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 s 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