiveness by fundamentally changing UNIDO’s way of doing business and, at the same time, promote a proactive work environment, organization-wide knowledge sharing, risk management and better results-based management to allow for consistent reporting of results to all stakeholders.
Through its systematic and highly participatory approach, PCOR has so far been able to achieve fundamental developments in changing the way the UNIDO operates, especially with the introduction of a number of modules of the new Enterprise Resource Planning (ERP) system in January this year.
A large number of staff from all functional areas acting as Functional Leads, Change Agents and Subject Matter Experts have been working closely to implement the ERP system supporting UNIDO’s new business processes. With the go-live, a number of processes are fundamentally changed and streamlined. The new modules further comprise functions for effective results-based management, risk and knowledge management.
Portfolio and Project Management (PPM)
UNIDO’s programmes and projects can from now on be managed in the new PPM module of the ERP system. The PPM system enables the Organization to manage its entire project cycle from identification of a request, through project design, approval and implementation, monitoring to assessment, reporting and sharing of lessons learnt within a globally accessible single platform. Managing all projects in the PPM module will bring a number of benefits, including the institutionalization of Results-Based Management, better reporting on results in the future, systematic management of project risks as well as easier knowledge and information sharing. These changes empower UNIDO’s field staff as they have access to the system and can be better involved in project identification, implementation and monitoring.
Human Capital Management (HCM), including performance management and travel management
There is now a fully integrated globally accessible HCM system in place, which covers personnel administration, performance management, e-recruitment, payroll, time management and more. This enables, among others, staff and consultants to update and maintain their personnel information, like CVs, profiles, addresses, bank details, etc. and submit leave requests and claims which can be approved by managers in the ERP system. Also, performance management in line with 360 degree performance appraisal can be processed in the system.
Moreover, under the new process for the Recruitment and Management of Consultants/Experts, it is now possible to select and recruit both international and national consultants/experts in the ERP system following a two-step approval process. A manager can select consultants/experts from a resource pool and initiate an electronic request for recruitment within the system. Once the supervisor has approved the request in the ERP system (4-eyes principle), the system generates a contract without requiring any additional approvals. Furthermore, managers are able to approve payments for the consultants/experts directly in the ERP system. These electronic workflows significantly reduce administrative efforts, empower staff, and speed up the recruitment and management of consultants/experts. Furthermore, as the ERP system is globally accessible, managers in the field are also able to recruit consultants/experts through the ERP system following the same process, which contributes greatly to decentralization and empowerment of field staff.
Finance, Procurement and Logistics
The release 3 modules/functionalities are gradually being rolled-out since January 2013. For UNIDO’s financial services, this brings about new approaches to financial management, funds management, controlling, grants management, treasury, assets and inventory management. For procurement, global e-procurement, supplier relationship management, material management, long-term agreements, a global vendor database, increases in procurement thresholds as well as structural adjustments are being introduced. All these modules/functionalities are being integrated with the already live modules. Throughout the implementation, it is being ensured that best practices are followed and that financial processes remain compliant with International Public Sector Accounting Standards (IPSAS). The new streamlined processes will also follow the four-eyes principle and will significantly contribute to, among others, the empowerment of staff, greater accountability and transparency, pro-active knowledge management and increased organizational effectiveness.
Expected efficiency gains
As of 2013, all of UNIDO’s operations will be managed and carried out using the ERP system. The fully integrated and globally accessible system will bring a number of benefits, such as one single source of information, decentralization, improved knowledge and information sharing, efficient communication flows and more. The system will in particular empower field staff as they will have full access to all functionalities, e.g. better involvement in identification, implementation and monitoring of projects, etc. The major efficiency gains are expected to be achieved in the areas of portfolio and project management/Technical Cooperation activities, consultant/expert management, travel management, financial management, procurement and time management.
Training methodologies applied include focused classroom trainings, guided sessions, help desks, a UNIDO-specific help function in the system, UNIDO-specific e-learning material as well as targeted interactive webinars for field staff.
Change in Working Culture
The timely achievement of this major milestone was only possible due to the enormous commitment and dedication from a large number of staff and consultants from all parts of the Organization, who have been working hard to look at more efficient and innovative ways of doing business, and who helped design the new system. These joint efforts have resulted in positive cultural changes in the areas of collaboration and communication, as well as teamwork and knowledge sharing. This culture change is expected to continue throughout the implementation process. For instance, the introduction of the new performance management system or online collaboration spaces are expected to considerably contribute to staff development and cross-organizational collaboration and knowledge sharing. Furthermore, the global accessibility of the system will contribute to decentralization by ensuring that field staff can be fully involved in all stages of the project management cycle. The roll-out of the system to all staff was a major step for UNIDO towards achieving its PCOR benefits. All actors involved are very excited about the Go-Live and the new way of doing business!