Idea Transcript
Depot Online System
Detailed Project Report (Extracted for uploading on FCI website for Bidders Reference, Date 08.06.2015)
Submitted on 25th March 2015
Prepared for Food Corporation of India (FCI) 16-20, Barakhamba Lane, New Delhi - 110001
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List of Acronyms
The AS-IS Assessment Report has been prepared for Food Corporation of India to help them establish a robust Depot Online System. The content of the report is Private and Confidential in nature. No part of this publication (and any extract from it) may be copied, paraphrased, reproduced, or distributed in any manner or form, whether by photocopying, electronically, by internet, within another document or otherwise, without the prior written permission of FCI. Further, any quotation, or attribution of this publication, or any extract from it, is strictly prohibited without FCI’s prior written permission.
List of Acronyms
Final Version
List of Acronyms Acronyms
Description
AMC
Annual Maintenance Contract
CAP
Covered And Plinth
CMR
Custom Milled Rice
CWC
Central Warehousing Corporation
DCMS
Depot Code Management System
DeitY
Department of Electronics and Information Technology
DISFM
District Information System for Food grains Management
DMS
Document Management System
DO
District Office
DOS
Depot Online System
DPS
Direct Payment System
DR
Data Recovery
DW
Data Warehouse
FAP
Financial Accounting Package
FCI
Food Corporation of India
FIFO
First In First Out
FOIS
Freight Operations Information System
HQ
Head Quarters
HRMS
Human Resource Management System
IISFM
Integrated Information System for Food grains Management
IRRS
IISFM Rapid Reporting Services
KPI
Key Performance Indicator
LWB
Lorry Weigh Bridge
MDM
Mobile Device Management
MIS
Management Information System
MT
Metric Tonne
NIC
National Informatics Centre
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List of Acronyms
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Acronyms
Description
NICSI
National Informatics Centre Services Inc.
NOFN
National Optical Fibre Network
NWNP
No Work No Pay
OPE
Out of Pocket Expenses
PD
Person Days
PMS
Procurement Monitoring System
PMO
Prime Minister’s Office
QC
Quality Control
RFID
Radio Frequency Identification
RO
Release Order
SAN
Storage Area Network
SGA
State Government Agency
SOA
Service Oriented Architecture
SWC
State Warehousing Corporation
ZO
Zonal office
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Introduction
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Contents 1. Introduction
10
1.1. Organization Overview
10
1.2. Project Background
12
1.3. Project Objective and Scope
13
1.4. Key outcomes from Integrated System
13
2. As-Is Assessment
15
2.1. Study of processes
15
2.1.1. Site Visits
15
2.1.2. Stakeholder Discussions
15
2.1.3. Review of available Documents
15
2.1.4. Review by internal experts from supply chain & warehousing sector
15
2.2. Process Maps & Variations
15
2.3. IT Function Assessment
16
2.3.1. Current IT Application Overview
16
2.3.2. IT Department Functions
20
2.3.3. IT Governance Structure
21
2.3.4. Current IT Assets
21
2.3.5. Network
22
2.4. As-Is Process Maps
23
2.4.1. Procurement - Process Overview
23
2.4.2. Procurement - Procurement Planning
23
2.4.3. Procurement – Procurement of Wheat/Paddy/Coarse Grains
24
2.4.4. Procurement – Procurement of Rice (CMR)
26
2.4.5. Procurement – Procurement of Rice (Levy)
27
2.4.6. Procurement– Receipt of Stock
28
2.4.7. Procurement – Road Transit Loss
28
2.4.8. Movement - Process Overview
30
2.4.9. Movement – Movement Planning
30
2.4.10. Movement– Loading of Special
32
2.4.11. Movement– Receipt of Special
33
2.4.12. Movement – Unloading of Special
34
2.4.13. Movement– Rail Transit Loss
36
2.4.14. Movement–Inward Movement by Road
37
2.4.15. Movement–Outward Movement by Road
38
2.4.16. Movement by Ship
39
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2.4.17. Storage - Process Overview
40
2.4.18. Storage– Stacking of Food Grain
40
2.4.19. Storage– Shed Outflow
41
2.4.20. Storage - Issue of Stock
43
2.4.21. Storage– Gunny Accounting
43
2.4.22. Storage– Receipt of fresh gunny
44
2.4.23. Storage– Silo Inflow
45
2.4.24. Storage – Silo Outflow
46
2.4.25. Storage– Dead Stock Inflow
48
2.4.26. Storage– Dead Stock Outflow
48
2.4.27. Quality Control (QC) - Process Overview
50
2.4.28. QC – QC on receipt of stock
50
2.4.29. QC – Quality Complaint
51
2.4.30. QC – QC for Procurement of Rice
52
2.4.31. QC – QC for Procurement of Wheat/Paddy/Coarse Grains
54
2.4.32. QC – Appeal
54
2.4.33. QC– Shed / CAP Inspection
55
2.4.34. QC – Divergent Assessment
57
2.4.35. QC – Mandatory Sample Collection
58
2.4.36. QC – Prophylactic Disinfestation
59
2.4.37. QC – Pre Monsoon Fumigation
59
2.4.38. QC – Curative Disinfestation
60
2.4.39. QC – Priority Listing
61
2.4.40. QC – QC for Issue of Stock
62
2.4.41. Sales – Process Overview
64
2.4.42. Sales– Release Order Generation
64
2.4.43. Physical Verification – Process Overview
67
2.4.44. Physical Verification – Quarterly PV
67
2.4.45. Physical Verification – ISI PV
68
2.4.46. Physical Verification – Zero PV
69
2.4.47. Engineering Works
70
2.4.48. Import & Export – Process Overview
72
2.4.49. Import & Export – Import of Food Grains
72
2.4.50. Import & Export– Export of Food Grains
73
3. Business Process Re-engineering
74
3.1. Process Re-engineering Overview
74
3.2. Gap Analysis
74
3.3. Performance Improvements
77
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3.4. All registers with manual entries to be made online 3.5. Movement cost optimization to be suggested by the system
78 80
3.6. Truck Data entry to be done at Mandi/SGA/Miller before arrival at the depot
81
3.7. Outside LWB to enter data electronically into online system
81
3.8. Shed Allocation should be integrated with the LWB
82
3.9. Outward Gate pass should be integrated with LWB
83
3.10. Gang allocation should be integrated with Gate entry
83
3.11. Double weighment of trucks to be done if gunnies from multiple stacks filled in the truck
84
3.12. Food grains stored temporarily at rail siding or rail head or gangways should be accounted in as stock 84 3.13. Approval for restacking before stack is killed completely
85
3.14. Linking of unconnected rakes to be done by the system automatically
85
3.15. Priority List can be overridden during Shed outflow only with justification
86
3.16. Benefit Analysis
87
4. To Be IT Landscape
90
4.1. Envisaged Depot Online System 4.2. Application Landscape 4.2.1. Envisaged Application Stack
91 109 109
4.2.2. Mobility Solution
111
4.2.3. Analytics and Dashboard
111
4.2.4. Email and Communication Management
121
4.2.5. Incident Management
121
4.3. Key Architectural Considerations
122
4.3.1. Integration with external and internal systems
122
4.3.2. Offline Online Mode of Operation
124
4.3.3. Load Expectation
125
4.4. Hardware and Networking
125
4.4.1. Proposed Client Side Hardware
126
4.4.2. Networking Consideration
127
4.4.3. Application Hosting
129
5. Project Implementation Strategy 5.1. Rollout Strategy
130 131
5.1.1. Rollout approach
131
5.1.2. Rollout activities at depot level
133
5.1.3. Rollout Plan
135
5.2. Training and capacity building 5.2.1. Overview
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5.2.2. Types of Training
136
5.2.3. Training need analysis
139
5.2.4. Training Calendar
141
5.2.5. Basic Computer Awareness course by an external agency
143
5.3. Data Migration
144
5.4. Documentation Plan
144
5.5. Test Strategy
145
5.5.1. User Acceptance Testing
145
5.6. Go-live Acceptance Criteria
146
5.7. Go Live Plan
146
5.8. Third Party Audit
148
5.9. Operations & Support
148
5.10. Brand Building and Awareness activities
149
5.11. Project Governance structure
150
5.12. Procurement strategy
153
5.13. Risk management
156
5.14. Implementation Plan (Week wise calendar)
161
6. Annexure
165
6.1. Annexure 1 - Snapshot of Registers
165
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1. Introduction 1.1. Organization Overview Food Corporation of India (FCI) is one of the main organizations responsible for execution of food policies of the Government of India. The functions of FCI primarily relate to the purchase, storage, movement, distribution and sale of food grains on behalf of the Government of India. It is also engaged in handling, storage and distribution of sugar in North Eastern States and Jammu & Kashmir and two Union Territories Andaman & Nicobar Islands and the Lakshadweep Islands. FCI has a large network of 1841 depots spread across the entire country to manage the stock of the food grains and out of these, 553 are owned by FCI (below diagram shows various figures related to FCI operations). FCI needs to hire/de-hire depots from other agencies such as CWC, SWC or Private Parties to fulfill the total demand and seasonal variation of food grains. The depot is the central point of most of the activities of FCI as it is the storehouse for grains sent to various parts of the country. The procured grains in surplus regions are transported to nearby depots and stored there till there is a planned movement to deficient regions as instructed by the Ministry after discussions with various States. The depots receive grains through the rail or road route and perform the function of distribution of food grains through various PDS schemes of the Central Government. The depots capture the information of these activities in various registers available in the depot for purpose of reporting and record keeping. The storage of food grains by FCI are of three types - i. Covered, ii. Silos, iii. Cover and Plinth (CAP). i.
ii.
iii.
Covered – This type of storage is the recommended method by FCI, wherein the food grains are stored in stacks within the sheds. No additional covers are required for the stored food grains stocks. CAP – This type of storage is an indigenous method developed by FCI, wherein the food grains are stored in the open with adequate precautions such as rat and damp proof plinths, use of Dunn age and covering of stacks with specially fabricated polythene covers. These are typically used during peak procurement seasons. Silos – This is a structure used for storing bulk grains. The various silos either managed by FCI or private parties cater to grains in either bags or bulk form. Some silos have separate pre storage silos where cleaning and disinfestation is done before they can be transported to the long storage silos. Similarly there are shipping silos where stocks are being sent before transportation to rakes or trucks.
It is important to note that majority of the food grain production in the country is happening in the northern part and hence FCI has to move these food grain stocks efficiently with minimum transit loss to depots across other parts of the country. Railway network is the primary mode of movement of food grains, followed by road, ship and riverine.
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(The document assumes a total of 1,841 active depots under the Food Corporation of India based upon DCMS data received as on 19th January 2015)
FCI is divided into Zones, Regions and Districts to operationally manage its depot operation across the country. The figure below shows the number of each offices and total number of depots divided across these levels. It also has multiple functional divisions in it organizational structure to manage different functions such as Procurement, Storage and Movement etc. as shown below. Headquarters
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Zonal Office (North)
Zonal Office (South)
Zonal Office (West)
Zonal Office (East)
Zonal Office (North East)
Regional Office (8)
Regional Office (4)
Regional Office (4)
Regional Office (4)
Regional Office (5)
District Office (55)
District Office (36)
District Office (20)
District Office (38)
District Office (15)
Depot (1126)
Depot (266)
Depot (204)
Depot (162)
Depot (83)
Finance
Personnel
Quality Control
Procurement
Sales
Industrial Relation - Labor
Transport
Coordination
Internal Audit
Information Technology
Legal
Vigilance
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FCI has a number of internal and external stakeholders to successfully run of its operations. A brief overview of its various stakeholders is given below Planning and monitoring – done by government and ministries like Food, Agriculture etc. Movement and transportation – railways and private transporters Warehousing and storage – hired depots from Government agencies like CWC, SWC or hired from Private Parties Procurement – food grains are procured either directly from farmers by FCI or by State Government Agencies (SGAs) or purchased from Millers Quality Control – internal stakeholders like QC and Audit department within FCI Labor – different labor unions and gangs (contract-basis or daily wage basis or salaried)
1. Planning and Monitoring a) Department of Food & Public Distribution; b) Department of Food & Civil Supplies; c) Food corporation of India; d) Department of Agriculture; 2. Movement / Transportation a) Ministry of Railways b) Transporters 3. Warehousing and Storage a) Central Warehousing Corporation (CWC); b) State Warehousing Corporation (SWC). c) Private Warehouse Corporations 4. Procurement a) State Procurement Agencies / Corporations b) Millers c) Farmers 5. Quality Control a) Food Safety & Standards Authority; b) Quality Control Departments (FCI – Internal) 6. Labor a) Labor Unions
Hence the success of the project would depend largely on the interactions with the internal as well as external stakeholders.
1.2. Project Background The various operations at FCI are complex considering its large network of depots and uncertainties involved in food grain production in the country and needs real time decision making to efficiently manage this. However, currently the operations are mainly manual in nature and without any integrated IT system to automate their end to end processes. The depot level staff needs to manage multiple registers which is repetitive, time taking and prone to errors. This poses a major challenge to FCI staff, both at the depot level and the management level for effective decision making due to nonavailability of real time data from the depots. The manual operations results in depot staff spending huge time in managing operational data in registers, thereby, reducing the overall effectiveness of the manpower. The management of FCI also has to rely on the manually compiled data received from the depots which is prone to errors. Following are the key challenges being faced by FCI operation at the depot level: Dynamic nature, on the spot decision making Storage shortage during peak season
Uncertainties with Railway movement Balance RO calculation Work assignment to Labours
Data flow from district to depot level and vise versa Lack of single source of truth in terms of data
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1.3. Project Objective and Scope It is therefore envisaged that an integrated IT system is the need of the hour for better management of operations related to procurement, storage, movement, quality control and record-keeping of food grains at all depots of FCI. Implementing a Depot Online System would facilitate process automation, standardization and efficiency of management of food grains distribution and would enable real time monitoring of operations and timely data reporting. Following are the key benefits expected from implementing the Depot Online System:
Facilitate effective depot level management for FCI by automating the depot level operations Remove the redundancies and inefficiencies in the current operations and increase the overall effectiveness Increase visibility of the operations that enables informed decision making Helping FCI officials in proper planning and optimizing the administrative work
The project is part of the overall vision of Government of India to transform the food distribution supply chain in the country and one of the key initiatives taken up by the PMO. The key objective of this project is to bring IT enabled transformation in the FCI operation. The high level scope of the project is as below: 1. Process improvement and reengineering through implementing end to end integrated IT system 2. Roll out of the Depot Online System across all FCI depots in the country including 556 owned depots and around 1400 other depots hired by FCI from CWCs, SWCs and PEG 3. Training, capacity building and change management to all the important stakeholders including FCI staff, CWC/SWC/PEG employees, SGAs and Millers, LWB operators etc. 4. Providing adequate hardware and communication network at all depots and district offices to enable online operation 5. Provide post implementation support to resolve any application issues and operational challenges and ensure that the change sticks
1.4. Key outcomes from Integrated System With the implementation of Depot Online System across depots FCI intends to automate and streamline the depot level operations. The expected benefits are mentioned below: 1. Process streamlining and increasing efficiency by integrated view of end-to-end processes, use of workflow, notification and alerts 2. Better coordination between depots and district/regional offices of FCI through integrated system 3. Reduce redundancy in processes by capturing data at the source and in real time 4. Reduce weigh bridge data manipulation by integrating LWB and automatically read data 5. Standardize and improve current processes to increase efficiency 6. Free up manpower from laborious data collation and report preparation 7. Leverage IT as decision support systems to handle dynamic nature of business 8. KPI driven dashboard for the top management
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9. Integrate with various stake holders 10. Align with ‘Digital India’ vision for transformation of food distribution supply chain in India
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2. As-Is Assessment 2.1. Study of processes A detail study of FCI processes was carried out to understand the existing practice, gaps or operational challenges and variations that exist in them. Standardization of the processes has been attempted across the regions so that existing practices can be mapped to the requirement of the proposed Online Depot system. For the purpose of documenting the processes in a swim lane diagram and its various ingredients, data collection has been done at various levels, including the interview of different key stakeholders in FCI head office and various sites and depots. Following are the various methodologies that were followed.
2.1.1. Site Visits FCI Depots located across Delhi NCR, Punjab, Haryana, Andhra Pradesh and Assam were visited. These visits provided an opportunity to collect data at the facility and component level. It also provided a means for the team to interact with the Depot personnel, including Depot Manager, Shed In-charge, Manager (QC), Technical Assistants and other staff for better understanding of the processes undertaken in order to catalogue daily field activities carried out by them.
2.1.2. Stakeholder Discussions Through structured interviews with the stakeholders, critical questions related to the study of the Depot processes were addressed. Extensive knowledge that the stakeholders carry due to their long association with FCI was put to maximum use. These discussions were further supplemented with telephonic conversations whenever required and appropriate. The information obtained thereafter, provided valuable inputs in making this document.
2.1.3. Review of available Documents All depot level registers were collected along with hard / soft copies of relevant departmental documents, like annual reports, manuals, etc. Apart from departmental documents, various application documents like user manuals, system requirements for applications like PMS, IRRS, DCMS, DISFM, etc. were carefully studied to identify key elements inside these forms for inclusion in the report. Apart from these documents, the present application at Warangal was also studied along with the ‘underdevelopment’ Release Order application of NIC.
2.1.4. Review by internal experts from supply chain & warehousing sector Our internal team of experts having previous experience in studying FCI related process and supply chain and warehousing sector as a whole has helped in providing useful insights to the report and has ensured that the report has a holistic coverage.
2.2. Process Maps & Variations Based on the understanding of existing processes, the maps of the individual sub processes have been prepared in each process area using standard notations to describe process flow charts and give a visual understanding about the FCI processes. The maps help us identify the
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input and output registers/documents in each sub process which are key input during designing the proposed Depot Online System. These process maps have been discussed with stakeholders to affirm the understanding of these processes and also capture the variations in each process which arise due to the specific regional challenges or problems faced by the stakeholders. These variations are considered while designing the Depot Online System to allow smooth functioning of the system in each region over and above the standard functionality of the Depot Online System.
2.3. IT Function Assessment FCI has a dedicated IT function based at its Head Quarter. However, there is no separate IT cadre structured/provisioned in FCI, the IT operations are managed by general/other cadre officials. The organizational structure currently at FCI has five Zonal offices and 25 Regional offices across the country. There are 164 District or Area Offices and 1841 Depot at the bottom level. The staff at the depot level is able to do basic IT operations and data entry into existing online system, however most staff is not skilled in IT and any other computer operation. There are few existing IT applications running at FCI mainly to have a centralized repository with daily stock data at a depot level. These applications are managed and maintained by National Informatics Centre (NIC). The IT function at FCI HQ has dedicated team responsible for these applications and other projects and mainly oversees these projects and manages the functional requirement, financial budgets and project status. At present the IT cells oversee following IT solutions on day-to-day basis: 1. District Information System for Food grains management (DISFM) 2. Depot Code Management System (DCMS) 3. IISFM Rapid Reporting Service (IRRS) 4. Procurement Monitoring System (PMS) 5. Financial Accounting Package (FAP) 6. RO Module 7. E-Auctioning
2.3.1. Current IT Application Overview 2.3.1.1. District Information System for Food-grains Management (DISFM) DISFM is used to capture and report the fortnightly data of stock and sales/dispatch position (i.e. both for inflow and outflow), capturing the commodity and crop year, both by the individual district offices as well as by each of the State Agencies. Functions
Users
Technology Platform
Fortnightly Inflow for Districts
FCI District Office
NET Framework 2.0
Fortnightly Outflow for Districts
FCI Regional Office
Windows 2008 R2 Server
Fortnightly Stock of Agencies
FCI Zonal Office
SQL Server 2008 R2
Fortnightly Sales by Agencies
FCI Head Quarters
SSRS Reporting
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Functions
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Users
Technology Platform
Monthly Allocation
Password based security
Stock and Sales Reports
IE 8.0 browser compatibility
Key Reports District-wise Inflow Outflow Report
Stock Position with FCI for all Commodities
District-wise Stock Transaction
All India Stock Position in Central Pool
District-wise FCI Stock Balance Sheet
All India State Agency Stock Position
District-wise State Agency Stock Position
All India State Agency Allocation and Offtake under TPDS
District-wise State Agency Allocation under TPDS Scheme
All India State Agency Offtake under All Schemes
District-wise State Agency Offtake under TPDS Scheme
Crop year-wise Commodity-wise Stock Position
2.3.1.2. Depot Code Management System (DCMS) DCMS is used to automate the depot code generation and approval process. It also enables the District Office to de-hire or rehire a depot, and thus, keeps a track of all the active and inactive depots. Functions
Users
Technology Platform
New Depot Addition
FCI District Office
NET Framework 2.0
Depot View
FCI Regional Office
Windows 2008 R2 Server
Depot De-hire
SQL Server 2008 R2
Depot Rehire
SSRS Reporting
Depot Modification
Password based security
Depot Profile Preparation
IE 8.0 browser compatibility
Depot Profile View
Integration with IRRS
Reports
Key Reports Depots Category-wise (Graphical)
Depot Profile with Labor Details
Depot Codes – Update & Approval Statistics
Status of Weighbridge & Rail Siding Reporting
Requests Pending for Approval
FCI Districts Mapping with Revenue Districts
Tracking of Modifications in Depot Capacities
Revenue Districts Mapping with FCI Districts
2.3.1.3. IISFM Rapid Reporting Services (IRRS) IRRS is used to capture and report the daily stock position in the depots in terms of receipts, gains, scheme-wise issues, dispatches and loss. It also collects the ‘crop-year-wise’ stock position for all commodity groups and varieties on the last day of the month. Confidential
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Functions
Users
Technology Platform
Opening Balance
Dept. of Food & Public Distribution
NET Framework 2.0
Depot Inflow
FCI Head Quarters
Windows 2008 R2 Server
Depot Outflow
FCI Zonal Office
SQL Server 2008 R2
Monthly Data
FCI Regional Office
SSRS Reporting
Reports
FCI District Office
Password based security
Service Requests
FCI Depots
IE 8.0 browser compatibility Integration with DCMS
Key Reports Depot-wise Utilization
Daily
Stock
Position
and
Capacity
Region-wise Commodity-wise Monthly Stock Position
Depot-wise Average Offtake and Stock Position
Region-wise Monthly Paddy vs. CMR Reconciliation
Region-wise Receipt/Issue/Dispatch Statement for a period
Region-wise Monthly Stock Position in Central Pool
Daily Region-wise Stock Position
Monthly Storage Loss/Gain and Transit Loss/Gain
Scheme-wise Allocation Offtake for a Period
Depot-wise Data Transmission/Defaulter Status
Comparison of Storage Capacity, Stocks Held & its % Utilization
Data Deletion History of Depot
2.3.1.4. Procurement Monitoring System (PMS) PMS is used to capture, monitor and track the progress of procurement on a daily basis so as to enable FCI and the Department to view the reports and facilitate decision making. The targets and period of procurement during a year are being set by the Government for each procuring state. Functions
Users
Technology Platform
Agency Master Creation
Dept. of Food & Public Distribution
.NET Framework 4.0
Marketing Season Setup
FCI Head Quarters
Windows 2008 R2 Server
Daily Procurement
FCI Zonal Office
SQL Server 2008 R2
Agency Data Modification
FCI Regional Office
SSRS Reporting
Procurement Data Modification
FCI District Office
Password based security
Tracking and Monitoring
Procuring Agencies
Mozilla Firefox compatibility
Reports Generation
Key Reports Agency Master Report
Data Entry Status Agency-wise State-wise
Levy and CMR Received by FCI
Modification Log of State Agency Procurement Data
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Key Reports State Agency Type-wise Levy and CMR Procurement
State-wise Agency Type-wise Procurement of Coarse Grains
State and District-wise Progressive Wheat Procurement
Market Arrival and Miller Purchase of Paddy
Progressive Procurement of Wheat by FCI
State-wise Agency-wise No Transaction for Paddy Procurement
2.3.1.5. Financial Accounting Package (FAP) FAP is being developed by an external vendor for managing the overall financial operations of FCI. It not only handles the payroll and provident fund of the employees, but also the payments and receivables from its procurement, storage, movement and sales operations. The high level key functions of FAP are listed below: Functions
Users
Technology Platform
Employee Payroll Management
FCI Head Quarters
Java Platform
Cash Management
FCI Zonal Office
Oracle ERP Solution
Asset Management
FCI Regional Office
PL SQL
General Ledger
FCI District Office
Integration with RO
Budgeting Treasury Management Receivable Management
2.3.1.6. Release Order (RO) This is a new application being developed by NIC to generate Release Order for sales/issue to PDS. Following is the key functionality under development: Functions
Users
Technology Platform
Allocation Plan
FCI District Office
NET Framework 2.0
Creating Indent
FCI Regional and Head Office
Windows 2008 R2 Server
Payment Verification
SQL Server 2008 R2
Generating RO
Integration with IRRS and FAP
Payment gateway
2.3.1.7. E-Auctioning Application NCDEX is an external agency (Service provider) which is hired by FCI to undertake e-auction for the commodities stored in the FCI depots. The Open Market Sales Scheme (OMSS) is run by FCI through which the commodities are traded in open market using NCDEX technology platform. The key functionality of E-Auction is listed below: Functions Confidential
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Empanelment of Traders
FCI District Office
Registration of New Traders
FCI Regional and Head Office
Integration with RO (proposed)
Issuance of User ID & Password Auction Management Clearing and Settlement of Trades Online RO Creation RO Verification & Communication Digital Signature Masters Management Support Service
2.3.2. IT Department Functions In the following sections, the current state of IT functions has been detailed out. The table below shows the list of functions that are typically undertaken by any IT Department and the status of FCI IT department with respect to the functions. Functions
Current Status
IT Strategy and Planning
This is owned by Senior IT management officials like ED (IT) & GM (IT) at central level where in bigger IT initiatives/projects are envisaged based on Ministry’s/Department’s requirements. The requirements are further detailed out / discussed with DGM/AGM and other IT staff for execution.
IT Service Delivery
At present most of the IT software services are rendered through NIC, however, there is no SLA/MoU in place. Office hardware like laptops, computers, printers, scanners etc., most of the purchases are done through DGS&D empanelled vendors and these are managed through AMC with individual vendors.
Program Management Office
PMU has been setup for implementing Depot Online System; it is also being planned for implementing the HRMS. However there is no dedicated Project Management Office to manage other on-going projects.
IT Policies management
It is governed by the IT standard and guidelines issued by DIT, Government of India, besides FCI has its own cyber security policy.
defining
and
Compliance Management
This function is over-sighted by the internal IT Cell.
Application Support
Current applications are developed by NIC and requirements are communicated to NIC staff on day to day basis. Maintenance of these applications is undertaken by offsite/onsite NIC team. There are no set time lines/defined service level agreements with NIC.
Infrastructure Management
This function is over-sighted by the internal IT Cell of FCI. For most of the office equipment’s like PC, laptops, UPS, printer’s scanners etc. AMC is signed with various vendors and first level troubleshooting at Head Office (HO) is done by AMC vendor.
Service Desk Operations and Management
There is no service desk system/IT help desk no./email contact dedicated for receiving service request/complaints. Ad hoc requests are received from
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Current Status various stakeholders and further communicated to appropriate vendors for rectification.
2.3.3. IT Governance Structure There is an established internal IT cell at FCI. ED (IT) heads the IT department. At present there is no defined IT Governance Policy. Majority of progress meetings are chaired by ED (IT) and GM (IT) wherein strategic level decisions are undertaken by GM (IT). There is currently no formal IT Governance Structure in place.
2.3.4. Current IT Assets Based on our assessment and the data received by the field offices, below is the summary of IT assets. IT Assets Desk top /Laptop
Comments All HQ/ Zone/ Regional Offices / Depot have adequate number of desktops. Laptops are also provided to senior management. Details of the Desktops and peripherals available in FCI HQ, New Delhi Name of the Item/Peripheral
Numbers
Desktop
800
Laptop
95
UPS
459
Printer
493
Scanner
50
Server
37
Region-wise depot level hardware detail (Desktops, UPS and Printer) is as follows: Region
Desktop No.
UPS
No. of Printers
123
60
77
ARUNACHAL PRADESH
6
3
7
ASSAM
12
4
4
BIHAR
45
30
25
CHHATTISGARH
98
49
57
DELHI
27
13
19
GUJARAT
95
33
73
ANDHRA PRADESH
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HARYANA
142
82
100
HIMACHAL PRADESH
54
30
36
J&K
6
6
3
JHARKHAND
49
23
31
KARNATAKA
36
21
25
KERALA
147
40
102
MADHYA PRADESH
98
49
68
MAHARASHTRA
277
125
194
MANIPUR
13
9
7
NAGALAND
13
8
9
NEF
41
25
24
ORISSA
63
85
58
PUNJAB
426
261
267
RAJASTHAN
148
81
69
TAMILNADU
114
51
80
TELANGANA
109
60
54
UTTAR PRADESH
212
104
107
UTTARANCHAL
23
18
12
WEST BENGAL
96
53
63
Video Conference H/W
All HQ/ Zone / Regional offices are connected through ISDN conference system
Servers
Servers for FAP & IISFM are hosted at NIC data centre
based video
2.3.5. Network All the FCI offices (Head office, Zonal Office, Regional Office and District Office) are being connected through NIC cloud. At present 195 locations are connected under this project. All IT systems and applications are hosted in the NIC Data Centre and DR centre at New Delhi and Hyderabad respectively and various FCI offices are connected to the DC/DR through the NIC cloud as mentioned below. Connectivity Link
Bandwidth
Type of redundancy
Head Office to NIC cloud
34 MBPS
No redundancy (Single point of failure)
Zonal Office to NIC Cloud
10 MBPS
No redundancy (Single point of failure)
Regional Office to NIC cloud
10 MBPS
No redundancy (Single point of failure)
District Office to NIC Cloud
2+2 MBPS
No redundancy (Single point of failure)
Depot Offices
Broad Band (2G / 3G Data Card)
No redundancy (Single point of failure)
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2.4. As-Is Process Maps The process maps are drawn based on understanding of existing processes gained through stakeholder interviews and other approaches mentioned above. Standard notations have been used to describe process flow charts to give a visual understanding about the processes. The maps help us identify the input and output registers/documents in each sub-process which gave key inputs during designing the proposed Depot Online System. These process maps also capture the variations in each process which arise due to the specific regional challenges or problems faced by the stakeholders. These variations are also to be considered while designing the Depot Online System to allow smooth functioning of the system in each region over and above the standard functionality of the Depot Online System.
2.4.1. Procurement - Process Overview FCI procures various food-grains like wheat, rice and coarse grains either directly or through State Government agencies. This department deals with the end-to-end procurement process involving various stakeholders at different stages of procurement.
Procurement
Procurement Planning
Procurement of Wheat/ Paddy/ Coarse Grains
Procurement of Rice
CMR rice
Receipt of Stock
Road Transit Loss
Levy rice
2.4.2. Procurement - Procurement Planning This process deals with the procurement planning involving various stakeholders like state agencies, ministry and FCI. FCI receives the procurement target for FCI regions from state agencies and ministry.
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2.4.2.1. As-IS Process Map Procurement
Start Start
Allocates procurement for central pool between SGA & FCI
Creates procurement plan for the State from district level procurement data
Reviews production data from all the states
Creates plan for State-wise procurement for crop-year
Estimation of quantity to be procured
Creates RO wise procurement plan along with FCI
Procurement Plan
Sets up procurement centers & pay offices, transport contracts
FCI (RO / DO)
Ministry
State Agencies / Departments
Planning
End End
Mapping of miller/mandis for each depot
2.4.2.2. Process Table Input(s)
Output(s)
Procurement Plan
From
Estimation of food-grains to be procured
State Government
Transport Contracts
Depot Manager
contracts,
Labor To
Mapped list of millers and mandis to depots Deviation(s)
Ministry
Depot Manager
1. Depot Procurement and Silo Procurement can also take place where farmers bring their produce directly.
2.4.3. Procurement – Procurement of Wheat/Paddy/Coarse Grains This process deals with the procurement of wheat at mandis directly from farmers which are then transported to FCI depots or the takeover of stocks from State Government Agencies who procure wheat on their own. It details the process right from the entry of farmer into the mandi to the stacking of food-grains in the FCI depot.
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2.4.3.1. As-IS Process Map Procurement Procurement of Wheat/Paddy/Coarse Grains
Quality Inspector / Purchase Officer
Waybill & Gate Pass
Bidding Register
RO/DO Procureme nt Plan Inspects food grains at Mandi/ PPC
Quality Acceptable?
Yes
Prepares ANote
Enters details in Bidding Register
Bagging and weighment of food grains as per standard weight
Prepares weigh check memo
Availability of space in depot and truck availability
Y
Issues Waybill & Gate Pass
Receipt of Foodgrains
No N Prepare Reject Note and update in rejection register
Rejection Note
Weigh Check Memo
A-Note Rejection Register
Temporary storage in Mandi
Send to Rail head for direct consignment
Loading of special
End
FCI procures directly from Farmers or SGA procure from farmers
Pay Office or District Office
Start
Update in the master ledger
Depot master ledger
End
Farmers/ Commission Agent/Arthiyas
Loads consignment in trucks
Receives Weigh Check Memo
Verifies ANote
Payment to Agent/ Farmers
End
2.4.3.2. Process Table Input(s)
Output(s)
Deviation(s)
RO/DO procurement plan
From
FCI RO/DO
Bidding Register
Farmer/Commission Agent
Acceptance Note/Rejection To Note to farmer
Procurement Officer
Acceptance Transporter
Procurement Officer
Note
to
Way Bill
Procurement Officer
Gate pass
Procurement Officer
1. Procurement can be conducted directly from farmers or from intermediaries or from State Government agencies (SGA). 2. Wheat procured by SGA can be stored in SGA godown/ warehouse and directly send to rakes. 3. Waybill also termed as Bill-T in some States.
Business Rule(s)
1. Weight of each gunny bag during bagging should be = 50 kg (+/- S.D. 250 grams). 2. Purchase of food-grains at mandi is done at Minimum Support Price + Bonus, if any.
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2.4.4. Procurement – Procurement of Rice (CMR) This process details the procurement of Rice either through FCI or State Government Agencies who procure paddy and then get converted into Rice. In case of Custom Milled Rice supply, the millers take paddy from FCI/SGA and deliver the milled rice to FCI/SGA depots.
2.4.4.1. As-IS Process Map Procurement
Start Start
Sends proportionate paddy to Miller for CMR
Procurement of Paddy
Receipt of Stocks
End End
Receive CMR Authorization intimation from SGAs
Procures paddy from Mandi/PPCs
Authorize miller to sell CMR to FCI
Receipt of Stocks
Sends paddy to Miller for CMR
Receives paddy from FCI or SGAs
Millers
State Government Agencies
FCI District office/Depots
Procurement of CMR
End End
Send consignment through truck
Milling of Paddy
Way Bill & Truck Chit
2.4.4.2. Process Table Input(s)
Procurement Plan
From
Mapped list of ‘To be procured rice”
FCI RO / SGA FCI District Office
Output(s)
Acceptance Note to Millers
To
Depot Manager
Deviation(s)
1. Millers can procure paddy for rice conversion either from FCI or from SGA. 2. FCI receives equivalent advance rice from millers against the paddy sent to millers for CMR.
Business Rule(s)
1. FCI provides proportionate paddy to millers with regard to the rice procured. 2. Bagging, labeling, and tagging on the gunnies is to be done by the millers before delivering of CMR.
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2.4.5. Procurement – Procurement of Rice (Levy) Levy rice is the procurement of rice by FCI/SGA from millers out of the paddy purchased by millers directly from farmers at MSP. This activity is based on the Levy orders issued by the SGA as per approval of GoI for delivery of rice out of the paddy procured at Minimum Support Price (MSP).
2.4.5.1. As-IS Process Map Procurement Procurement of Levy Rice Milling Capacity & Security Deposit
Millers
Start Start
Miller gives levy as per levy order
FCI / SGA
Informs SGA on paddy procured
SGA receives information on paddy procured
Stock Register
Procures paddy at MSP or higher
Receives MSP Certificate from the State Government for the crop-year
SGA informs FCI on paddy procured
Updates stock information to FCI/SGA
Sends consignment through truck
Way Bill & Truck Chit
MSP Certificate
FCI verifies the MSP Certificate
FCI confirms dispatch information with miller
Receipt of Stocks
FCI updates Levy balance from miller for the cropyear
End End
2.4.5.2. Process Table Input(s)
Procurement Plan
From
Mapped list of ‘To be procured rice”
FCI RO FCI District Office
Output(s)
Acceptance Note to Millers
To
Depot Manager
Deviation(s)
1. Millers procure paddy for rice conversion directly from farmers. 2. Currently Levy Rice procurement is happening in 5 States only, namely Andhra Pradesh, West Bengal, Uttar Pradesh, Uttarakhand and Telangana.
Business Rule(s)
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1. Bagging, labeling, and tagging on the gunny bags is to be done by the millers before delivery of rice to FCI/SGA.
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2.4.6. Procurement– Receipt of Stock This process is primarily based on the transport of procured food grains from mandi or from SGA godowns/warehouses to FCI depots. This details the process of incoming stocks through road into FCI depots and the processes and checks that need to be done before the final dumping at platforms.
2.4.6.1. As-Is Process Map Procurement Receipt of Stock
Gate In-charge (Depot)
Waybill & Token
Start Start
Inward Register Inspection of documents for incoming truck(s)
Issues Gate Pass
Updates the Inward Register
Gate Pass
Depot Manager/Shed In-charge
Weighbridge In-charge
Weighbridge Slip
Weighs truck in Lorry Weighbridge
Dumping of food grains
10% weighment of consignment
Weighbridge Register
Updates Weighbridge Register
Consignment meets contractual requirement
Y
Shed Inflow
End End
N Consignment from Miller?
N
Calculate Transit loss and recover from trnasporter
Y
Reject if consignment is not as per contract
From
Manager QC
2.4.6.2. Process Table Input(s)
Acceptance Note Entry in Oracle FAP
Output(s)
Payment details
Business Rule(s)
1. Mapping of data with FAP.
FCI DO To
FCI DO
2. Upon verification of acceptance note and Weight Check Memo (WCM), payment is released.
2.4.7. Procurement – Road Transit Loss This process deals with the calculation of road transit loss, if any, during the transit and recovering the same at the rate specified under the terms and conditions of contract agreement with FCI.
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2.4.7.1. As-Is Process Map Procurement
Start Start
Procurement Plan
Weigh Check Memo
Weighs the bagged food grains
Prepares Weigh Check Memo
Issues Way Bill & Truck Chit
Loads consignment of food grains in trucks
Way Bill & Truck Chit
Brings food grains to FCI depot
LWB In-charge
Calculates net weight of truck consignment
Depot Manager
Transport Contractor
Procurement Officer (FCI)/SGA/Miller
Road Transit Loss
Compares consignment net weight with truck waybill
Weigh-check Memo
Transit Loss
DO (FCI)
No
Calculate the transit loss to be recovered from transporter
Yes
Receovers transit loss at specified rate from payment of transporter
End End
2.4.7.2. Process Table Input(s)
Output(s)
Gate Pass
From
Transporter
Way bill
Transporter
Inward register
Gate in charge of depot
Weighbridge register Dumping register
To
Weighbridge In-charge Shed In-Charge
Deviation(s)
1. Receipt of stocks may be at depot or at rail-head.
Business Rule(s)
1. Entry of food-grain requires indent (rail)/waybill (truck) along with the gate pass. 2. At LWB, weighment of truck is captured indicating the following:a. Gross Weight b. Tare Weight c. Net Weight
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2.4.8. Movement - Process Overview Movement of food grains is carried out to evacuate stocks from food grain surplus regions and to meet the demand of food grain deficit regions of the country. It is a common knowledge that food grains are required in every region of the country for distribution through Public Distribution System (PDS), Antyodaya Anna Yojana (AAY) etc. besides creating buffer stocks of food grains. The movement process thus involves various processes which are stated in the figure below:
Movement
Movement Planning
Movement by Rail
Rail Transit Loss
Loading of Special
Receipt of Special
Unloading of Special
Movement by Road
Inward
Movement by Ship
Outward
2.4.9. Movement – Movement Planning This process deals with preparation of the movement plan. By 10th of every month, each RO of FCI submits an inflow-outflow statement to FCI HQ. This statement gives an idea about the stock position, quantity of stocks to be received in the month, anticipated offtake, anticipated procurement etc. of the region. Most importantly, it gives an idea about the quantity of stocks to be moved out of surplus region and quantity of stocks required by deficit regions. Thereafter, a meeting is held at FCI HQ usually in the third week of the month which is attended by representatives of all Zones/Regions. Movement Plan for succeeding month is finalized during the meeting. Within 2-3 days of the meeting, surplus regions submit their offerings and deficit regions submit their DI (Dispatch Instructions). Offerings provide a list of Rail-Heads in the surplus region along with no. of rakes to be loaded from each of the railheads in each week. DI provides a list of railheads in the deficit region along with no. of rakes to be received in each of the railheads per week of each month. In case of movement Ex-North i.e. Punjab and Haryana, offerings and DIs are submitted by the respective regions to HQ. Whereas for movement Ex-other than North i.e. from Madhya Pradesh, Andra Pradesh, Chhattisgarh, etc. DIs are submitted by recipient regions to dispatching regions. There can also be a need of secondary movement of food grain stocks. Secondary movement involves, movement of stocks that have already once been stored and now have to be moved to other depots which can be within state, within zone or even outside zone.
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2.4.9.1. As-Is Process Map Movement Movement Planning
Ex-North (HQ/Zone)
State wise State wise procureme Allocation nt plan plan
Start Start
Monthly Movement Plan
Receives centre wise offerings and DI from Surplus and Deficit States Offering Notes Dispatch Instruction (DI)
Source and destination are matched to suggest cost optimum route (by LP system)
Create monthly movement plan at National, Zonal and RO level
Special-wise Plan
Rail or Road or costal movement?
Rail
Prepare special wise plan and send to respective DO/ Depots
Prepare movement plan within the region
Start Start
Rail or Road or costal movement?
Road/Costal
Engage transporters for movement
Rail Transporter contract Special-wise Plan
Prepare special wise plan and send to respective Depots
District office/Depots
Regional /District Office
Road/Costal
Prepares Indent
End End
Special-wise Plan
2.4.9.2. Process Table Input Output(s)
Business Rule(s)
Special wise plan Daily forecast Indent
FCI HQ From To
Railway CFTM Depot Manager
Unloading Statement
Depot Manager
Siding register
Depot Manager
Demurrage register
Depot Manager
Truck wise Register
Depot Manager
Monthly movement plan
FCI HQ
1. For calculation of least cost, the system needs to be integrated with all applications to assess the following: a) FIFO i. Depot-wise crop year assessment b) Godowns Type i. Hired godowns – Actual Utilization based / Guarantee based ii. FCI owned godowns c) Labor Type i. Departmental ii. DPS
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iii. NWNP iv. Contractual d) Movement Type i. Road ii. Rail iii. Ship
2.4.10. Movement– Loading of Special This process explains the steps taken to transport food grains from one depot to another through the use of rail. It captures the monthly movement plan and the daily forecast plan (Ex-north) which help the depots to plan for the incoming railway specials. For the rest of the regions it captures point-topoint data from respective ZO/RO/DO.
2.4.10.1. As-Is Process Map Movement
Prepares indent for special before 72 hours
Start Start
Indent
Special wise plan
Railway
Depot Maager
Loading of Special
Receives indent and update expected placement time
Allocates special for movement
Issue Railway receipt (RR) Rail siding/rail head?
Prepare Railway receipt (RR)
Movement /Railhead Incharge
Rail head
Siding
Dispatch and update expected arrival at FOIS
End End
Convey Note
100% weighment of stock received from mandi/ SGA Loading of wagons 42 wagons 1 day of due date
Area Manager
Data unavailability in system > 3 days of due date
GM Region
Data unavailability in system > 7 days of due date
ED Zone
Data unavailability in system > 10 days of due date
ED Movement – HQ
3
Data availability for Storage Operations KPI values in dashboard
Data unavailability in system > 1 day of due date
Area Manager
Data unavailability in system > 3 days of due date
GM Region
Data unavailability in system > 7 days of due date
ED Zone
Data unavailability in system > 10 days of due date
ED Storage – HQ
4
Data availability for Quality Control KPI values in dashboard
Data unavailability in system > 1 day of due date
Area Manager
Data unavailability in system > 3 days of due date
GM Region
Data unavailability in system > 7 days of due date
ED Zone
Data unavailability in system > 10 days of due date
ED QC – HQ
5
Data availability for Purchase/Sales KPI values in dashboard
Data unavailability in system > 1 day of due date
Area Manager
Data unavailability in system > 3 days of due date
GM Region
Data unavailability in system > 7 days of due date
ED Zone
Data unavailability in system > 10 days of due date
ED Sales – HQ
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Event Description
Data availability for Stocks KPI values in dashboard
Level 1
Level 2
Level 3
Level 4
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
Data unavailability in system > 1 day of due date
Area Manager
Data unavailability in system > 3 days of due date
GM Region
Data unavailability in system > 7 days of due date
ED Zone
Data unavailability in system > 10 days of due date
ED Stocks – HQ
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The following Escalation Matrix has been suggested for the process of KPI monitoring by the respective business divisions of FCI: FCI Services
Procurement
Movement
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Key Performance Indicators
Level 1
Level 2
Level 3
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
1
Number of days for stock movement from Mandi to Depot
Stock in Mandi for > 3 days
Area Manager
Stock in Mandi for > 5 days
GM Region
Stock in Mandi for > 7 days
ED Proc. - HQ
2
Occurrence of spot contracts with transporter
> 24 hours of unavailability of contractor at Mandi
Area Manager
> 3 days of unavailability of contractor at Mandi
GM Region
> 7 days of unavailability of contractor at Mandi
ED Proc. - HQ
3
Procurement vs. lifting at Mandi for each district
Stock in Mandi for > 3 days
Area Manager
Stock in Mandi for > 5 days
GM Region
Stock in Mandi for > 7 days
ED Proc. - HQ
4
Variation in procurement against target across regions
NA
NA
10% variation with respect to target
GM Region
20% variation with respect to target
ED Proc. - HQ
5
Rejection of stocks at Mandi
> 1% of purchased stock
Area Manager
> 3% of purchased stock
GM Region
> 5% of purchased stock
ED Proc. - HQ
6
Payment made to agents against procurement
Pending > 3 days
Area Manager
Pending > 5 days
GM Region
Pending > 7 days
ED Proc. - HQ
1
Detention period beyond free time and demurrage of rakes
Beyond free time
Area Manager
> 2 hours beyond free time
GM Region
> 7 hours beyond free time
ED Movement - HQ
2
Percentage shortfall from movement plan district wise and region wise
5% of district plan
Area Manager
5% of region plan
GM Region
10% of district and region plan
ED Movement - HQ
3
Rake accommodation capacity for destination depots
Rakes expected to be received in 3 days
Area Manager
Rakes expected to be received in 7 days
GM Region
Rakes expected to be received in 15 days
ED Zone
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Key Performance Indicators
Level 1
Level 2
Level 3
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
4
Transit loss
Any rake beyond 0.25%
Area Manager
Any rake beyond 0.4%
GM Region
Any rake beyond 1%
ED S&TL- HQ
5
Month wise region wise lifting data for stocks
NA
NA
NA
NA
NA
NA
1
Storage loss
Any loss beyond 0.2% (net of driage)
Area Manager
Any loss beyond 0.5% (net of driage)
GM Region
Any loss beyond 1% (net of driage)
ED S&TL - HQ
2
Utilization of gangs
No. of bags handled by each labor per day > 200
Area Manager
No. of bags handled by each labor per day > 300
GM Region
No. of bags handled by each labor per day > 500
ED IRL - HQ
3
Utilization of depot storage space
< 50%
Area Manager
< 40%
GM Region
< 30%
ED Storage HQ
4
Turnaround time for quality check of stock during receipt
More than 1 day
Area Manager
More than 2 days
GM Region
More than 5 days
ED Storage HQ
5
Daily stock accounting deviation between QC and Shed registers
Any variation
Area Manager
Any variation
GM Region
Any variation
ED Storage HQ
6
Chemicals utilization for storage and preservation
Any delay in treatment by 2 days from schedule
Area Manager
Any delay in treatment by 5 days from schedule
GM Region
Any delay in treatment by 10 days from schedule
ED Storage HQ
7
Lifting efficiency of stock
Delay in stacking of accepted stock > 2 days
Area Manager
Delay in stacking of accepted stock > 5 days
GM Region
Delay in stacking of accepted stock > 10 days
ED Storage HQ
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Key Performance Indicators
Level 1
Level 2
Level 3
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
1
Capacity stored in ‘kachcha’ or vulnerable position for each district and region
Any stock
Area Manager
Any stock
GM Region
Any stock
ED QC - HQ
2
Age of the stocks
> 1 year
Area Manager
> 1 year
GM Region
> 2 years
ED QC - HQ
3
Amount of stock in upgradable and non-issuable category at the district level
All stocks lying in upgradable condition
Area Manager
All stocks lying in upgradable condition > 30 days
GM Region
All stocks lying in upgradable condition > 90 days
ED QC - HQ
4
Infestation level classification of stock (clear/few/heavy)
Stocks lying in infested condition for > 2 days
Area Manager
Stocks lying in infested condition for > 5 days
GM Region
Stocks lying in infested condition for > 10 days
ED QC - HQ
5
Category of stock (A/B/C) and downgrade at depot level
All stock downgraded
Area Manager
All stock downgraded
GM Region
All stock downgraded
ED QC - HQ
6
Pre-monsoon fumigation
Delay by > 1 day
Area Manager
Delay by > 5 days
GM Region
Delay by > 15 days
ED QC - HQ
7
Stack wise priority violation
Any violation
Area Manager
Any violation
GM Region
Any violation
ED QC - HQ
8
Chemical stock reserve of 3 months at each depot
Chemicals reserve less than 3 months
Area Manager
Chemicals reserve less than 3 months
GM Region
Chemical reserve less than 3 months 15 days
ED QC - HQ
9
Categorization and non-issuable stock
All stock lying uncategorized for > 10 days
Area Manager
All stock lying uncategorized for > 30 days
GM Region
All stock lying uncategorized for > 60 days
ED QC - HQ
10
Disposal of non-issuable stock
All stock lying undisposed for >
Area Manager
All stock lying undisposed for
GM Region
All stock lying undisposed for
ED QC - HQ
approval
of
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Level 1 Trigger
Level 2
Escalated To
45 days
Sales
Stocks
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Trigger
Escalated To
> 60 days
Level 3 Trigger
Escalated To
> 75 days
11
BRL quantity in a depot and its timely replacement
Any stock declared as BRL
Area Manager
BRL stock not replaced within 7 days
GM Region
BRL stock not replaced within 15 days
ED QC - HQ
12
Shortfall in mandatory inspections for the procuring regions
Any shortfall
Area Manager
Any shortfall
GM Region
Any shortfall
ED QC - HQ
1
Validity of extension
their
NA
NA
NA
NA
NA
NA
2
Scheme wise monthly lifting position of each depot/district
NA
NA
NA
NA
NA
NA
3
RO issued vs. executed
Any stock not lifted within initial validity
Area Manager
Any stock not lifted after extension granted by GM
GM Region
Any stock not lifted after extension granted by ED Zone
ED Zone
1
Completion of Annual PV
Not done by 2nd April of any year
Area Manager
Not done by 5th April of any year
GM Region
Not done by 7th April of any year
ED Zone
2
Completion of Quarterly PV
Delay of 10 days or more
Area Manager
Delay of 15 days or more
GM Region
Delay of 30 days or more
ED Zone, ED Stocks
3
Variation in full bags during PV
Any variation
Area Manager
Any variation
GM Region
Any variation
ED Zone, ED Stocks
4
Partial shortage in bag contents identified during PV
> 0.5%
Area Manager
> 1%
GM Region
> 1%
ED Zone, ED Stocks
schemes
and
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Sl. No.
Key Performance Indicators
Level 1
Level 2
Level 3
Trigger
Escalated To
Trigger
Escalated To
Trigger
Escalated To
5
Availability of Census List
NA
NA
NA
NA
NA
NA
6
Timely unloading and weighment of complete rake at railhead
Delay of 24 hours or more
Area Manager
Delay of 48 hours or more
GM Region
Delay of 72 hours or more
ED Zone, ED Stocks
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4.2.4. Email and Communication Management In reference to the overall architectural blueprint for Depot Online System, the entire communication management should be handled by the notification services, which would let the application users perform simple email functions, such as view, create and delete messages, automatically create messages as part of the business flow and reply to or forward an existing email. The service would expose data from an existing mail server based on IMAP4 and SMTP protocol. Notification Services should also include services which send notifications to the interested entities based on what they would like to be notified on. In this context, the services would check if any event has occurred on the specified data, and then check if any entity has subscribed to be notified when the event occurs, and finally send the notification to that entity. For example, if the QC Manager and Depot Manager want to be notified for any violation of priority in sheds, then the same can be configured in the system and, as and when this event occurs based on the data input, the system should trigger a SMS or email notification for the recipients. Similarly, if any inward consignment in a depot is accepted by QC and corresponding entries are captured in the system, it can be configured to trigger a notification SMS/email to the sender. The architecture of this Notification Service would be such that it is flexible for implementing features like polling events, scheduling, formatting and delivery of notifications. These features should be built in the Notification Services for easy integration and development.
4.2.5. Incident Management The purpose of Incident Management as a support application to Depot Online System is to log any operational problems, troubleshoot the issues and provide guidance to the end users i.e. FCI internal users as well as external users from its various stakeholders. It helps in managing the requests by enabling several automated features like Service Level Agreement, Turnaround time based on severity and priority, repeat issues, probable solution from existing issue repository etc. This should be always in online mode and must follow a defined lifecycle. The data flow in this module should be bi-directional and it should be able to handle approximately 5000-6000 users. It should enable the Depot Online System users to receive, view and maintain the log of their service requests, while providing resolution and issue reports across different functional areas to the HQ personnel or monitoring authorities. This module can be either Commercial off-the-shelf that can be pluggable to the Depot Online System or custom built by the implementation agency.
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4.3. Key Architectural Considerations The key architectural considerations discussed in this section are the focus areas for overarching IT architecture landscape for Depot Online System along with its upstream and downstream applications. These, along with underlying general rules and guidelines, will drive the subsequent development, use and maintenance of architectural standards, frameworks and future state target architecture.
4.3.1. Integration with external and internal systems As highlighted and discussed in the section on “Envisaged Application Stack”, the Depot Online System needs to be integrated with internal (RO, FAP and HRMS) and external (FOIS, SGA, CWC, SWC and TPDS) applications for an end-to-end operational efficiency and workflow automation. The solution would be based on a Service Oriented Architecture (SOA) which would help in data exchange across applications in real-time mode (both synchronous and asynchronous), promote loose coupling with ease of maintenance and change, facilitate rapid composition of complex services, achieve scalability through modularity, and improved business visibility. SOA is an architectural style that allows the integration of heterogeneous applications and users into flexible service delivery architecture. Discrete business functions contained in enterprise applications could be organized as layers of interoperable, standards-based shared "services" that can be combined, reused, discovered and leveraged by other applications and processes. All real-time data integration across enterprise applications will be through middleware based enterprise integration platform. The following are the various integration modes and techniques that could be leveraged: 1. Web service based interfacing technique will be leveraged as the real-time point to point synchronous integration mode. The following integration points could be considered for web service based interfacing a. Sales or Issue function of Depot Online System and RO Application to exchange data on the RO distribution, authenticity, status, consignee details and payment details across districts/regions b. RO Application and Sales or Issue function of Depot Online System to exchange data on the RO balance and carry forward based on the issued stock from the depots c. FOIS Application with Movement function of Depot Online System to capture data pertaining to inward and outward movement of rakes for planning on loading/unloading and storage at the railway siding or railhead d. FOIS Application with Movement function of Depot Online System to exchange data pertaining to indent, demurrage, wharfage, missing wagons, unconnected wagons, claims and route deviations for the rakes for stock accounting and reporting purpose e. Procuring Agency application and Depot Online System for real-time data exchange on production of wheat/paddy/coarse grains by the registered farmers 2. Message based interfacing technique will be leveraged for real-time asynchronous integration mode. The following integration points could be considered for message based interfacing a. Central LDAP with Depot Online System to synchronize staff and management registration data
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b. Depot Online System and FAP Application to exchange payment data (procurement, purchase, sales, transporter, labor, claims, penalties), and master data on rates (workers, procuring/ purchasing agencies, millers, HTC, railways, port etc.) c. Procuring Agency application and Depot Online System to exchange sales receipt data from registered farmers at the Mandis or Purchase Centers d. Work allocation function in Depot Online System with HRMS application to capture data pertaining to employee attendance and leave plans 3. Data integration in batch mode will be through ETL. The following integration points could be considered for ETL based data integration a. Initial data migration to cleanse, validate and load the data extracted from legacy applications like DCMS, IRRS, DISFM, PMS into target tables of Depot Online System b. Data load from Depot Online System solution, RO application, and FAP application to central Analytics and Dashboard solution for dashboard and decision support. c. Stock procurement, purchase, dispatch or storage related data capture and processing within depot sheds and in the fields, in online/offline mode. The interface requirements for the above integration points are summarized in the following table – Depot Online System Module
Integrating Application/ Module
Mode
Key Data to be Exchanged
Data Flow
Procurement
Procuring Agency Application
Real time asynchronous, message base
Sales receipt at Mandis or Purchase Centers
Unidirectional
Procurement
Procuring Agency Application
Real time asynchronous, message base
Production data of wheat/ paddy/coarse grains
Unidirectional
Procurement
FAP Application
Real time synchronous, web service
FCI procurement data for each consignment and master data on rates
Bi-directional
Movement
FOIS Application
Real time synchronous, web service
Inward and outward movement data of rakes to dispatching and destination ends – current location, arrival time, placement time, release time etc.
Unidirectional
Movement
FOIS Application
Real time synchronous, web service
Data on indent, demurrage, wharfage, and claims for the rakes
Bi-directional
Movement
FOIS Application
Real time synchronous, web service
Data on missing wagons, unconnected wagons and route deviations for the rakes
Bi-directional
Movement
FAP Application
Real time asynchronous, message base
Payment related data for transporter and labor, and master data on rates and classifications
Bi-directional
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Movement
FAP Application
Real time asynchronous, message base
Payment related data for claims and penalties, and master data on rates and classifications
Bi-directional
Storage
HRMS Application
Real time asynchronous, message base
Work allocation data and staff/ worker attendance and leave plans
Bi-directional
Storage
Procurement Application
Real time asynchronous, message base
Stores inventory data and tender based procurement data
Bi-directional
Sales
RO Application
Real time synchronous, web service
Data on the RO distribution, authenticity, status, consignee details and payment details
Bi-directional
Sales
RO Application
Real time synchronous, web service
Data on RO balance and carry forward based on issued stock
Bi-directional
Quality Control
FAP Application
Real time asynchronous, message base
Payment related data for chemical consumption and requisition, and master data
Bi-directional
Mobile App
Central Database
ETL, Batch mode
Dispatch, issue, receipt and storage related data in sheds
Unidirectional
Mobile App
Central Database
ETL, Batch mode
Procurement, purchase and transportation related data in the field
Unidirectional
Analytics
RO Application
ETL, Batch mode
Sales and release allocation data at the district level
Bi-directional
Analytics
FAP Application
ETL, Batch mode
Payment data, threshold limits and master data on rates
Bi-directional
Analytics
FOIS Application
ETL, Batch mode
Data on inward and outward movement of rakes
Bi-directional
Analytics
CWC/SWC Application
ETL, Batch mode
Day-end synching of storage and QC data, captured offline
Unidirectional
Master Data Management
Central LDAP
Real time asynchronous, message base
Staff and management registration data to authenticate
Unidirectional
4.3.2. Offline Online Mode of Operation The connectivity within the FCI Depots may not be similar and consistent due to the location of its operations. Therefore it is envisaged that both offline and online mode of operation for the Depot Online System and same should be taken into consideration in the overall solution design and architecture. The key aspects of the offline solution architecture are described below:
The data capture and storage standards - In order to ensure exchange of data happens seamlessly in duplex mode between central and local systems, the data would be captured in
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standard template formats which will be compliant with existing standards. Thus the data can be integrated and passed through in any other heterogeneous system as well. It is suggested that HTML5 standard may be used for data capturing so that the data entry forms for the application could be developed as responsive and with CSS 3.0 or CSS 4.0 standard.
Temporary Data Storage - Each local instance will be equipped with a temporary data storage system (local database) which will supply necessary information on the user interface pertinent to the local transactions and stakeholders and also capture the newly created transactions. As soon as the network link becomes available, the synchronization process would run to bring the local and central Depot Online System database in sync. It is suggested that the application mobility may be incorporated with a 'store-and-forward' technique for tablets.
User Cache and Business Data Cache - Each local instance would maintain a user base cache and business data cache identified from the central system. The user and business data cache would cater to the static data lookup, user transaction needs when the mobile app instance would work in offline mode. On restoration of the network link, the caches will get updated to and from the central repository via database synchronization process so that upon subsequent link failure, the local instance stays operational with most updated data.
All depot storage and QC operations need to be handled locally during offline mode. All the master data will be maintained at the Central location (Data Centre). Depot specific master data will be configured at the Data Centre. This data will then be pushed to the mobile app when online.
4.3.3. Load Expectation The consistent and fast performance of the Depot Online System is a key determinant factor for a good user experience and strong acceptance of the proposed application and hence, will drive the architecture and design. It is envisaged that the integrated Depot Online System will have a large target user base since FCI will have personnel from each of the functional areas within a depot accessing the application and there are 1841 depots currently in scope of the rollout. Apart from the depot personnel, all the 164 district offices, 25 regional offices and 5 zonal offices along with FCI HQ will be allowed to access the application and perform necessary actions or view reports. In addition, there will be few hundreds of external users (SGA, private parties, millers, truck operators, railway/port representatives) to be considered by the system for regular data submission, and data request/response. Hence a load of 6000+ logged-in users is envisaged in order to consider the load distribution and load balancing aspects. The horizontal scalability in the solution architecture needs to be verified, considering a target base of 15,000 registered users for the application. Additionally clustering and load balancing mechanisms need to be considered along with high availability, fault tolerance and reliability envisaging a peak load of 6,000 concurrent users, who would interact with the Depot Online System, and a need for considerable availability of uptime.
4.4. Hardware and Networking Based on the field survey and inputs received from FCI staff it is estimated that hardware like desktop, printers, handheld machines etc. will be required at various points of depots. To undertake successful roll out of Depot Online System it is essential that adequate no. of hand held devices should be provided to the ground staff. Confidential
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The hardware and networking estimations are provisioned in Section 7.9.
4.4.1. Proposed Client Side Hardware Keeping in mind the various operations of the depots, following hardware is envisaged:
a) Each LWB (Lorry Weight Bridge) will be given one desktop and one printer which will be connected to existing weigh system and thus the process of weighting will be completely automated. This will also remove the manual intervention of entering the weight by LWB staff. Based on the site visit and discussions with LWB staff it is assumed that existing desktop connected with the LWB is not usable for accessing Depot Online System. b) Each depot gate will be given one desktop and one printer (Thermal Printer) where in gate incharge can access and verify the records of the truck to be allowed to enter. The printer shall be used to print tokens and gate passes (in cases where LWB is not in Depot) to truck drivers. c) Each quality lab will be given one desktop and a printer for undertaking there operational activities like generation of quality certificate. Technical assistant will also be working on the same desk top and no separate desktop is provisioned for technical assistance. d) One desktop and printer is provisioned for undertaking day to day depot operations like report generations etc. at depots level. For depots, where in the capacity is more than 25K MT but less than 50K MT, 2 desktops are considered. For depots with capacity of more than 50K MT, 3 desktops are considered. e) At district office three Desktops and one printer is proposed. f) One Hand-held device to each 5000MT capacity i.
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One tablet allocated for each 5000MT capacity, this is roughly equal to the total number of shed-in-charge (3,800) and Shed Assistant (5,800) put together.
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This is to ensure future increase in manpower, also to take care of operation at the good shed/rail head.
g) One Hand-held is provisioned for each QC Manager h) One Digital weigh meter per shed Below is the matrix highlighting deployment of various hardware at different locations in the depot.
Location / Owner
Desktops
Thermal
Laser
Handheld
& UPS
Printer
Printers
Tablets
Digital Weigh Meter
Sim Card
Sim Card Dongle
LWB Gate Depot Office Quality Control Department Shed Shed In-charge Shed Assistant Manager (QC)
It has been proposed that Tablet devices need to be deployed to field staff along with desktops at the gate, depot/district office, within depot LWB and QC lab in each depot based on their storage capacity. For online data capture by third parties, i.e. Millers / SGAs / LWB operator outside depot / etc., it is suggested use of their own android based device to access the Depot Online mobile application.
4.4.2. Networking Consideration Connectivity is a major challenge in many regions of India due to hilly terrain, accessibility issues and lack of infrastructure. It is understood that many of the Depots, which are situated in these locations are affected and have no internet connectivity (2G, 3G, WLAN, etc.). In order to link these depots with the Depot Online System, it is estimated that about 100 VSATs shall be required to ensure realtime data capture and information sharing instead of the proposed Sim Card Dongles. With VSATs, the Depots shall be provisioned with networking architecture to ensure connectivity at all hardware (and allied components). It is also envisaged that connectivity, both through VSATs and Sim Card Dongles, shall be required till the National Optical Fiber Network (NOFN) of the Government of India is accessible throughout the country. Once the scheme is active, it is proposed that all FCI Depots (including CWC, SWC, PEG) shall be provisioned with connectivity through this NOFN network. At present majority of the FCI offices including depot (Head office, Zonal Office, Regional Office, District Office & depot) is being connected through NIC cloud. Confidential
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All IT systems and applications are hosted in the NIC Data Centre and DR centre at New Delhi and Hyderabad respectively and various FCI offices are connected to the DC/DR through the NIC cloud as mentioned below. Connectivity Link
Bandwidth
Type of redundancy
Head Office to NIC cloud
34 MBPS
Broadband/Data Card Connectivity
Zonal Office to NIC Cloud
10 MBPS
Broadband/Data Card Connectivity
Regional Office to NIC cloud
10 MBPS
Broadband/Data Card Connectivity
District Office to NIC Cloud
2+2 MBPS
Broadband/Data Card Connectivity
Depot Offices
Broad Band (2G / 3G Data Card)
No redundancy (Single point of failure)
It is suggested that the depots should be connected to National Optical Fiber Network (NOFN) in future for stable connectivity, and till then continue with existing mode of using the broadband or 2G/3G dongle for internet. However it is understood that there would be around 100 depots where no connectivity is available at all specially at the remote areas, it has been recommended to set up VSAT network to connect those depots. A functional schematic of the network connectivity for To-Be IT solution is shown below
Field Staff Sim
NIC Cloud
10 Mbps
ca
bp s
vity
2M
Head Quarter
d( 2G G)
nd Broad Ba
/3
Connecti
ps
ar
Vsat Co
Mb
Regional / Zonal Office
4/
C ta
Depot (n1, n2,…n10.)
Da
nnectiv ity
rd
Public Cloud ( Web Interface)
Tablet
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District Office
Tablet
Depot (n1, n2, n3……..)
Tablet
Depot (n1, n2, n3……..)
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4.4.3. Application Hosting The envisaged IT application is planned to be hosted centrally in DC/DR mode in the NIC Data Center at Delhi with the DR site located in Hyderabad. The server side hardware infrastructure can either be separately procured for the envisaged application and co-located in the Data Center or the available server space in existing infrastructure at Data Center can be used for hosting the envisaged application. The development and training environment in the Data Center should have dedicated Servers for Application and Database and should be configured in Active-Active or Active-Passive cluster for failover back up. Additionally hardware servers may consider using of load-balancer for better performance. The DR site would have the same configuration of application and database server as well as a single load-balancer, but need not be in a clustered environment. The security of the hosting infrastructure would be ensured through managed services in terms of IPS monitoring, vulnerability assessment, firewall protection, compliance with CERT-IN, NIST, ISO27000 and IT ACT 2000 standards. The application, hosted in the NIC cloud, would be accessible through desktop browsers and handheld devices. The overall deployment architecture would make use of "Backup as a Service" for both Operating System as well as Database by the backup agents in DC, with daily replication (delta/full as well as reverse, on need basis) to DR site.
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5. Project Implementation Strategy The implementation strategy defines the overall approach to be adopted for the rollout of the Depot online system. It covers the key activities to be performed during the implementation including the application development, rollout plan, acceptance plan, training and change management plan, operations & support, procurement strategy, risk management and governance structure along with implementation plan with timelines. This overall implementation strategy is focused on accomplishing the following key activities as depicted below: 1. Finalising Project Scope 2. Application Readiness
8.Operations Support
7. Trainings
Implementation
3. Hardware procurement & Deployment
4. Network Availability
6. Rollout 5. Data Migration & UAT
The below figure presents the overall plan considering the various phases of implementation:
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The below table presents the detailed implementation plan (tentative) Pre Implementation M1
Application Application Readiness Development
Hardware Readiness
M2
M3
M4
M5
M6
M7
M8 – M9
Application Application Testing Go Live
2 months Piloting at 25 FCI Depots
Onsite Support & Warranty
2 months Rollout to all 553 FCI Depots Piloting at 75 Non FCI Depots
Basic Computer Awareness Course
Trainings at all levels
Post Impl. Support
Start of 1 year application warranty
Server side Start of Client Start of VSAT Hardware side Hardware Network H/w Deployment Readiness Deployment Deployment
Rollout
Training & Change Mgmt.
Post Implementation
Implementation
3 months Rollout to remaining 1288 Non FCI Depots
Post Implementation support
Third Party Audit for the rolled out depots
Refresher Trainings
M – Month, Month 1 (M1) to start post the vendor On-Boarding
The implementation timeline is considered as T+6 months for rollout at all FCI depots and T+9 months for rollout at all non FCI depots where T is the award of the contract to System Implementation vendor. The timeframe for application development is considered as 2 months keeping in view the PMO recommendation of overall timeframe of 6 months.
5.1. Rollout Strategy Rollout strategy for implementation of Depot online system presents the rollout plan and the activities to be carried out during the implementation at various levels.
5.1.1. Rollout approach For rollout of depot online system a phased wise approach is considered. During Phase 1 a pilot rollout to 25 FCI Depots (One depot in each region) would be done. The aim of getting the pilot done would be to get the application tested along with the development phase and refine the application before the actual rollout. Phase 2 and phase 3 would involve rolling out Depot Online system to all FCI and non FCI depots respectively. Piloting of application at 75 non-FCI depots would begin along with the rollout at FCI depots as depicted below:
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Piloting at non-FCI depots would to done at depots identified from CWC, SWC as well as private depots. During the rollout a dedicated team stationed at depot level would be responsible for ensuring roll out of the depot online system. This would include Application/Hardware configuration, application testing, conducting adequate trainings to the depot level staff, provide necessary handholding and ensure end to end implementation at the depot level. Duration of rollout and team size required during piloting phase would be higher as this will have more rollout challenges and would require more on the ground assistance and support. Also the resources deployed would be reallocated and distributed to various depots during the subsequent phases to utilize the learning experiences they have gained from previous rollouts. Various training sessions like Basic computer awareness course, Train the Trainers, Field level trainings, change management sessions shall be conducted at various levels as per the training calendar defined later in this report. The objective is to impart adequate training to the stakeholders for successful rollout. Post successful implementation application support, onsite support at district level and centralized helpdesk support shall be provided to stabilize the depot operations. The Rollout is planned to be done for the FCI owned depots first and then followed by the non-FCI depots. The piloting at non FCI depots would begin along with the FCI depot rollout during phase 2. Rollout at non-FCI depots would include setting up of dedicated team stationed at the depots performing the same set of activities as for the FCI depots and ensure end to end implementation. The Depot Online System implemented at the non-FCI depots would cover only the FCI related operations being conducted at the depots and not the other depot operations performed at the depots. It is also understood that the CWC/SWC are planning for automating their depot operations, to accommodate this the current application scope may be expanded (if required - at additional effort) to incorporate the non FCI related depot operations as well. Also going forward the Depot online system may integrate with the existing systems available at non – FCI depots. The below table presents the various stakeholders who shall be involved during the implementation of Depot Online System along with the minimum set of responsibilities. Stakeholders & Responsibility Matrix: Stakeholder
Responsibility
Implementation Agency
Responsible for performing the following key tasks:
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depot during rollout and ensure rollout across depots (FCI hired and others)
Hardware Vendor
Conduct adequate trainings at each level
Provide application warranty and AMC
Provide onsite support at various levels
Provide telephonic helpdesk for application support
Responsible for performing the following key tasks:
Depot Staff (FCI & non FCI)
Ensure timely hardware availability at depot
Ensure proper network connectivity
Provide onsite & helpdesk support for hardware & network
Responsible for performing the following key tasks:
Master trainers (FCI & non FCI)
Hardware acceptance
Provide data to be migrated to the application while rollout
Perform testing of the application
Undergo the nominated trainings
Ensure usage of Depot Online system for depot operations
Responsible for performing the following key tasks:
Act as the single point of contact for the implementation team during depot rollout
Act as the project champion for the staff and provide necessary assistance regarding any operational challenge they may face during & post rollout
Conduct Field level training sessions at Region/District level for the RO/DO Level Staff + depot level master trainers for Depot Online
Conduct change management trainings at ZO/RO level for RO/DO level staff
Table: Shareholders & responsibility matrix
5.1.2. Rollout activities at depot level Rollout of Depot Online System would require setting up of rollout camp at each depot. Each rollout camp would include a dedicated team stationed at the depot for rollout of depot online system. The duration of the rollout camp may vary based on the implementation phase along with other factors such as size of the depot, manpower skillset, infrastructure availability etc. Following are the key considerations that shall be taken into account during the rollout: Pre requisites for setting up a Rollout camp:
Availability of implementation agency team for conducting the rollout camp Communication to the depot manager about the timelines of the rollout camp Availability of required Infrastructure like Internet, reliable power supply at the depot
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Availability of the required hardware (Desktops/Tablets/Printers/UPS etc.) Master trainer identified at the district/region level to monitor the rollout activities. Prior training (classroom based) of the depot online staff at the district/region level. Adequate and identified IT skilled manpower at the depot Handheld devices will be preinstalled with the mobile app and delivered at the districts, where it will be configured for first time and synched with central application so that user ids and other master data are pulled and local database is updated
Indicative Activities to be undertaken during the roll out:
Deployment & Configuration of Hardware (Handheld devices, desktops, printers, UPS etc.). Configuring depot level setup data to the application (user credentials, department, no. of units, sheds, weighbridge etc.) and sharing the credentials with the depot staff Weigh bridge integration (if applicable) Classroom based training for the depot staff to demonstrate application functionality, basic IT awareness etc. Handholding support to the depot staff for undertaking their daily operations activities using new system Testing of the application by the depot staff post application configuration and training
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5.1.3. Rollout Plan This section presents the tentative week wise plan for rollout of Depot Online System across FCI & Non FCI depots. Key assumptions considered while creating the plan:
Overall duration of rollout is considered to be 7 months Total number of depots considered is 1841 as per data taken from DCMS Dated 19 Jan2015
The table below depicts the total number of depots categorized into FCI & Non FCI depots and the respective percentage completion during the rollout period.
0 %
2 %
0 %
5 %
0%
5 %
0 %
28 %
0 %
52 %
0 %
FCI
Non FCI
FCI
Non FCI
FCI
Non FCI
FCI
Non FCI
FCI
Non FCI
Week 27-28
Non FCI
Week 25-26
132
25
132
50
0
202
0
202
0
202
0
202
0
202
0
203
76 %
0%
Month 7
FCI
0
Month 6 Week Week 21-22 23-24
Non FCI
132
Month 5 Week Week 17-18 19-20
FCI
0
Month 4 Week 13Week 1514 16 Non FCI
132
Non FCI
0
FCI
0
Non FCI
0
FCI
15
Month 3 Week 9Week 1110 12
FCI
0
Non FCI
10
FCI
0
Non FCI
0
Non FCI
1288
Month 2 Week Week 75-6 8 FCI
553
FCI
Total % Completi on of FCI Depots % Completi on of non-FCI depots
Non FCI
Region
Weeks Non FCI FCI Depo Depot ts s
Month 1 Week Week 1-2 3-4 FCI
Months
100 %
2%
6 %
22 %
37 %
53 %
69 %
84 %
100%
Table: Overall rollout plan As per the above plan the initial pilot (Phase 1) duration is considered as 2 months, rolling out to all remaining FCI owned depots (Phase 2) would be done in next 2 months and subsequently all non-FCI depots would be rolled out (phase 3 - duration 2 months).
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5.2. Training and capacity building 5.2.1. Overview A critical success factor for the implementation of the Depot Online System across depots is to get the buy-in of the employees and the management by ensuring that they are aware of the benefits that accrue to them out of the project implementation. The use of Technology requires not only re-skilling the officers but also introducing them to different set of ethics and rules. Thus training and capacity building is an imperative part for the success of the project Capacity Building for Depot online system project will aim to engender an environment which is required for its successful implementation. Capacity Building Framework would primarily include: 1.
Planning for Capacity Building (Training)
2. Identify Audience & Training Needs 3. Arrange for Requisite Infrastructure 4. Monitor & Evaluate Effectiveness 5.
Ensure Sustainability of the CB Programs
With the introduction of Depot Online System and usage of IT systems to manage the various depot operations, the way the depot level operations are conducted will undergo a change. This would require adequate training sessions to be conducted for the depot level staff as well as staff at the management level (HO/ZO/RO/DO), for managing their day to day activities using the new system. Based on the project needs, a set of training sessions has been identified for conducting across various levels to participants from both FCI and non-FCI depots. The trainings identified are majorly categorized as Train the Trainer, Field level training and change management & awareness training. The detail on each of the training type is mentioned in subsequent sections of this document. The levels and frequency of the trainings are defined based on the number of participants to be trained and also ensuring that adequate trainings are conducted for the staff at each of the level. Also a variety of options for training delivery such as instructor led class room based training, and selflearning modules etc. are considered. Training calendar as presented in subsequent section is prepared to start training of end users well in advance of the rollout date at the depots. Training delivery would include training both the end users and adopt the ‘Train the Trainer’ approach. The trainers will be trained effectively through a ‘train the trainer’ session and will then cascade the training plan across the various region/district and depot levels. Finally evaluation of the training session would be done to measure the effectiveness of trainer and the training program. End user feedback will also be used to make improvements in the training content and delivery.
5.2.2. Types of Training Based on the needs and the objectives of the project, the following training programs have been identified across various levels. The training would be conducted as per the schedule and frequency defined in the training calendar. 1. Train the Trainer Training The prerequisite of conducting a TTT training session is to identify the Master trainers from within the organization (both FCI and Non-FCI) who would act as the project champions and have adequate knowledge and information about the usage of Depot Online System. These master trainers may be identified from the zonal/region/district/depot level and would act as the primary interface for the implementation team or the depot online staff for any operational or process difficulty they may face Confidential
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during or post rollout. The master trainers may also be responsible to conduct field level training sessions for the staff within their respective working areas and driving the project to success. TTT training would be conducted at the FCI Head office and each of the Zonal office level. The aim of TTT training is to adequately train the master trainers about the application functionality, usage etc. so that they are able to conduct similar training sessions for the staff at their respective regions/districts/depots. The Participants for this training would include master trainers identified from all the Region and districts along with the master trainers identified from non-FCI depots. The training would be conducted by the implementation agency. The Content of the training would include the following: Application functionality •
Demonstrate the application functionality to the users a. Application login, personalization, notifications, alerts etc. b. User management c. Various depot operations workflow. d. Working in both Online and offline modes e. Generating reports, receipts etc.
• •
Provide handholding support for performing depot operations online using handheld devices, desktops etc. Process standardization to highlight the difference between the existing process in the region and the standardized process.
Basic IT Awareness • • •
Fundamentals of computer usage should focus on the basics of using the computer, keyboard, and mouse in order to make the users feel comfortable with the computer. Usage of handheld devices for data capturing Email and Office suite training
2. Field level Training The Field level training is more of an operational training to the Region/District/Depot staff and would require both the implementation agency and the master trainers to impart the trainings at various levels as mentioned below. This would include both classrooms based and self-learning modules as training delivery mode. Region/District level training–The main objective of this training would be to train the participants about the application functionality, reporting capability, basic IT awareness. The participants for this training would be the RO/DO level staff and the depot level master trainers. The training would majorly be classroom based, however self-learning modules may also be used. Depot level training– Field level Training at the depot level would be conducted by the implementation agency along with the rollout camp at the depot during rollout. Participants for this training would be the depot level staff identified for depot online system. The main objective of this training would be to train the depot level staff about the application usage, functionality, process standardization, reporting capability etc. This would also include hand holding of the participants and basic IT awareness training. The training would include
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classroom training to the users, handholding during the rollout, also usage of self-learning modules may be considered. 3. Change management/Awareness Training This training has been envisaged for senior functionaries of FCI who are involved in decision making at the highest level and are expected to drive the initiative in the organization. This would include creating awareness about the new initiative being undertaken and also training the participants about the Depot online processes, overall objectives and timelines of the project, roles and responsibilities of the stakeholders. This would majorly include training at the following levels: Head office level: The training would include identified participants from Head office/ Zonal office, master trainers from Region level. Zonal/Region level: Change management training at the zonal/region office level would be conducted by the Master trainers trained at the Head office level. The training would include identified participants from Region/district office level.
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5.2.3. Training need analysis The below table presents the training need analysis and highlights the various trainings that need to be conducted at various levels, training delivery mode, participants, training provider, approx. number of trainings, training content. Training
1. Train the Trainer Training (TTT)
Level at which conducted
HO/ZO Level
Training delivery mode
Classroom training
RO/DO
Classroom training + Self learning modules
Depot Level
Classroom training + Handholding + Self learning modules
Participants
Master Trainers from all RO and DO (including from nonFCI depots)
RO/DO Level Staff + depot level master trainers for Depot Online (including non-FCI depot staff)
Training Provider
Implementation Agency
Approx. number of trainings
Total people to be trained
Approx. Batch Size
Training Content
70-100
Basic IT awareness, Application functionality, reports, dashboards, Hands on demonstration of application, role based log-in and personalization, notification/alerts, workflows etc.
15-30
Basic IT awareness, Application functionality, reports, dashboards, Hands on demonstration of application, role based log-in and personalization, notification/alerts, workflows etc.
10 to 15
Basic IT awareness, Application functionality, reports, dashboards, Hands on demonstration of application, role based log-in and personalization, notification/alerts, workflows etc.
2 at HO 350-400 2 at each ZO
1 at each RO FCI Master Trainers
2000-2200
1 at each DO
2. Field Level Training
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Depot level staff for Depot Online (including non-FCI depot staff)
Implementation Agency + Master trainers
1 at each Depot
12000-14000
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Training
3. Change Management /Awareness Training (CMT)
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Level at which conducted
HO Level
ZO/RO Level
Final Version
Training delivery mode
Participants
Training Provider
Classroom training
HO/ZO Level Staff and Master Trainers from RO (including nonFCI depots)
FCI Master Trainers
Classroom training
RO/DO level staff
FCI Master Trainers
Approx. number of trainings
Total people to be trained
2 at HO
70-100
Approx. Batch Size
Training Content
70-100
Depot online processes, overall project objectives, timeline and roles and responsibilities
15-30
Depot online processes, overall project objectives, timeline and roles and responsibilities
2 at each ZO 70-100 1 at each RO
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5.2.4. Training Calendar The below table provides the week wise tentative training calendar for the trainings to be conducted during the rollout period. The master trainers would be identified as part of the training need analysis and planning activity. Training need analysis and planning Workshop with Nodal Officers
_
Workshop with CWC
Identify Master Trainers
Pre-rollout trainings Basic Computer Awareness Course
Month 1 Week 1
Week 2
Week 3
Field Level Training at RO^
Field Level Training at RO^
Depot Level Training during piloting
TTT Training at HO level
TTT Training at each zone
Change management Workshop at Head Office
Change managemen t workshop at each ZO
Month 2 Week 4
Week 1
Week 2
Week 3
Week 4
Change management Workshop at each RO
Field Level Training at DO*
Field Level Training at DO*
Field Level Training at DO*
Field Level Training at DO*
Depot Level Training during piloting Month 3
Month 4
Week 1
Week 2
Week 3
Week 4
Week 1
Week 2
Week 3
Week 4
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
TTT Training at HO level (Refresher)
TTT Training at each Zone (Refresher)
Depot Level Training during rollout
Depot Level Training during rollout
Change management Workshop at Head Office (Refresher)
Change management workshop at each ZO (Refresher)
Depot Level Training during rollout
Depot Level Training during rollout
Month 5 Week 1
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Week 2
Week 3
Month 6 Week 4
Week 1
Week 2
Week 3
Week 4
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Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
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Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Table: Training Calendar
^ Training at all RO to be phased out and completed in two weeks * Training at all District offices to be phased out and completed in four weeks
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5.2.5. Basic Computer Awareness course by an external agency Apart from the Trainings which shall be conducted during the implementation of Depot Online System, Basic Computer Awareness certification course is also envisaged for the FCI staff at various levels for the FCI staff, specifically for those who may lack the basic computer working knowledge. Inadequate computer literacy of ground level staff is one of the threat/constraint expected to be faced in roll out of depot online system. In view of successful roll out of depot online system, it is essential that all the depot level staff should be well trained on basic computer operations. Also the managerial staff posted at zonal/regional /district office is encouraged to undertake basic computer training and enhance their skill. To operationalize the training delivery at ground level, it is proposed to hire an external agency for imparting Basic Computer Awareness training and certification course. NIELIT, CDAC etc. are Government Organizations handling this kind of training and certification courses. Hence, they may be considered for this training which could be conducted in their centers spread across districts so that the ground level staff posted at various locations can be trained easily. The objective of Basic computer awareness course (BCC) is to impart basic level computer appreciation program with more emphasis on hands-on training. The BCC program will equip depot staff/ other FCI officials to use the computers for their daily professional work. After completing the course the trainee will be computer literate and will be able to: 1. 2. 3. 4. 5. 6. 7.
Acquire confidence in using computer techniques available to users Recognize the basic components of computers and terminology Understand data, information and file management Create documents using word processor, spreadsheet & presentation applications Understand computer networks and internet Browse the internet, search content, email and collaborate with peers Use computer to improve existing skills and learn new skills
The cost of the training will be borne by FCI; however FCI may decide to recover the training cost from the staff. This Basic computer awareness program is considered only for FCI employees. Estimated number of candidates to be trained from each FCI Location: Location
Number
No of Candidates
Total Candidates
District Office
164
4
656
Regional Office
25
4
100
Zonal Office
5
2
10
Depot
553
6
3318
Total No. of Candidates (including 10% contingency)
4492
Trainings have to be conducted at locations across India to cover 164 FCI districts, 26 Regions, 5 Zones. Trainings at District level will include participants from Depot level as well. Minimum batch size required for the training session should be 15 and maximum to be 25 candidates. Additionally a Participation certificate is required for the staff on completion of the training duration. Indicative Curriculum / Structure of the Training: (A) Basics about PC/Tablet operation: Basics about Computer/Tablets and its usage, Components of Computer System, Concepts of Hardware and Software; Confidential
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Connecting keyboard, mouse, monitor and printer to CPU and checking power supply Taking screenshot of the computer desktop and sending via email Basics about device configuration and network connectivity options in PC and Tablet Internet connectivity options, basic troubleshooting around networking Basic email operation – view incoming mails and send mails, attaching screenshot for troubleshooting (B) Basics on Ubuntu (PC) and Android (Tablet) OS: Basics of Operating Systems; User Interface, Running an Application, Data entry on applications, Viewing of File, Folders, Creating and Renaming of files and folders, Opening and closing of different Windows; Using help; Creating Short cuts (C) Basics on Open Office tool (for PC): Basics about using open office for document processing, Create and edit documents, Printing of word document, Nomenclature mapping of Open office word with MSWord Proposed training duration: 80 Hrs. per person Training type: Classroom
5.3. Data Migration Implementation of Depot Online System across depots would require migration of existing data maintained in existing MIS application. The Implementation agency shall perform the migration of data from the existing systems to the Depot Online System. At least the following activities will be carried out as part of the Data Migration: Define all the specifications that are needed to populate the data into the new system Develop the data migration templates/ Forms/ Format and facilitate the migration of existing data into the new system. Identification, configuration or development of the data upload/ download programs for the data migration Implementation agency shall ensure that data migration is complete in all respects and the activities are completed in time so that all the requirements of system implementation are fulfilled.
5.4. Documentation Plan Documentation plan would include the various documents which will be generated during the course of the implementation. Presented below is the tentative list of documents which will be prepared.
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Software Requirements documents Software Design documents Test plans/Test Cases User Manuals Training materials including online modules Implementation plan Reports Management Reports Page 144 of 168
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Dashboards Project Progress updates Hardware delivery acceptance report Software/Hardware installation/configuration compliance report Application test report (function, performance etc.) SLA Compliance documentation Third party audit reports Assets registers Hardware deployment checklist User credentials documentation Project Initiation Document Training calendar/Capacity Building Plan
5.5. Test Strategy The primary goal of testing is to ensure that the Project meets stated functional requirements, standards, specifications and performance. The software vendor would be responsible for performing the various levels of testing including Unit Testing/System Integration testing /Functional Testing etc. For performing these, the test plans, cases would be prepared and executed by the software vendor team and test reports would be shared with FCI. It is required that the functional test cases are executed and test reports shared before the commencement of UAT.
5.5.1. User Acceptance Testing The solution developed by implementation agency shall be reviewed and verified against the Functional Requirements signed-off between FCI and the software vendor. The software vendor would facilitate the User Acceptance Testing (UAT). One of the key inputs for this testing shall be the traceability matrix to be developed by the vendor for the solution. Apart from Traceability Matrix, vendor would prepare the test plans, functional test cases/scenarios and share with FCI for review. Preparation of Test Data for UAT would be responsibility of software vendor and would include capturing the actual field level data and inputting into the system before performing the User acceptance Testing. For conducting the User Acceptance Testing, FCI/ The Department shall identify the employees from respective divisions, who shall be responsible for day-to-day operations of the functions automated through the project. All gaps, identified shall be addressed by the vendor immediately prior to Go-live of the solution. The acceptance testing w.r.t. the functional requirements may also be performed by independent third party agency (external audit) as well as the select internal department users (User Acceptance Testing) and system has to satisfy both third party acceptance testing and internal user acceptance testing, upon which the system shall go-live. The agency may develop its own testing plans for validation of compliance of system against the defined requirements Apart for this the software vendor is responsible to engage an external audit agency like STQC which will perform the security and performance testing of the application. Security testing would be performed post the completion of UAT when all the code changes are finalized. The below figure depicts the sequence of various testing to be performed.
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System Integration Testing
Final Version
User Acceptance Testing
Performance Testing
Security Testing
Performance review would include parameters like request-response time, work-flow processing time, load testing, concurrent sessions supported by the system etc. The performance review also includes verification of scalability provisioned in the solution for catering to the project requirements.
5.6. Go-live Acceptance Criteria This section would specify the criteria for considering a Depot to be successfully made online using the Depot Online System. A depot shall be considered as Live only if the following conditions are met (at depot level):
Client Hardware and Handheld devices (tablets) deployed and configured successfully Application installation on tablets and configuration done successfully Required training and handholding sessions conducted successfully for depot online staff Daily depot operations undertaken using the Depot Online System Accurate and daily availability of depot level reporting at various levels like Evening Balance report etc. Dashboard successfully displaying real time depot level data like stack level storage loss, rake wise transit loss etc. for various stakeholders. Confirmation from the Depot Manager about depot operations going live using the new system Depot operations stabilized using the new system
5.7. Go Live Plan This section of the report specifies the indicative Go Live plan including the various activities that are required to be performed by the various stakeholders during rollout. S.N o.
Activity
H O
Z O
Identify depots for pilot
×
×
R O
D O
Dep ot
Mast er Train er
Hw vend or
I A
Pre requisite
Rollout 1
Ensure availability of Required Infrastructure 2
Internet, reliable power supply at depots
3
Ensure availability of Required Hardware/Network
4
Identify depot staff for rollout
×
5
Ensure availability of depot staff during Rollout
×
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× ×
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S.N o.
Activity
Final Version
H O
Z O
R O
D O
Dep ot
6
Conduct rollout kick off meeting
×
7
Provide depot level setup Data
×
8
Provide Up to date existing data to be migrated
×
9
Application testing
×
10
Rollout Acceptance
×
11
Verify Depot level reporting (Operational data)
12
Share weekly rollout status report
×
×
×
×
×
×
×
×
×
×
×
×
Mast er Train er
Hw vend or
I A
Pre requisite Participa nts: IA Team Depot Team
Appl. Conf. completed H/w conf. completed Weighbrid ge Integration completed
Training 1
Identify Master Trainers
2
Arrange for Training infrastructure
3
Execution of Trainings
4
Identify training audience
5
Change Management workshop
× × ×
×
×
×
×
× ×
Hardware 1
Hardware Availability
×
2
Hardware Configuration (Desktop/Tablet etc.)
×
3
Weigh bridge integration
×
4
Hardware acceptance
5
Hardware Buffer stock acceptance
× ×
Change Management 1
Office orders for Rollout
×
2
Change Management Trainings (Plan)
×
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5.8. Third Party Audit The objective behind the Third Party Audit (TPA) is to monitor and inspect the reach, quality and effectiveness of the overall Depot Online System rolled out at the depot level. The audit is to be conducted on a sample basis covering both FCI and Non FCI depots. The selected agency is required to undertake physical check/monitoring of the hardware delivered and commissioned at various levels. Agency will also undertake the audit for software functioning at depot level and assess if adequate trainings is imparted to the depot online staff for using the application. The audit shall cover following two aspects: 1. 2.
The assesement pertaining to Hardware delivered and commissioned The assesement pertaining to software functioning at depot level
During the implementation phase, it becomes imperative that the audit related to hardware supplies, installation & commissioning, and software functioning at ground level should be undertaken and the findings/deviations, if any, needs to be accounted for during the course of the project. Scope of Work The selected agency is required to provide dedicated manpower for a defined duration at each FCI region to undertake the audit in depots across 164 districts covering both FCI and non FCI depots. On an average one FCI and two Non FCI depots per district would be considered for the audit. The agency is required to undertake assessment study, covering the details related to hardware deployment at various depots against the requirement provided by FCI. The agency is required to conduct the audit in accordance to the contract signed between FCI & vendor and prepare a report. In case of any ambiguities/variation identified, the agency is required to discuss the same with Regional GM/nodal officer for clarification and also share the report copy with Zonal ED. With respect to Depot Online Software, the auditor is required to check the functioning of depot online system. The functionalities/reports expected from depot online system should be audited at depot level during the audit period. The audit personnel should verify the smooth functioning of software and share the depot wise report highlighting deviations, if any. Deliverables The tentative deliverable expected from the agency is: 1. Audit Report Part A – Region wise report covering findings related to variations in required infrastructure at depot/office level. 2. Audit Report Part B – Region wise report covering findings related to variations in terms of software deployment/functionality/MIS reports/Training effectiveness etc.
5.9. Operations & Support Post successful implementation of Depot Online System across depots the Implementation agency would be responsible to provide operations support which would include application warranty, Annual maintenance contract, onsite support and helpdesk. Key considerations for operations and support: 1. Start of warranty shall be applicable post successful implementation to all depots. 2. Helpdesk support is considered for L1 support for application only.
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3. Deployment of team for onsite support at district level would be done in a phased manner based on the time when a particular district goes live (all FCI depots within a district). S.No
Support Component
1
2
Responsibilities of Implementation agency
One year warranty + 3 years annual maintenance contract support
Onsite Support for 3 years
3
Helpdesk support for 4 years
Deployment of dedicated centralized team for application support during warranty and AMC period Fix all issues and missing functionality, as well as incorporate any enhancement as and when required Dedicated team stationed at District level for initial one year and at Region level thereafter for 2 years. Responsible to ensure efficient running of the system at all levels Responsible to travel to various depots under the district and support the team for any operational challenges Will include email, telephone and on call support. Dedicated helpdesk team stationed centrally for duration of 4 years. Responsible to facilitate a call logging mechanism to ensure all problems faced by the end users are reported addressed and resolved on a time bound manner or a pre-decided SLA
5.10. Brand Building and Awareness activities During the implementation & rollout of Depot Online System, several brand building and awareness campaigns shall be undertaken. This will include conducting event at HQ level during the launch of the system, advertising in newspapers, and printing of Banners, Posters and reference study material/catalogue etc. to be distributed across various levels of FCI. The objective of this exercise is to sensitize and create awareness about Depot Online System FCI eco system. The key activities proposed under brand building and awareness is listed below:
One day event at central level for launch of Depot Online System
Advertisements in newspapers during launch ( One national and 9 regional (local language))
Banners at HO and each ZO/RO/DO regarding launch of Depot Online System
Posters at each depot/shed for demonstrating process steps, best practices, Do’s and Don’ts
Video regarding functioning of depot online system / awareness / depot operations processes
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5.11. Project Governance structure The Project Governance Team’s goal is to ensure that the project is delivered as per user / customer satisfaction. The overall project governance has been defined to ensure that the business goals / objectives are achieved in the timely manner. The risk / deviations during the journey of project are well understood and timely decisions are communicated to various committees etc. In perspective to depot online system implementation project governance structure is defined across four levels central level, zonal level, regional level and district level. Committees have been formed across all these level to ensure the smooth implementation of depot online system across all the levels. The project organization structure and description of roles and responsibilities are given below:
Steering Committee
Central Level
HO Level
Zonal Level
Project Execution Committee
Regional Level
Project Execution Committee
District Level
Project Delivery Committee
Technical Review Board
Project Execution Committee
Roles & Responsibilities: Level Steering Committee
Members Central Level
1.
Chairman – CMD, FCI Member Secretary – ED (IT) Advisor (IT) GM (IT) All Headquarters EDs DDG, NIC
Suggested frequency: fortnight Confidential
Functions (R & R)
Once
meeting in a
Providing overall guidance and strategy to the project in terms of its direction, objectives and progress.
2. Overall responsible for structuring the policies and related frameworks. 3. Review of project progress and key milestones. 4. Ensuring timely feedback / decisions to project committee, implementation agency / other stake holders on the deliverables submitted before proceeding on to the next designated stage / phase of the Project. 5.
Review and approval of any revision of Scope, deviations, Deliverables, Time schedules etc.
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6. Resolution of other high level issues affecting the project progress 7.
Overseeing utilization of funds / budget / financial approvals etc.
8. Creating a supportive environment for the success of the project. 9. Deviations / delays / project status /scope creep (if any) to be discussed within steering committee meeting. PMU to initiate and prepare for such discussion. Project Execution Committee
HQ Level
1.
Chairman – ED (IT), FCI Member Secretary – GM (IT) Members – All concerned GMs at HQ level Member – DDG, NIC Member – Representative of DeitY Member – Representative from Central PMU Team
2. Review of project progress and key milestones and direct feedback / way forward to various stake holders. 3. Review of project deliverables 4. Sign-off the System Integrator deliverables and milestones as per the payment terms 5.
Project Execution Committee
Zonal Level
Suggested frequency: fortnight
Technical Review Board
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Once
meeting in a
Ensure that the contractual obligations are met by the Implementation agency
8. Guidance in capacity building & change management 1.
Chairman – ED, Zone Member Secretary – GM (IT), Zone Members – GM, Zones Members – GMs, Regions
Monitor the overall implementation centrally and resolve any bottlenecks or show-stoppers
6. Provide process level inputs & clarifications to all stakeholders during implementation 7.
Suggested meeting frequency: Once in a week
Supervise the overall implementation activity and highlight the project progress/deviations to steering committee.
Supervise the overall implementation activity for the regions and highlight concern / way forward suggestions to project execution committee at HQ.
2. Responsible for operational level approval in perspective to revision of Scope, deviations, Deliverables, Time schedules etc. 3. Responsible for resolution of issues affective the project progress at regional level. 4. Highlight gaps / concern in perspective to overall health / quality of the project. 5.
Follow up with various stake holders at zonal / regional level for successful depot online system rollout.
HQ Level
1.
Providing overall guidance in perspective to quality adherence.
2. Ensures the project is delivered as per acceptance standards and user needs /
NIC - DDG GM – IT, FCI DGM – IT, FCI
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AGM – IT, FCI NICSI Representative NIC Representative Representative from Central PMU Team
requirements. 3. Provide timely feedback to various stake holders (specifically H/W & Software Agency) in perspective to quality standards, concerns, gap areas etc. 4. Ensure standard of S/W development
Project Execution Committee
Regional Level
1.
2. Providing operational / process level guidance for successful roll out of depot online system.
Chairman – GM, Region Area Manager – 3 (To be nominated by GM, Region) Member – SIO, NIC
Suggested meeting frequency: Once a week Project Delivery Committee
District Level
Chairman – Area Manager Member – DIO, NIC
Suggested meeting frequency: Once a week
Operational responsibility of the project
3. Review of project progress and key milestones and direct feedback / way forward to various stake holders. 4. Resolution of other Mid to low level issues affecting the project progress 1.
Providing operational guidance to implementation team in perspective project delivery and project roll out.
2. Act as the single point of contact for the implementation team during depot rollout 3. Coordinate with other stake holders / implementation team to ensure that the depot gets online and all functions / processes of depot are IT automated 4. Responsible for final signoff of depot online at district level. 5.
Act as the project champion for the staff and provide necessary assistance regarding any operational challenge they may face during & post rollout
6. Provide timely feedback to regional level execution team and highlight deviations (if any) to project committee. 7.
Project progress reports (implementation agency to prepare) and share with project execution committee at Region level.
8. Overall Responsible for rollout of depot online system. 9.
Ensure the depot rollout happens as per the defined time line and roll out plan agreed
10. Deviations (if any) to be reported timely to project execution committee (Region). Table Project Governance – roles and responsibilities Note: Committee composition and roles may be altered during the execution of project. However, appropriate consent needs to be taken from the competent authority. Confidential
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5.12. Procurement strategy The objective of this section is to define the scope for procurement of services / products essential for implementing depot online system. Along with the scope of procurement, this section also highlights the key decision points / considerations with respect to selection of software vendor, client side hardware & networking vendor and application hosting vendor. Following are the two major options which could be considered for the procurement of services / products under depot online system project.
Option A: Split the complete scope into the following three sub procurement and select three independent agencies to undertake each of the tracks: A) Application development and rollout by NIC (through vendor empanelled with NICSI for the similar service) B) Application hosting services provided by NICSI C) Client site hardware, VSAT networking and connectivity either through open tender or through NICSI empanelment This option has been considered keeping in mind that NIC is currently engaged at FCI for application development and maintenance activities and they are familiar with the requirement of FCI, as well the overall timeline for the selection of vendor could be shortened to 4-6 weeks. However in case this option is not achievable, then the following option (option B) would be considered for selection of implementation vendor, though this option may take at least 10-12 weeks to complete from the time of publishing the RFP.
Option B: Open tender to select one system integrator to manage complete set of activities including development of software and roll out at depots, procurement & installation of client site hardware & establishing VSAT based networking. The application hosting will be done through NIC in its data centre and DR centre. The key benefits of this approach is that one single System Integrator will have the end to end responsibility of all the components of this implementation and will thus ensure better integration of these to meet the end objective of successful going implementation of software hardware and all necessary components at the depots.
It is also imperative to include adequate safe guards in the RFP to ensure that selected System Integrator is meeting the project objective, through appropriate penalty clauses and payment milestones. Below is the overview of the different components of this implementation the intended penalty and payment milestone: Application Development and Roll out: This part would include the following key areas: a) Development and customization of application b) Development of mobile application c) Integration with existing applications d) Hardware recommendation for hosting in Data Center Confidential
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e) Data migration from existing system and initial data load f) Training and Capacity Building g) Piloting and rollout of the application across the depots h) Maintenance and support services including helpdesk
Service Levels and Penalty: The service levels for the software vendor would be defined around the following categories and subcategories in order to mitigate the risk of not meeting the project timelines as well as quality and performance expectations. a) On the completion timeline of Project Implementation related components a. Application Development b. Training and Handholding c. Adherence to defined milestones for rollout d. Application support b) Application Availability and Performance c) Hosting Infrastructure Performance Penalty would be linked with each of the service level agreements. The penalty amount would be recovered from the subsequent payment milestone being agreed with the software vendor.
Payment Terms: Majority of the payment terms for the software development and roll out should be linked with the actual go live at individual depot. The expected payment milestone is shown below: a) At completion and UAT sign off of application functionality b) At go live in each depots c) Quarterly payment for 1 year warranty and 3 years of support period
Hardware Supply and Installations: This component is further divided into 3 parts: Part A: Supply Installation and Maintenance of client side hardware This includes supply and installations of following hardware at the required destination depots across all parts of the country, and provides comprehensive maintenance support for 3 years. 1. 2. 3. 4.
Desktop (with 3G dongle) UPS Printers Tablets (with 3G SIM)
Part B: Provisioning of VSAT based connectivity and networking
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This includes supply and installations of VSAT along with ancillary components and setting up of networking (LAN and/or Wi-Fi) within the depot along with all necessary client side equipment at depots which are located in remote areas. This also includes 3 years of comprehensive maintenance support 1. VSAT and other ancillary equipment 2. Networking Equipment Part C: Supply and commissioning of Electronic Weigh Machine The scope includes supply and installation of Electronic Weigh Machine at depot level, and 3 years of comprehensive maintenance and support. 1. Electronic Weight Machine and Cable for transferring data to tablet / PC Note - However procurement of this component can be done separately through existing engineering procurement contracts instead of procurement through the Depot Online RFP.
Service Levels and Penalty: The service levels for the hardware vendor would be defined around the following categories in order to ensure that the client site hardware is up and running and operations of the depot are not affected. Hardware Delivery & Installation a) The service levels are defined against hardware delivery and installation at depot level. In case there is a delay in hardware delivery the appropriate penalty would invoke and penalty amount shall be recovered from the outstanding payment to vendor. Hardware Maintenance – 3 Years b) As per the scope of Hardware vendor, the on- site warranty for years is expected from the hardware vendor. The Service level for 3 years on-site warranty is would be designed and any variation / delays from expected services will invoke appropriate penalty. The penalty amount shall be recovered from the subsequent quarterly payments being made to the vendor.
Payment Terms: Payment terms has been defined based on two factors a) Part payment would be given to hardware vendor basis the actual hardware delivered, installed and commissioned at the depot level. The depot manager to ensure that the hardware is installed and commissioned at depot level. FCI may also undertake third party audit before making part payment to the hardware vendor. b) Balance payment is based on satisfactory after sales service / onsite warranty delivered by the hardware vendor and would be paid on quarterly basis. The payment will be made after adjusting any penalties as per the service level agreed between FCI and Hardware vendor.
Application Hosting Services The software vendor would provide the specifications for the recommended hosting hardware which would be shared with NIC. Based on this, NIC would procure or share the available infrastructure for Confidential
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application hosting. NIC is expected to manage the application hosting services and monitor the server-side hardware infrastructure performance to ensure the server uptime, utilization etc. The software vendor should be able to access the data backup, being taken on a daily basis, for troubleshooting any application related issues or recovery of last full backup. It is suggested that a Tripartite Agreement would be required between NIC, FCI and the software vendor that would cover the detailed scope of work, roles and responsibilities, escalation procedure, service levels and associated penalties at a minimum.
5.13. Risk management During the implementation phase of the project there would be various risks which would have an impact on the successful rollout of the Depot Online System. This impact can be in terms of project execution timelines, cost, coverage etc. The risk management section focuses on identifying the major risks well in advance, analyze the risks and identify the mitigation actions which may be taken to overcome and avoid the risks. The purpose of this section is to define the risk management process for identifying the major risks for the project and determining mitigation measure for the risks identified. Risk management process which can be divided into the following key activities:
Identification of Risks
Analyze the Risks
Identify Risk Mitigation measure
1. Identify risk The purpose of the risk identification step is to produce a comprehensive list of risks that may affect the successful delivery of the planned outcomes of this engagement. 2. Analyze the Risks The Risk analysis activity is further broken down into three steps, which are as follows: Assess Consequence Once the risks are identified, the team should assess and describe the expected consequences resulting from a risk event occurring. Also the various stakeholders involved need to be identified. Estimate impact and likelihood The risk impact and likelihood are expressed in a form of relative (descriptive) ratings. The impact & likelihood ratings and their meaning are: Impact Severe
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Impact Rating
Description
5
Would result in catastrophic events resulting in project failure and benefits not being realized
Likelihood Almost Certain
Likelihood Rating
Description
5
Is a feature of projects of this type, or has occurred many times in recent history, or is a brand new risk that has been identified that is imminent
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Major
4
Would result in significant disruption to the project, resulting in the need to conduct re-planning and re-estimating. In the extreme, it may result in failure of the project
Likely
4
Has occurred many times in the past, or has occurred a few times in recent history
Medium
3
Would result in delays or additional work that would exceed existing contingencies, resulting in exceeded time scales, additional resource and/or additional budget requirements
Possible
3
Has occurred a few times in the past, or, has occurred infrequently in recent history
Low
2
Would result in delays or additional work that could be contained within existing contingencies
Unlikely
2
Has occurred infrequently in the past, or, a “one off” from the past
Insignificant
1
Would result negligible delays disruption
Rare
1
Possible to occur but no known precedents
in or
Assess Risk Rating The risk rating is derived from the estimated impact and likelihood according to the following matrix:
Impact
Likelihood Rare
Unlikely
Possible
Likely
Almost certain
Severe
High
Very High
Very High
Extreme
Extreme
Major
Moderate
High
Very High
Very High
Extreme
Medium
Moderate
High
High
Very High
Very High
Low
Low
Moderate
High
High
Very High
Insignifican t
Low
Low
Moderate
Moderate
High
The risk ratings and their meaning are:
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Extreme – immediate management involvement is required, to actively prevent the risk occurring, to reduce the impact or both. The risk profile must be reported to the Steering Committee; Very High – management involvement will be required to actively prevent the risk from occurring, to reduce the impact or both. The risk must be reported to the Project Sponsor; High – management involvement is required; Moderate – accept risk or manage it by routine project procedures; or Low – close this risk.
3. Identify risk mitigation measure When the risk rating is established, the project team can use this information to define mitigation actions for each identified risk. The below table lists down the various identified risks along with the risk rating, mitigation measures and the stakeholders involved. Risk Code
Description of Risk
Risk Mitigation measure
Likelihood
Risk impact
Risk Rating
Stakeholders involved
in
Early vendor onboarding through NICSI empanelled route
Possible
Medium
High
1
Delay application Readiness
FCI, NIC, Implementation Agency
Delay in Hardware Vendor Selection
Vendor selection through NICSI empanelled route
Possible
Medium
High
2
FCI, NIC, Hardware Vendor
Delay in deployment of client side hardware during rollout
Early vendor on boarding and planning to consider buffer time for deployment of hardware well before rollout.
Possible
Medium
High
Hardware Vendor
Delay in timely rollout at all depots
Start procurement process early, deploy parallel team at various depots during rollout
Likely
Medium
Very High
Implementation Agency
Lack of Buy-In from Non FCI stakeholders for rolling out Depot Online system for managing FCI operations at their depots
Prior communications and clear top management buy in about the final outcome of the project from both FCI & Non-FCI stakeholders.
Possible
Major
Very High
Non-FCI stakeholders (CWC/SWC etc.)
3
4
5
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6
7
8
IT implementation results in role revision & structure changes
Communication plan of role changes and structure changes would be formulated as part of the change management strategy.
Possible
Medium
High
FCI & Non-FCI stakeholders (CWC/SWC etc.)
Inadequate connectivity some depots
IT solution designed taking into consideration support for OnlineOffline mode of operations
Likely
Medium
Very High
Implementation agency
Lack of common consensus over process standardization drive
It will be attempted to rationalize As-Is process maps and design standard tobe process and FRS as base template which can be replicated at multiple depots.
Likely
Medium
Very High
FCI & Non-FCI stakeholders (CWC/SWC etc.)
Lack of planning for training and capacity building at various levels
Training need analysis will be performed and detail plan for training and capacity building will be developed as part of the Implementation strategy
Rare
Medium
Moderate
Implementation agency
Improper cost estimates prepared for implementation
Proposed cost outlay on IT investment such as Software, hardware and infrastructural requirements assessed for FCI would be based on market data with a realistic estimation
Rare
Medium
Moderate
Implementation agency, FCI
Lack of communication and mismatch in expectation about the final outcome
Top management buy in on the project vision and communicating the same to all stakeholders.
Rare
Low
Low
FCI & Non-FCI stakeholders (CWC/SWC etc.)
Lack of change management from
On-site
Rare
Low
Low
Implementation Agency, FCI &
at
9
10
11
12
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the existing operations to a new system and procedures
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holding support New Government orders
Non-FCI stakeholders (CWC/SWC etc.)
Regular workshops & communications with user community
Table: Risk and mitigation measure
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5.14. Implementation Plan (Week wise calendar) The table below presents the week-wise project implementation plan. This comprises the week-wise plan across different activities like software, hardware (server side and client side), roll out, change management, training, support etc. The detailed plan will be prepared during the actual rollout based on the following tentative high level plan.
Pre-implementation Month 1 Area
Week 1
Software
Software vendor
Week 2
Week 3
Week 4
Pre-implementation Month 2 Week 1
Week 2
Week 3
Week 4
Applicat ion readines s and testing
Applicati on readiness and testing
Applicati on UAT Bug fixing & improve ment
onboardin g Applicatio n Developme nt
Applicati on Deploym ent Hardwar e - Server side Infra
Hardwar e - Client Side
Planning hosting infrastruc ture from NIC
Finalize Infra Requirem ents
Hardwar e vendor finalizati on
Hardware tendering/ evaluation
Rollout Finalize roll out strategy Change Mgmt.
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Infrastru cture Readines s
Plannin g for Depot Online pilot
Hardwar e Deploym ent
Inform & Sensitize depots for Pilot Change manage ment Worksho p at Head
Change manage ment worksho p at each ZO
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Office Training Workshop with Nodal Officers
Worksho p with CWC
_
Training need analysis and planning
Identify Master Trainers
Month 1
TTT Training at HO level
TTT Training at each zone
Month 2
Area
Week 1
Week 2
Week 3
Week 4
S/W
Bug fixing & Improvem ents
Bug fixing & Improve ments
Bug fixing & Improve ments
Bug fixing & Improve ments
Hardware Deployme nt
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwar e Deploym ent
Piloting at 10 FCI depots
Piloting at 15 FCI depots
Week 1
Week 2
Week 3
Week 4
Hardwa re Deploy ment
Hardwa re Deploy ment
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwar e - Server side Hardwar e - Client Side
Rollout Rollout Status (No. of Depots)
10 (FCI)
Field Level Training at RO^
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Change manage ment Worksh op at each RO
Change Mgmt.
Training
15 (FCI)
Depot Level Training during piloting
Field Level Training at RO^
Depot Level Training during piloting
Field Level Training at DO*
Field Level Training at DO*
Field Level Training at DO*
Field Level Training at DO*
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Support
Onsite Support at District Level
Month 3 Area
Month 4
Week 1
Week 2
Week 3
Week 4
Week 1
Week 2
Week 3
Week 4
Hardware Deployme nt
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwa re Deploy ment
Hardwa re Deploy ment
Hardwar e Deploym ent
Hardwar e Deploym ent
Rollout at FCI Depots
Rollout at FCI Depots
Rollout at FCI Depots
Rollout at FCI Depots
Rollout at FCI Depots Piloting at 25 Non FCI depots
Rollout at FCI Depots
Rollout at FCI Depots Piloting at 50 Non -FCI depots
Rollout at FCI Depots Piloting at Non FCI depots
S/W Hardwar eServer side Hardwar eClient Side
Rollout
Rollout Status (No. of Depots)
132 (FCI)
132(FCI)
Change Mgmt.
Training
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
132(FCI) 25 (Non FCI) Change manage ment Worksh op at Head Office (Refresh er)
Change manage ment worksho p at each ZO (Refresh er)
TTT Training at HO level (Refresh er)
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Depot Level Training during rollout
Depot Level Training during rollout
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rollout
Support
Area
rollout
Onsite Support at District Level
Onsite Support at District Level
Month 5
Month 6 & Month 7
Week 1
Week 2
Week 3
Week 4
Week 1-2
Week 3-4
Week 56
Week 7-8
Hardware Deployme nt
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwar e Deploym ent
Hardwa re Deploy ment
Hardwa re Deploy ment
Hardwar e Deploym ent
Hardwar e Deploym ent
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
Rollout at Non FCI Depots
S/W Hardwar eServer side Hardwar eClient Side
Rollout
Rollout Status (No. of Depots)
202 (Non FCI)
202 (Non FCI)
404 (Non FCI)
405 (Non FCI)
Change Mgmt.
Training
Support
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Onsite Support at District Level
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Depot Level Training during rollout
Onsite Support at District Level
Table: Implementation plan (Week wise calendar)
^ Training at all Region office to be phased out & completed in 2 weeks * Training at all District Office to be phased out & completed in 4 weeks
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6. Annexure 6.1. Annexure 1 - Snapshot of Registers Weighbridge slip
Gate pass
Quality Certificate
Weight Check memo
Stack wise register
Stack card
Shed wise register
Master Ledger
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Priority Register
Work done register
Gunny register
Labour attendance register
Technical Analysis Register
Disinfestation Record
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Chemical Consumption Register
Stack wise completion register
Inspection Register
Inward register
Weighbridge register
Monthly movement plan
Special Wise plan
Rake loading plan
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Outbound Register
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Release Order
Quality compliant
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