informal consultation with the executive board · wings ii informal consultation 2 apr 08 (pmo)...

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WINGS II Informal Consultation 2 Apr 08 (PMO) FINAL DRAFT v1.0 020408.ppt

Informal Consultationwith the Executive Board

Rome, 2 April 2008

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2WINGS II Informal Consultation 2 Apr 08 (PMO) FINAL DRAFT v1.0 020408.ppt

OutlineOutline

• Purpose of Consultation

• Why the WINGS II?

• What is being achieved with WINGS II resources

• Some key achievements so far

• Some outcomes for the 2009 Edition

• Plan of work for the 2009 Edition

• Key challenges

• Questions & Discussion

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Purpose of briefingPurpose of briefing

• To update the membership on the status andapproach of the WINGS II programme

• An opportunity to have an exchange of views onthe WINGS II programme of work

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Why WINGS II?

WINGS II

… plus decentralisation, greater volumes,forecasting, integrated commodity planning andtracking, IPSAS, and better management tools

Integration

Transactional Layer

Integration

Transactional Layer

Integration

Transactional Layer

Strategy

Integration

Transactional Layer

MgmtReporting

PlanningBudgetForecast

Automation, Control, Integration,Real-Time Information

BPR

Monitoring& Reporting

E-Procurement

Planning &Forecasting

ToolsSupplyChain

Optimization

PrivateDonors

New HROperating

Model

Strategy

Integration

Transactional Layer

MgmtReporting

PlanningBudgets/Forecast

WINGS

The evolving WFP business model requires a paradigm shift ….

… and greater efficiency.

ParadigmShift

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What is being achieved with WINGS II resourcesWhat is being achieved with WINGS II resources

1. Process Re-engineering

� Re-engineering of WFP’s business processes

� Introduction of new processes and integration of various business improvementinitiatives into a single business model for the organization

� Upgrade of SAP software

� Change in accounting principles (to IPSAS)

WINGS II is an ambitious programme that involves:

TO BE DESIGN

AS - IS

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LEARNING SUPPORT SYSTEMS







TO BE DESIGN

Current project scope(2009 Edition)

1. Process Re-engineering2. Upgrade of SAP software3. Major Changes/Improvements4. Foundation for Growth5. Learning Support Systems

2009 Edition

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LEARNING SUPPORT SYSTEMS


1. Process Re-engineering2. Upgrade of SAP software3. Major Changes/Improvements4. Foundation for Growth5. Learning Support Systems6. Further WINGS II Editions






2009 Edition

2010 Edition

2011 Edition

TO BE DESIGN

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Some key achievements so farSome key achievements so far

� Aligned & integrated various initiatives with the WINGS II into corporate processes & systems

� Complete mapping and description of WFP’s end-to-end business Processes including roles& responsibilities

� First UN organization to design fully IPSAS compliant end-to-end processes and systemsolutions (SAP-SIG leadership)

� Building on work started with UNICEF, collaborated with SAP to design and develop a UN-specific Payroll and HR administration application that can be used by other UNorganizations

� Large reduction in system customization through re-engineered business processes to usestandard functionalities

� Built strong internal capacity and capability to manage and sustain future changes to ourbusiness processes and systems through the concept of – Business Process Owners,Business Analysts, Business Process Experts, etc.

� Streamlined the application architecture to enable orderly introduction of new functionality onyearly basis

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Some key outcomes of the 2009 EditionSome key outcomes of the 2009 Edition

� Improved on-time availability of Food aid to beneficiaries for all projects through themainstreaming of the New Business model

� Standardized approach to project output monitoring through the introduction of a commonMonitoring & Evaluation (M+E) process and application

� An improved ability to manage the global WFP workforce through the introduction of staffrecords for all categories of WFP employees into the corporate system

� Transformation of WFP’s Country Directors into full business unit managers through theintroduction of tools to assist them in being fully accountable for the food, financial, andhuman resources under their responsibility

� Introduction of processes and an ERP system that fully supports IPSAS compliance

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Q1 Q2 Q3

2007Q4

2008 2009

Plan of work for the 2009 (& 2010) EditionsPlan of work for the 2009 (& 2010) Editions

Q1 Q2 Q3 Q4

SystemConfiguration

SystemConfiguration

Q1 Q2 Q3 Q4

Customer Development ProgrammePY-NPO on SAP ECC 6

Customer Development ProgrammePY-NPO on SAP ECC 6

Human ResourcesDesign

Human ResourcesDesign

TestingTesting

Training PreparationTraining Preparation End UserTrainingEnd UserTraining

Prep.Go LivePrep.Go Live

Organisational ReadinessOrganisational Readiness

DevelopmentDevelopment

Human ResourcesSystem Configuration

Human ResourcesSystem Configuration

Go Live (2009 Edition)

Admin. / OperationsRe-Design

Admin. / OperationsRe-Design

Go Live (2010 Edition)

Q1

Realisation(2010 Edition)Realisation

(2010 Edition)

2010

Post GoLivePost GoLive

Admin./ OpsDesign

Admin./ OpsDesign

WEARE

HERE Design Validation(2010 Edition)

Design Validation(2010 Edition)

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Key ChallengesKey Challenges

By Go-Live date at least $9.4 million of the WINGS II budget would have beenlost mainly due to $ Exchange Rate depreciation.

$3.2 million in WFPstaff standard costrate increase

$6.2 million in non-staff project costsdenominated inEuros.

� Tight timeframe for introduction of 2009 Edition

� High Exposure to Dollar Exchange rate

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Budget requestBudget request

At the June board we would like to ask the membership to approve an additional $12.5 millionbudget adjustment from the General Fund to the WINGS II Special account to cover:

• $10 million of the value lost due to the depreciation of Dollar

• $2.5 million (25% for Change Request Contingency) – to provide latitude to incorporatehigh cost-benefit opportunities identified during the project

We will make best efforts to ensure that the cost of 2009 Edition stays within the original budgetallocated.

The request for additional funds will support future editions.

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Next StepsNext Steps

� Continue to provide trimesterly status updates to the membership

� Schedule additional informal consultation sessions closer to the 2009 Edition Go Live date

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QuestionsQuestions

Questions ?

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BACK UP SLIDESBACK UP SLIDES

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Deferred Improvements (Contributions and Operations)Deferred Improvements (Contributions and Operations)

IMPACTIMPROVEMENTSDEFERRED TO LATERRELEASE

PROCESSGROUP

AREA

Postponement delays theopportunity to increase theefficiency of the procurementprocesses and to improvetransparency of tenderprocesses.

Introduction of e-tendering for applicableprocurement processesand subsequentextension to selectedcountry offices

ManageProcurement

Introducing this later willallow WFP to assess therequirements in the light offeedback from the PPT pilotexercise and expectedchanges in new StrategicPlan.

Fully integrated PPT

This is an importantimprovement that will furtherstandardise and integratebudget planning.Introducing this in the firstrelease with other changeswould have placed too heavya burden on country offices.

Integrated projectbudget planningfunctionality

ManageProjects

Operations

The postponement avoids therisk of introducing new usersat Go-Live. Decentralisationcan be easily piloted after GoLive.

Donor data maintenanceand forecastingdecentralized (pilotbasis)

MobilizeResources

ContributionManagement

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Deferred Improvements (Human Resources)Deferred Improvements (Human Resources)


PROCESSGROUP

AREA

Postponement of the pilotdelays understanding ofwhether there is a cost-benefit to be gained fromproviding certain HRprocesses in a self-servicebasis.

Introduction ofemployee self-service(as pilot); subsequentextension to entirepayroll population

HumanResourcesAdministration

HumanResourcesManagement

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Deferred Improvements (Finance and Administration)Deferred Improvements (Finance and Administration)


PROCESSGROUP

AREA

Delay opportunity to improvecash receipt process.

Active contributionmanagement in finance(billing and reminderprocedures) introduced

ManageFinance

Finance andAdministrationManagement

Reason for postponementwas that the SWIFTNetcontract was not agreed intime to be included.Benefits when implementedwill include elimination ofmanual effort and improvedcash management data.

Use of electronic bankingin field offices and HQextended; subsequentrollout to additional fieldoffices

Delay improvement of cashmanagement andmanagement of exchangerate risks.

Improved cashmanagement tools

ManageTreasury

Improved financial riskmanagement

Impacts a small number ofbudget profile points who willcontinue to profile budgetsmanually.

On-line detailed budgetplanning and reporting

PlanOrganisationalBudget & Costs

Postponement allows IPSASrequirements to be metthrough the new assetaccounting module withoutthe risk of initially introducinga new asset tracking moduleto a large population

Introduction of SAP assetmodule for asset tracking

Manage Assets

informal consultation with the executive board · wings ii informal consultation 2 apr 08 (pmo)...

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