Program and Budget Committee
Geneva, September 10 to 14, 2012
PROGRESS REPORT ON THE IMPLEMENTATION OF A COMPREHENSIVE INTEGRATED ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM
prepared by the Secretariat
The forty-eighth session of the Assemblies of Member States of WIPO in September 2010, approved the Secretariat’s proposal for the Implementation of a Comprehensive Integrated Enterprise Resource Planning (ERP) System (documents WO/PBC/15/17 and A/48/14).
The expected benefits from the implementation of the ERP system are: (i) the modernization of WIPO’s core administrative, management and customer-service functions, (ii) improved productivity, and (iii) capability to provide better information to Member States, stakeholders and management.
OBJECTIVES, Scope AND APPROACH - BACKGRound
The first objective of the ERP portfolio is to provide WIPO with a comprehensive set of tools to strengthen Human Resource Management (HRM) and Results-Based Management (RBM). HRM will cover all aspects including position management, benefits and entitlements, payroll, recruitment, staff performance and learning and development. RBM will cover biennial planning (preparation of the program and budget) annual work planning, implementation monitoring and assessment and performance reporting.
The second objective the aims to make information on performance, results, human and financial resources available and easily accessible to Member States, management and staff (Organization-wide Business Intelligence (BI)). To achieve this, WIPO will firstly strengthen the Chart of Accounts (COA), which is the back-bone of the ERP system, to ensure that all dimensions of data needed for reporting are captured in the system. As the HRM and RBM streams progress, more data will become available within WIPO’s ERP system and this will gradually increase the comprehensiveness of the reporting and the BI solution.
A third important objective of the implementation relates to the enhancement of the existing finance, procurement and travel systems. These enhancements include improvements to business processes and the use of analytical tools (BI) to convert the vast and live data, within the financial, procurement and travel systems, into meaningful management information to support decision making.
Additionally, the portfolio will lay the foundation for improved Customer Relationship Management (CRM). This will, however, be undertaken in the later part of the implementation timeframe.
It is imperative that the ERP portfolio is not seen as a set of technical projects, since the true benefits of ERP systems can only be harvested if WIPO (i) takes opportunities to improve the way it works (re-engineering of business processes); (ii) trains staff to take advantage of the new tools; and (iii) to establishes robust enabling policies within a comprehensive regulatory framework.
WIPO’s approach to the implementation fully recognizes these success factors, and the ERP portfolio of projects has therefore been anchored in the Strategic Realignment Program (SRP), along with other related projects and initiatives, including the revision of Staff Regulations and Staff Rules (SRRs). The implementation is based on a clear blueprint and plan which will help gradually evolve the ERP system over a five-year timeframe in a coherent and measured manner.
The approach to the ERP Portfolio implementation includes:
A strong portfolio and project governance structure. This includes cross-functional project boards to ensure that organizational and business needs are met;
Learning from and leveraging the experience of other agencies and adopting best practices to make sure that mistakes are not repeated and that processes are actually improved;
Using a judicious mix of internal and external resources to manage costs and quality;
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