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.