pqms from policy to practiceitsmf.dk/admin/public/dwsdownload.aspx?file=/files... · 9.5.6 manage...

PQMS From Policy to PracticeOctober 2017Ulla Zeeberg

OUR MISSION AND VISION

2

In the UN system, UNOPS builds infrastructure, manages projects and procurement, and provides human resources and financial management support. We do this as our contribution to a better world, and the achievement of the Sustainable Development Goals.

§ MISSIONOur mission is to help people build better lives and countries achieve sustainable development.

§ VISIONOur vision is a world where people can live full lives supported by appropriate, sustainable and resilient infrastructure, and by the efficient, transparent use of public resources in procurement and project management.

WHO WE ARE3

We help our partners deliver more than $1 billion worth of aid and development projects in over 80 countries every year.

They call on us to supplement their own capacities, improve speed, reduce risks, boost cost-effectiveness and increase quality.

Based in Copenhagen, UNOPS is fully self-financing, prompting efficiency and financial discipline.

WHAT WE DO4

UNOPS focuses its operations in its core areas of expertise.

In addition to tailoring custom solutions, we offer five core service lines in support of our partners’ objectives:

§ Infrastructure§ Procurement§ Project management§ Human resources§ Financial management

WHERE WE WORK

This map is for illustrative purposes and does not imply the expression of any opinion on the part of UNOPS concerning the legal status of any country or territory or concerning the delimitation of frontiers or boundaries.

5

2016 countries and territories of delivery

Top 15 countries and territories of delivery

UNOPS HQ, which includes the Africa Regional Office

Regional offices

KEY RESULTS ACHIEVED IN 2016

6

74hospitals and 278 health clinics constructed, designed, or rehabilitated

less greenhouse gases than last year

emitted nearly

2,000 tonnes

more than

$900 millionworth of goods and services for partners

50schools constructed, designed, or rehabilitated

in total, around

$1.4 billiondelivered in peacebuilding, humanitarian and development projects

more than

3 milliondays of paid work created for beneficiaries

3,025 kmof roads designed, constructed or rehabilitated

$400 millionworth of procurement budgets went to local suppliers

more than

101 milliondoses of medicine were procured or distributed

11,000people on UNOPS contracts

nearly

24,000 unitsof machine or equipment procured

over

50,000 daysof technical assistance and advice

more than

close to

PQMS system and backgroundFrom Policy to Practice

PQMS - Process and Quality Management System

PQMS is UNOPS Process, Quality and Knowledge management system

Here you will find the current processes as well as knowledge – consisting of mandatory procedures and guidelines. Mandatory procedures are the activities you MUST do, while instructions are useful tips, best ways to-do and things to remember.

UNOPS process owners ensure the processes are up-to-date and the guidelines and instructions are useful.

Why processes and knowledge?§ To align daily operations to the strategy§ To expand and share knowledge in the organisation§ To be agile and ready for changes§ To continuously improve the processes

You will also be able to find the names of the process owners, as well as templates and documents helping you working with the processes.

If you have improvement suggestions or questions – please do not hesitateto contact the process owner.If you have questions regarding general process or knowledge or the PQMSplease contact Ulla Zeeberg, [email protected]

8 From Policy to Practice

Knowledge in UNOPS before

PQMSOD’s and AI’s

Practice Pages

Knowledge articles

From Policy to Practice

PQMS – Processes and KnowledgeEOD, OD’s and OI’s

Practice Pages

Simplify Empower&From Policy to Practice

TheLegislativeFramework

PQMS

Executive Directors Principle (EDP)

Process & Quality Manage-

mentsystem

Executive Operational Policies (EOD’s) and Operational Policies (OD’s)Operational Instructions (OI’s)

The Executive Office Policy

Operational Directive

Operational Instructions

Processes

Mandatory procedures

Guidance and Information


III. a new piece is added(e.g. a new AI needsto be introduced)

I. a piece is lost II. a piece does not fitinto the currentpicture

(e.g. an AI was superseded, it was normally connected with other AI’s and/or other AI’s referenced it)

Promulgation of new OD’s and OI’s and describing processes in PQMS

II. (e.g. an AI needs to be amended)


Building the PQMS§ User-friendly system aimed at the end-user§ System split up in two parts: the Process Development Part, and the Public Pages§ Process Development part:

- Process mapping- Knowledge writing- Review functionality- Approval flow- Archiving functionality

§ Public Pages- Easy to use and navigate- Easy to search for knowledge- Printable- Subscription

§ ‘Go-live’ in August 2016 § Development in 309 story-points

13From Policy to Practice

PQMS Chapters (APQC inspired)


New PQMS - featured functionality

• UNOPS operation model demands more effective and efficient processes. Need in system that can deliver the above in a user friendly way

• Improvement in user cooperation and information sharing

• All processes are documented with a flow-diagram

• Receive an alert when subscribed to a process

• All instructions and guidance articles are linked to the process flows

• Better search-functionality using SharePoint and keyword-search

• Easy linkage between daily operations and compliance to standards

• Will assist in transition towards the new GRC


Stakeholder assessment and communication planning

17

Identifying and assessing Prioritizing Detailed

planning Communicating


Communication channels and tools

§ Internet presence:• PQMS intra page• UNOPS intranet

- Newsletter - Banner- Practice pages- Regional newsletters

§ Demos§ Presentations:

• Face-to-face (individual and group)• Webex (included recorded)

§ Emails (call to actions, EO support email, informative)§ Poster campaign§ Video – how to?


Change Curve

New PQMS is

rolled out


Change Readiness Assessment20

Change readiness assessments will be carried out periodically for

• getting better visibility of the change readiness landscape

• capturing potential issues and concerns associate with PQMS

rollout

• tailoring better responses to any PQMS implementation

challenges


21

Drafting processes and knowledge 1HR Policy Stream§ HR drafting processes in dedicated workgroup§ Retainers to read policy documents and transform

into processes and knowledge in powerpoint § Processes mapped with an End-to-end perspective§ SME’s to review and refine § Processes and knowledge drafted in PQMS and

sent for review§ Workshops to review collection of processes§ Beta release launched for 2 months to receive

feedback from practitioners

Finance Group§ Finance processes drafted by streamleads and

SME’s§ Process split up to be divided to functions

performing them § Processes mapped in chuncks based on

organisation§ Process flows updated in Excel and PQMS on

ongoing basis§ Processes and knowledge drafted in PQMS and

sent for review to all streamleads and SME’s§ Workshops to align processes across functions and

assemble processes for the end-to-end view


22

Drafting processes and knowledge 2Project Management Processes (IPMG)§ Complete rewamp of the Standards Management

Framework§ Policies, standards, governance reworked§ Processes and knowledge reengineered § OD and OI’s promulgated§ Processes and knowledge copied to PQMS

Various smaller process areas§ Workshops to agree and map processes§ Authors to write knowledge§ Field personnel to review processes§ Beta version§ Publish


Workshops – Breaking down the silos§ Workshops for all process

responsible § 4-5 workshop of 2-3 hours

duration to ensure alignment between the functional areas

§ Ensure end-to-end process flows are setup


Pages for navigation and overview created in Visio and published in SharePoint

24

2.DevelopandManageProductsandServices

UNOPS

3.MarketandSellProductsandServices

13.DevelopandManageBusinessCapabilities

10.Acquire,Construct,andManageAssets

5.DeliverServices

4.DeliverPhysicalProducts

1.DevelopVisionandstrategy

12.BusinessDevelopmentandPartnerOutreach

11.ManageEnterpriseRisk,Compliance,Remediationand

Resiliency

9.ManageFinancialResources

8.ManageInformationTechnology

7.DevelopandManagePersonnel

6.ManageCustomerService

9.7.2 Manage Per io dclosure

Pro jectoversig ht

Pro jectBu dgeting Cost recovery Cashtransfers Clientreporting

Pro jectFinanceIPA SReview

IPMGEAGProposal

RQGEAapproval

IPMGProjectimplementation

IPASprepareprojectc losure

Pro jectBu dgetingBudget issuance

Pro jectBu dgeting

Cost recovery

Cost recoveryMonitoring

CashtransfersPro cessreceivables

Businessplanning and an aly sis

Performancemanagementreporting

Pro jectClosure

9.3.3MaintainprocessdocumentationrelatedtoprojectFinance

9.3.9ReviewMoUsforfinancialaspects

9.3.7MaintaintemplatesforFinancialproposals

9.3.6PreparePro-FormaStaffCostsforBudg etplanning 9.3.4Costingsystemsconfiguration

9.3.5Pricingsystemsconfiguration

PaymentscheduledReportingscheduled

9.3.10Systemsetup forrecordingandreportingfinancialtransactions

9.3.16Maintaintemplatesforfinancialprojectclosure

9.3.12Manag eclientreporting too landfinancialreporting templates

9.3.8Reviewfinancianproposalnon-compliantto policy

9.3.29Manag eCosting/Pricing

9.3.25Issuepro jectbudget

9.3.15Monitoroverspentforimplementation pro jects

9.3.27Processcostrecoverytransactions

9.3.27Processcostrecoverytransactions

9.3.13Monitoringofcostrecovery

9.3.14Monitoringoffeeposting s

9.2.2Manag eUNOPSannualbusiness/workplanning,budgetingand targ etsetting

process

9.9.6Manag eQBRprocess

9.4.2Processreceivab les

9.3.11Manag etheAdvanceFinancingissuanceand

recoveryprocess

9.3.24Issuefinancialstatementsforimplementing

projects

9.3.17Prepareandsubmitannualmgt.declarationforEUprojects

9.3.18Verifyand issuefinancialreporting forspecializedagenciesandUNDP

9.3.20Processrefundsand pro jectclosure

9.3.19IssuanceofFinalFinancialstatements

9.3.23Manag eProjectClosure

Treasury

9.5.6Manag ecashandcashequivalents

HR andProcurem ent

Manage p osit io nsand p ayroll

Manag eICApositionRaisePO

9.6.6Manag estaffpositions

Treasury

9.5.5Developcashflowforecasts

9.5.3Manag eandoverseebankingrelations

9.5.7Manag eforeignexchangerisk

Manag eUNOPSbankaccounts

9.5.17OverseeICAprovidentfund

9.5.2Performinvestmentmanagement

9.5.4Reviewand verifyBankGuarantees

9.5.16Manag eCash

9.5.8Manag esetupofhosttohostintegration

TreasuryCSG

9.5.10Manag ebankaccess/signatoryadministration

9.5.14Reviewbankguaranteesfromfield offices

9.5.9Manag eoperationadvance

9.5.13Manag ePettycash

9.5.12Processfieldsbankaccountsreplenishment(RFP)

9.5.11Performreconciliation

9.5.15CoordinateMT940and Hosttohostpaymentfileintegration

Performstrateg ic plan ning andmanagementaccounting

9.2.1Manag eUNOPSbiennialbudgetestimates

9.2.3Manag eoneUNOPSmodellerstructure

9.2.4Manag epersonneltableapprovalforannualbudg etperiod

9.2.5Manag eUNOPStargetAgreements

9.2.6Reviewcorporateperformance(targetagreementstatus)forQBR

9.2.7Manag eUNOPSinvestmentfund board

9.2.8Manag etheissuanceofME,CMDC,LMDCbudget

Pro jectFinance

9.3.1Issuefinancialstatementsfor implementing projects

Manage p osit io nsand p ayrollCSG

9.6.2Manag eseparations

9.6.3Oversightandmonitorpayroll


9.6.5Postpersonnelrelated yearendadjustments Manage p osit io nsand p ayroll

9.8.17Manag estaffrelatedreserves

ProcessVATreimbursements

Manag epaymentenquiries

9.7.1Monitorpayments

Mangecentralizedbankaccounts

9.7.6Manag eRegularpayments

Manag eprepayments

Manag ereversals(AP/RFP)

Manag eaccountsreceivables(9.4.2?)

Processcontributionsreceived

Reversalso faccountreceivablejournals

9.7.2.1.1Manag eBalanceSheetaccounts

9.7.2.1.2Manag eRevenueaccounts

9.7.2.2PostingofCostRecovery

9.7.2.2.1Manag eCMDC-IPAS

9.7.2.1.3Manag eExpenseaccounts

9.7.2.2.3Manag eRMDC–LCR/IPAS

9.7.2.2.2Manag eLMDC–field/IPAS-LCR

9.7.2.3Manag eFees

9.3.26Manag eadminprojects

9.3.28RecordProjectRelatedG LJE

9.3.21Evaluaterecoveryperformanceperservice/client

9.3.22Providestatusreportsandprojectionsforcostdriverdevelopmentand recovery

9.7.1 Manage GL Account

9.7.1.2Performreconciliation

9.7.1.1Manag eAdvisory/mandatea/c

9.7.1.2.1Manag eAssetsAccounts

9.7.1.2.2Manag eLiab iiltiesaccounts

9.7.1.2.3manageEquityAccounts

Performreconc iliation


ReconofHQmanagebankaccoutns

Reconofcorporatemastercard

ReconofSCA

ReconofFCStone

Oversightofglobalbankaccounts

SupportUNWebbuyreconciliation

9.7.2.1Manag eJournalapproval

9.7.3 Corporaterep orting

9.7.3.1Manag eYear-endclosure

9.7.3.2Manag ewrite-offs

9.7.3.3Manag eprovisions

9.7.3.4Manag eReversalofCMDC

9.7.3.5Manag eProjectclassificationIPSAS

9.7.3.6Manag ePrinciple/ag entmapping

9.7.3.7Manag eLeases

9.7.3.8Manag einventory

9.7.3.9PrepareCorporatefinancialstatements

9.7.4 Manage au ditp rocess

9.7.4.1Manag eLiaisonwithinternalAudit

9.7.4.1.1Manag eIAIGRecommendation

9.7.5 PerformOversight

9.7.5.1Manag edataquality

9.7.5.2Manag eCompliance/monitoring

9.7.6 Cap acitybu ilding9.7.6.1Manag eFinanceTrainingforField Finance

officers

9.7.6.2Manag eWorkflowandSOPs

9.7.6.3Manag eWebexes

9.7.5.3Manag eQuarterlyreportsfromIPAS/LCR

9.7.5.4Manag eSystemimprovement- Finance

9.7.2.3.1Manag eFixedFees

9.7.2.3.2Manag eRegu larFees

9.7.2.4Manag eInterestallocation

9.7.2.4.1Manag eInterestallocationtoprojects

9.7.2.4.2Manag eInterestallocationapplicationtoprojects

9.7.4.2CoordinateExternalAud it- UNBOA

9.7.4.2.1Manag eUNBOAreccomendation

9.7.4.3Manag eJIU–JointInspectionUnit

9.7.4.4Manag eOIOS–OfficeofInternalOversightService

9.7.6.4Developtrainingmaterial

9.7.6.5MaintainKnowledgeSystem/PQMS

Pleasereviewhowthisis

differentfrom9.3.24


Thematic navigation sheets

25

To use for:• Overview• Easy navigation• Easy to see process interlinkages

Interactive intranetpage to • View roles by process• Description of work in

process


How is PQMS created26

§ Discover and design UNOPS’“one version of the truth’§ All processes, in 1 framework suitable to allow fluid management of risks

Efforts have been put into

Autonomyeach individual process stands independently.

SimplificationMore precise

descriptions placing responsibility and

accountability at the appropriate authority

level.

Concisesuccinct content, solid

concepts based on clear principles.

Completethe sum of all processes create a comprehensive

management framework.


Communications campaign§ Banners§ Posters § Newsletter§ Videos§ Webexes


Culture of constant improvement and agility

§ Agile processes§ Easy to change§ Implementing PQMS will make the wheel spin§ Creating culture of constant improvement – making the wheel

continue to spin

28

Act Plan

DoCheck

Time

Qua

lity

Kaizen boards


Where are we now?§ Reports set up for usage of the system, for subscriptions etc.§ System for how to discover processes and publish them in PQMS have been established§ Continuous process improvement setup has been initiated§ Need the changes of how to do the work to be embedded in the organisation – HR have

been First-Movers, and are embedding the new ways of working. Other practices are rolling out processes now


Everybody likes changes –we just don’t like to

be changed

Lessons learned§ One size does not fit all§ ‘How to get there’ may be very different from group to group§ Do not make it more ‘fancy’ than the organisation can grasp§ Meet the organisation where they are – and improve from that§ Process mapping will be down-prioritised for other work § Process-systems can be home-made – and much of the functionality can be built outside, if

the IT department does not have time§ You need to have sponsors, who will state this is important and needs to be done§ Reach out to help - what seems straight forward for process people may not seem like that to

others§ Things don’t happen over night – big changes to how people work will need time


Thank you

31 From Policy to Practice

pqms from policy to practiceitsmf.dk/admin/public/dwsdownload.aspx?file=/files... · 9.5.6 manage...

Documents