OPERATIONAL FRAMEWORK FOR IMPLEMENTATION

1. OPERATIONAL FRAMEWORK FOR IMPLEMENTATION CASE OF IMPLEMENTATION OF PRS TRIVANDRUM B.V.L.NARAYANA

2. STRUCTURE OF PRESENTATION • MOTIVATION • KEY MESSAGE • CASE • EMERGING FRAMEWORK • THEORETICAL LINKAGES • OPERATIONAL FRAMEWORK • CONTRIBUTION

3. MOTIVATION • RESEARCH ON IMPLEMENTATION (Hrebiniak and Joyce 2001) • NEGLECTED • FRAGMENTED AND DISTRIBUTED • TAKEN FOR GRANTED • GAPS (Hutzschenreuter and Kleindienst 2006 ) • NO DOMINANT THEORY OR FRAME WORK • WORK MORE CONCEPTUAL • REQUIREMENT OF PRACTIONERS

4. KEY MESSAGE • SUCCESSFUL IMPLEMENTATION • FUNCTION OF • DIRECTION • FACILITATION • GOVERNANCE • KEY STEPS • IDENTIFY STRATEGIC RESOURCES • MAINTAIN SLACK • LEARN ALONG THE WAY AND ADAPT

5. INTRODUCTON • PASSENGER RESERVATION SYSTEM • OLTP SYSTEM • INVOLVED COMMERCIAL TRANSACTIONS • REPLACING AN EXISTING SYSTEM • REPRESENTED • TECHNOLOGY CHANGE • ORGANISATIONAL IMAGE

6. PECULIARITIES • SYSTEM IN TRANSITION • INVOLVED AN IMAGE TRANSITION • CUSTOMER INTERFACE CONTINUITY ESSENTIAL • HIGH POLITICAL MILEAGE • EXERCISE IN SKILL DEVELOPMENT

7. PLANNING PROCESS • UNDERSTAND SCOPE • IDENTIFY RESOURCES • IDENTIFY STRATEGIC RESOURCES • DEVELOP GOVERNANCE PROCESS • TEAM ETHICS

8. DELIVERABLES • STATED • COMMISSION RESRVATION SYSTEM • PHASED MANNER • FACILITATE IMAGE BUILDING • UNSTATED • NO INDUSTRIAL RELATIONS PROBLEMS • SMOOTH TRANSITION • BOTH SYSTEMS TO RUN COMPLEMENTARILY • NO BREAK IN SERVICES

9. RESOURCES REQUIRED • HARD WARE • SOFT WARE • CONNECTIVTY • SITE • MAN POWER • TRANSITION PROCESSES

10. STRATEGIC RESOURCES • MANPOWER • REPRESENT FRONT END TO CUSTOMER • CRUCIAL FOR IMAGE BUILDING • INSTRUMENT OF SERVICE DELIVERY • LINKAGES TO TRANSITION PROCESSES • NET WORK CONNECTIVITY • STRATEGIC MEANS • V R I N (Barney 1991) • Strategic factor markets (Barney 1986) are poorly developed • Cost of acquisition greater than cost of development • IMPLICATIONS • Decisions about them are strategic( CONSEQUENTIAL, DIRECTIVE and RARE). • Understand implications of such decisions irrespective of locus of decisions

11. CRITICAL STEPS • MANPOWER PLANNING • TRAINING FRONT END • TRAINING BACK END AT SITE • TRAINING FOR DATA BASE MGMT • SYSTEMS DEVELOPMENT • RULES TECHNICAL AND FINANCIAL • TRANSITION IN PROCESSES • INTEGRATION WITH EXISTING PROCESSES

12. ADAPTATION DOT STRIKE OF MAY 1990 • LEARNINGS • VERSITALITY OF SOFT WARE • CRITICALITY OF BACK UP SYSTEMS • INVOLVE END USERS OF SYSTEM • OWNERSHIP OF SYSTEM • INVOLVE STAFF OF UNIT • HAVE LIASON STAFF TO MANAGE EMERGENCIES CUSTOMER INTERACTIONS • MANAGEMENT OF CLUSTER STATIONS • INPUTS FOR NEXT LEVEL SOFTWARE

13. BASE LINE PLA N • CONCENTRATE ON MANPOWER TRAINING • FRONT END FOR ALL STAFF • BACK END FOR KEY STAFF • DATA BASE FOR KEY SENIOR PERSONNEL • DEVELOP KEY TRAINERS • CREATE STAND BY TEAMS • PARALLEL SITE PREPERATION • ESTABLISH CONNECTIVTY • CREATE AND MANAGE DATA BASES

14. BASE LINE PLAN • RULES DEVELOPMENT • TRANSACTIONS • ACCOUNTING • TRANSITION PROCESSES • CHARTING • EMERGENCY QUOTAS • QUOTA MANAGEMENT • FAULT MANAGEMENT • EMERGENCY PROCEEDURES • AUDIT PROCEEDURES • TESTING

15. BASELINE PLAN • MONITORING • INFORMAL MEETINGS DAILY • ESTABLISH TEAMS FOR KEY ACTIVITIES • MONITOR THROUGH TEAM LEADERS • SITE VISITS • TEAM ETHICS DEVELOPMENT • PEER DISCIPLINE • FACILITATION OF STAFF

16. COMMISSIONING PROCEEDURES • ESTABLISH CONNECTIVITY • POSITION COMMISSIONING TEAM • TRANSFER MANUAL DATA • LINK WITH DATA BASE • TEST ON LINE • POSITION KEY TROUBLE SHOOTING STAFF • ESTABLISH EMERGENCY COMMUNICATION

17. KEY FACTORS FOR SUCCESS • HIGH TOP MANAGEMENT COMMITMENT • HIGHLY MOTIVATED KEY MANAGERS • TEAM ETHICS • STAFF COMMITMENT • WILLINGNESS TO LEARN • FORESIGHT AND PLANNING

18. 15 YEARS LATER • TEAM ETHICS REMAIN • PLANNING AND FORESIGHT • TRANSFER OF SKILLS • WILLINGNESS TO LEARN • STAFF COMMITMENT • MOTIVATED KEY MANAGERS • IMPLEMENTATION SKILLS • TOP MANAGEMENT COMMITMENT

19. FRAME WORK Learning SERVICE DELIVERY Counters, Data base Supervision, Network Transition systems Soft ware features, ownership, role of customers, stand by systems Customer needs Users of system, Users of service RESOURCES Man power, net work, soft ware, hard ware, Transition processes Service delivery Site commissioned, Transition Other resources STRATEGIC RESOURCES MAINTAIN STRATEGIC RESOURCES Man power, network Training, team formation, key trainers, equipment

20. Linkages to strategy Management of transition systems Role of learning Strategic resources Adaptation to context Resource allocation Place, material, trainers, time slots, staff nominations, equipment, channels, budgets Monitoring and evaluation Alignment of indicators Numbers available, slack Political commitment

21. Theoretical basis for framework • Implementation of strategy (Wheelen and Hunger 2001). • “the process by which strategies and policies are put into action through the development of programs, budgets and procedures” • Implementation is non linear and takes time (Hrebiniak and Joyce 2001) • Realized strategy is an outcome of iterative process of resource allocation ( Bower and Gilbert 2005) • Resources are intangible and tangible assets tied semi-permanently to a firm (Wernerfelt 1984) • The outcome of realized strategy is performance • Operational means “defining in terms of observable physical operations” (Alpert 1938)

22. OPERATIONAL FRAMEWORK SERVICE/GOODS DELIVERY CHAIN LEARNING Sensing, Monitoring, Evaluation Development RESOURCES REQUIRED CUSTOMER NEEDS STRATEGIC RESOURCES SERVICE/GOOD DELIVERY MAINTAIN STRATEGIC RESOURCES OTHER RESOURCES

23. Contributions • Generates an operational framework for implementation • Is a generic framework • Robust • Has validated theoretical linkages • Is empirically validated in services context

25. Chennai 1-10-1987 Bangalore 4-09-89 Trivandrum 21-07-90 Sites commissioning 1989 --- 3 1990 --- 1 1991 ---4 1992 ---2 1993---7 1994 ---8 1995 ---17 1996 ----8 1997 ----11 1998 ----3 1999 ---19 CMC TILL 1998 CRIS from 1999 Network – 1999 TRAINING INITIALLY 50 STAFF BY CMC 1987- 1992 – 500 staff 40 DBA Regular training at induction from 1992 onwards Performance

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