nhpc

A PROJECT REPORT

On ERP SYSTEM with

(FROM 10-FEB.-2010 TO 11-MAR.-2010)

A PROJECT REPORT SUBMITTED AS A PARTIAL REQUIREMENT FOR THE FULLFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

(JULY-2008-JULY2010)

TO

EIILM UNIVERSITY, 16TH MILE CAMPUS,

JORETHANG, SOUTH-SIKKIM, PIN-737121

SATYENDRA NATH YADAW (MBA IT) IV TH SEM

BY

SATYENDRA NATH YADAW (MBA IT 4TH SEM)

ENROLLMENT NO.-EIILMU/SK/RG/0708/044

Under the guidance of

MR. V.N. DAS

(ASST. MANAGER (IT))

RANGIT [RANGIT POWER STATION, P.O.

RANGIT NAGAR, SOUTH SIKKIM - 737 111]

PREFACE

The successful completion of this project was a unique experience for me because by visiting many place and interacting various person, I achieved a better knowledge about ERP SYSTEM. The experience which I gained by doing this project was essential at this turning point of my carrier this project is being submitted which content detailed analysis of the ERP under taken by me.

Its provide an opportunity to the student to devote his/her


skills knowledge and competencies required during the technical session.

The project is on the topic

“ERP SYSTEM with NHPC LTD.”


ACKNOWLEDGEMENT

I would like to express my appreciation and gratitude to various people who have shared their valuable time and made possible this project, through their direct indirect cooperation.

My honorable Mr. Debabrata Saha (Lecturer) and Mam Malati Subba (Lecturer) EIILM UNIVERSITY, SOUTH-SIKKIM, for allowing me to work on this project and provide necessary help.

I thank my respected faculties, dear friend & colleagues, who help me in every possible ways, support me and encouraged me to explore new dimensions.


SATYENDRA NATH YADAW

MBA 4th (I.T.) Semester

Enrollment-No-EIILMU/SK/RG/0708/044

RECOMMENDATION


This to certify that SATYENDRA NATH YADAW, M.B.A IV Semester, EIILM University, JORETHANG SOUTH-SIKKIM has done project on “NHPC LTD.” and has successfully completed his project on “ERP-SYSTEM with NHPC Ltd.”

This report is completed under my guidance .It is only for academic purpose and is a bonafide work done by student.

Under Guidance (ASST. MANAGER I.T.)

Name___________________

Signature________________

Date____/___/____

Specialization Head


Name___________________

Signature________________

Date____/___/____

DECLARATION

I Satyendra Nath Yadaw do here by declare that the project work entitle on the “ERP SYSTEM with NHPC Ltd.” at RANGIT NAGER SOUTH-SIKKIM is the original work done by me.

This project report presented as a partial fulfillment requirement for the degree of Master of Business


administration.

SATYENDRA NATH YADAW

MBA 4TH semester

EIILM University

South-Sikim


CONTENTS

(CHAPTER-1)----------------------------------- (1-4)

Company Profile 1

Board of directors 2

Organization Structure 4

(CHAPTER-2)----------------------------------- (6-31)

Annual Review 6

Projects/Power Stations 22

Location Map of NHPC Project 31

(CHAPTER-3)----------------------------------- (32-36)


Mission & Vision 32

Objective 33

Profile 34

Rangit Nager Power Station Sikkim 36

(CHAPTER-4)----------------------------------- (38-84)

ERP System 38

Significance of ERP System 42

Errors in ERP Implementation 44

Return on Investments for ERP 46

How to Make ERP User Friendly 47

How to Overcome ERP Troubles 49

What Are the Steps to Be Taken to Account

the Performance ERP Software Programs In

Your Organizations? 50

Getting to Know BPR 52


Choosing ERP Software 54

Customizing ERP Software 59

How to Set ERP Standards? 61

What is the Necessity for ERP Gap Analysis

& How Is It done? 63

ERP Implementation Life Cycle 65

Flaws in ERP Training 67

What Are the Lesson Learnt From ERP

Performance Studies? 70

Challenges Faces by ERP 74

What Are the Different methods On ERP

Implementation? 76

Constituents of ERP Training 78

ERP Implementation Guidelines 80

Process Management 82


Web links 84

The Company

NHPC Limited (Formerly known as National Hydroelectric Power Corporation Ltd.), A Govt. of India Enterprise, was incorporated in the year 1975 with an authorised capital of Rs. 2000 million and with an objective to plan, promote and organise an integrated and efficient development of hydroelectric power in all aspects. Later on NHPC expanded its objects to include development of power in all its aspects through conventional and non-conventional sources in India and abroad.

At present, NHPC is a Mini Ratna Category-I Enterprise of the Govt. of India with an authorised share capital of Rs. 1,50,000 Million . With an investment base of over Rs. 3,17,000 Million Approx. , NHPC is among the TOP TEN companies in the country in terms of investment.

Initially, on incorporation, NHPC took over the execution of Salal Stage-I, Bairasiul and Loktak Hydro-electric Projects from Central Hydroelectric Project Construction and Control Board. Since then, it has executed 13 projects with an installed capacity of 5175 MW on ownership basis including projects taken up in joint venture. NHPC has also executed 5 projects with an installed capacity of 89.35 MW on turnkey basis. Two of these projects have been commissioned in neighbouring countries i.e. Nepal and Bhutan.

During the financial year 2008-2009 , NHPC Power Stations achieved the highest ever generation of .

GENERATION


During the period 2008-2009 , NHPC had a sales turnover of with a Net Profit of Rs. 10752.2 Million.

SALES Vs PROFIT

Presently NHPC is engaged in the construction of 11 projects aggregating to a total installed capacity


of 4622 MW. NHPC has added 1970 MW during the 10th Plan period and planned to add 5322 MW during 11th Plan period. 9 projects of 8481 MW are awaiting clearances/Govt. approval for their implementation. Detailed Projects report is being prepared for 7 projects of 5755 MW.

Since its inception in 1975, NHPC has grown to become one of the largest organisation in the field of hydro power development in the country. With its present capabilities, NHPC can undertake all activities from concept to commissioning of Hydroelectric Projects.

Board of Directors

Shri A.B. L. Srivastava

Director (Finance)Shri. S.K. Garg

Chairman & Managing Director

Shri D.P. Bhargava

Director (Technical)Shri J.K. Sharma

Director (Projects)Shri R.S. Mina

Director (Personnel)


http://www.nhpcindia.com/English/Scripts/BODDetail.aspx?Vid=1





Shri Rakesh Jain

Official part time Director

Ms. Komal Anand

Non-official part time Director

Shri A.K. Mago


Shri Raman Sidhu


Shri R. Jeyaseelan


Dr. Kuriakose Mamkoottam


Shri K Dharmarajan


Shri A. Gopalakrishnan


ORGANISATION STRUCTUREChairman & Managing DirectorChief Vigilance OfficerCompany SecretaryDirectorDirectorDirectorDirector(Personnel)(Technical)


http://www.nhpcindia.com/English/Scripts/BoardOfDirectors.aspx









(Projects)(Finance)• Human Resource,• Design & Engineering• Finance• ConstructionLaw, Corp.• Design – E&M• CommercialEquipmentComm., Medical• Quality Assurance &Planning• IT &Services,Inspection (QA & I)• CPMGCommunicationRajbhasha, CRMD• Engineering Geology• E&FMS Division• Core Group• Consultancy &• Operation & MaintenanceBusiness• Research & DevelopmentED-REGIONSDevelopment• Planning• T&HRD• Cost Engineering• Transmission & RuralElectrification (T&RE)All Construction /• All Power• Contracts (Civil)Survey &Stations• Contracts (E&M &Note: Regional ED's Report to Director (Tech)


Investigation• Rural Road &Procurement)for Power Stations and Director (Projects) forProjectsRuralConstruction / Survey & InvestigationElectrificationProjects.Work

Annual Review

Annual Review 2008-09


Performance Highlights During 2008-09

* NHPC has been conferred Mini Ratna status by the Government of India.

* Name of the Company has been changed from National Hydroelectric Power Corporation Ltd. to NHPC Limited and the Logo of the Company has also been changed.

* Object clause has been changed from Hydro, Wind, Geothermal, Gas to Generation of power through conventional and non-conventional sources. However, in respect of thermal the works/projects are to be executed through its subsidiary NHDC.

* President of India conferred NHDC (a subsidiary of NHPC) with a Gold Shield for early commissioning of 520 MW Omkareshwar Project at the National Award Function for Meritorious performance in Power Sector. Highest ever dividend of Rs. 50.42 crore received from NHDC.

* Achieved highest ever net Profit of Rs. 1,050 crore (provisional) which is 4.6% higher than the net profit of Rs. 1,004 crore earned during 2007-08.

* Achieved an all time high sales turnover of Rs. 2,562 crore (provisional) as against Rs. 2,301 crore during the previous year, thereby registering an increase of 11.3%.


* Achieved realization of Rs. 2,420.36 crore (99.69%) against actual billing of Rs. 2,427.98 crore.

* Incurred Capital expenditure of Rs. 3,678 crore against Rs. 2,568 crore in previous year i.e. growth of 43%.

* Enjoys highest credit rating i.e. AAA for domestic borrowings from M/s Fitch and BBB- for external borrowings both from M/s Fitch and M/s S&P which is equivalent to Sovereign rating.

* NHPC has planned a Capex of Rs. 21,600 crore for XI plan.

* Generated 16690 Million Units electricity against 14813 Million Units generated during previous year, thereby registering an increase of 12.69 %.

* Updated Draft Red Herring Prospectus filed with SEBI during August 2008 and SEBI clearance received on 18.9.2008. The IPO has been deferred due to adverse market conditions.

* The Power Stations achieved a Capacity Index of 93.61% against the MoU target of 92.50%.

* Poised to pay highest ever dividend.

* The Company has commissioned two projects with aggregate installed capacity of 1030 MW (520 MW Omkareshwar in JV and 510 MW Teesta-V) during the current Five Year Plan. NHPC is the only Central Power sector Undertaking (CPSU) to add hydro capacity during this period.

* NHPC is the only hydro power developer Public Sector Undertaking which has been conferred “Excellent” rating for MoU 2007-08 signed with Ministry of Power.

* MOU has been signed amongst NHPC, JKSPDC and PTC to develop Pakal-Dul and other hydroelectric projects in the Chenab River Basin of J&K with aggregate installed capacity of 2100 MW through a Joint Venture Company.


* MoU has been signed with the Union of Myanmar to study the master plan for hydro power development of Chindwin River Basin and for reviewing the DPRs of the 1200 MW Tamanthi Hydroelectric Project and the 642 MW Shwezaye Hydroelectric Project.

* MoU signed amongst NHPC, NTPC, PFC and TCS to set up and operate Power Exchange at national level.

* Prepared Detailed Project Report (DPR) of 720 MW Mangdechhu Hydroelectric Project in the Mangdechhu Basin, Bhutan for Department of Energy Royal Government of Bhutan and Ministry of External Affairs, India.

* Preparation of DPRs for 670 MW Chamkharchhu-I and 1800 MW Kuri Gongri Projects under Indo-Bhutan Cooperation in hydro power sector.

* Recommendation of PIB and Govt. sanction accorded for the 330 MW Kishanganga Project in Jammu & Kashmir.

* Promoter’s agreement has been signed between NHPC and Government of Manipur for formation of Joint Venture Company for implementation of 66 MW Loktak Downstream Project in Manipur.

* LOI has been received from WBREDA for execution of Durgaduani Mini Tidal Power Project (3.75 MW) - the first tidal power project to be executed in India.

* Agreement has been signed amongst MEA, NHPC and BHEL for renovation, modernization and uprating of Varzob Hydro Power Plant-I (2x3.67 MW) in Tajikistan.

* Signed MoU on 25.9.2008 with Andaman & Nicobar Administration for the work of “Raising the height of Dhanikhari Concrete Dam” in A&N Islands.

* Agreement has been signed with JKSPDC for Operation & Maintenance of Baglihar Power Station in Jammu & Kashmir.


* MoU has been signed with Government of Arunachal Pradesh for setting up NHPC College of Science, Technology, Arts & Commerce at Tawang at the cost of Rs. 110 crore.

* Constructing India’s largest hydroelectric project, the 2000 MW Subansiri Lower Hydroelectric Project.

* Implementing the 3000 MW Dibang Multipurpose Project in Arunachal Pradesh.

* Meeting held with Orissa Hydropower Corporation for setting up a Joint Venture Company to develop hydroelectric Projects in Orissa and also to take up renovation and modernization of two units (2 x 37.5 MW) of Burla Power Station on river Mahanadi in Orissa.

* Nimoo Bazgo (45 MW) and Chutak (44 MW) located in Jammu & Kashmir state have been registered by CDM Executive Board of United Nation Framework Convention on Climate Change (UNFCCC).

* Subsidiary NHDC has been entrusted with setting up of a 1000 MW thermal power project by the Govt. of Madhya Pradesh.

* Implementing Enterprise Resource Planning (ERP) across the organization.

* Six Independent Directors have been appointed on NHPC Board.

Annual Review 2008-09

The Company has been conferred with Mini Ratna(Category-I) status by the Ministry of Power w.e.f. 28th April 2008. This status will not only entitle the Company to incur capital expenditure on


new projects, modernization, purchase of equipment, etc. without Government approval upto certain specific limit but also entitle it to establish Joint Venture within stipulated limits, enter into technology Joint Ventures, strategic alliances and certain other benefits.

Achieved an all time high gross sales of Rs 2,562 crore (provisional) and net profit of Rs.1,050 crore (provisional), surpassing MoU generation targets, achieving high capacity index, signing of MoUs for implementing more projects in the Joint Venture, foray into tidal project, Signing agreement amongst MEA, NHPC and BHEL for renovation, modernization and uprating of Varzob Hydro Power Plant-I (2x3.67 MW) in Tajikistan, signing of MoU with the Union of Myanmar to study the master plan for hydro power development of Chindwin River Basin and for reviewing the DPRs of the 1200 MW Tamanthi Hydroelectric Project and the 642 MW Shwezaye Hydroelectric Project, signing of Joint Venture agreement amongst co-promoters viz. NHPC, NTPC, PFC and TCS to set up and operate Power Exchange at National level, signing of Promoters’ agreement with the Government of Manipur for formation of a joint venture company for the development of the 66 MW Loktak Downstream Project in Manipur, Signing of MoU with Government of Jammu & Kashmir, JKSPDC and PTC to develop Pakal Dul and other hydroelectric projects in Chenab River Basin with an aggregate installed capacity of 2100 MW through a Joint Venture Company, obtaining clearance of CCEA for 330 MW Kishanganga Project in Jammu & Kashmir, obtaining “Excellent Rating” from Department of Public Enterprises for MoU 2007-08 signed with Ministry of Power Entrusting NHDC (a Joint Venture of NHPC and Govt. of Madhya Pradesh) by the Govt. of Madhya Pradesh for setting up of a 1000 MW thermal power project, achieving 99.69% realization of dues from beneficiaries, speeding up construction activities on the projects under construction, paying an interim dividend of Rs.125 crore for the year 2008-09 to Govt. of India etc. are some of the major achievements of NHPC during the financial year 2008-2009.

Financial Performance during 2008-09

* Registered a net profit (after tax) of Rs. 1,050 crore (provisional) against the net profit (after tax) of Rs. 1,004 crore registered during the previous financial year.

* Achieved an all time high sales turnover of Rs. 2,562 crore (provisional) as against Rs. 2,301 crore achieved during the year 2007-08

* Poised to declare an all time high dividend for the year 2008-09. An interim dividend of Rs. 125 crore for the year 2008-09 has already been paid to Government of India.

* Received ‘NIL’ comments on annual accounts of the company for the year 2007-08 from Comptroller & Auditor General of India. This is the second consecutive year the company has received ‘NIL’ comments.


* Better business management coupled with prudent financial policies like efficient sales realization, better grid management, efficient treasury management systems etc. have resulted in sound financial position which made the Company self reliant for the resources generation for ambitious capacity addition program in XI and XII Five year plans.

* No budgetary support from Government from 2007-08 onwards.

* Enjoys highest credit rating i.e. AAA for domestic borrowings from M/s Fitch and BBB- for external borrowings both from M/s Fitch and M/s S&P which is equivalent to Sovereign rating.

* Updated Draft Red Herring Prospectus filed with SEBI during August 2008. The IPO has been deferred due to adverse market conditions.

Power Generation

During the period under review, the operating Power Stations of NHPC generated 16690 Million Units exceeding the annual MoU target of 16200 million units for ‘very good’ rating, as compared to 14813 Million Units generated during the previous year, showing an increase of 12.69 %. The machine availability of the operating power stations measured as Capacity Index has been 93.61% (provisional) exceeding the annual MoU targets of 92.50% for ‘Good’ rating. Uri Power Station achieved 100% Capacity Index.

Sale of energy & Realization

The sale rate of NHPC power during 2008-09 varied from 66 paise per unit (Salal Power Station) to 300 paise per unit (Dul Hasti Power Station). The average sale rate has been 154 paise per unit. Revenue realization from the beneficiaries of NHPC operating power stations during 2008-09 has been Rs. 2,420.36 crore (99.69%) against the target of 97%. The actual billing for the period was Rs. 2,427.98 crore.

Capacity Addition Programme

NHPC has planned to add 5322 MW during XI plan (2007-12) through 12 projects. Out of these, two projects with aggregate installed capacity of 1030 MW (520 MW Omkareshwar Project in JV and 510 MW Teesta-V Project) have already been commissioned.

NHPC abroad


The expertise available with NHPC is being utilized by countries like Bhutan, Myanmar and Tajikistan etc.

Prepared Detailed Project Report (DPR) of 720 MW Mangdechhu Hydroelectric Project in the Mangdechhu Basin, Bhutan for Department of Energy Royal Government of Bhutan and Ministry of External Affairs, India.

Preparation of DPRs for 670 MW Chamkharchhu-I and 1800 MW Kuri Gongri Projects under Indo-Bhutan Cooperation in hydro power sector.

NHPC has signed MoU with the Union of Myanmar on 16 th September, 2008 to study the master plan for hydro power development of Chindwin River Basin and for reviewing the DPRs of the 1200 MW Tamanthi Hydroelectric Project and the 642 MW Shwezaye Hydroelectric Project.

A tripartite agreement has been signed amongst MEA, NHPC and BHEL on 12.8. 2008 for renovation, modernization and uprating of Varzob Hydro Power Plant-I (2x3.67 MW) in Tajikistan. NHPC shall execute the civil and hydro-mechanical works at a cost of Rs. 23.95 crore.

Projects under Construction

1. Sewa–II H.E. Project (120 MW), Jammu & Kashmir

Dam concreting completed. Excavation, erection of liner & concreting for Vertical Pressure shaft, Upper & Lower

Horizontal Pressure Shaft has been completed. Power House concreting is nearly complete. Boxing up of all the three units completed and Auxiliaries is in progress. Erection of switchyard is in progress. Erection of all Radial Gates and Tail Race Channel

(TRC) Gates completed. Erection of Intake Gate, Surge Shaft Gate, SFT & DC gates are in progress.

Head Race Tunnel (HRT) excavation completed and 6667m (66%) out of 10084 m Overt lining has been completed.

The completion has been delayed due to poor geology in HRT, contractual problem and labour union agitations.

The project is expected to be commissioned by October 2009

2. Teesta Low Dam H.E. Project Stage-III (132MW), West Bengal

In Barrage Bays 1 to 7, Intake and Power House, excavation is over and concreting is in progress.

About 91.10% excavation of Tail Race Channel (TRC) has also been completed. Supply and erection of Electrical & Mechanical (E&M) and Hydro Mechanical (HM)

components is in progress.


During flash floods in July’07, entire work area got flooded causing a severe setback to the progress of works and delaying the completion of Project.

Construction activities are suffering due to off and on agitation by "Gorkha JanMukti Morcha (GJMM) since Feb. 2008.

The Project is expected to be completed by February 2010.

3. Parbati H.E. Project Stage–II (800 MW), Himachal Pradesh

In Head Race Tunnel (HRT), excavation of 81.90% has been completed out of 31.50 Km length.

22% concreting in HRT completed.

During Nov.’06 in HRT face-4, the Tunnel Boring Machine (TBM) was partly buried due to heavy ingress of silt and water, causing total stoppage of work. Refurbishment of TBM has been completed. Agency for treatment of strata ahead of TBM has been finalized and work is to start shortly.

54.72 % concreting of Dam and Intake structure has been completed.

13.85% concreting in Power House completed, but the back hill slope failure occurred in Feb.’07. Slope stabilization work is in progress and major work of Power House is likely to be started from Nov.’09.

The Project is to be completed by March 2013.

4. Subansiri (Lower) H.E. Project (2000 MW), Arunachal Pradesh

Excavation and concreting of Dam is in progress.

36.42% Head Race Tunnel excavation completed.

Intake structure and Power House concreting is in progress.

340T (EOT) crane has been commissioned in service bay.

The Project is to be completed by December 2012.

5. Uri –II H.E. Project (240MW), Jammu & Kashmir

Concreting upto River Bed Level (RBL) in Dam is completed and above RBL is in progress.

Head Race Tunnel heading and benching excavation completed except 53m which will be taken up after completion of Surge Shaft widening and concrete lining are in progress.

Heading of Tail Race Tunnel (TRT) completed except 49m TRT outlet portion and benching is in progress.


Power House excavation completed & concreting is in progress.

Erection of 2 nos. draft tubes completed and in other 2 units in progress. Earth mat in all units completed. Erection of EOT crane in service bay completed.

Design & Engineering and fabrication of Electrical & Mechanical and Hydro Mechanical works are in progress.

The project is expected to be commissioned by February 2011.

6. Parbati-III H.E. Project (520 MW) , Himachal Pradesh

Excavation for Rockfill Dam completed and rockfilling above EL 1300m is in progress. In Head Race Tunnel, 71.60% excavation completed..

Slashing of Pressure Shaft and Surge Shaft is in progress.

In Tail Race Tunnel (TRT), 89.20% excavation has been completed.

Power House excavation is in progress.

The project is expected to be completed by November 2010

7. Chamera –III H.E. Project (231 MW), Himachal Pradesh

94% Dam excavation and 26% Dam Concreting has been completed.

Head Race Tunnel excavation completed and 2181 m(14%) out of 15995m overt lining has been completed

Excavation of Vertical Pressure shaft, Surge Shaft is in progress.

Excavation of Power House completed and its concreting is in progress.

92% of Tail Race Tunnel excavation completed.

EOT Crane at Service bay commissioned and erection of Electrical & Mechanical component for Unit-1, Unit-2 & Unit-3 is in progress.

The project is expected to be completed by August 2010.

8. Teesta Low Dam H.E. Project Stage-IV (160MW), West Bengal

Excavation for Dam Spillway has been completed and concreting is in progress.

Excavation and concreting of Cellular Wall completed.

Excavation of Power House has been completed and concreting in progress.


During flash floods in July’07, entire work area got flooded causing a severe setback to the progress of works and delaying the completion of Project.

Construction activities are suffering due to off and on agitation by "Gorkha JanMukti Morcha (GJMM) since February 2008.

The Project is expected to be completed by December 2010.

9. Nimoo Bazgo H.E. Project (45MW), Jammu & Kashmir

The project is being constructed by NHPC in highly inclement weather conditions of Leh & Ladakh in Jammu & Kashmir.

Dam excavation completed and concreting is in progress.

Power House excavation and concreting upto crane beam level completed

Hydro Mechanical works awarded to PES Engineers Private Limited on 28.07.08.

The project is expected to be completed by August 2010.

10. Chutak H.E. Project (44MW), Jammu & Kashmir

The project is being constructed by NHPC in highly inclement weather conditions of Leh & Ladakh in JAMMU & KASHMIR.

Barrage & Power House excavation completed and concreting is in progress.

About 86.54% Head Race Tunnel (HRT) excavation completed and lining is in progress.

Hydro Mechanical (HM) works awarded to PES Engineers Private Limited on 28.07.08.

The project is expected to be completed by Feb. 2011.

11. Kishanganga H.E. Project ( 330 MW), Jammu & Kashmir

Project was cleared by CCEA in July 2007. CCEA clearance for revised Cost Estimate of Rs 3,642.04 crores with scheduled completion in 84 months (i.e. by January 2016) has been received vide letter dated 14.1.2009.

The Project is proposed to be completed by January 2016.

Letter of acceptance for award of the project has been issued on 22.1.2009 in favour of M/s Kishanganga Consortium (HCC-Halcrow) for turnkey execution.

Mobilization and survey work has been started at site by contractor.

208m of Diversion tunnel stands excavated departmentally.


Consultancy Services

NHPC has been providing consultancy services in the area of hydro power development for generating additional revenue for the Corporation in the form of consultancy business. The clients to whom the consultancy services are being provided include agencies / organizations both in public and in private sector in India and abroad. During the financial year 2008-09 consultancy assignments amounting to Rs. 5,789 lakh and total payment amounting to Rs. 6,032 lakh were received.

Rural Electrification & Rural Road Works

Under Rajiv Gandhi Gramin Vidyutikaran Yojana (RGGVY), NHPC has taken up Rural Electrification works in 27 districts of States of West Bengal, Bihar, J&K, Chhattisgarh and Orissa with an estimated cost of about Rs. 2,580 crore. The scope of work in all the districts covers 31907 villages and service connection to 20.80 lacs of BPL households. NHPC is implementing 33 nos. projects in the 27 districts. Out of 33 projects, works of 32 projects have already been awarded and 1 no. project is under process of award. 3720 nos. villages have been electrified and 251391 nos. BPL service connections have been provided during 2008-09.

Under the Pradhan Mantri Gram Sadak Yojna (PMGSY), NHPC has undertaken construction of rural roads and its maintenance in six districts of Bihar namely East Champaran, West Champaran, Muzaffarpur, Sheohar, Sitamarhi and Vaishali. Roads with a length of 3517.2 kms have been sanctioned at a cost of Rs. 1917.88 crore and work on 950 kms long road has been completed so far.

Research & Development activities

Clean Development Mechanism (CDM)

First time in NHPC as well as in Power Sector PSUs history, two medium sized hydroelectric projects namely Nimoo Bazgo(45 MW) and Chutak(44 MW) located in Jammu & Kashmir state have been registered by CDM Executive Board of United Nation Framework Convention on Climate Change (UNFCCC). Nimoo Bazgo and Chutak projects shall annually reduce emissions of approximately 187,893 metric tonne CO2 equivalent and 166,831 metric tonne CO2 equivalent respectively after their commissioning. On this account, NHPC will achieve additional revenue of approximately Rs. 18.0 Crores at a conservative price of US $ 10 per CER from both the projects annually over a period of seven years which shall be renewed for another two term of seven years each.


Computational Fluid Dynamics (CFD) Laboratory

A Computational Fluid Dynamics (CFD) Laboratory has been established during December 2008 in Corporate Office for flow analysis of hydro power systems.

Energy Audit of Power Stations

With a view to assess & optimize the power station’s performance, Energy Audit of NHPC Power Stations is being conducted. In the financial year 2008-09, Energy audit of Uri-I & Chamera-II power stations have been completed.

3.75 MW Durgaduani Tidal Power Project, Sunderbans, West Bengal

Durgaduani Mini Tidal Power Project (3.75 MW) is the first tidal power project to be executed in India. In August 2008 Letter of Intent (LOI) has been received from WBREDA for execution of the project at an estimated cost of Rs. 48 crore. International Competitive Bidding (ICB) for turnkey execution has been floated during November 2008 with bid submission by 30.04.2009.

IT & Communication

NHPC has made a major break-through in utilizing information technology in its core functions by implementing ERP in NHPC with an objective of meeting the business objectives of timely completion of construction projects and optimally operating the generating power stations towards maximizing profit. During 2008-09, ERP has been implemented at pilot locations for Energy Sales and Accounting, Project Monitoring, Power Plant Operation, HR, Finance, Procurement etc. Employee Compensation and Employee Self Service functions are also being performed in ERP.

To support ERP, IT&C infrastructure has also been strengthened considerably during the year. Various remote locations have been connected through additional link of ku-band based VSAT link. NHPC is also working towards development of enterprise class TIER-III Data Centre at Faridabad and Disaster Recovery site at its Regional Office at Kolkata.

Once rolled over to all the locations during 2009-10, ERP shall provide backbone for information flow and decision making of various key business processes of NHPC as well as other routine functions across the Organization.

Quality Assurance


So far 10 Power Stations, one Region and Corporate Office have been certified ISO-9001 out of which Dul Hasti Power Station has been certified during the Year 2008-09. Nine Power Stations, one Region and Corporate Office have been certified ISO-14001 out of which Rangit Power Station has been certified during the Year 2008-09. Ten Power Stations, one Region and Corporate Office have been certified OHSAS-18001 out of which Loktak, Rangit and Dul Hasti Power Stations & Region-II (Banikhet) have been certified during the Year 2008-09. NHPC’s three Power stations, one Region and Corporate Office have been certified IMS out of which Chamera-I, Chamera-II and Baira Siul Power Stations & Corporate Office are certified during the Year 2008-09.

In addition to these certifications, initiatives have been taken for getting IS-15700 (Sevottam), SA-8000 (Social Accountability Certification) and ISO-22000 (Food Safety Management System Certification).

Human Resource Development

86.14% of the employees totaling to 10342 were covered in the training programmes conducted across NHPC during 2008~2009.

Business Process Re-engineering & Restructuring exercise in NHPC was conducted through a reputed Management Consultant aiming to Assess & Articulate Business Strategy, Evolving New Organization through restructuring and process reengineering, Optimize Human Resource & Strategy and Plan Change Implementation Strategy. The basic aim of the exercise was to revitalize NHPC in terms of the current scenario and to position NHPC as a premier and competitive power utility of International standards. The recommendations as submitted by the consultant are in various stages of implementation.

NHPC is actively engaged in the National Skill Development Mission and in that process very closely working with many State Governments like Uttarakhand, J&K, Arunachal, HP etc. NHPC already adopted 3 ITIs in various states and are in the process of adopting more ITIs in the states. The main objective is to make the students of ITIs employable for development of Hydro Power Sector.

NHPC is actively pursuing its aim of developing power projects in the most socio – economic responsive manner and has a well laid CSR Policy / Schemes running at its various Power Station covering areas i.e. Education, Health, Peripheral development, promotion of Sports, preservation of culture, environmental conservation etc in the vicinity of its Power Stations.


New initiatives / Assignments

MOU has been signed during October, 2008 amongst NHPC, JKSPDC and PTC to develop Pakal-Dul and other hydroelectric projects in the Chenab River Basin of J&K with aggregate installed capacity of 2100 MW through a joint venture company.

Promoter’s agreement has been signed between NHPC and Government of Manipur for formation of Joint Venture Company for implementation of 66 MW Loktak Downstream Project in Manipur.

Signed MoU on 25.9.2008 with Andaman & Nicobar Administration for the work of “Raising the height of Dhanikhari Concrete Dam” in A&N Islands.

Agreement has been signed on 31.3.2009 with JKSPDC for Operation & Miantenance of Baglihar Power Station in Jammu & Kashmir.

MoU signed amongst power sector co-partners viz. NHPC, NTPC, PFC and TCS to set up and operate Power Exchange at national level on 8.8.2008.

Meeting held with Orissa Hydropower Corporation on 15.1.2009 for setting up a Joint Venture Company to develop hydroelectric Projects in Orissa and also to take up renovation and modernization of two units (2 x 37.5 MW) of Burla Power Station on river Mahanadi in Orissa.

MOU has been signed with Government of Arunachal Pradesh for setting up NHPC College of Science, Technology, Arts & Commerce at Tawang at a cost of Rs. 110 crore.

MOU with Government of Himachal Pradesh is under way for setting up of Engineering College in the state jointly by NHPC and NTPC at a cost of Rs. 75 crore.

NHPC has signed MOU with BSNL – MTNL for providing comprehensive communication facilities across the country on need based system on most preferred client basis.

Narmada Hydroelectric Development Corporation Ltd. (NHDC) – a subsidiary of NHPC has been entrusted with setting up of a 1000 MW thermal power project by the Govt. of Madhya


Pradesh. This significant development has paved the way for foraying into thermal power business as a part of diversification and future growth of the organization.

Awards

During the year 2008-09 NHPC received various prestigious awards. Some of the important awards are enlisted below:

President of India conferred NHDC (a subsidiary of NHPC) with a Gold Shield for early commissioning of 520 MW Omkareshwar Project at the National Award Function for Meritorious performance in Power Sector.

CIDC Vishwakarma Award for best professionally managed company for 2009.

Tanakpur Power Station, Chamera-III Power Station and Region-II (Banikhet) have been awarded with Greentech Environmental Excellence Award 2008, Greentech Gold Award 2008 and Greentech Golden Award respectively by Green tech Foundation, New Delhi for outstanding achievements in environment management and safeguards in hydro sector.

Amity Corporate Excellence Award for dominant leadership and global presence in recognition of its achievements to the enviable position as one of the best and most admired companies of the world with unparalleled performance.

SCOPE Meritorious Award for best practices in Human Resource Management for the year 2006-07 in recognition of its constant endeavours in incorporating the best HR practices as a strong people centric organization.

Jury Award for environmental upgradation in recognition of its achievements in the field of environmental upgradation.

Award of Excellence from Indian Chamber of Commerce in recognition of excellent service in the Power sector.


1st prize among all Power PSUs for displaying excellent work in implementation of Official Language - Hindi.

Projects / Power Stations

PROJECTS/POWER STATIONS CORPORATE OFFICE OTHER OFFICES

REGION-I, JAMMUEXECUTIVE DIRECTOR REGION-I 100/9, TRIKUTA NAGAR JAMMU - 180012.


http://www.nhpcindia.com/English/Scripts/Sr_Executive_Liaison.aspx

http://www.nhpcindia.com/English/Scripts/Sr_Executives.aspx

REG-I(JAMMU) [EXECUTIVE DIRECTOR REGION-I 100/9, TRIKUTA NAGAR JAMMU - 180012.]

JATINDER SINGH EXECUTIVE DIRECTOR01995-259647(O)01995-259647(R)

-

OM PRAKASH THAKUR

GENERAL MANAGER - -

B K LAL CHIEF MEDICAL OFFICER - -

SANJAY SARBHOY CHIEF (HR)2278013(O)22770267(R)

[email protected]

BABU LAL GUPTA CHIEF ENGINEER(CIVIL) - -

R P GOYAL CHIEF (FINANCE)0129-2271273(O)0129-4083201(R)

[email protected]

RURAL ELECT. WORK-(R-1),JAMMU []

MADAN KISHORE BOHRA

CHIEF ENGINEER(MECHANICAL)

0172-5075738(O)(R)

-

AMITABH SRIVASTAV


(0194)2462058(O)(011)26947084(R)

[email protected]

KIRU & RITLEY [KKRS PROJECT C/O. DULHASTI H E PROJECT NHPC LTD., KISHTWAR DIST DODA J&K 182 206]

CHUTAK [CHUTAK H.E. PROJECT, NHPC LTD. VILLAGE MINZI, DISTT-KARGIL(LADAKH) J&K - 194 101]

SACHINDRA NATH JHA

CHIEF ENGINEER(CIVIL)0353-247224(O)0353-247380(R)

[email protected]

NIMMO BAJGO [NIMOO BAZGO H.E. PROJECT PDD COLONY, J&K-193 103]

JUGAL KISHORE SHARMA

CHIEF ENGINEER(CIVIL)2255948(O)5512268(R)

-

H N SATYANARAYANA

CHIEF ENGINEER(CIVIL) - -

URI-II [URI PROJ STAGE-II NHPC OFFICE COMPLEX RAJARWANI POST OFF. LAGAMA, TEHSIL URI,DISTT. BARAMULLA J&K - 193 125]

P C GAUTAM GENERAL MANAGER0129-2259925(O)0120-6585943(R)

[email protected]

S K SINGHCHIEF ENGINEER(MECHANICAL)

2259923(O)0129-2428510(R)

[email protected]

SANDEEP SINGHAL

CHIEF ENGINEER(CIVIL)0135-2442257(O)(R)

[email protected]

V R SHRIVASTAVA CHIEF ENGINEER(CIVIL)01956-210217(O)01956-210218(R)

[email protected]

KISHANGANGA [KISHENGANGA H.E. PROJECT P.D.D. COLONY, GANTAMULLA, DISTT. BARAMULLA, J & K - 193 103]

D V RAMANAIAH CHIEF (GEO-PHYSICS)0135-2763023(O)(R)

[email protected]

KHALID UMAR CHIEF ENGINEER(CIVIL) - -

ANIL RAI CHIEF(GEOLOGY)03592-33025(O)03592-33182(R)

-


mailto:[email protected]









PAKAL DUL [PAKUL DUL H.E. PROJECT, CHENAB NAGAR , SECTOR- II KISHTWAR , DISTT. DODA J & K - 182 206]

DAIVENDER KUMAR DHAR

CHIEF ENGINEER(CIVIL) - -

BURSER [BURSUR H.E. PROJECT CHENAB NAGAR , SECTOR- II KISHTWAR , DISTT. DODA J & K - 182 206]

BAGHLIHAR []

ROOPAK JAIN GENERAL MANAGER(0129)2256044(O)(0129)2428558(R)

[email protected]

URI [URI POWER STATION, NHPC OFFICE COMPLEX GINGLE, POST OFFICE MOHARA, DISTT. BARAMULLA J&K-193122]

SURENDRA KUMAR LAMBA

GENERAL MANAGER(0129)2258830(O)(011)25079124(R)

[email protected]

PAWAN KUMAR CHIEF ENGINEER(CIVIL)0129-2278694(O)0129-4041059(R)

[email protected]

S P GHOSHCHIEF ENGINEER(MECHANICAL)

01991-55534(O)01991-55864(R)

-

DULHASTI [DULHASTI H.E. PROJECT, DISTT. DODA, JAMMU & KASHMIR]

RAJIV HUSTU GENERAL MANAGER01899-220210(O)01899-220149(R)

[email protected]

S K DUBEY CHIEF ENGINEER(CIVIL) - [email protected]

HIMANSHU SHEKHAR

CHIEF ENGINEER(ELECTRICAL)

- [email protected]

SALAL [SALAL H.E. PROJECT, P.O. JYOTIPURAM, VIA REASI, J&K]

AMIYA PAUL GENERAL MANAGER(01991)255433(O)(01991)255481(R)

[email protected]

RAKESH KUMAR SONI


0191-2477503(O)(R)

[email protected]

ANIL KUMARCHIEF ENGINEER(ELECTRICAL)

01899-263039(O)(R)

[email protected]

VINAY KUMAR CHOUDHARY


[email protected]

ANIL KUMAR PRADEEP


2277715(O)26123435(R)

-

UTTARAKHAND REGIONAL OFFICE- DEHRADUNNHPC LTD. 193, PHASE-II, VASANT VIHAR DEHRADUN, UTTARANCHAL-248001

DEHRADUN OFFICE [NHPC LTD. 193, PHASE-II, VASANT VIHAR DEHRADUN, UTTARANCHAL-248001]

GOPAL PRASAD PATEL

EXECUTIVE DIRECTOR(0129) 2278695(O)(0129) 2428575(R)

[email protected]

V K VERMA CHIEF ENGINEER(CIVIL)0135-2763021(O)(R)

[email protected]

PALASH GOSWAMI CHIEF (FINANCE)0135-2763024(O)(R)

[email protected]

HALDWANI LO [DHAULIGANGA(STAGE-I) PROJECT, POST BOX NO.1, P.O. DHARCHULA, DISTT.















PITHORAGARH(UP)-262 545]

LUCKNOW LO [DHAULIGANGA(STAGE-I) PROJECT, POST BOX NO.1, P.O. DHARCHULA, DISTT. PITHORAGARH(UP)-262 545]

KOTLI BHEL-II []

ATUL KUMAR GENERAL MANAGER(0129)2279136(O)(011)22305901(R)

[email protected]

KOTLI BHEL-IB []

K K SRIVASTAVA CHIEF ENGINEER(CIVIL)01899-29825 (PBX)(O)29826 (PBX)(R)

-

KOTLI BHEL-IA [KOTLIBHEL H.E. PROJECT, GMUN TOURIST REST HOUSE, DEV PRAYAG, DISTT. TEHRI GARHWAL, UTTRANCHAL]

A K SRIVASTAVA CHIEF MEDICAL OFFICER - -

DHAULIGANGA INTERMEDIATE []

KOTLI BHEL [KOTLIBHEL H.E. PROJECT, GMUN TOURIST REST HOUSE, DEV PRAYAG, DISTT. TEHRI GARHWAL, UTTRANCHAL]

ARUNABHA DAS GUPTA

CHIEF(GEOLOGY) - -

SHAILENDER SINGH BISHT

CHIEF (ENVIRONMENT)2254678(O)011-25581077(R)

[email protected]

LAKHWAR VYASI [LAKHWAR VYASI H.E. PROJECT EE-5, TONS COLONY, DAKPATHAR, DISTT. DEHRADUN (UA)]

PARAG SEXENA CHIEF ENGINEER(CIVIL) - -

GAURIGANGA []

ASHOK KUMAR CHIEF ENGINEER(CIVIL)5271259(O)6943919(R)

-

DHAULIGANGA [DHAULIGANGA(STAGE-I) PROJECT, POST BOX NO.1, P.O. DHARCHULA, DISTT. PITHORAGARH(UP)-262 545]

S KALGAONKAR GENERAL MANAGER01899-232301, 205912(O)01899-232028(R)

[email protected]

GOBINDA BAIDYA CHIEF ENGINEER(CIVIL)2270596(O)01296542310(R)

[email protected]

TANAKPUR [TANAKPUR H.E. PROJECT, P.O. CHANDANI, BANBASSA, DISTT. CHAMPAWAT, PIN-262 310]

CHANDRA BALI SINGH

GENERAL MANAGER0129-2259929(O)011-42785184(R)

[email protected]

SANDEEP KANSAL CHIEF ENGINEER(CIVIL)05943-263038(O)05943-263579(R)

[email protected]

REGIONAL OFFICE DIBANG & TAWANG BASIN- ITANAGARREGIONAL OFFICE, ITANAGAR NHPC LTD. SECTOR-C ITANAGAR-791111

SIANG INTEGRATED UNIT [SIANG INTEGRATED UNIT NHPC LTD. PASSIGHAT EAST SIANG DISTRICT ARUNACHAL PRADESH-791102]

TAWANG BASIN [TAWANG BASIN PROJECTS NHPC LTD, NEHRU MARKET, TAWANG, ARUNACHAL PRADESH 790 104.]








ARUN KUMAR MISHRA


[email protected]

PRITPAL SINGH WILKH


-

KAMBANG [KAMBANG SMALL H.E. PROJECT, N.H.P.C. LTD, NEAR GANGKAK RESIDENCE LIKPUTU WEST SIANG DISTT., ALONG ARUNACHAL PRADESH PIN-791001]

SIPPI [SIPPI SMALL H.E. PROJ, PORSA LATTE'S BLDG UPPER SUBANSIRI DISTT. DAPORJO, ARUNACHAL PRADESH-791 122]

DEBANG [DIBANG MULTIPURPOSE PROJECT, OPP. DEVINE WARD SCHOOL, MAYU SECTOR, P.O. ROING, DISTT LOWER DIBANG VALLEY PIN-792110, ARUNACHAL PREDESH]

A K MISHRA GENERAL MANAGER0129-2254675(O)+919958943331(R)

[email protected]

ALOK KUMAR RAHUT

CHIEF(GEOLOGY)03752-269271(O)03752-269320(R)

[email protected]

M K GUPTA CHIEF ENGINEER(CIVIL)01902-273163(O)01902-273164(R)

[email protected]

PASSIGHAT [OFFICE OF THE EXECUTIVE DIRECTOR, SIANG BASIN PROJECTS, PASSIGHAT, EAST SIANG DISTT. ARUNACHAL PRADESH - 791 102.]

ITANAGAR [REGIONAL OFFICE, ITANAGAR NHPC LTD. SECTOR-C ITANAGAR-791111]

A K GUPTA EXECUTIVE DIRECTOR0360-2292830(O)(011)26955056(R)

[email protected]

SHASHANK BHATNAGAR

GENERAL MANAGER(GEOLOGY)

(0360) 2350431(O)(011)26096448(R)

[email protected]

R N KASHYAP CHIEF ENGINEER(CIVIL)0360-2291260(O)(R)

-

S MURUGAPPAN CHIEF (GEO-PHYSICS)(0360)-2350395(O)(R)

[email protected]

S R BISWAS CHIEF (FINANCE)059672-2341(O)059672-2316(R)

-

SILIGURI REGIONAL OFFICE-

SILIGURI [TEESTA LOW DAM PROJECT,VIDYUT NAGAR P.O. SATELLITE TOWNSHIP, DISTT. JALPAIGURI WEST BENGAL-734 218]

DHIMAN PARIJA EXECUTIVE DIRECTOR0129-2278108(O)(R)

[email protected]

SURINDER KUMAR AGARWAL


[email protected]

INDRAJIT BORAL CHIEF (HR)0353-2568596(O)(R)

[email protected],

SANJAY KUMAR CHIEF (FINANCE)0353-2568796(O)(R)

[email protected]

TEESTA-IV []

A K CHOUDHARY CHIEF ENGINEER(CIVIL)03592-247206(O)03592-247221(R)

[email protected]

TEESTA LOW DAM - IV [NHPC LTD. KALIJOHRA BAZAR, P.O.KALIJOHRA, DISTT. DARJEELING,




mailto:[email protected],










WEST BENGAL - 734 321]

RAJAN KUMAR CHIEF ENGINEER(CIVIL) - -

RAM SWAROOPCHIEF ENGINEER(MECHANICAL)

- -

TEESTA LOW DAM - III [TEESTA LOW DAM PROJECT,VIDYUT NAGAR P.O. SATELLITE TOWNSHIP, DISTT. JALPAIGURI WEST BENGAL-734 218]

SHIV KUMAR GENERAL MANAGER(0129)2273634(O)(011)22714332(R)

[email protected]

RAM PAL SHARMACHIEF ENGINEER(MECHANICAL)

03592-247216(O)03592-247375(R)

[email protected]

MILIND GANESH GOKHALE


- -

TEESTA-V [TEESTA H.E. PROJECT STAGE-V P.O. SINGTAM, EAST SIKKIM SIKKAM - 737 134]

DEBAJIT CHATTOPADHYAY


03592-247210(O)03592-247211(R)

[email protected]

DEVINDRA NATH CHIEF MEDICAL OFFICER - -

RANGIT [RANGIT POWER STATION, P.O. RANGIT NAGAR, HINGDAM SOUTH SIKKIM - 737 111]

ALOK KUMARCHIEF ENGINEER(MECHANICAL)

03595-250710(O)03595-250773(R)

[email protected]

REGION-II, BANIKHETEXECUTIVE DIRECTOR REGION-II NHPC LIMITED, P.O. BANIKHET, DISTT CHAMBA-176 304

REG-II(BANIKHET) [EXECUTIVE DIRECTOR REGION-II NHPC LIMITED, P.O. BANIKHET, DISTT CHAMBA-176 304]

S K AGRAWAL EXECUTIVE DIRECTOR01991-255433, 255804(O)01991-255481(R)

-

UPENDRA RAIGENERAL MANAGER(HRD)

01899-254907(O)(R)

[email protected]

L P SINGHCHIEF ENGINEER(MECHANICAL)

01899-254207(O)(R)

[email protected]

SUNIL GUPTA CHIEF ENGINEER(CIVIL)01995-260660(O)01995-260660(R)

[email protected]

P R RAJPAL CHIEF ENGINEER(CIVIL)01896-232488, 232010(O)01896-232248(R)

[email protected]

MEENA SHARMA CHIEF MEDICAL OFFICER0191-2464506(O)(R)

-

D C TRIPATHI CHIEF(GEOLOGY) - [email protected]

AVINASH KUMAR CHIEF (HR)2254041(O)25072964(R)

[email protected]

H S PURI CHIEF (FINANCE) - [email protected]

PATHANKOT LO [CHAMERA H.E. PROJECT STAGE-I, PO KHAIRI, DISTT. CHAMBA (HP) 176 325.]

PATHANKOT PARKING LOT [CHAMERA H.E. PROJECT STAGE-III, N.H.P.C. LIMITED, DHARBALA, DISTT. CHAMBA (HIMACHAL PRADESH)]













S K CHAUHAN CHIEF ENGINEER(CIVIL)01995-259315(O)01995-260725(R)

-

CHAMERA-III [CHAMERA H.E. PROJECT STAGE-III, N.H.P.C. LIMITED, DHARBALA, DISTT. CHAMBA (HIMACHAL PRADESH)]

ANIL KUMAR MALHOTRA

GENERAL MANAGER2272377(O)0120-2506242(R)

[email protected]

RAGHU PRATHI CHIEF ENGINEER(CIVIL)03752-269218(O)03752-269250(R)

-

NIKKA RAMCHIEF ENGINEER(MECHANICAL)

01899-279607(O)(R)

[email protected]

SANDEEP KUMAR CHIEF ENGINEER(CIVIL) - -

ASHOK KUMAR CHIEF ENGINEER(CIVIL) - -

SEWA-II [SEWA-II H.E. PROJECT, HEAD QUARTER KCT CAMP, KHAIRI, DISTT. CHAMBA-176 325 (HP)]

V K RATTAN GENERAL MANAGER0129 2250486(O)09810774085(R)

[email protected]

YOGINDER KOTHA CHIEF ENGINEER(CIVIL)0368-2224733(O)0368-2225211(R)

-

PRAVEEN KUMAR LANGER


- -

SANJAY DARBARI CHIEF ENGINEER(CIVIL)01899-23772(O)01899-29834 (PBX)(R)

-

CHAMERA-II [CHAMERA H.E. PROJECT STAGE-II POST BAG NO.2, KARIAN, DISTT. CHAMBA (HP)-176 310]

PRADEEP JOHAR GENERAL MANAGER0129-2255963(O)0129-2437789(R)

[email protected]

RAJIV PANTCHIEF ENGINEER(MECHANICAL)

(0129)2258837(O)(0129)5041189(R)

[email protected]

CHAMERA - I [CHAMERA H.E. PROJECT STAGE-I, PO KHAIRI, DISTT. CHAMBA (HP) 176 325.]

JANARDAN CHOUDHARY

GENERAL MANAGER2256556(O)2428591(R)

[email protected]

A B SAHACHIEF ENGINEER(MECHANICAL)

033-23674918(O)(R)

-

T C RATHORE CHIEF ENGINEER(CIVIL)01899-263141(O)(R)

[email protected]

BAIRA SIUL [BAIRASIUL POWER STATION, P.O. SURANGANI, DISTT. CHAMBA, HIMACHAL PRADESH-176317]

KISHORE KUMAR GENERAL MANAGER0172-5075738(O)(R)

[email protected]

BIKRAM SINGHCHIEF ENGINEER(ELECTRICAL)

- -

REGION-III, KOLKATAOFFICE OF THE EXECUTIVE DIRECTOR, REGION-III, NHPC LIMITED, PLOT NO.3, BLOCK DP, SALT

LAKE CITY, KOLKATTA-700 091.










REG-III(KOLKATA) [OFFICE OF THE EXECUTIVE DIRECTOR, REGION-III, NHPC LIMITED, PLOT NO.3, BLOCK DP, SALT LAKE CITY, KOLKATTA-700 091.]

DIGVIJAI NATH EXECUTIVE DIRECTOR033-23673865, 033-2367-3715(O)(R)

[email protected]

ANIL KUMAR GUPTA


[email protected]

EARNEST TIRKEY GENERAL MANAGER (HR)0172-5075747(O)(R)

[email protected]

S P S KUNDLA CHIEF ENGINEER(CIVIL)03323673815(O)03323673337(R)

[email protected]

PARTHA KUMAR DAS

CHIEF (FINANCE)03323673969(O)03324626540(R)

[email protected]

PRASHANT KUMAR BISWAS

CHIEF(IT)033-23673970(O)(R)

[email protected]

DURGADUANI []

PURULIA [PURULIA RURAL ELECTRIFICATION SCHEME NHPC LTD, DESHBANDHU ROAD PURULIA, WEST BENGAL]

VINOD KUMAR JAIN


(0129)2273742(O)(011)22450467(R)

[email protected]

LOKTAK D/S [LOKTAK DOWNSTREARM PROJECT, P.O. LOKTAK, VIDYUT VIHAR, KOMKEIRAP, MANIPUR-795 124]

LOKTAK [LOKTAK H E PROJECT, P.O. LOKTAK, VIDYUT VIHAR, KOMKEIRAP, MANIPUR-795124]

D K RAY GENERAL MANAGER033-23673969(O)(R)

-

VINOD KUMAR KARN


(0129)2258832(O)(0129)2428579(R)

[email protected]

REGION-IV, CHANDIGARHEXECUTIVE DIRECTOR REGION-IV NHPC LTD., 74-75, SECTOR-31, DAKSHIN MARG,, CHANDIGARH-

160 030 (UT)

REG-IV(CHANDIGARH) [EXECUTIVE DIRECTOR REGION-IV NHPC LTD., 74-75, SECTOR-31, DAKSHIN MARG,, CHANDIGARH-160 030 (UT)]

I D DAYAL EXECUTIVE DIRECTOR(0129)2274004(O)(0129)2428517(R)

[email protected]

SWATANTRA KUMAR

GENERAL MANAGER - -

D S CHAUHAN GENERAL MANAGER (HR)(0172-2638563)(O)(011)26972324(R)

[email protected]

C V C VISWANADHA

CHIEF (FINANCE) - -

SHIMLA L O [EXECUTIVE DIRECTOR REGION-IV NHPC LTD., 74-75, SECTOR-31, DAKSHIN MARG,, CHANDIGARH-160 030 (UT)]

RAJEEV KUMAR VERMA


[email protected]

PARBATI-I/III [PARBATI H.E. PROJECT STAGE-III, BHUNTAR, DISTT. KULLU (H.P.)]













S K RAINA GENERAL MANAGER03792-223616(O)03792-223888(R)

-

A K TRIKHA CHIEF ENGINEER(CIVIL)01903-235103(O)(R)

[email protected]

RAJESH KUMAR JAISWAL


[email protected]

P K GHOSHALCHIEF ENGINEER(ELECTRICAL)

- -

B PRABHAKARAN CHIEF(GEOLOGY)01903-209077(O)(R)

[email protected]

B P RAO CHIEF ENGINEER(CIVIL) - -

PARBATI-II [PARBATI H.E. PROJECT STAGE-II P.O. - BUNNTAR DISTT. KULLU, HIMACHAL PRADESH - 175 125]

VANAKA SATYANARAYANA

GENERAL MANAGER - -

T K KAPOOR CHIEF ENGINEER(CIVIL)(0129)2270974(O)(011)41424163(R)

[email protected]

R G VIRMANI CHIEF(GEOLOGY) - -

PARKASH PARMAR


- -

HARISH KUMAR CHIEF ENGINEER(CIVIL) - -

J K SINGH CHIEF ENGINEER(CIVIL) - -

RAKESH GOYAL CHIEF ENGINEER(CIVIL) - -

SION TIRKEY CHIEF (HR)033-367-7214(O)033-412-7186(R)

-

BINODA NAND JHA CHIEF MEDICAL OFFICER - -

S K YADAV CHIEF ENGINEER(CIVIL) - -

REGIONAL OFFICE SUBANSIRI BASIN PROJECTSOFFICE OF EXECUTIVE DIRECTOR SUBANSIRI & DIBANG BASIN PROJECTS, N.H.P.C. LIMITED

HAPOLI (ZERO) ARUNACHAL PRADESH-791120

GUWAHATI LO [OFFICE OF EXECUTIVE DIRECTOR SUBANSIRI & DIBANG BASIN PROJECTS, N.H.P.C. LIMITED HAPOLI (ZERO) ARUNACHAL PRADESH-791120]

LAKHIMPUR PARKING LOT [SUBANSIRI LOWER HOTEL GREEN VIEW NORTH LAKHIMPUR ASSAM-787001]

B R SARAF EXECUTIVE DIRECTOR0129-2271425(O)011-22788243(R)

[email protected]

S K PANDEY CHIEF ENGINEER(CIVIL)03752-269296(O)03752-269297(R)

sk [email protected]

SUBANSIRI BASIN [OFFICE OF EXECUTIVE DIRECTOR SUBANSIRI & DIBANG BASIN PROJECTS, N.H.P.C. LIMITED HAPOLI (ZERO) ARUNACHAL PRADESH-791120]

T K R NAGA CHIEF MEDICAL OFFICER - -

SUBANSIRI MIDDLE [SUBANSIRI MIDDLE PROJECT,NHPC LTD BOA-SIMLA/TAMIN,LOWER SUBANSIRI DISTRICT ARUNACHAL PRADESH-791120]

SUBHANSIRI LOWER [SUBANSIRI LOWER HOTEL GREEN VIEW NORTH LAKHIMPUR ASSAM-


mailto:sk%[email protected]






787001]

OM PRAKASH GENERAL MANAGER03752-269210(O)03752-269249(R)

[email protected]

NARESH KUMAR MATHUR

CHIEF(GEOLOGY)03592-247217(O)03592-247462(R)

[email protected]

HERAMBA SONOWAL

CHIEF MEDICAL OFFICER03752-269230(O)03752-269206(R)

[email protected]

SURESH CHANDRA PAL


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BISWAJIT BASUCHIEF ENGINEER(ELECTRICAL)

03752-269226,283870(O)03752-269225(R)

bbasu nhpc @yahoo.com

VIPIN KUMAR CHIEF (ENVIRONMENT)03752-269325(O)03752-269218(R)

[email protected]

RAJ KUMAR CHAUDHARY


[email protected]

RAJIV JAISWAL CHIEF ENGINEER(CIVIL)03752-269245(O)03752-269205(R)

[email protected]

S N NATARAJ CHIEF ENGINEER(CIVIL)03752-269261(O)03752-269240(R)

[email protected]

SUBHANSIRI UPPER [SUBANSIRI UPPER PROJECT NEAR COOPERATIVE STORE UPPER SUBANSIRI DISTRICT DEPOREJO, ARUNACHAL PRADESH]






mailto:bbasu%20nhpc%[email protected]





LOCATION MAP OF NHPC PROJECTS


To achieve international standards of excellence in all aspects of hydro power and diversified business.

To execute and operate projects in a cost effective, environment friendly and socio-economically responsive manner.

To foster competent trained and multi-disciplinary human capital.

To continually develop state-of-the-art technologies through innovative R&D and adopt best practices.

To adopt the best practices of corporate governance and institutionalize value based management for a strong corporate identity.

To maximize creation of wealth through generation of internal funds and effective management of resources.


A world class, diversified & transnational organization for sustainable development

of hydro power and water resources with strong environment conscience.


To Plan, promote and organise an integrated and efficient development of power in all its aspects through Conventional and Non Conventional Sources in India and Abroad subject to clause 1 (b), including planning, investigation, research, design and preparation of preliminary, feasibility and definite project reports, construction, generation, operation and maintenance of power stations and projects, transmission, distribution, trading and sale of power generated at Stations in accordance with the national economic policy and objectives laid down by the Central Government from time to time and release of water and other needs to the State Govt. as per the agreed parameters.

To Plan, promote and organise an integrated and efficient development of Thermal Power in all its aspects through its subsidiary Company i.e. Narmada Hydroelectric Development Corporation Limited including planning, investigation, research, design and preparation of preliminary, feasibility and definite project reports, construction, generation, operation and maintenance of power stations and projects, transmission, distribution, trading and sale of power generated at Stations.

To undertake, where necessary, the construction of inter-state transmission lines and ancillary works for timely and coordinated inter-state exchange of power.

To coordinate the activities of its subsidiaries, to determine their economic and financial objectives / targets and to review, control, guide and direct their performance with a view to secure optimum utilisation of all resources placed at their disposal.

To act as an agent of Government / Public Sector financial institutions, to exercise all the rights and powers exercisable at any meeting of any Company engaged in the planning, investigation, research, design and preparation of preliminary, feasibility and definite project reports, construction, generation, operation, maintenance of Power Stations and Projects, transmission, distribution, trading and sale of power in respect of any shares held by the Government, Public financial institutions, nationalised banks, nationalised insurance companies with a view to secure the most effective utilisation of the financial investments and loans in such companies and the most efficient development of the concerned industries.

To carry on the business of purchasing, selling, importing, exporting, producing, trading, manufacturing or otherwise dealing in all aspects of planning, investigation, research, design and preparation of preliminary, feasibility and definite project reports, construction, generation, operation and maintenance of Power Stations and Projects, transmission, distribution and sale of Power, Power Development, including forward, backward or horizontal integration ancillary and other allied industries and for that purpose to install, operate and manage all necessary plants, establishments and works

Authorised Capital Rs. 1,50,000 Million

Value of Assets Rs. 3,17,000 Million Approx.

Paid Up Capital Rs. 111,820 Million 31.03.2009

Projects Completed 13 Nos. (5175 MW)

Projects Under Construction 11 Nos. (4622 MW)

Projects Awaiting Clearances 9 Nos. (8481 MW)

Projects Under Survey and Investigation Stage 7 Nos. (5755 MW)

Joint Venture Projects 4 Nos. (3686 MW)

Projects on Turnkey Basis 5 Nos. (89.35 MW)

In 2008-2009

Energy Generated 16689.59 MU

Capacity Index 93.61%

Sales Turnover 26980.6 Million

Net Profit Rs. 10752.2 Million

In 2007-2008



Sales Turnover 23010 Million

Net Profit Rs. 10040.9 Million

Performance Rating "Execellent"

In 2006-2007




Net Profit 9248 Million

Performance Rating "Very Good"

In 2005-2006





http://www.nhpcindia.com/English/Scripts/Project_depositturnkey.aspx

http://www.nhpcindia.com/English/Scripts/Projects_JointVenture.aspx

http://www.nhpcindia.com/English/Scripts/project_underdevelopment_link.aspx?vid=5&id2=Under%20Survey%20and%20Investigation%20Stage

http://www.nhpcindia.com/English/Scripts/project_underdevelopment_link.aspx?vid=4&id2=Awaiting%20clearances

http://www.nhpcindia.com/English/Scripts/Project_Construction.aspx

http://www.nhpcindia.com/English/Scripts/Project_Powerstation.aspx

Net Profit 7427 Million

Performance Rating "Excellent"

In 2004-2005


Capacity Index 95.28 %

Net Profit 6845.8 Million

Performance Rating "Excellent"


Rangit Power StationIntroduction

Rangit power station is the largest power station in the state of Sikkim so far. It is a run-of-the-river scheme generating 60 MW of power. The project since commissioning has been contributing in the socio-economical development in Sikkim.

Rangit Power StationLayout Plan


Rangit Power StationFeatures

SALIENT FEATURES

Location Distt. South Sikkim, Sikkim

Approach Nearest Rail Head - New Jalpaiguri, Airport-Bogdogra

Capacity 60 MW (3 x 20)

Annual Generation 338.61 million units

Project Cost Rs. 492.26 Crore

Beneficiary States Sikkim, West Bengal, Orissa & Bihar

Year of Commissioning/Completion Schedule December 1999

TECHNICAL FEATURES

45 m high, 100m long concrete gravity dam.

4.5 m dia, 3 km long head race tunnel.

Surface power house containing 3 units of 20 MW each.


ERP SYSTEM

ERP, which is an abbreviation for Enterprise Resource Planning, is principally an integration of business management practices and modern technology. Information Technology (IT) integrates with the core business processes of a corporate house to streamline and accomplish specific business objectives. Consequently, ERP is an amalgamation of three most important components; Business Management Practices, Information Technology and Specific Business Objectives.

In simpler words, an ERP is a massive software architecture that supports the streaming and distribution of geographically scattered enterprise wide information across all the functional units of a business house. It provides the business management executives with a comprehensive overview of the complete business execution which in turn influences their decisions in a productive way.

At the core of ERP is a well managed centralized data repository which acquires information from and supply information into the fragmented applications operating on a universal computing platform.

Information in large business organizations is accumulated on various servers across many functional units and sometimes separated by geographical boundaries. Such information islands can possibly service individual organizational units but fail to enhance enterprise wide performance, speed and competence.

The term ERP originally referred to the way a large organization planned to use its organizational wide resources. Formerly, ERP systems were used in larger and more industrial types of companies. However, the use of ERP has changed radically over a period of few years. Today the term can be applied to any type of company, operating in any kind of field and of any magnitude.

Today's ERP software architecture can possibly envelop a broad range of enterprise wide functions and integrate them into a single unified database repository. For instance, functions such as Human Resources, Supply Chain Management, Customer Relationship Management, Finance, Manufacturing Warehouse Management and Logistics were all previously stand alone software applications, generally housed with their own applications, database and network, but today, they can all work under a single umbrella - the ERP architecture.

In order for a software system to be considered ERP, it must provide a business with wide collection of functionalities supported by features like flexibility, modularity & openness, widespread, finest business processes and global focus.

Integration is Key to ERP Systems

Integration is an exceptionally significant ingredient to ERP systems. The integration between business processes helps develop communication and information distribution, leading to remarkable increase in productivity, speed and performance.

The key objective of an ERP system is to integrate information and processes from all functional


divisions of an organization and merge it for effortless access and structured workflow. The integration is typically accomplished by constructing a single database repository that communicates with multiple software applications providing different divisions of an organization with various business statistics and information.

Although the perfect configuration would be a single ERP system for an entire organization, but many larger organizations usually deploy a single functional system and slowly interface it with other functional divisions. This type of deployment can really be time-consuming and expensive.

The Ideal ERP System

An ERP system would qualify as the best model for enterprise wide solution architecture, if it chains all the below organizational processes together with a central database repository and a fused computing platform.

Manufacturing

Engineering, resource & capacity planning, material planning, workflow management, shop floor management, quality control, bills of material, manufacturing process, etc.

Financials

Accounts payable, accounts receivable, fixed assets, general ledger, cash management, and billing (contract/service)

Human Resource

Recruitment, benefits, compensations, training, payroll, time and attendance, labour rules, people management

Supply Chain Management

Inventory management, supply chain planning, supplier scheduling, claim processing, sales order administration, procurement planning, transportation and distribution

Projects

Costing, billing, activity management, time and expense

Customer Relationship Management

Sales and marketing, service, commissions, customer contact and after sales support

Data Warehouse

Generally, this is an information storehouse that can be accessed by organizations, customers, suppliers and employees for their learning and orientation

ERP Systems Improve Productivity, Speed and Performance


Prior to evolution of the ERP model, each department in an enterprise had their own isolated software application which did not interface with any other system. Such isolated framework could not synchronize the inter-department processes and hence hampered the productivity, speed and performance of the overall organization. These led to issues such as incompatible exchange standards, lack of synchronization, incomplete understanding of the enterprise functioning, unproductive decisions and many more.

For example: The financials could not coordinate with the procurement team to plan out purchases as per the availability of money.

Hence, deploying a comprehensive ERP system across an organization leads to performance increase, workflow synchronization, standardized information exchange formats, complete overview of the enterprise functioning, global decision optimization, speed enhancement and much more.

Implementation of an ERP System

Implementing an ERP system in an organization is an extremely complex process. It takes lot of systematic planning, expert consultation and well structured approach. Due to its extensive scope it may even take years to implement in a large organization. Implementing an ERP system will eventually necessitate significant changes on staff and work processes. While it may seem practical for an in-house IT administration to head the project, it is commonly advised that special ERP implementation experts be consulted, since they are specially trained in deploying these kinds of systems.

Organizations generally use ERP vendors or consulting companies to implement their customized ERP system. There are three types of professional services that are provided when implementing an ERP system, they are Consulting, Customization and Support.

Consulting Services - are responsible for the initial stages of ERP implementation where they help an organization go live with their new system, with product training, workflow, improve ERP's use in the specific organization, etc.

Customization Services - work by extending the use of the new ERP system or changing its use by creating customized interfaces and/or underlying application code. While ERP systems are made for many core routines, there are still some needs that need to be built or customized for a particular organization.

Support Services - include both support and maintenance of ERP systems. For instance, trouble shooting and assistance with ERP issues.

The ERP implementation process goes through five major stages which are Structured Planning, Process Assessment, Data Compilation & Cleanup, Education & Testing and Usage & Evaluation.

1. Structured Planning: is the foremost and the most crucial stage where an capable project team is selected, present business processes are studied, information flow within and outside the organization is scrutinized, vital objectives are set and a comprehensive implementation plan is formulated.

2. Process Assessment: is the next important stage where the prospective software capabilities are examined, manual business processes are recognized and standard working procedures are constructed.


3. Data Compilation & Cleanup: helps in identifying data which is to be converted and the new information that would be needed. The compiled data is then analyzed for accuracy and completeness, throwing away the worthless/unwanted information.

4. Education & Testing: aids in proofing the system and educating the users with ERP mechanisms. The complete database is tested and verified by the project team using multiple testing methods and processes. A broad in-house training is held where all the concerned users are oriented with the functioning of the new ERP system.

5. Usage & Evaluation: is the final and an ongoing stage for the ERP. The lately implemented ERP is deployed live within the organization and is regularly checked by the project team for any flaw or error detection.

Advantages of ERP Systems

There are many advantages of implementing an EPR system. A few of them are listed below:

A perfectly integrated system chaining all the functional areas together The capability to streamline different organizational processes and workflows

The ability to effortlessly communicate information across various departments\

Improved efficiency, performance and productivity levels

Enhanced tracking and forecasting

Improved customer service and satisfaction

Disadvantages of ERP Systems

While advantages usually outweigh disadvantages for most organizations implementing an ERP system, here are some of the most common obstacles experienced:

The scope of customization is limited in several circumstances The present business processes have to be rethought to make them synchronize with the ERP

ERP systems can be extremely expensive to implement

There could be lack of continuous technical support

ERP systems may be too rigid for specific organizations that are either new or want to move in a new direction in the near future


Significance of ERP Implementation

Companies have to clearly know what enterprise resource is planning before thinking of implementing them. The catch word of ERP implementation is speed. The faster it is implemented the quicker and better are the advantages and delivery in terms of results. This early process has another hold. The returns are sought at a shorter period. This deviation from the conventional practice has become the order of the day as far as many companies are concerned. Formerly Business process reengineering played a vital role with respect to implementation. It is important to know the components of Enterprise resource planning .Merely defining enterprise resource planning will not help in this.

This naturally paved way to development of gaps between the actual results and the one derived during the process of foreseeing. Tuning ERP as per the whims and fancies of the practices followed in the company became a routine affair. This led to slogging and dragging beyond the time limits permitted. It was monetarily pinching and played havoc in the customer's trust. It is also necessary to understand that mere ERP planning does not guarantee the benefit of erp.It has to be implemented as planned after understanding the components of enterprise resource planning.

In spite of having improved the implementation issues what remains static and unfettered is the manner in which companies go ahead with ERP implementation. They do it for the heck of it and without following systematic procedures. Infact they don't even check the desirability of going into ERP. Some issues that an organization has to address after defining enterprise resource planning are

Popular information systems

Likelihood of fluctuations in the choice of technology

The ability of market players to stay in tune with it

The ways and means to implement a business applications like ERP

To benefit from the same so as to gain a competitive edge

Their usage and services

The necessity for innovating software applications

If an organization is able to answer these questions without any ambiguity and substantiate the results then it can be said that it has a path or up focus in taking ERP. The questions mentioned above are crucial and will even decide the business model of the company. ERP implementation is a vital in the whole process of ERP. They can take place only if one understands "What is enterprise resource Planning" and defining enterprise resource planning in their organization.

Current Approach


It is essential to have an overview of the current approach. The current approach is claimed to be relatively successful.

The current approach more popularly referred to as "baan" has two underlying principles

The idea which concentrates on molding the businessThis category is prominent when the organizational unit calls for a radical restructing process by all means. This process will be carried in all aspects of the business .Some of them include strategic manouvere, operation of trade and the circumstances that call for change and adaptability. Defining enterprise resource planning in context to the concerned organization will help to decide on this issue.

The plan which lays more emphasis on technical parameters.Here business takes the back seat. The thrust lies on technical dimensions. This does not ignore the commercial viability as such but they occupy seat only in the due course of time more so when operations are triggered in full stream and not at the initial stage itself. The advantage with this type is that it does not call for an immediate modification of the business structure. However it is essential to know the components of enterprise resource planning.

Conclusion

The popularity of ERP as a business application does deserve a special mention. The most crucial factor in the whole system of ERP is the implementation aspect. The implementation phase has the ability to cast the spell on ERP'S fortune. As discussed before the success of an ERP Implementation lies in quicker processes and hence training and the speed at which the quintessence of training is received decides its worth and value. Above all one has to clearly understand "What is Enterprise resource Planning"? and then implement it.


Errors in ERP implementation

ERP implementation failure is a major concern for companies. ERP implementation needs to be done without allowing any scope for limitations and mistakes. If it is not done perfectly then the success of ERP system will remain a question mark. The first and foremost factor that discourages ERP in an organization is the exorbitant costs and investment. The second one is the drafting of an ERP implementation plan to ensure ERP implementation success.

Some more issues that arise during and after the course of ERP implementation is discussed below:

Enhancement of ERP'S functionsErg's scope gets wider as it is implemented in an organization. There is a call for including many tasks under the purview. This dilutes the ERP Existing system after modifying it a couple of times. Repeated change in configurations and systems will only add to the confusions. When the functions are operated by a machine it becomes increasingly difficult to make the necessary changes. These troubles arise when they are not foreseen and addressed in the implementation stage. They have to be given a place in ERP implementation plan.

Organizational reaction to changeChanges do happen quickly and immediately in the organization after ERP is implemented. But if there is no proper understanding of the process or mishandling of information, it will result in questioning the ERP process. If updating is not done in the machine it will only affect the business process and create unnecessary confusions. The changes don't happen all on a sudden in an organization and expecting it immediately will only cause needless disappointments. In spite of all this expecting every member in the organization to respond proactively will not happen. If that happens the chances of ERP implementation success are great.

Inflating resources for ERP implementationThe implementation time and money always exceeds the promises and stipulated deadline and amount. This makes companies to lose faith on ERP and ERP vendors. They think that ERP vendors overplay on the costs and time required but it is not so. Infact they are aware of it in the very beginning stage itself but have a different reason for concealing. They don't disclose it in the beginning because it would look like exaggerating. Infact no one would like to lose a prospective business and vendors are equally aware of the fact that "Truths are always bitter"! However many people mistake this to be the cause for ERP implementation failure.

Organizations non adherence to the stated principlesOrganizations largely experience a wide gap between practices and preaching .Infact this has a negative effect on the entire business scenario itself. The voracity and impact of loss could be greater and more devastating when this turns out to be true even in the case of ERP. Since ERP successful functioning is purely based on following the laid down procedures the lag could throw a serious challenge on ERP'S potential right from the stage of its implementation.


Problem of Transformation due to ERPEmployees find it hard to digest the transformations that place in an organization all on a sudden due to ERP implementation. Infact employees exhibit positive signs as everything goes right in the first place. But as one progresses he finds difficult to work as it gets more complex. The initial interest and expectation turns into apprehensiveness in due course of time. There is another category of people who did not encourage ERP right from the conceptualization stage. Their state of mind during these circumstances deserves no special mention.

Conclusion

ERP vendor has to address all these issues in order to ensure that there is ERP implementation success. If everything goes as per ERP implementation plan then there are no chances of ERP implementation failure.

Return on investments for ERP

This article can form the basis for a research namely "ERP Industry paper". The intervention of ERP has resulted in lot of discussions among IT professionals, employees, and market and so on.

Some of the instructions that have to be followed to ensure adequate Return on Investments are given below:

Working out the Myths of ERP in the Initial stageThe question of Erg's ROI remains a puzzle to companies who are experiencing difficulties even in implementing it. There is a simple and straight answer to the question of ROI on ERP. Companies can definitely be assured of ROI from ERP if they properly follow the procedures and implement the right practices.

This is often well said than done. One common blunder committed by the company is following the age old methodologies and thereby the ERP process will not add any value to the company and business process. The difficulty in implementation process makes them think it ids difficult to embrace ERP and the returns will not be guaranteed. This mindset is not true and hence companies have to work more as the process deepens and not vice versa, in order to achieve optimum benefits from ERP. Otherwise the operations done by ERPROI calculator will not be true. Even using ERPROI tools will serve no purpose.

Proper Implementation and FinanceThere implementation process should take place in a smooth manner and in accordance with the set standards .There should be no compromise or controversy in the funds allocated. One mistake which is normally done by companies is that they tend to cut down the expenditures on some areas in order to be monetarily benefited.

However the fact is that it will affect the company in the long run unless the step is meant to change the decision like partial implementation (provided it is supported by some logical reasons. While talking about the implementation process it is important to ensure that it confirms with the standards and as per the instruction of the vendor/ERP consultant.

Strict Adherence to Changes


Many of ERP's welfare measures are visible to the naked eye. However there are some elements that are unseen but still impact the organization in a large manner. These elements make the company to assume that ERP is not worth the money and hence they even go to the extent of violating/discarding it halfway and not following the changes that were arrived after a long suggestion and deliberate planning. They will defeat the very objective of ERP ROI .There will be no use even in disgruntling on ERPROI tools.

Conclusion

As said in the initial part of this article ERP success solely depends on successfully following the laid steps. It will be proper to use ERP ROI to find the quantum.

How to make ERP User friendly?


The very thought of ERP function creates a sense of apprehension and hesitation among users. They get scared on thinking about their fate of working with the technology. These are only mindsets. They have to be dealt carefully so that the end users are comfortable in working with ERP software application so that they contribute towards the company's benefits.

Some of the steps suggested include:

Proper TrainingThis is the most crucial factor in making ERP user friendly. The training program has to be designed based on the requirements of the users. In fact many companies use their in house IT staff to draft the training curriculum in consultation with the ERP consultant. It is advisable to follow this procedure because companies know what their employees are looking and they will help in providing the required material to upgrade and clarify them in all respects. ERP software vendor will not be able to provide this.

It has been often said that ERP training should not resemble a technical symposium. If companies are unmindful to this notion then they are likely to land in more trouble as the process will only create fear and confusions among employees. The thrust areas in training should be as simple as possible and reach the laymen so that he understands the procedures and becomes a master over a period of time. These steps will ensure proper use of ERP software application.

If these issues are not addressed in the right manner the companies will later find their employees in debacle and blaming their employer in infusing the technology despite opposition. The purpose in giving large importance to training is to make the employees understand the nuances and develop a liking. ERP function will then become a part and parcel of their working. Training should impart the knowledge required to unravel the mystery behind ERP software application.

Making the Employees a part of ERP committeeThe employees will have to be included in the core committee of ERP decision making team not because of power politics but for practical reasons like expressing difficulties and making representations and as when needed. If the management is thinking of hiring an ERP consultant and making use of the services of IT personnel alone for ERP process it is certainly an unwise move.

Neither the IT staff nor the ERP consultant is going to regularly use the ERP systems of the company regularly. Even if the IT staff uses it will be on the programming areas and not on the functional issues. Hence proper attention should be received from the persons who would be making use of it. This will help in rejuvenating the modification process and make it more meaningful and user friendly. This committee should be in action right from the time of making negotiations with ERP software vendor.

Make the necessary Alterations

The very purpose in having employees in the core team is to obtain suggestions and make adjustments as and when demanded (of course subject to the validity and approval from technical people. The amendments shall be made as and when required and it need not necessarily be at the request of the employee. The technical personnel or the consultant himself might find some flaws and advantages while examining ERP in the company. Whenever there is an opinion from any source it should be immediately heard. The expression of views will go a long way in making ERP user-friendly. These alterations should be reviewed before deciding on the ERP software vendor.


How to overcome ERP troubles?

ERP software reviews compare the implementation and the resultant effect of ERP to developing another new company itself because the aim is to introduce drastic changes in the entire environment.


The changes are not minor but extremely severe. In that context there are so many troubles in ERP and they should be solved as and when identified failing which there will be a decline in ERP's functioning.

Some of the common troubles and their solution include the following.

Poor infrastructure and facilitiesThe first and foremost trouble in ERP could be poor infrastructure and facilities. Poor does not only means low standards but also includes those facilities that are either ill-equipped nor up to the professional standards demanded for ERP. When this happens to be the trouble an analysis has to be made right from the implementation process in order to check validity and ensure quality. These do not necessarily speak on the future of ERP or its intervention in the company because they are capable of being solved through system manipulation in most cases. Otherwise some maneuvers have to be done to confirm the suitable of the operations and make it user friendly. ERP architecture of failed ERP systems has to be analyzed in this context.

Mistakes in installation and implementation processThese problems occur when an ERP consultant is not given the required liberty and freedom to make his own decisions. The management always tries to thrust their way of getting things done and turn deaf to the expert advice given by the ERP vendor and consultant. When they realize it during the flaws in the regular course of business it becomes too late. The companies can make use of ERP software reviews for this purpose so as to avoid failed ERP systems.

Lack of proper usageAt many a times it is found that ERP does not serve the purpose for which it is implemented in the sense the old procedures continue uninterrupted while ERP is made to do its assigned tasks. In this case ERP does not add any values to the process.This basically show that the induction and orientation done for change management is not up to the required extent. Attitudinal change could be the solution to this issue because people are either reluctant to accept change or tend to accept it for the heck of it. In fact it would be harsh to force people to accept change but if nothing else works out that has to be the only alternative. ERP architecture has to be constructed only after this process. The case histories of failed ERP systems have to be studied.

Not making out the maximum benefits

This trouble sound very simple but it is not so. While the earlier one talks about not using it at all or using it defectively and gaining lesser benefits this discussion is about using it but not using it to attain excellence. ERP has to be put to use in a full fledged manner. If it is used as a toll to overcome issues like departmental inconvenience and without keeping the organizational goals in mind then there is no point in bringing ERP.ERP should be used with a long term objective in mind and not as a medium to solve minor hitches. The business process must akin to ERP operations without which there cannot be justification of its use. Frequently referring ERP software reviews will also help to a considerable extent.

What are the steps to be taken to account the performance ERP software programs in your

organization?


Enterprise Resource planning ERP definition is not a technical aspect. Enterprise resource planning is a huge investment on the part of company. Therefore it is necessary to ensure the accountability of the ERP vendor. An understanding of ERP and language is must to follow ERP best practices. The ERP vendor cannot be blamed if the company does not follow the procedures correctly. On the contrary when his services are not up to the industry standards he has to be held responsible. But how to compute the services is another big question.

Some of the steps that can be taken to compute are as underneath:

PreparationsThe company should have a scale for evaluation right from the beginning stage. This will help them to progress further in due course of time .This is the primary step in the process .It includes everything is checking if the vendor has given the necessary supporting services to the company in the process of implementation installation training and relevant areas. This is very important because it forms the foundation for the ERP process in the company. One needs to be clear about ERP best practices for this.

Evaluating the workThis step concentrates on the core function. The company must periodically make a note of the work done. Any discrepancies will be brought to the vendor's notice immediately. The vendor should extend his full fledged cooperation in making sure that the work gets done as promised. Then only it is possible to scale ERP best practices.

Incase there are some inherent errors or technical flaws in the company the ERP vendor can advise or suggest the company on how things are to be done. This step by and large helps the company to find out if the vendor stands up to the promise in terms of delivery. Understanding of ERP and language is a must.

Calculating ROI

ROI helps to directly account the performance of ERP software programs. In simple terms ROI calculates the returns from ERP software programs. When the returns are high or at least meets the expected and industry standards the performance of ERP software can be rated as "promising". The ROI on ERP will not be merely achieved by ERP implementation. The returns will be achieved only if the procedures are followed properly. But if the software fails to deliver the required results even after following the correct practices it shows lacuna on the part of ERP software. This will affect the rate of ROI as well.

Following contracts terms

The performance of ERP software can be gauged on the basis of its working in relation to the terms of contract. ERP software that accords to contractual terms in relation to working definitely indicates better performance than vice versa.


Conclusion

Accounting ERP software is an important factor that helps to decide the accountability of ERP vendors. It has helped too decide the fate of several lawsuits and clarify Enterprise Resource planning ERP definition.

Getting to know BPR

BPR is one of the fundamental steps undertaken prior to ERP implementation. Business process reengineering analyses and suggests the structural changes. This is regarded to be very important because it helps in knowing how the organization should be customized inorder to become ERPfriendly.


Change and BPRBPR is inevitable not only for ERP but as far as any business process is concerned. BPR becomes the first step in the process of ERP implementation. Business process reengineering is taken to conduct feasibility study and other restructuring exercises. Nothing can be done to prevent change. The best way to manage change is to adopt it.

Time and again it has been proved that imposing change of any magnitude all on a sudden is not the proper way. There needs to be a proper method to bring about it. Business process reengineering is one scientific study that helps organizations largely to analyse the viability of not only ERP but any other dynamic change. BPR ERP is interrelated.

BPR and ERPBPR does not necessarily stop with the process of identifying the possibility. It also suggests a series of steps that needs to be executed, for ERP to find a place in the organization. BPR is the first step that comes prior to ERP implementation.

The reason is simple. Many parameters are taken while preparing ERP. This includes the assumption of Predefined functions. Hence ERP software will be preconceived to perform those set of functions. On the other hand companies expect ERP to function in such a way that it coincides with the regular business process. BPR ERP can be the biggest challenge for the vendor and the company as such. BPR ERP forms an important part of ERP study.

Solving BPR ERP ClashThere are two alternatives that will help the companies to combat this menace. The company can either restructure the business process itself or customize the ERP system so that it suits the business process. Deciding this is paramount to ERP implementation. BPRERP has lot of conflicts. The pros and cons of each of them are explained in the following paragraphs:

Implementing ERP Software to Suit Business NeedsWhen the company demands a particular ERPsoftware they have to make compromises on the budget because reworking modules and supplying an ERP Software would definitely be a costly affair. This is because of the complications involved in doing the same.

Apart from finance this also calls for persons with greater working knowledge to design the systems. This means the process is not going to be unambiguous.he process will also require frequent updations. This is going to be difficult taking into account the several changes that has already been inflicted on the system to make it business friendly.

Restructuring the business process to be ERP Friendly:This method also requires lots of monetary outlay because of the major change in business process.

The customers will not be receptive to changes in business process. It is possible to train the employees but whereas in the case of customers they cannot be expected to stay in tune in tune with the whims and fancies of the organization.

It is possible to train the employees. The likelihood of them to adapting to the change at the immediate


outset is very much limited. This will cast a spell on the revenue of the business and unless ERP does not make it good in the later days the voluminous investment cannot be justified.

Conclusion

The company would not have even arrived, or decided on this crucial juncture but for business process reengineering. The success of ERP depends on how the company comes over BPRERP issues. ERP implementation can go further only when these controversies are cleared. Hence BPR forms a crucial part in implementing ERP.

Choosing ERP Software

ERP failure cannot be tolerated by organizations as it involves great money. On the contrary ERP success makes great money. The causes of ERP failure can be a result of any of the following elements acting in combination or individually:

Meeting and consultations in the organizations to decide ERP


Selecting ERP software does not happen all on a sudden or as a result of an overnight's discussion. There is lot of groundwork that needs to be done in this regard. There are many reasons for the ambiguity, with the foremost being advent of Internet. This has expanded the scope of computers and redefined the technological implications in the business. As a result there is more expectations and demand. These were not foreseen earlier. Advancement in computing indirectly implies the advancement in enterprise resource planning. Needless to say the constant updating, upgrading and innovating have become the benchmark of ERP packages. The indecisive mind of companies in choosing ERP soft ware solutions needs no explanation.

Hire or Buy ERPThere are two alternatives in choosing ERP software for the company. The first one is purchasing the software while the second one is obtaining one on hiring basis. There aren't any differences in terms of costs or benefits irrespective of the option that the company goes for. It all lies in how best the company makes use of ERP. However the company has to stick on to any one option as soon as it finalizes.

ERP should Suit company preferencesCompanies that choose ERP on grounds of their own preferences succeed in the long run than other companies. Other companies who sail by some decision that does not justify their preferences are most unlikely to succeed.

Choosing the ERP vendorThe quality of the services offered by the vendor is equally detrimental in choosing ERP software. Buyers generally tend to purchase from sellers who have got adequate experience in ERP Products and services. This is the usual practice for any commodity. This has to be strongly followed in the case of ERP as there are several dimensions involved with regards to decision making. Nevertheless Choosing to buy from the right person is alone not enough. How the organization makes the best use of it in response to the specific needs, to avail the best services is more important in deciding to buy ERP Systems.

ERP implementation will be successful if certain guidelines are followed in choosing ERP software. There is a dual purpose in ERP. It is neither meant exclusively to benefit the trade procedures in the organization nor help the technological contents. It has to make both ends meet. This Key function holds ERP in a special manner when compared with any other system. Therefore the company must be prudent enough to choose an application that caters to this advantage to the maximum extent. Therefore if a company chooses an enterprise process to assist the business or technology alone the decision will not yield the required results.

Essential Elements of an ERP SystemIf a company is able to obtain all the related products of ERP from one seller /vendor then it can be termed as a profitable Venture. The company will be able to avail their services in all matters relating to ERP solutions. This is highly recommended and regarded as a wonderful combination. When they choose to buy an ERP application of a particular module it must be ensured that they enable connectivity and facilitate data transfer which should easily be made available to the stakeholders. The advantage in buying a modular application is that the company can choose to select them on the basis of the function for which it is purchased. These are the essential element of ERP systems.


Time constraints in respect to the organizations functionThe ERP system should be purchased based on the long term needs of the organization. In that sense the firm should visualize its prospects, position and requirements in the long term also. Therefore it has to be made sure that ERP is not restricted to meeting the current needs. This will also help in implementation of ERP.

Suppose if a company is engaged in one particular domain of banking it also needs to understand that it may have to cater to the entire banking sector if the need arises. Hence it must purchase ERP that can serve related banking applications or if not be capable of modification for the said purpose in the future. This will also stand out to be true in the case of organizations that aim at diversifying the business. A choice is to be made from ERP implementation models. This will also help in implementation of ERP

Employees to express their opinion on ERPThe core members in the decision making body (for ERP) should hear and heed to the views of all the employees in the company as long as they are valid. This will make sure that everyone is given an opportunity of being heard so that they don't lament that they were not allowed to express their opinions on ERP. This discussions will facilitate the decision making body to know how well ERP is received in the company and what are the setbacks that are to be removed. This will also help in implementation of ERP

There is another important objective in these meetings. They help to bring out the various modifications and technological changes that the company has to undergo to become ERP friendly. Gap meeting and business process requirements do help in bringing out them. But these processes will witness the employees difficulties and requirements directly. The impact is also bound to be more when it is voiced out in person and in detail.

Customizable and predefined ModulesA large majority of ERP sellers sell customized application in addition to predefined applications to ERP customers. They assist the customers in making all decisions right from implementation to use. Both have their own advantages and disadvantages. In the case of customizable applications the buyers will be instructed about the various options available for modifying. The users have to make a decision of choosing the appropriate combinations on the basis of their business requirements.

Resorting to an External Body for ERP ServicesSome organization finds it tedious to undertake the above mentioned steps. Their workload would be too large to concentrate on this. In that case they can be outsourced to a third party who can take care by keeping the needs of the organizations in mind. There are many competitive advantages in availing the services of such person. Firstly they have the professional expertise and the required experience. The third party will also face the difficulties of the firm but there wont be any mindset or favoritism as far as he is concerned .these are all inevitable when the company is doing the service. Their services will be suited even for bigger operations that have numerous complexity and ambiguity in operations. This will also help in implementation of ERP.

Verifying the credibility of Vendor's servicesThe company has to check if the Vendor has already installed a similar configuration elsewhere as it would not be advisable to be subjected to first time testing given the huge investment in the name of ERP. If possible the company can try to get information from the ERP customers of the vendors but it is


not practically possible to elicit the necessary information whether they are competitors or not, as business ethics and professional code of conduct would not permit the same. They will also help in analyzing ERP Systems.

Application Service ProviderApplication service provider is an emerging concept in ERP packages. These are built in packages that have their own setups for hardware and business process. The usual manner of choosing ERP viz Deciding, buying and installing has even been given a go by in some occasions. This will also help in ERP integration

The edge enjoyed by S.M.E.'sASP was discussed as a profitable option. The actual fact is that it is a boon to small and medium enterprises (S.M.E.'S).They would not have been able to think about ERP but for ASP and outsourcing. They would choose these due to efficient services and affordable costs.

Choosing an outsource service providerThese companies may also choose to select the systems on a rental basis so that they are not burdened with the tasks like administration, handling network as these are too big when compared with the size of their firms. As per ASP arrangement the infrastructure part will be taken care of by the service provider. The company can access everything online, while the customers access to ASP at an agreed Service charge for the stipulated periods.

In the case of business process outsourcing the organization can avail the services of a consultant for its business that will perform the required functions on behalf of the company. The company can also choose to outsource inhouse operation to the outsourcer to get maximum benefits be made from ERP implementation models.

Choosing ERP vendors for ASP Companies must exercise caution in choosing Asp service provider. Many ERP sellers offer ASP services in response to the rising market demand. Their expertise is unquestionable but the trouble lies in terms of costs as the ERP vendor would price them at high rates. In addition the choices are not plenty interms of choosing players. Therefore it is advised to refrain from vendors offering ASP services and approach ASP service providers alone. This will also help in implementation of ERP.

Resorting to an External Body for ERP ServicesSome organization finds it tedious to undertake the above mentioned steps. Their workload would be too large to concentrate on this. In that case they can be outsourced to a third party who can take care by keeping the needs of the organizations in mind. There are many competitive advantages in availing the services of such person. Firstly they have the professional expertise and the required experience. The third party will also face the difficulties of the firm but there wont be any mindset or favoritism as far as he is concerned .these are all inevitable when the company is doing the service. Their services will be suited even for bigger operations that have numerous complexity and ambiguity in operations. There are different software solutions available for both purposes.

Verifying the credibility of Vendor's services


The company has to check if the Vendor has already installed a similar configuration elsewhere as it would not be advisable to be subjected to first time testing given the huge investment in the name of ERP. If possible the company can try to get information from the ERP customers of the vendors but it is not practically possible to elicit the necessary information whether they are competitors or not, as business ethics and professional code of conduct would not permit the same.

The Nuances in choosing ERP SoftwarePre ERP implementation includes analysis, constructive criticism; homework's has a significant place in the whole process of ERP. Lot of research and background work needs to be completed prior to the implementation of ERP or even before thinking about bringing Erp into the organization. The plans of the organization must be clearly charted out and how it intends to benefit from Erp operations have to be looked from a broader context.

Important Points in the discussionThis discussion should include important element namely financial issues. Besides it should also account for the potential threats, strengths and weakness. How much profit will be incurred have to be discussed and substantiated? Other non monetary benefits should also find a place. These studies should involve the contribution of the entire group in the organization right from the person in the highest hierarchy to the one in the lowest level. The contribution should be validated and sharpened by means of presentations which will help everybody to get insight of the different perspectives, and views. All of them will be helpful in implementation of ERP.

The cost factor and compensationERP will definitely yield the required monetary benefits to organizations whether they have the practice of built in systems or individual practices. If we are to calculate the costs involved in preserving and building them over a period of time it will be evident that the ERP costs incurred to support and facilitate the said functions will be comparatively less.

This calculation will prove to be equally true even if we take the case of individual department for that matter. Another important point in this issue is that it has to align with the target goals of the organization (the purpose for which it is sought and justified) as organizations generally tend to go far ERP with a view to improve or increase the efficiency of a particular section /dept and the whole process in general. Similarly the costs incurred to facilitate that particular function must not be monetarily pinching on the organization and even if they are the benefits and profits from that particular department or the whole organization preferably should exceed the exorbitant costs. Everything has to be calculated on the basis of the chosen ERP software systems

Committee to look after ERP processAnalysis and criticism will go a long way in deciding the fate of the ERP product. They are alone not enough. The next process would be the services of the team who can decide everything concrete with regards to ERP. The required powers are to be delegated to them. They will do the screening of the potential vendor based on the organizational needs that have been classified and discussed earlier. This will be helpful in implementation of ERP.

Conclusion

The organization should focus on what it wants to achieve out of ERP before going ahead with the process. When that is done successfully the ERP operations will have to be shifted to that particular


objective in general and to the whole organization in particular. This cannot happen in the absence of ERP integration.

Customizing ERP Software

Customizing is an integral part of ERP solutions. This is a crucial decision which needs to be taken by the organization as it is detrimental in ERP'S success. The rate of customization is directly proportional to ERP success. Customization tends to pose a challenge to time and the funds allocated. The challenge of a successful management lies in balancing them and making both ends meet. It is a difficult task but the success speaks for the process.

Burning IssuesThe major issues that require attention in the process of customizing ERP are strong knowledge about the current system and the likelihood of innovations in ERP. These two issues have their own say in the process of ERP customization. The process of customization will not take place properly unless or


otherwise there is a strong working knowledge about ERP systems. Even if it does the rate of success won't be to that of the desired or atleast required extent. The chances of innovation in ERP will have a say on the customization of ERP because whatever modifications are done now would not have any relevance if they are already covered in the new systems. If the management addresses these two issues properly then the chances of ERP's customization are pretty high which also speaks for ERP'S success. A proper ERP solution can be provided by the Right ERP company.

Features of ERP innovationsThe innovations of new ERP applications help users to include all the specific details in ERP system itself. This means they don't have to input these details into the ERP systems every time they login. This also implies that the operators need not recompile ERP softwares as and when there is a change in the attributes or methodology of data fed. Customization has also helped the users to act independently rather than depending on the vendors whenever a modification is required. The innovations in New ERP systems have made it so userfriendly that the customers go to the extent of modifying the systems to perform functions exclusive to the organization. ERP solutions are now handier to customize than ever. ERP company offers numerous and flexible ERP solution.

Sound knowledge about ERP SystemThe features be it old or new or modern or traditional will not be of any use unless the users are aware of the ERP Systems features and modalities. This knowledge has to be imparted to the end users apart from IT personnel. They should have a clear knowledge about the entire system in finger tips. If questioned or demanded they must be capable of bringing that particular function into effect. The services of an expert ERP consultant will come in handy for an organization to supply this information to the user. The consultant will make a decision on the basis of the organizational needs and system configuration. He will be a part of the organization for quiet some time. This will also help him in know the organization and people better. He will therefore be able to work easily. Customization is an important part in implementation of ERP.ERP Company can decide the proper ERP solution for the organization.

Conclusion

The extent of customization does not solely decide the success of ERP. If it results in user satisfaction another important criterion then customization and ERP success go hand in hand. The best choice has to be made from ERP solutions.


How to set ERP Standards?

ERP practice is given importance because the process of enterprise resource planning is regarded as crucial in the life time of a company. The investment in terms of time money and men along with the expectation of the management and employees and many more factors accord the significance of ERP. It is a delicate process that requires meticulous planning and deliberate actions. Any minor hitch or flaw or tussle would disrupt the functioning and even bring the business to a standstill along with systems. ERP best business practice should be followed for the by the company .Only then the ERP project will be a successful one. Therefore there are certain set levels which must be followed by any company in making the maximum use of Enterprise resource planning tools.

Some of them are as follows:

Good StartLot of groundwork and research needs to be done before establishing ERP in a concern. If this stage is not carried without haste then the company will regret later for the defects. This research process itself is a parameter by itself that helps in deciding if the company has done everything systematically. Lot of major and important decisions is taken by the organization at this juncture. Only then they can follow


ERP best business practice.

This process helps to identify many factors related with ERP. Meetings and conferences are usually criticized for not serving the purpose. This stage requires many evaluations and so it is important to see to that the discussions don't stand in true to the criticism. On the other hand they must bring concrete and relevant details pertaining to ERP which have to be dealt seriously and with all efforts. This is an important step in ERP project.

Change in Business ProcessMany a time companies hesitate to restructure the business process in order to suit ERP workings. They follow a conventional working pattern. This is neither akin to the competition nor to ERP implementation. People dying for change should seize this opportunity and take the necessary steps to restructure the business process to face competition and to adapt to ERP as well. They don't understand the precise fact that ERP is based on the latest trends in the industry. This will help them to compete domestically and in the international market. ERP practice needs to be at par with the market standards. This should be the main objective of the ERP project.

This change is a single process but the benefits are two namely ERP and business opportunities. On the other hand companies do all sorts of maneuvering in the ERP systems which by and large disrupts the business process and damages the objective in establishing an ERP system. This is viewed as an unprofessional method in spite of the little success experienced by few companies so far. Whatsoever is the choice of the company the end result should be ERP best business practice.

Allocating the necessary ResourcesThe company has to supply the required impetus for successful ERP implementation and subsequent results. This will help them to acquire the maximal standards in ERP process. On many occasions companies hesitate to spend in terms of the three resources men, money and time. It is important to ensure the required contribution from each of them so that there is no hindrance in the (perfect) establishment of ERP process.

Managements are taken aback when ERP costs exceeds the quotation at the final stage. This is a peculiar feature of ERP because the vendor/consultant gets to know more details only during the exploration process of infrastructural modification and other process. Unfortunately his pocket swells as there is more digging into the process. If a company wishes to attain the industry standards in ERP it should not curtail any process (for saving costs) at this stage.

ConclusionThe above mentioned points are only a tip of the iceberg. There are many more standards that have to be followed which are discussed in other parts of the website under different side headings. They represent ERP practice either directly or indirectly.


What is the Necessity for ERP Gap Analysis and how is it done?

Why Gap Analysis?Gap analysis is an important step in ERP implementation. ERP is meant to integrate the data of all the departments in a company under one common platform. This calls for a radical change in the system of the company's functioning. The organization can either drop the idea of implementing ERP or choose to go by it. Such a decision can be arrived only by comparing with parameters like the reaction of their customers. The organization can go ahead with ERP by modifying the software to suit their needs but as earlier discussed it leads to other complications and dilutes the working of erp.If the company decides not to go about in searching for another alternative arrangement. On the other hand if the company wants to go for ERP it will stick on to ways and means for implementing ERP. In order to help the company arrive at a proper decision in such unwary circumstances GAP analysis is advocated and followed. Gap analysis basically identifies analyses and as well suggests a sequence of steps to be followed after taking into account "What ought to be "and "what actually exists". It provides to overcome /bridge the gap. Above all it is aimed at improving the commercial viability. The process is aimed at facilitating ERP function so that the benefit of ERP is received in full.

Steps in a Gap Analysis


The primary step will be to make a note of the existing business system and list out the flaws and positive aspects. This is an attempt to have an idea of what is currently happening given the scenario in question so as to help in ERP implementation.

Evaluate and decide the additions that need to be made to the business in view of ERP implementation. The aim is to make sure that there is not even a thin line of difference between ERP and the organizations commercial activities. It will be oriented to ERP function.

Rating the existing level of performance to set a benchmark or standards for the business as on date. This will help in finding out the benefit of ERP.

Having an in-depth study of the regulations and statements in the organizations and suggesting modifications. This also will decide ERP implementation.

Clearly defining the roles of individuals in the organization so that the priorities are met and the structure remains undisturbed. This is to make things clear for ERP function.

Checking if the objective in discharging duties are met because it is the ultimate solution to any issue. If they are not met the gaps should be made known and corrected. Only then the organization can achieve the benefit of ERP.

Ensuring that functions are executed properly and if need be personnel can be rewarded to boost up and encourage performance.

Similarly comparisons are to be made for every other factor that draws relation in one way or other. These results are to be complied for ERP gap analysis.

The gap analysis takes into account all the factors of study and gives the results. It either recommends the implementation of an ERP system or rejects the idea in totality.

This whole process takes about 90-120 days depending on the complexities and technicalities involved. Gap analysis requires the proper understanding of the firm and the ERP product in question. The analysis should fully focus on how the business process and software can be mutually beneficial to one another. GAP analysis becomes instrumental in deciding ERP implementation, so as Business Process Reengineering.


ERP Implementation Life Cycle

The process of ERP implementation is referred as d as "ERP Implementation Life Cycle". The following are the steps involved in completing the lifecycle.

Shortlist on the basis of observationSelecting an ERP package for the company can nevertheless be compared with the process of "Selecting the right Person for the Right Job". This exercise will involve choosing few applications suitable for the company from the whole many.

Assessing the chosen packagesA team of Experts with specialized knowledge in their respective field will be asked to make the study on the basis of various parameters. Each expert will not only test and certify if the package is apt for the range of application in their field but also confirm the level of coordination that the software will help to achieve in working with other departments. In simple terms they will verify if the synergy of the various departments due to the advent of ERP will lead to an increased output. A choice is to be made from ERP implementation models.

Preparing for the venture


This stage is aimed at defining the implementation of ERP in all measures. It will lay down the stipulations and criterias to be met. A team of officers will take care of this, who will report to the person of the highest hierarchy in the organization.

Gap AnalysisThis stage helps the company to identify the gaps that has to be bridged, so that the companys practice becomes akin to ERP environment. This has been reported as an expensive procedure but it is inevitable. The conglomerate will decide to restructure the business or make any other alterations as suggested by GAP analysis inorder to make ERP user friendly. Click here for a detailed study on GAP analysis. A choice is to be made from ERP implementation models.

Business process reengineeringChanges in employee rolls, business process and technical details find place in this phase of restructuring most popularly refered as business process engineering. For more details on BPR click here.

Designing the SystemThis step requires lot of meticulous planning and deliberate action. This step helps to decide and conclude the areas where restructing have to be carried on. A choice is to be made from ERP implementation models.

In-house GuidanceThis is regarded as a very important step in ERP implementation. The employees in the company are trained to face crisis and make minor corrections as well because the company can neither be at liberty nor afford the bounty to avail the services of an ERP vendor at all times. For more details on ERP training click here.

CheckingThis stage observes and tests the authenticity of the use. The system is subjected to the wildest tests possible so that it ensures proper usage and justifies the costs incurred. This is seen as a test for ERP implementation.

The real testAt this stage the replacement takes place viz the new mechanism of operation and administration takes over the older one.

preparing the employees to use ERPThe employees in the organization will be taught to make use of the system in the day to day and regular basis so as to make sure that it becomes a part of the system in the organization.

Post Implementation

The process of implementation will find meaning only when there is regular follow up and proper instruction flow thereafter and through the lifetime of ERP. This will include all efforts and steps taken to update and attain better benefits once the system is implemented. Hence an organization has to perform ERP implementation safely and correctly.


Flaws in ERP training

Training is an important determinant of ERP benefits. Unfortunately there are many flaws in ERP training. This makes companies to think that ERP is not worth for the money. Some even conclude that ERP does not help in attaining the benefits as promised. If one is able to identify the flaws in ERP training and suggest the appropriate remedial measures the benefit of ERP will follow provided whatever said in the training phase finds shape by way of action.

Some common mistakes that take place in ERP training include the following:

Too much emphasis on technical aspectsBy and large ERP training has become a technical symposium. The modules lay more stress on the technical issues. The emphasis has to be shifted to the actual workings and more inputs have to be thrown on relevant issues like the problems faced by employees and its remedies. Besides it should account for other issues that employees will face in the course of ERP's intervention in the organization. On the contrary all these have been given a goby and the training has been restricted purely to the system and its applications. This will not give the necessary benefit of ERP.

Does not address business issues


Trainings are of late becoming more system oriented without any application of what happens in the real business situations. The trainees get to follow everything in the sessions more clearly. The problem arises when they use it during the regular course of business. The bridge between practice and theory has made the training function meaningless and will not help in attaining ERP benefits.

Less importance to trainingCompanies accord training as a mere procedure compliance. In that sense it is just the process of testing the usage .the concept of training has become a namesake affair. This creates lot of problems when workers use ERP because they find that things don't work the way in business as it used to while testing the usage. Training did not envisage what would and what would not happen in the actual business scenario or in other words it does not examine cause and effect relationships but just sticks to demonstrating and explaining the working system. If more importance is given it will help in getting the benefit of ERP.

Errors in administrationEven if training is the best in the industry and succeeds in meeting the required parameters the resultant follow up is more important. In simple words" what has been preached should be practiced". In reality the rules and regulations followed in organization may clash with some of the new practices advocated by ERP. The irony is that people decide to stick to the organization procedures and policies without realizing the fact that the violation is only for a short time and meant for the benefit of the organization. This defeats the functioning of ERP and puts the organization in the same old place. On the contrary if a compromise is made in this regard the organization will enjoy the benefit of ERP immediately.

Lack of operational awareness

The whole organization should know the working pattern of ERP after the training process. If people tend to neglect it and specialize it for the heck of completing their area of operation then the desired benefits will not be sought. Since ERP involves lot of coordination it is essential for everybody to be aware of the "Know How". ERP benefits cannot be achieved without removing these drawbacks.

Factors influencing ERP price

ERP cost is an important issue that companies look forward while deciding on ERP. ERP calls for a voluminous investment. By and large this step is not a cakewalk for any company. It is not possible to give a comprehensive price structure for all companies implementing ERP.ERP pricing varies even among companies based on requirement, facilities, size and nature of the business and so on. Above all it is dependent on that particular factor which the company banks on or in other words the root cause for the company to decide on ERP. ERP implementation cost is not the only cost to the company.

Some of the well known factors which influence the cost of ERP software product are as follows:

Execution of ERP


This term will include all the exercises from business process engineering to gap analysis to actual restructuring and training. Above all this the process of modifying and transferring data and systems from the old form to new form is another costly affair. The manpower and time spent may also be taken into account to know the nonmonetary costs precisely.

The company needs to calculate this though not for accounting purposes as it will help be estimate the Regular work that was not carried during the regular course of business (due to ERP intervention (some even call it as interruption?!).Again these costs are solely dependent on the company's workings.

If the company engages the services of an ERP consultant then the costs will be quite different, if it goes ahead with the process with the help of In-house IT staff (which is not encouraged during the initial stages).These alone don't constitute ERP implementation cost. A host of other charges will be included in erp implementing cost.

Consultation by ERP ExpertThese factors also influence ERP cost to a considerable extent. The professional charges payable to the outsider also depends on the extent of the services availed by the company.

If the company is restricts his service merely to training and implementation the fees will be different from seeking his expertise for the entire process which includes staying with the company to rectify practical difficulties after implementation, conducting refresher programs and so on. This is important component of ERP implementation cost. However this is not the only issue in ERP implementing cost.

TrainingThis is also a crucial determinant of ERP costs. There are two modes of training offered in companies. Companies hire trainers to update their IT staff on the nitty gritty of ERP. They in turn train the user to get acclimatized to ERP's functioning. This method has lot of drawbacks but still many companies go for it not only because of the comparative low costs but doing away with the need to train everyone in the company. In spite of the drawbacks this method has claimed relative success in some companies.

The other methods is training the users and the IT staff as well .In this method the IT staff will be trained on technical parameters while the users will be trained on usage. But for the exorbitant costs this method is highly successful. ERP implementing cost is very important. Similarly if the company wants to seek the trainers service only for particular facets if it believes that the pool of In-house It staff are competent to handle other areas, then ERP costs will be different.

Conclusion

These factors are non exhaustive. The above discussion gives an account of the common factors. Many more can crop up in due course of time and as per the organizational environment.


What are the lessons learnt from ERP Performance Studies?

An ERP performance study is undertaken by organizations to know the effectiveness or benefit of ERP. ERP evaluation is an important step that helps in analyzing the contribution of ERP to an Organization. However this process of assessment itself poses many problems. Normally organizations have the tendency to perform this process in a professional manner so that it would yield the results. They tend to lose focus as the whole process gets into action. It is geared with great enthusiasm but confusions develop and mar things.

The Crux of ERP Performance MeasurementMany Companies get everything done at the right time with regards to ERP right from software selection to customization to training and Implementation. They take all measures to provide the necessary impetus and investing in huge volumes even if it is pinching monetarily. They are more particular about the benefits and are hence unmindful of the costs and investments. What happens thereafter is something to be worried and corrected. After going all the way and that too in the right manner, companies don't bother to review the working pattern of ERP. Unless they understand this it is not possible to achieve the benefit of ERP.

Errors Capable of Undermining the ProcessCompanies wrongly mistake that the proper implementation of ERP is a guarantee to its success whereas it is not so. Proper implementation facilitates efficient performance subject to the fulfillment of imposed conditions. This is the major flaw that underplays the performance of ERP. The validity of any


process has to be constantly monitored and amended if necessary, so as to ensure proper discharge of the assigned functions. Since this does not take place in the case of ERP due to the popular myth Erg's performance measure is neglected. ERP evaluation aims to correct all the mistakes in addition to this.

What are the Reasons beyond those mistakes?There are a couple of other reasons associated with this myth .One issue is the lackadaisical attitude shown by the top managerial cadre in the organization with regards to implementing ERP. The organizational politics also have a vital role in this problem. Some Questions that will be raised in this context will be:

Who is to bell the cat?

Who takes the blame on account of failure?

Who takes credit for success?

Due to these inhibitions lot of controversies arise. This also accounts for the failure to measure ERP. There might also be endless arguments among personnel in the organization which might disrupt the performance process.

Some Parameters for Measuring ERP PerformanceThere are some criteria involved in measuring the performance of ERP. Before going into the specifications it is imperative to know the basis on which performance measurement is to be made. There are innumerable means of evaluating ERP performance. Each of them has their own advantages and disadvantages. There is no hard and fast rule as far as the appropriate method to be used is concerned. However the organizations must deicide and stick on to one particular method which must be put in use uniformly. It is usually recommended to execute it in the midway of ERP implementation. The next appraisal shall take place when the process is nearing completion .After ERP begins to Operate the assessment shall take place within the time gap of 3, 6 and 12 months. They must be done on the basis of some set criteria .If these steps are not followed then the likelihood of ERP's success is limited. The frequency of assessment depends on many factors like the volume of business, ability to adapt to change and the characteristics features of the software that is in use. The performance assessment will not serve the purpose if these determinants are not taken into account. Besides any other measure deemed to result in the benefit of ERP, should be accounted for.

Organizational chart Depicting the hierarchy and PropertiesThe Fundamental step in the evaluation process is to draw up an organizational chart. The chart will help in identifying "What is What and Who is Who" in the organization. The aim behind drawing this chart is to give a picturesque representation of the company. This representation will explain the organizational structure of the company in terms of materials and manpower. This chart will serve as a guideline with respect to seeing how things are moving about in the organization. It also helps to analyze the mistakes committed in due course of time. This forms the crux of ERP performance evaluation.

Suitability in relation to Business ModeThe performance assessment should not be a general process. It should be designed specially to suit the particular business that the firm engages in. Only then it will cater to the measurements properly, Otherwise the assessment will be indifferent to the firm's modality of operation. ERP evaluation should use this as a guideline or framework to get results.


Accurate Quantification to facilitate correct measureThe performance should be measured in terms of numeric variables. Only then the results can be easily comprehended and become fit for analysis. These variables have to be meaningful and realistic so that it serves the purpose. They should be capable of being marked by a scale of ratings. Only then it is possible to comment on what has been achieved figuratively and, things lag behind. There is a reason behind advocating this. Any study becomes authentic only when it is empirically supported by facts and figures. Hence the assessment process will become valid and useful only if it is supported by such statements. If the firm follows the trends and standards with the industry it will be helpful for studying the results and comparing the same with the competitors. This will help in adding the benefit of ERP.

Account from all Relevant SourcesThe records have to collect from reliable sources. It is better to trust the state's machinery or approach the relevant trade union or cartel for this purpose. These records will help in devising a measure for the performance appraisal system. If a customary measure is arrived it will be helpful in finding out the extent of ERP'S efficiency .It will be possible to suggest alternatives to increase the efficiency and provide ways and means to overcome the deficiency. ERP evaluation should play a constructive role in this

Perform Frequent Reviews during operationThe modalities of measuring ERP in the post implementation areas have been so far discussed. The real challenge lies in measuring ERP once it starts functioning in the organization. This requires things to be handled methodically since the results are detrimental on ERP process. The method should focus more on calculating what the firm gains from ERP in connection with the money investment. The assessment should focus on the following issues:

How has it contributed to perform vital function in an easy and convincing manner, which was otherwise and formally regarded as very tough?

What is their level of comfort and state of expertise in making use of ERP software?

How has it facilitated in correspondence within the organization?

Some experts also advocate the use of statistical tools to gather this information because it becomes practically difficult to obtain them at one stroke.

Solve Employee Problems and clear their mindsetsThe preconceived thought in the midst of the workers is another setback to the process of performance evaluation. Employers often mistake that this process is meant to judge their efficiency in dealing with the software. They often tend to blow up issues beyond proportion in a positive manner or negative manner inorder to stay in the goodbooks of the employer. They don't understand the fact that this process is meant to test the efficiency of the software and more so aimed at increasing their comfort level with the software. Unless this is communicated clearly the employers will continue to give a rosy picture about the workings of the software. This will neither help to identify the defects of the software nor help in tackling the employees problems with the software.


Classifying measurement areasAs stated earlier the measurement has to be constant in all areas. However the voracity might differ in practice between one or more areas.Infact the assessment process takes place quickly and with in some areas whereas it tends to be tedious in certain other areas. Whatever be the case companies need to constantly modify business process so that it becomes ERP friendly. Moro ever the inherent flaws in the business process should be identified and removed because ERP'S function will not be effective unless they are curbed and ERP is not meant to restructure or modify the business process.

Protecting Privacy and Intellectual Property RightsOne important element of measuring performance is upgrading the security systems so that the transparency does not lead to disturbing privacy of the systems. The performance systems should always have a vigilant eye on this aspect and advocate the scopes for improving the same. Some accountability also can be vested to the employees so that they ensure safety by all means. The methods adopted for evaluation should also be safeguarded and kept exclusively for the company's use.

Pitfalls in Deficient TrainingThe process of performance appraisal might sometimes reflect defects in training. The defects could be in the form of inadequate training or the failure on the part of employees to grasp the necessary impetus during training or it could be the indifferent attitude management.

Ensuring safety measures for ERPSafety is another issue that has to be looked for when it comes to ERP. Some of the reasons which cause concern are the fluctuation in trade, accidents changes in demand and calamities caused by the environment. The performance appraisal in the organization should cater to these issues inorder to avail the benefit of ERP.

Conclusion

It should provide for techniques that help in keeping away from the calamities and thereby giving the necessary competitive edge. Whenever some discrepancy is identified during the process of performance appraisal care has to be taken to draft necessary preventive measures. If all these measures are implemented successfully then the ERP performance studies will definitely deliver the results.


Challenges faced by ERP

Organizations face lot of challenges right from choosing ERP vendor. It was really a hilarious task to convince them on regarding implementing ERP. ERP failures that arose in an organization were never analyzed or studied. Lot of excuses were given on the failure of ERP like the organization was not yet well equipped to accept ERP, there was deficiency in service on the part of vendor and so on. All this only led to skirmishes within the organization and outside. The services of an ERP consultant was not suffice to overcome these drawbacks of Enterprise resource planning action.

Full fledged and Partial ERPOne basic problem with companies is that they go for ERP at a stretch. This might be one potential reason in the case of backfiring. The requirements of each organizations are entirely different .It is not advisable to go for fullfledged ERP unless it is required by the organization. Since ERP requires large investment in terms of Money and time the resources spent will not be justifiable unless they are optimally utilized. Partial ERP does not denote partial implementation of ERP but it indicates the implementation of ERP to perform the required function and role exclusively. Again size is not the deciding factor. It totally depends on the nature of business, scope of operations and similar details. ERP is definitely a flexible application however it is difficult to infuse this element of partial and need based functions and it still remains a major challenge. The company can even avail the services of an ERP consultant to decide on Enterprise resource planning action

Surplus commodities in productionWhen ERP is used in the manufacturing one common problem that strikes any user is the question of how to properly manage surplus commodities? Infact ERP can regulate and monitor all resources and production factors. The whole organization should work on this aspect failing which ERP will not yield the necessary results. This poses to be another challenge to ERP since each member/department have


their own interest and plan of action while working with ERP .This common objective of managing the surplus will not work out without proper coordination no matter how best the product is supplied by the ERP vendor.

Problem of sudden transformationUnlike MRP which manages the surplus goods slowly and steadily ERP operates very swiftly on them. This transformation is unlikely to be received by the organization positively .Even persons in the managerial cadre will not be receptive. The reason is that it demands tremendous work load at the beginning though the fact remains that it will be much lesser than MRP after further progress .At this stage the challenge lies in bringing about an attitudinal change in the entire organization to match with ERP's Speed. An ERP consultant will help to guide the company properly in these areas along with enterprise resource planning action.

Equipping as a result of the transformationIt is not enough if one brings about an attitudinal change. certain changes in the organization structure is also desired .The greatest challenge now lies in restructuring the midway of ERP operations without affecting Erg's functioning.

Meeting future needs

Organizations have started to prefer an ERP system that meets the future needs. This can be a challenge to ERP as well because the visualization and expectations in companies may not always turn to be true. The quotation made to the ERP vendor has to be prepared only after keeping all these details in mind.


What are the different methods in implementing ERP?

ERP implementation support includes all the services of the vendor. Companies spend a lot of time in discussing about the need to go for ERP. They make all sorts of assessments and bring the necessary resources to work on ERP. They even carry the exercises suggested in restructuring. When the stage is all set to take ERP the next million dollar question that comes to them is the appropriate method of implementation due to the risk for ERP implementation.

Some popular methods for implementation are as follows:

Joint ventures with the Respective IndustryThe company need not necessarily implement ERP all on its own. They can as well share it with leading players in the same industry. This will ensure that the risks will not be heavy in the case of loss. This practice is assuming greater significance in the current scenario. The sharing allows them to have an interface with the systems on the basis of a common platform. This is catching up in the market with the only trouble being reluctance of competitive firms to come together on a mutual agreement for fear of losing business tactics. It is also seen as ERP implementation problem solution.

Though the companies are at liberty to create security for their respective information there will not be any protection for the (pool of) records in the common database. However this has helped largely in many aspects. For e.g. the medical history of a patient brought in an emergency condition can be immediately accessed though ERP. This particular fact has itself saved many lives. On the contrary they would have to go through the rigorous process of finding the patient's identity and the steps aftermath which brings down the chances of the patient's survival are very minimal, in the absence of ERP. This is one of ERP implementation support. Perhaps there are many risks for ERP implementation.

Doing it all alone


This is in fact one of the primitive methods and is no doubt followed till date. This method takes a lot of risks in this method. But if they are calculated properly then the regime would be inscribed as a golden period in the company's history. The simple formula behind this phenomenon is that the company should go for it subject to its financial potential, requirements, technical acumen management policy and similar facts. All these will help them to arrive at ERP implementation problem solution.

Full/Partial ImplementationIt has always been said that ERP products and services are purely based on the needs and resources of the company. This is not a risk for ERP implementation. Hence the companies can choose to go for a full fledged ERP system and implement it throught the organization and thereby interlink the whole process and the people concerned. Otherwise they may prefer to go for an ERP system that performs a particular function of the company. This is an important step in choosing the appropriate ERP software but at the same time it also adds more value to the implementation process. It is also an important ERP problem solution.

Conclusion

Companies even choose the service of the consultant for deciding on this. The consultant will review the profile of the company with respect to ERP before giving his suggestion. The implementation methods forms an important part of ERP implementation support.


Constituents of ERP Training

There has been lot of hype and a sensation regarding ERP.ERP training is therefore necessary to unravel the myth regarding ERP. This is one of the most important steps in ERP implementation. Infact ERP has come a long way in doing away with exclusive business applications designed and segregated department wise. This brings another issue into limelight. Implementing ERP also means that employees have to be molded to use a single application for many functions rather than using multiple applications for a single function. ERP implementation does not necessarily guarantee ERP benefit.

Understanding ERP TrainingCorporates don't restrict training merely with their ERP seller. They avail the Services of consultants in order to give the necessary impetus. This is strongly advocated because many companies tend to ignore the importance of ERP training. They perceive it as another IT product. It is not like any other IT venture. There are much more to it as it involves the whole business itself. The orientation and training required for ERP implementation is something like the one required for a new entrant who joins the company. So much of emphasis is laid on ERP training because it is not like working on a new project or system but like working on a new setup.ERP benefit will accrue only when ERP implementation is proper and other steps are proper.

Flaws in ERP TrainingCase studies and earlier instances reveal that companies have not able been reap the benefits from ERP due to the lack of proper training. Time and money are key deciding factors. When they are not sufficient the results from ERP won't be satisfactory. It is therefore advised to allocate a sizable portion in the annual budget towards the company's training. Money flow does not necessarily guarantee ERP Success. The commitment and the level of interest shown by senior management and by persons occupying key positions or otherwise referred as decision holders in the company is another determinant. If they don't accord the required importance and shun it with the casual attitude of any


other project, the probable success and investment made on ERP will be question marks. The flaws in ERP training should be done away with immediate effect.

Steps InvolvedThe steps that need to be taken to ensure the success of ERP in an organization are as follows:

The trainers employed in the company must be trained on ERP before taking it to the other set of employees. If the trainers are themselves not self sufficient then nothing productive can be expected from the others. These people are available to the employer and the employees on regular rolls .It are not practical to call the ERP vendor each and every time after the training process. Even if it is done it will cost heavily on the pocket. Therefore the trainers in the company must acquire a first hand expertise and knowledge on ERP before taking it to others.

While it is necessary to equip the trainers it is also not possible to expect them to deliver the nitty gritty immediately after the training period. The company should resort to tie-ups and other partnerships with the consultants to disseminate ERP information through t the organization.

There should be a check on the employers proficiency level in ERP to know the results of the training. This will ensure the success of ERP training and ERP benefit will automatically follow.

Providing employees with the latest facts, modules, modalities and other details on ERP. ERP training should be a continual process and not a one day affair.


ERP Implementation Guideline

Research on enterprise resource planning have shown that the flaws in ERP implementation have resulted in the vast majority of companies failing to unleash the benefits of ERP softwares. This has led to lot of problems right from litigations to misinterpretations in business media. The vendor is always taken aback because the entire community blames him and the products. Enterprise resource planning phases are very important in this regard.

Probable reasons behind FailureThe actual problems lie in choosing the right software for your company. If this is either taken for granted or done hastily then the chances of ERP Success are rare. Some of the reason for failure could be exorbitant costs, inadequate training, longer time, and failure of strategy and the lack of attitudinal change on the part of employees to accept and manage change. They have to analyze "What companies use enterprise resource planning?"

Guidelines

Very few companies succeed in the first instance after implementing ERP.ERP is not a fortune but a technology that delivers results only after effective execution of the laid down procedures. Therefore to merely bank on it will not suffice to obtain any results. What is more important is the implementation of the necessary changes in the organization so as to combat ERP.

ERP is not an answer to the errors in business plans and tactics. In fact ERP consultants are reluctant to attend to it because they don't want it to disturb the purpose of ERP. It should therefore be understood that ERP is an I.T. tool that assists and facilitates the business process by being a part of it. On the contrary it is misunderstood that ERP can rejuvenate the business. The answer to the popular question "What companies use enterprise resource planning?" will help in clearing this trouble.


ERP gap analysis and business process reengineering should be performed properly. This will ensure that other steps are followed systematically and in accordance to the company's need. They are otherwise referred as enterprise resource planning phases.

IT facilities in the organization should be at par with market standards and international reputation. This will enable the operation people to constantly modify and update as and when it is necessary in order to stay in tune with the competition. Research on enterprise resource planning will reveal this.

The process of ERP implementation should be carried on by a team of competent personnel so as to ensure perfection, accountability and transparency.

ERP should become a part of the daily routine. If that does not happen then the company cannot expect any fruitful results inspite of having followed the above mentioned steps meticulously inorder to ensure the successful implementation of ERP and no amount of successful planning of enterprise resource planning phases will help in this regard.

There is another important issue that needs to be addressed in this regard. Even after successfully implementing and setting ERP right for action the trick lies in combining it with the business process. The restructuring should also address issues like finding solutions for the current business problems. It should not be done with an illusion that ERP will take care of everything. Unless these fundamental problems are solved the functioning of ERP will do very little to help connectivity and facilitation in business. A choice is to be made from ERP implementation models after knowing "What companies use enterprise resource planning?"

An organization needs to answer the following questions while thinking of taking up ERP.

Perception of the business problems

The visualization of solving them.

How is ERP going to solve the same and how worth is it and how effective are the measures taken to implement it.

How and who will coordinate the operation of ERP and is it justified in terms of costs, time taken and efforts?

What is the accountability and transparency of ERP operations and how far it will affect issues like piracy, IPR and their impact on the organizations performance and image and the possible measures to curb any unnecessary elements?

Conclusion

If an organization follows all the abovementioned steps it will definitely result in successful ERP implementation as it has been witnessed in the research on enterprise resource planning phases.


Process Management: Everything You Need To Know

Process management is the collection of activities that corresponds to the planning and observing the effectiveness of a certain business process, method, or solution. Business process management uses tools, techniques, knowledge, and systems to create, define, envision, measure, report, control, and of course, improve the processes involved in a business. The main objective is to make everything easy for the customers and end-users.

The Principles of Process Management Process management follows ten principles to achieve its goal. Each principle is listed here and explained so that the concept of process management will be understood easier.

1. Any change in the business must be driven by performance. There should always be a defined reason as to why a change has to occur inside a business or an organization. And the reason for changes should always be to improve the performance of the people or process involved. The end goal of the change should be to improve the business in general.

2. The changes should always be made with the consideration of the stakeholders. Stakeholders encompass different categories. Consumers and customers also belong to the group of stakeholders. They, along with the business owners, staff, suppliers, the community it belongs, and the business itself, should be regarded whenever a change in the business is conceptualized. It also follows that the change the business will undergo should benefit all these people involved.

3. The changes should be accounted for. Business changes should be carried out according to the criteria created for stakeholders. Every change should follow these criteria so that the outcome is ensured to be for the better of the organization only. The criteria are made so that the interests the stakeholders are protected.


4. Changes should be segmented for synchronization. Sometimes, the change is so immense that it cannot be executed in one go. If so, proper planning needs to be done. Process management calls for a synchronized implementation, especially if the change will create a relatively huge impact.

5. The entire process should be managed thoroughly. When everything is ready, the realization of the change should come next. Here, enters the correct process of carrying out the said business change. Business process management requires that once this step is reached, a holistic type of administration should be employed.

6. The process should inspire insight. Included in the process management procedure is the act of gathering pertinent information and gaining understanding regarding the matter at hand so as to arrive at a breakthrough approach and design necessary to achieve a positive change. The success of the process relies on the attainment of a shared insight of all the people involved.

7. The process should follow the outside-going-to-the-inside principle. Because the change and renewal process is very complex on its own, process modification should be conducted in this manner. Look at the organization from the outside and observe to how it interacts with its stakeholders. Then examine the processes further until the core of the system is reached.

8. Proper timing is of essence. All business processes requires optimum timing. Without it, the processes could fail. A time-boxed approach is advisable, because it can dictate the schedule of an activity involved as well as the projected amount of work required within the timeframe that is set for the said activity.

9. Understand that the changes in the business should always be about people.If process management is created and implemented with real people in mind, then the higher are the chances that it is going to succeed. Every person in the organization assumes roles and responsibility it is always best to execute the change around them, either involving them or implementing the change within them.

10. The changes in the business follow a continuous process.To achieve a particular business change is not the be-all and end-all of the entire situation. In fact, it could just be the trigger point of another business modification. This goes to show that business changes are similar to a journey, with its destination as something that could change from time to time.

Process management is very related to Enterprise Resource Planning or ERP. In fact, process management is a part of ERP. Business process management or BPM is slowly being integrated into ERP so that running a business or an organization becomes a lot more efficient than it was before. BPM alone is not sufficient to achieve this goal. BPM has to be incorporated to an ERP system so that success will become more apparent and achievable.

Currently, several process management software are helping small and medium enterprises or SME's in achieving their business goals. The software helps by implementing BPM through ERP. Because of this, business process management consulting was made easier and more effective.


Business process management, as a whole can create an astounding effect on any organization or company. By following the right process management procedure, business advancement can be materialized. As an effect, establishing a highly successful company becomes a possibility.


Web Links1. http://www.nhpc.co.in2. http://www.abb.com3. http://www.hydropower.alstom.com4. http://www.power-technology.com5. http://www.iri.columbia.edu

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