e-ris Implementation process
Project Management : Overview
We are of the opinion that this aspect of the Integrated Tax
Administration project is perhaps the most crucial and could
have the greatest
impact on the overall success of the project.
For this reason,
we place great emphasis on the staffing, organisational structures
as well as the procedures and methodologies employed – in
order to guarantee the overall success of the project. Individual roles and Responsibilities of both Bull and the
Revenue Office
It is important to note that both Bull as well as the Revenue Authority
have an important role to play in this domain. The various management
bodies, constituted at various levels will be required to play
a critical role in decision making, scheduling and planning – throughout
the life of the project. As a broad overview, the project organisation
and interfacing will be structured as follows:
- Highest Level : Project Steering Committee.
- Management Level : Revenue Authority Project Manager and Bull Project
Manager.
-
Operational Level : Bull Project Manager and Sub – contractors.
Project Management Controls
Management controls consist of measuring progress against the
plan, reporting of the measurement to management
and corrective action
if necessary.
During the planning phase, which culminates
in a project plan, the specific duration
of tasks and
baselines
is estimated. Control
is exercised on a weekly basis by means of
project review meetings to assess the progress
against the
plan.
The
progress data is
captured and graphically reported. By analysing
the variance in the data
and the level of tolerance, deviation from
the plan is quickly noticeable and remedial
actions are then
introduced. Skills Transfer
We deem the transfer of skills within the Project
Management domain to be an essential
component of our deliverables.
Bull's approach to skills transfer is
based on the three principles of task
shadowing,
pairing, and
co-operative working. We would
at all times actively seek to promote
shadowing, in which
the Revenue Authority staff would work
alongside members of Bull
with periodic
reviews undertaken to ensure understanding
of the key task components and issues.
In pairing, specific
tasks
would
be allocated and
development of products would be
jointly owned by the Revenue Authority and
Bull, whilst responsibility for actual
delivery would be owned by Bull.
Co-operative working
is a more
extreme form
of pairing
in which responsibility for specific
activities (including development
of any documentation
and justification
of any decisions) would
be assigned to revenue staff. Training
Bull follows a "train the trainer" approach.
Experience has shown that at least
two employees from each region
should
be trained
in the totality of the system and
one of these regional trainers should act
as the
regional
systems administrator.
The training
programme consists of formal
theoretical, lecture type sessions, explaining
the functionality of each module.
Thereafter, hands
on training session will take
place whereby each individual is been
trained practically
on the test
environment,
in the particular
domain that he/she is working
in. System administrators
are trained in system administration
and DBA duties, i.e. daily, weekly,
monthly batch runs and print
jobs, and the basics of software administration.
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