One Corporate System
- Phases for Implementation
Launched one year ago, it’s worth reminding that the One
Corporate System (OCS) is a management system being established within ten
different CGIAR centers around the globe to effectively integrate project,
financial, procurement and human resource management systems into a common
platform to boost efficiency, increase collaboration, and improve the
investment of donor funding. CIP is one of the lead CG centers to implement OCS,
and this involves the comprehensive execution of different phases for a
flawless transition to the new system.
OCS represents a huge move towards collective action, and
will enable individual staff members to better manage their time and resources.
It is expected that OCS will considerably improve the management of all CG
Center activities and will greatly save time, effort, and costs. Currently CIP
is placed in the first wave of CGIAR’s OCS implementation along with the
International Rice Research Institute (IRRI) and WorldFish. As a forerunning CG
center in putting OCS into practice, CIP will not be afforded the luxury of
learning lessons from other centers in the implementation of the new system.
For this reason, the dedication and support of all CIP staff and personnel is essential
to ensuring the successful transition to OCS.
Phases
The implementation of OCS is being carried out according to
different phases of execution. These phases comprise of Design, Building,
Testing, Training, and a Go Live Phase that will initially include a blackout
period of +/- 60 days (depending on function) during which time some
activities, such as all procurement processes will go offline as OCS integrates
itself as the new operational system. The Go Live Phase will be launched in
July 2013, and all staff will be advised
at least one month prior to the blackout in order to ensure that
inventories are adequately stocked to withstand this period of transition.
Currently OCS is undergoing the building phase of its
implementation, and CIP’s builders, KBUs (Key Business Users) and consultants are
working to configure the system.
Testing and Training
The testing phase of OCS implementation will begin in April
and is of upmost importance to the success of the new system. This phase is expected
to last up to two months before the training phase begins. It is very important
that all CIP sectors directly involved in the implementation of the new system
dedicate time and resources to working with CIP builders and consultants during
the OCS testing phase. This phase is key to the successful implementation of OCS
and will include the writing of test scenarios, the execution of test
scenarios, testing data for migration and configuration, and data validation.
The testing phase will require at least 200 extra work hours
per area and managers are advised plan for this well in advance in order to
ensure that testing proceeds faultlessly and that work outside of testing continues
unabated.
Following the testing phase, the training phase will commence
at the beginning of June. During this period, all staff will be trained. The duration
and content of this training will depend on the activities CIP employees are
expected to accomplish using OCS. During this training period, staff will be
advised at least one month in advance of the state date of the Go Live phase
and blackout period which will be implemented in July 2013.
Go Live
Following the Go Live Phase of OCS, different segments of
CIP activities will be gradually rolled out and incorporated within the system.
Primarily these will include segments from the Finance, Procurement, Inventory,
and Human Resources areas, before all aspects of project management within OCS are
finally included by the end of 2013, from proposal through to management,
execution, and completion of all project activities.
Through aligning with other CG centers, OCS will allow CIP
to better carryout donor requirements, and ensure that the Center is managed in
line with the standards set by leading international organizations. It will
help CIP to more actively participate with its CG partners and allow it to more
effectively realize its mission and goals while giving its staff more
opportunities to excel in their various fields. Ultimately, OCS will benefit
everyone at CIP; however, in order to ensure a successful transition, all CIP
staff will need to invest both time and dedication to the implementation of
this new system.