Solution

Objectives & Benefits Many a businesses have realized that the driving force behind a successful business should be the talent of its valued human resources reinforced by supporting processes. Instead of weighing down innovative management ideas and collaborative thinking with bottleneck protocols and sluggish information dissemination, software can be used for business process automation in any office setting. Software provides a channel for communication, design, implementation, management, and optimization of automated business processes through information technology. The best software solutions are designed specifically for business users. Over the years, software solutions have also become more user friendly with intuitive graphical user interfaces (GUIs). Individual automated applications can be designed collaboratively across great distances by talented business people with no special training. Now virtually all "paper work" can be done efficiently online through a secure network, making approval processes easy and limiting the risk of lost or stolen documentation. The advantages of implementing software solution are: Provide seamless integrated flow of information and incorporate the industry leading practices in the areas of shipbuilding, ship repair, project based manufacturing and design to deliver. Standardize entire business functions. Provide support to all their existing lines of business and future ventures. Provide strong support for ports current & future business strategies. Provide ease of support interfaces, maintenance and upgradeability of systems. Improve production reliability, optimize inventory and employee efficiency. Monitor key performance indicators of the organization on a real time basis by the port management. Automate day to day functional operations using work-flows and electronic approval processes, document management system, management reporting and dashboard.

Solution Strategy The strategic considerations while implementing automated solution will be:

Future expansion The solution will be used for automating all the business functions of the port and to meet the future expansions in terms of locations, scale of operations and new product lines/business. Global Standards Provides best of the global practices in design, ship building, quality, costing, enquiry & order management, ship repairs, safety and risk management. Solutions Available Enterprise software such as Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) are among the solution and are unique in nature. Because every business that uses them is different, ERP and CRM software must be custom tailored to the needs of each business. Traditionally, that has meant either custom developing an ERP or CRM system for the specific requirements of an organization or purchasing an existing ERP and CRM system and customizing it. Both approaches have significant issues. Custom development projects often start innocuously. "We know what we need, so let's do it." "Doing it" in software development, though, could be expensive and risky, and the majority of custom software development projects ultimately fail to meet the needs of the users. But the greater risk actually knows what you need." Even if the custom developed software met the needs at the time it's developed, it may not follow best practices in the industry or properly anticipate the longterm needs of the organization. As technology and business needs change, the organization is saddled with the burden of modifying the software. This is why industry studies have shown that long-term maintenance costs are often three to four times the original cost of software development. Purchasing a commercial ERP or CRM system from a vendor presents a different set of issues. On the surface, this option may seem appealing because it eliminates the risk of custom development, obtains both industry best practices and the latest technology, spreads out development costs across the vendors' customer base, and makes the vendor responsible for long-term maintenance of the software. In reality, commercial ERP and CRM software could be expensive and difficult to customize, and leave the user vulnerable to "vendor lock-in." Commercial software requires significant upfront licensing fees, often before an organization truly understands whether the software will fit its needs. It is also written based on the vendor's vision of an "ideal" company. If that deviates significantly from the user's reality, there is limited ability to change it because you don't have access to the source code. Finally, if the vendor is bought, goes out of business, or simply discontinues a product, the user may be left without any means to support his applications. The Open Source Alternative Open source brings an alternative which addresses many of the key problems of both custom and commercial enterprise software. It begins by offering the user a freely available code base as a starting point. The user can try it for free to see if it meets his needs. There is no risk of upfront licensing fees for software that may not work. If no modifications are required, open source software can be implemented with the same rapid time-tomarket as commercial packages. If customizations are required, the user has a head start with an existing code base. Furthermore, he can leverage the expertise of both in-house and open source community developers. An open source project brings with it the domain knowledge and business requirements of many contributing organizations, significantly reducing the specification risk typical of custom

software. Open source communities also offer user-developers collaborative help in developing and debugging of his software. The net result is better software in less time. Longer term, open source offers the user the control of custom software and the external resources previously available only with commercial software. With the source code in hand, the user can decide on future support and upgrades. There is no one to "discontinue" the software for him. At the same time, because the software shares the common roots with open source, he can obtain support and upgrades from the open source community or purchase professional-quality support from a range of vendors in the community. Thus, the risks of becoming "stranded" due to the loss of vendor support or key employees are significantly reduced with open source.

Functionalities and Specifications

Finance Module:
In today's competitive world, for any organization, sound financial planning and management is very important to ensure sustained growth and good health of business. For enabling this, you need to have an end-to-end view of your business finances. Financial Management Solution helps you achieve all this, and a lot more. The solution can help transform your hitherto administrative financial tasks into wellsynchronized processes to enable the best possible financial supply chain management. With Financial Management Solution, you can automate your entire financial management process. It is the most comprehensive end-to-end, full-fledged, self-contained financial management system that is so essential for monitoring your bottom-line and streamlining your entire financial management process. It helps you maximize profits and maintain liquidity and financial stability in the most efficient way. The solution helps your finance department to strengthen short-term performance, and enable long-term growth. Financial management modules can help a company automate many of the costly and time consuming tasks relating to finance and accounting. The financial module is the core of many ERP software systems. It can gather financial data from various functional departments, and generates valuable financial reports such as general ledger, trail balance, balance sheet and quarterly financial statements. Examples of tasks that can be automated include: Posting transactions to the general ledger Preparing the financial statements Preparing and adhering to budgets Scenario analysis Managing accounts receivables, billing and collections Managing payables Managing multiple currencies and languages Administering rules relating to cash and budget management Managing compliance with regulatory, tax and other reporting requirements

Accounting

Investment Management

Debts Management

Budget Management

Financial Management

Financial Reporting

Asset Management

Tax Management

Bank Interfaces

1. Accounting: The financial accounting system objective is to provide company-wide control and integration of financial information which is required for strategic decision making. The Financial Accounting Module of an ERP system gives you the ability to centrally track financial accounting data within an international framework of multiple currencies, companies and languages. It will cover up the following functionalities: a. General Ledger: It is essential for financial accounting and decision making. It serves as a central pool

of financial data and in accounting area. From here origin of a transaction can be traced. It supports all the functional needs in financial accounting.
It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. x. Posting in detail or in summary to the general ledger. Cash or Accrual Based Accounting. Posting invoices back to prior periods. Audit requirements as needed. Grouping of vendors for payment purposes. Invoice Aging Reports Reports to review productivity and pinpoint problem areas. Employee expense reports. Employee advances LTC, TA etc. Reconciliation of employee advances with the expense claim.

xi. Employees personalized ledgers. xii. Recording and reporting on disputed items
xiii. Cross checks at the time of trial balance processing the bank balance. xiv. Cash requirements forecasting. xv. Maintenance of pension, gratuity and GPF trust accounts

b. Accounts Payable:

This module provides the functionality to enter, monitor, maintain and process for payment of invoices and credit notes that the organization received from its vendors. The key functionality of this module is as follows:
It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. xiv. xv. xvi. xvii. xviii. Allocation of overhead costs to projects. Freight, insurance etc. Accounting distribution information for line items in purchase orders. Vendor analysis based on pre-defined parameters Vendors categorization for reporting purposes. Categorization of vendors for financial tracking purposes. Tax payments like TDS, Service Tax, works contract, excise duty etc. Tracking of TDS and issue of TDS certificates. Ability to make advance payments and initiate bank transfers Ability to automatically calculate due date based on invoice / receipt date Discounts within the current payment terms. On-line bank reconciliations. Wire Transfers. Miscellaneous payments and accounting thereof. Recurring Payments. Contract payments, running bills with details of deductions etc. Online preparation of debit / credit notes. Policy/procedures for handling stop payments with reasons for stopping the payments. xix. Invoices billed to distinct companies, cost centers or other. xx. Matching invoices to related purchase orders. xxi. Refund of Earnest Money Deposit and Security Deposit collected for different works

c. Accounts Receivable: This module helps in tracking all the invoices that is awaiting payment from customers. The key functionalities of ACR are: Accounts classification for reconciliation & Control, on-line credit management, reminder letters with varying degrees of severity, aging Analysis reports for review, interest for late payments, customer statements. It will cover the following tasks: i. ii. iii. iv. Policies and procedures about adjusting payments. Policies and procedures about reversing payments. Adjustment of receivables. Discount payment terms.

v. vi. vii. viii. ix. x. xi. xii. xiii. xiv. xv. xvi. xvii. xviii. xix. xx. xxi. xxii. xxiii. xxiv. xxv. xxvi. xxvii. xxviii. xxix. xxx. xxxi. xxxii. xxxiii.

Partial payments of invoices. Different customer types Grouping of customers for payment rules. Customer information centrally Automatic numbering of new customers as they are created. Customer account status. Customers statements electronically/ Different payment terms Entry of payments in batches. Entry of invoices in batches. Automatic identification of general ledger accounts for specific transactions during Invoice Entry. Applicable taxes and duties for use when preparing invoices. Use of standard invoice lines with default information. Calculation of tax charges at different rates. Calculation, storage and remittance of Service Tax Charging finance charges. Revenue, receivable, freight and tax accounts for each invoice type. Creation of charge backs (Debit Items) for customer deductions. Creation or recognition of outstanding receivables. Reason code master for out standings ability to record action items for out standings. Tax reports for reconciliation with General Ledger. Unbilled receivables. Up to date tax rate information. Deposits and/or prepayments. Non-customer related payments. Reconciliation of payments with the bank. Receipt notice to create / generate an invoice to bill a customer. Track credit information for each customer. Track revenue on invoices

2. Investment Management: The investment programs are carried out to tell the up to date information about funds, plant cost and actual cost from external and internal activities. The investment program allows distributing budgets which helps to monitor the budget and avoid over run. It also helps us to manage and plan capital projects. It will cover the following tasks: a. Maintenance of investment register b. Planning and keeping track of the investments made by the Port in different institutions, their maturity value, evaluating different options of investments.

3. Debts Management: This module records the revenue collected and debts incurred by the organization. a. Revenue Collections:

The intent of this module is to collect information of revenue collected and generating reports around it. It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. Recording of all revenue collected. Generation of report of all revenue collection according to revenue head Generation of forecast for revenue collection according to revenue head Ability to create advance/ deposit / receipt against invoice based credit advice received from the bank either electronically or manually. Generation of status report of the agents deposit account Recording all outstanding revenue collection according to revenue head and party Generation of report of all outstanding revenue collection according to revenue head Generation of reminder letters Maintenance of TDS by parties while making payments to Port to be accounted for in the tax module. Payment of service tax on applicable services by parties to be accounted for and remittances to be made to the authorities. In case of refund in POS/PCS the transaction will go through ERP. In case of transfer of funds between parties, the same should be reflected in ERP. Provisional service tax facility should be there.

b. Debts Management: This module maintains all the debts and keeps track of them. It will cover the following tasks: i. Maintenance of debts registers. ii. Planning for debt service & recording all the loans of the port and keeping track of repayments on due dates including interest calculation and alerts. 4. Budget Management: The Budget Management module allows preliminary determination of service types and partial plans that should be included in the organizational budget. The budgeting process starts with the entry of planning data, either manually or by transferring data from the preceding year's budget. It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. Various types of budgets viz. Revenue & expenses, Capital, Project, etc. Budget versions and revisions for one budgeting period - fiscal year. Track changes to budgets and report on changes to budgets. Prepare budgets at various levels viz. budget, type & cost centre wise Budgets based on historical data/ zero based budgeting Centralized budgeting with decentralized proposals Budget consolidation at various levels Conversion of budgets from Excel, or another spreadsheet program. Budgeting and monitoring across accounting periods for each budget.

x. Generation of reports by users based on variables defined by them. 5. Asset Management: Serves as a sub ledger to the General Ledger Manages Companys fix

assets and provides detail info about assets related transaction.

It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. xiv. A comprehensive fixed assets register Maintenance of data on break up of asset cost Maintenance of data on reference, approval no. etc. regarding capitalizing the asset Usage of SLM, Reducing Balance etc. depreciation methods Usage Depreciation on revaluation based on useful life Calculation of depreciation automatically globally or for categories of assets, using a user initiated process. Retain data for sold or discarded asset with flag. Generation of necessary transactions to support asset writeoff's Generation of the entry for loss / Profit of sale of assets Generation of necessary transactions to support asset transfers Post write-on, write-off and transfer transactions automatically to the General Ledger Generating adjustment transactions online for posting to the General Ledger Drill down facility from General Ledger based on a voucher number Capture of data for fixed assets at the time of assets code in GL being debited or credited.

6. Tax Management: The Tax Management (TX) module provides organizations with centralized tax configuration, management, and reporting. Integrated with other financial modules allows you to collect tax information from all financial documents into one single repository and generate reports required for tax filing. It will cover the following tasks: i. Management of all transaction taxes like TDS, Service tax, works contract tax, VAT, Excise duty etc. as per Indian conditions. ii. The system will support linkages to computer network of specified banks for credit/debit charges direct to the Port account. iii. Payment of income tax 7. Bank Interface: This module interacts with various banks and maintains their accounts, transactions and statements with the port. It will cover the following tasks:
i. ii. iii. iv. v. vi. Management of multiple cash books Closing of cash book at the end of the day Posting of cash movements from Accounts Payable, and Accounts Receivable Monitoring of up to date funds availability Printing of cash book for specified periods Printing of cheques & cheque validation

vii. viii. ix. x.

Transfer of payment advice to banks Maintain bank account balances and transactions for each cash book. Daily statement of receipts and payments bank wise. Capability for E- payment with banks, RTGS and collection of input of bank statement details electronically

8. Financial Reporting: Create all reports and charts necessary to control spending and revenues and then improve next actions and strategies. It will cover the following tasks: i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. Closing of an accounting period for Financial Reporting. Hard close or a soft close for an accounting period for Financial Reporting Adjustments to closed periods for Financial Reporting. Opening an accounting period for Financial Reporting. Standard reports and statements for Financial Reporting. Business performance statistics monitoring for Financial Reporting Distribution list for financial reports. Online (softcopy) distribution and remote location printing for financial reports. Financial reports for different divisions or cost centers Financial consolidations On-line availability on port activity wise revenue and expenditure details On-line availability of Cost Centre analysis, Balance sheet, P & L and fixed assets registers

Stores Management:
Stores management is part of the overall function of materials management. Materials management is the process if planning, implementing and controlling the flow or storage of input, facilities, service and information efficiently and effectively from the point of supply to the point of consumption in the conformity of the companys objective. Stores organization may be defined as a systematic coordination and combination of efforts in manner, which would result in optimum efficiency with a minimum of expenditure. Objectives and Responsibilities of The Store function: Store is an organization is primarily intended to assist in the production of goods or services and no industrial unit of public undertaking of any significant size can be efficiently managed without it. The basic objective is to provide a service to the operating functions and this aspect must be fully appreciated. All the other activities, although they have their own importance, are subordinate to the main responsibility. The service rendered by Stores can be categorized into 4 broad divisions: To make available a balance flow of raw materials, components, tools, equipments and any other materials necessary to meet operational requirements. To provide maintenance materials, spare parts and general stores as required. To receive and issue finished products. To accept and store scrap and other discarded material as they arise.

The major responsibilities of Stores are: Identification of all material stored. Receipt of incoming goods. Inspection of all receipts. Storage and preservation. Materials handling. Packing. Issue and dispatch. Maintenance of stock records. Stores accounting. Inventory control. Stock-taking

Various Processes Required in Stores Management at Port:

Item Management

Supplier Management

Budgeting

Reports

Stores/ Inventory Management

Alerts

Purchase

Stores Management

Purchase Order Management

Requisition Management

Material Receipts & Issue

Tools Management

Request for Quotation/ Tendering

Material Controlling and Planning

Scrap Management

1. Item Management: a. Ability to group all items based on category and sub category for Example, Yard Items, Ship building Item, Stock Item(Consumables & General stock), Project Items(Capital) etc b. Ability to link items to suppliers /vendors on supplier master c. Ability to assign standard Unit of Measurement (UoM) to items d. Ability to Refer and apply standard conversion of metric units across various metrics standard should be available e. Ability to attach multiple drawings, document, special terms to applicable items for document retrieval and reference. f. Ability to define procurement lead time including pre-order processing time, post order processing time to each material. g. Ability to calculate procurement lead time based order date, vendor shipping date and actual receipt date. h. Ability to attach rate contract as applicable i. Ability to allow authorized users to create, modify, Deactivate Item records. j. Ability to request addition of New Item to Item master through system and obtain requisite approvals with following details: - Item name - item description / specifications - Reasons mentioning the need for the item - Approximate consumption - In case of replacement item, then name or code of the item being replaced" k. Ability to allow authorized user to enter the required Material Master Information for the new material based on approval l. Ability to restrict / warn user adding new Items whose details are already available in the Item master (Automatic Duplication Check) 2. Supplier Management: a. Ability to capture vendor name, address, contact, banks, payment term, business, place of origin and statutory details (Tax and Legal Entities details) b. Ability to attach certificates, clientele, references, catalogues etc regarding a supplier / vendor for document retrieval and reference. c. Ability to add new vendor to the vendor master based on approval d. Ability to capture suppliers' product portfolio e. Ability to identify vendors by a unique coding system f. Ability to filter all vendors based on multiple parameters such as product code / Region, etc. g. Ability to allow authorized users to create, modify, block/un-block transactions on vendor records. h. Ability to maintain repository for i. Past records /history of vendor performance for rate contracts, ii. quality, quantity received and delivery iii. Alternate / backup vendors or debarred / blacklisted vendors i. Provision of system to request for new supplier creation with following information: i. Supplier Name ii. Supplier Address iii. Supplier Type

iv. Requestor Name v. Reason for Request" j. Ability to not allow Purchase orders/Payments to un-registered vendors (not listed in Vendor Master or without vendor code). k. Ability to send confirmation emails/notification/alerts to the designated users once the vendor record is created l. Ability to Allow blocking/unblocking of Vendor based on approval for a period m. Ability to capture supplier feedbacks pertaining to any earlier orders. For Example: Reason for delay deliveries. 3. Budgeting: a. Ability to define various types of budget like revenue, capital etc. b. Ability to define and gather requirements under revenue as Consumption and Procurement budget. c. Ability to review actual spend v/s budgeted amount d. Ability to set limits on expenditure above budgeted amount, and send workflow alert to the concern department 4. Purchase: a. Requisition Management: i. Ability to create Material Codes. ii. Ability to create indent with Indenting Department, Section, Budget Code, Ship/Project Number, Material code (if present), description, unit code, and quantity, required by date, probable supplier, Mode of procurement (Propriety, Nominated, Quoted and Non-Quoted) any additional annexure attachment features(final approved) iii. Provision of checking item (stock) availability by indenter before creation of Indent iv. Provision of system to suggest Need-by-date or any earliest available date based on the MRP and various lead time recorded (Procurement, Design, Delivery etc.) in the system. v. Ability to segregate indents based on the category/ department of request such as Project material, Service, asset, Utility & Maintenance, etc. vi. Ability of system to create a indent for project related items so that the procurement cost is booked under project expenditure. vii. Ability to link indent for contracted item (such as Administration, Canteen, Outfit and Transport etc) to Rate Contract. i.e., system to pick up item name , rate , quality , specifications etc directly from Rate Contract. viii. Ability to notify or allow user departments / stores to create indents where min max levels for items are specified and goes below the order level(Buffer Stock) ix. Ability to notify or allow user departments / stores to create Indent based on material Re-order levels, Lead times associated and current inventory. x. Ability to Review the current status and action history of Indent xi. Ability to escalate approval of Indent if no action is taken on the Indent based on a predefined rule. xii. Ability to edit Indent by creator (indenter) before approval / authorization xiii. Ability to Perform online funds/ budget checking before creating Indent xiv. Ability to create a purchase Indent from an existing Indent through copy functions.

b. Request for Quotation and Tendering: i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. Ability to maintain commercial checklist for evaluation of offers Ability to generate tender (RFQ/ RFP) based on approved indent Ability to merge multiple indents for generation of tender Ability to configure different types of tender (Global, open, limited, single, EOI, etc) Ability to choose the mode of tendering - single bid, two bid etc. Ability to approve tenders on-line with required DOP Ability to escalate approval of Tender if no action is taken on the Tender based on a predefined rule. Ability to track EMD/Tender Document cost corresponding to particular tender and vendor. Ability to manage/ track pre bid clarifications Ability to track tender milestones like date of pre-bid meeting, date of submission, date of opening, date of financial bid opening, etc Ability to cancel enquiry and refloat the same enquiry with provision for adding new vendor or change in specification and generate a new enquiry and send it to the vendors. Ability to authorize control/handling of tenders as per Department/purchase officer wise/indenter wise/item class wise etc. Ability to record vendor response based on different type of tender, online Ability to separate and control the access of the techno-commercial bid from the price bid.

xii. xiii. xiv.

c. Purchase Order Management: i. Ability to link PO tech spec and other relevant docs with the PO ii. Ability to generate Letter of Intend (LoI) based on recommended offer of vendor, and subsequently create Purchase Order (PO) iii. Ability to generate Purchase order iv. Ability to covert a tender/proposal into a PO v. Ability to mail PO to vendor vi. Ability to segregate PO as Imported, Indigenous (interstate / intrastate), Cash Purchase, Contract etc vii. Ability to receive orders acknowledgement from the vendor viii. Ability to follow up for delivery by sending reminders to vendor ix. Ability to generate multiple POs against one Indent to multiple vendors x. Ability to create a Purchase Order with staggered delivery schedule item wise xi. Ability to release schedules at a later stage against a Purchase order for staggered delivery(where schedules are not known) xii. Ability to provide taxes and duties for individual items in the Purchase order xiii. Provision for ship-to address, bill-to address, invoice-sent-to address etc. in the purchase order xiv. Ability to capture inspection requirements and acceptance criteria in PO. xv. Ability to check for budget allocation when generating a PO xvi. Ability to generate PO with a unique number with pre-defined parameters for easy PO tracking xvii. Ability to generate POs with quantity but no delivery schedule (contracts) xviii. Ability to create and manage rate contracts / agreements with unit rate with each supplier.

5. Store Management: a. Material Receipts and Issues: i. Ability to maintain and run the day book/GRN (Stores Ledger) detailing the opening and closing stock, receipts, issues, price and quantity ii. Ability to record the Daily Receipts/GRN in the system (Day Book) against PO reference or contract references and generate a entry number iii. Ability to generate gate pass at security gate once transporter arrives at the gate with details such as Gate Entry Number, PO Details, Vehicle Number, Time of arrival, Transporter Type and name. iv. Ability to capture weight of consignment from weigh bridge v. Ability to generate SIV based on MLF / BOM / Block by user department(production) vi. Ability to book freight differential /collection/other charges of supplier vii. Ability to link SIV, GRN, PO and Indent viii. Ability to issue items at actual receipt value/PO Value for each project (not averaged value) ix. Ability to record non-delivery and supply/damage certificate from the transporter and party when goods delivered x. Ability to record short supply and track till closure xi. Ability to generate intimation to purchase officer on items diverted to any other project xii. Ability to Validate Delivery Note/Invoice details received from various sources xiii. Ability to record and intimate damaged condition of consignment on receiving at Store xiv. Ability to maintain list of authorized personnel's to collect material from Store xv. Ability to register money receipt against freight bills paid by cash/cheque. xvi. Ability to deduct short supply from supplier and at a later date settle it by reversal(Short close of PO) xvii. Ability to maintain stock transfer across stores / sub stores xviii. Ability to capture and manage items arrived at stores through Stores Rejection Voucher (items rejected from site after stores issue) xix. Ability to generate Inspection note for inspection from stores to Quality department xx. Ability to direct and record the place/location of receipt (receiving bay, department in case Direct Delivery, Raw Material store/yard, etc.) of the goods. b. Tools Management i. Ability to maintain Tools master with details such as: Category, Tools code, description, Tool type (Chargeable, Non-Chargeable), Location, UOM, Safety check required options, etc. ii. Ability to maintain Tools rent tariff linked to the tool code with details such as: Tool rent, Qty, UOM, Effective date, Rate Type, etc. iii. Ability to issue/return Tools and equipment for chargeable purpose such as tools issues to sub-contractor and Contractor

iv. Ability of system to issue/return tools and equipment for Non Chargeable purpose such as issues to internal departments and employee v. Ability to generate a Tools Issue Note (TIN)/Tools return Note (TRN) while issuing/receiving the tool with details such as: Type of tool, quantity, Issued to whom (Employee or subcontract code), Issued/received by whom, code number and signatory note, due date for return etc. vi. Ability of system to generate a invoice or Liability note with the required rent based on Tariff for adjustment to contractor payment vii. Ability of system to keep track of Personal Protective Equipments (Helmet, safety shoes, working dress, soap, towel etc) from general store, taken into sub-store stock and issue to the employees viii. Ability of system to block tools issue if safety check/periodical maintenance is not done or expired, system to provide alerts on further actions ix. Ability of system to keep track of all the tools in stock and issued online. x. Ability of system to return the damaged or scraped tools for disposal and write off xi. Ability to track and follow up the tools for time bound return.(system to generate report for unreturned item based on return date in the TIN/TRN xii. Ability to issue and track office assets such as containers / facilities for service engineers / agencies / subcontractors to carry out site works in CSL.. xiii. Ability to transfer section specific tools to concerned sections and to maintain separate section-wise inventory master xiv. Ability to link tools liability of the contractor to the work order issued xv. Ability to maintain and track the periodical maintenance/breakdown maintenance/testing of tools (blowers, grinding machines, lifting tackles, etc.) xvi. Ability to raise request for repair of tools and tackles to concerned departments. c. Material Controlling and Planning: i. Ability to capture shelf life and re-order level details for items and automatically raise alert for action inventory falls below re-order level. ii. Ability to analyze the consumption pattern, present stock and ordered quantity, production plan, etc. to plan for inventory (for consumables and stock control items) iii. Ability to maintain various review (Inventory Counting) depending upon the lead time and rate of consumption iv. Ability to generate various inventory reports like ABC, XYZ, FSN etc. v. Ability to analyze age-wise and location-wise inventory, category wise, store code wise, shop floor wise for ageing analysis vi. Ability to analyze raise in inventory based on qty escalation based on change in consumption pattern vii. Ability to track stocks at transit-store after it issued from main store as "consumed (consumption posting)" for projects. viii. Ability to classify inventory as stock items, non-stock items, fixed assets and apply appropriate codification structures to identify each ix. Ability to enter List prices of materials in the item master and update in bulk (all item one time) based on past history x. Ability to conduct inventory verification online with relevant formats xi. Ability to do Stock Verification based on perpetual / cycle / physical counting or any other defined method and periodicity

xii. Ability to perform inventory verification by group wise, location wise, item wise etc. xiii. Ability to classify inventory based on periodicity and coverage of verification (e.g. annual verification with 100% coverage) xiv. Ability to reconcile and update inventory status and valuation based on verification xv. Ability to lock inventory levels (receipt/ issue) during verification period xvi. Ability to post stock adjustment transactions (positive and negative adjustments) to adjust quantity and / or value after approval during inventory verification. xvii. Ability to revalue inventory, with tracking to revert back / to get original value, if required. xviii. Ability to facilitate diversion of items between the vessels/hull blocks/projects with concurrence of concerned authority and to generate necessary alert for further action on item xix. Ability of the system to generate list of surplus items against project, to transfer the items to the general stock, and to allocate against new request xx. Ability to record, return and replace the damaged/defective/short supply/emergency items as available against stock availability with concurrence of concerned authority and to regularize the same against MLF xxi. Ability to maintain and manage storage and supply of project specific-stock control items such as paint etc. d. Scrap Management: i. Ability to declare scrap material with certain reason codes and attach description ii. Ability to highlight material obsolescence / surplus/Write off to the respective stakeholders iii. Ability to analyze the original value of inventory and the value realized out of scrap sale and report the difference iv. Ability to generate a unique code to material to be scraped with a link to item code. v. Ability to configure workflow to authorize change in status of item to "disposed" vi. Ability to apply appropriate accounting principles to disposed items vii. Ability to suggest reserve price to the survey committee based on predefined inputs viii. Ability to support disposal process through physical auction as well as e- auction ix. Ability to record the e-auction results in the system and record Tender committee acceptance /rejection based on reserve price x. Ability to evaluate and rank offers xi. Ability to record the observations of the write off committee on the proposal as well as condition and expected sale price of the materials identified for disposal xii. Ability to evaluate the proposals for write-off of the materials xiii. Ability to record the scrap sale orders in the system xiv. Ability to allow the parties to lift material by generating Gate Pass and commercial invoice xv. Ability to link bill of entry, duty paid and Sales order, during dispatch Note creation in the system( Bonded Items) xvi. Ability to block dispatch of Item for which duty balance in not available in the bond register 6. Reports: a. Tenders due for coming 'n' days

b. Indents pending in various stages like tender issued, tech evaluation, commercial evaluation, Tender committee, Financial concurrence and approval, awaiting POTS c. List of indents with present status d. List of indents for which items has been received at stores for a particular project from a particular section e. List of Purchase orders issued for the last n days project wise f. List of Purchase orders issued in the last 'n' days with value more than 'x' lakhs g. List of indents cancelled, diverted to other modes of procurement or for correction by indenter h. Present stock of a particular item with the project allocated for the same i. Indents for which PO not issued within 'n' months j. PO Status - pending Order acceptance, Pending BG, pending dispatch / pending insurance k. List of items in transit, pending clearance, original documents not forwarded to CHA / collection agent l. List of items pending Inspection m. List of items for which discrepancy has been recorded during inspection n. Status of pending payments 7. Alerts: a. b. c. d. e. f. g. h. i. j. k. Renewal / revalidation limit for customs bond Expiry date of running contracts Tenders due. Offer validity Items received at stores in the previous day Stock status of consumables Validity of contract, qty ordered till date for consumables Guarantee expiry date for each equipment List of new vendors added Change of vendor details updated in ERP Stock level of consumables

General Administration:

Vigilance/ Welfare Management

Organization Management

Legal Case Management

General Administration

Labor Management

HR Management

General Management

Time Management

Payroll

1. HR Management: a. General Management: i. Processes covering the HR management life cycle 1. Starting from recruitment to retirement in the Port and including post retirement processes like pension. 2. Past experience. ii. Human Resource Inventory 1. Personal, family details 2. Medical history 3. Qualifications 4. Skill sets (typing, stenography, Hindi, Trade test etc) 5. Experience 6. Training programs undergone (in house & external) 7. History of employment in the Port & outside 8. Track record 9. Performance grading iii. Capture of personnel data at the time of entering the service. iv. Updating the status as and when the events occur preferably direct from the relevant module itself. v. Returns from the employees like Annual Property Returns vi. Maintenance of Annual Confidential Reports monitoring due dates for submission including communication. vii. Status changes of the employees promotion, demotion, suspension, transfers, deputation, study leave, temporary assignments etc. viii. Disciplinary actions against employees 1. Date of initiation. 2. Date of disposal. 3. Orders and its review. ix. Analysis of manpower requirements, availability etc. x. Maintaining lists of Board Members, CISF personnel, Teaching & non-teaching staff of Educational Agency, Check off system to keep track of the membership for the trade unions in the Port, their affiliations, regd. No etc. xi. Recruitment of contract employees, renewal and its maintenance xii. Recruitment of part time employees and payments xiii. Grievances xiv. Court cases arising out of service matters b. Time Management: i. Leaves Administration: 1. Ability to define the leave options, 2. Ability to set up eligibility criteria for leaves in a calendar year & Maximum accrual of leaves for employees 3. Ability to request for leaves and a notification should be sent to the concerned approving authority as per the rules for approving the leaves requested by the employees.

4. Ability of system to send the notification to the approving authority to approve/reject the request and as per the action taken, the system should be updated and the employee should get a notification about his leave approval/rejection/oh hold. 5. Ability of system to update the leave balance of the employee when the employee goes on leave/encashed leaves/surrenders 6. Ability of system to send the notification to the payroll with the updated leave balance and the time data of the employee for processing monthly payroll 7. Ability of system to generate weekly/monthly/quarterly/half yearly/annually reports of the leave encashed/surrendered 8. Unauthorized Absence - Ability of system to generate weekly/ monthly/ quarterly/ half yearly/ annually report of unauthorized absence 9. Ability to record / request for the leave; the employee should be able to request for the leave and the notification should be sent to the concerned approving authority for approval as per the regulations 10. Ability of system to send the notification to the payroll with the updated leave balance and the time data of the employee for processing monthly payroll 11. Ability of system to send a notification to the ER section if the employee has not notified about this leave/absence for duration of more than a month. ii. Holiday Calendar: 1. Ability to set up the holiday calendar every year 2. Ability to define/set up the holidays as per the discussions with the management/employee union/officers association and the same must be filed in Document Management System 3. Ability of system to send a notification to concerned approving authority as per the rules for approving the proposed Holiday Calendar 4. Ability of system to update the approved Holiday Calendar and send a notification to all the employees, management, payroll, time staff. 5. Ability to publish the approved Holiday Calendar on intranet c. Payroll: i. Salary Bills 1. Preparation of monthly salary bills for employees. 2. Attendance, leave and absence should be captured in the system. 3. Fixation of pay on initial appointment, promotion / reversion should be done. 4. Increments should be processed automatically 5. Over time booking, engagement and processing for working day /holiday/rest day 6. Calculation of incentives based on performance and including the same in the salary bills. 7. Payment of remuneration for trainees /Apprentice /Contract/ Part Time employees should be made through the system. 8. Implementation of validation rules for Payroll

9. 10. 11. 12.

Maintenance and audit of Payroll data. Centralized or decentralized payroll maintenance Splitting of salary between multiple cost centers. Payment through bank / ECS etc.

ii. Other Payments. 1. Processing of bonuses and performance incentives advance and final payment. 2. Application, Approval, Bill preparation & payment of Scholarship 3. Encashment of earned leave for the employees on request 4. Preparation of honorarium statement and payments 5. Preparation of bill for the cash award for the employees 6. Bill preparation for reimbursement of tuition fee, newspaper etc and payments iii. Loans and advances 1. Application, Approval, Bill preparation & payment Festival Advance and recovery thereof 2. Application, approval, bill preparation & payment of computer advance, fan advance etc and recovery thereof 3. Application, approval, bill preparation & payment of Medical Advance, settlement & reimbursements. 4. HBA advance application, processing & recovery and ledgers. 5. Maintenance of provident funds accounts including subscriptions, advances, loans etc. 6. Service like Travelling Allowance/Daily Allowance claims/advance 7. Leave travel concession advance & settlement. iv. Pay Roll deductions: 1. Different types of deductions fixed period, fixed amount, installment, variable etc. 2. Different deduction frequencies 3. Remittance of deductions to various agencies and keep record of the same. 4. Assessment of IT & recovery through salary Tax deduction at source & assessment of taxable perks. 5. Employees group insurance subscription recovery and payment. 6. Recoveries in respect of different heads should be recovered in their respective account heads itself like HBA etc. v. Pension: 1. Calculation of retirement benefits, pension entitlements and final settlements for superannuation, Voluntary Retirement Scheme, Special Voluntary Retirement Scheme, resignation and termination 2. Preparation of monthly Pension payment to employees & Tracking of pension 3. Pension revision, arrear calculation & payments

2. Organization Management: a. Ability of the system to represent the functional structure of the company based on tasks/projects/functional requirements. b. Ability of the system to evaluate headcount, current division of tasks, reporting structures in the company according to department c. Ability of the system to identify the responsible user for carrying out Business Workflow tasks d. Ability of the system to provide task-oriented authorizations e. Ability of the system to provide an intuitive interface for creating and editing organizational plans. f. Ability of the system to provide managers with data on the organizational plan of their area of responsibility and enables them to edit this information. g. Ability of the system to provide several organizational plans in different plan versions, one plan version, you depict your current valid organizational plan which you use for your current business processes (evaluations, Workflow, personnel planning, for example).In additional plan versions, you can depict organizational plans as planning scenarios (for Business Process Re-Engineering, for example). h. Ability of the system compare current organizational plan with the planning scenarios and transfer data from the simulated structures into the current organizational plan. i. Ability of the system to create Organizational unit/Positions/Jobs/Task in Organizational Management and also define the workflow j. Ability of the system enables Staff assignment for each organizational unit and provides the list of current persons (employees), users and vacancies k. Ability of the system to provide characteristics that can be assigned for each position which can be evaluated using reports l. Ability to create positions that are similar or the same, as you will not have to assign tasks and characteristics to each individual position. m. Ability of the system to assign employee to a position and determine, where a employee is functionally assigned in the company & which tasks employee performs n. Ability of the system to create a Task catalogue as it defines the activity which is performed within an organizational unit o. Ability of the system to assign validity period to position or assignment so that it can be restricted or terminated by the authorized user 3. Legal Case Management: a. Ability to register Court cases. b. Detailed Information on i. Pending Court cases. ii. Advocates Details. iii. Court Details. iv. Legal Case Registration Details. v. Legal Case Status Update. vi. Case Status Details. vii. Next Hearing Details. viii. Total Cases registered Department-wise. ix. Database of approved Legal consultants. x. Names of legal consultant assigned to the cases.

xi. Status of payment to Legal Consultants. 4. Labor Management System: a. Details of Registered Trade Unions operating at the Port, their grievances vis--vis status. b. Details of disputes and track actionable activities and ability to alert designated people on these actionable items. c. Details of disputes raised by Individuals, Unions, Labor Machinery including cases referred to CGIT and status thereof. d. Details of Name and jurisdiction of Principal Employers, Contracts, Contract Labor force of the Contractors and Payment of wages, Labor clearance etc. 5. Vigilance and Welfare Management: a. Personnel Information with history of vigilance cases, disciplinary proceedings, CBI cases, court cases b. Annual property returns for class I & II employees c. History of contracts/ projects etc. with details d. Status of complaints e. Vigilance returns/ reports to Ministry f. Welfare Schemes scholarships for children of port employees (guidelines / criteria for eligibility), medical aids etc. g. Monitoring of Group Accidental Insurance Scheme for the employees h. Grant in Aid to other organizations for the purpose of welfare activities. i. Data relating to technical examination of works

Marine Management:
Marine Operations of the port includes management of Port Water Limits such as shipping movements within the harbor like Berthing, Un-berthing, shifting and sailing of vessels, Single Point Mooring, anchorage and related applications. The sub-system is responsible for ensuring the optimum utilization of the berth space as well as the proper accounting of the various services like Port dues, Berth hire, Pilotage and Towage, Fresh water supply and garbage collection, etc. Marine operation starts with the Initial operation like feeding of vessel data in vessel definition/profile and subsequently voyage registration and Voyage call number generation. Then the details of vessel movement data entered like Pilotage/Tug details, berthing / un-berthing /shifting / warping, etc. After the operation information, different services availed by vessel from marine are recorded in terms of Marine Job sheet to calculate the marine charges. As per the availed service information Final Marine bills are generated.

Marine Operations

Marine Management

Cargo and Container Management

Vessel and Berth Scheduling

1. Maritime Operations: a. Safely control vessel traffic. b. Enter vital security related information to maintain compliance with ISPS code Port and Facility Plans. c. Track cargoes that arrive, depart and transit the maritime region of interest, while also managing all incidents and delays. d. Configure warning messages to notify users of any abnormal practices or omitted procedures. e. It increases awareness and security in the maritime domain.

2. Vessel and Berth Scheduling a. Voyage Booking: i. Vessel activities and cargo details are recorded. ii. Authorized users are able to input critical information directly to the system via a secure web interface. iii. Electronic manifest information can be sent in via email. iv. Data is validated against pre-configured system business rules to ensure accurate processing and improve operating effectiveness. b. Berth Planning: i. System has a number of tools to assist in planning. ii. The Berthing Tool gives a graphical view of the vessels and berths, providing the ability to accurately re-position vessels to specific pier marks or to adjacent berths. iii. The Ships in Port view shows all berths and anchorages in the maritime domain plus the identity and particulars of vessels at those locations. c. Status Tracking and Conflict Identification: i. Through the use of configurable status settings a vessel visit is easily tracked. ii. Users are constantly kept aware of the current situation as well as the next operational step during the vessels stay in or transit through the maritime domain. iii. Statuses of vessels, cargo and accounts can also be accessed via the web interface, providing significant organizational benefits and improving communications with customers. iv. System warns of potential issues such as multiple bookings to the same berth, vessel draft violations, channel conflicts, and a lack of confirmed resources to service the vessel to name a few. v. Conflicts are re-checked each time visit details change and potential and real issues are identified with system record flags for easy reference. 3. Cargo and Container Management a. Capturing accurate and comprehensive cargo data is accomplished electronically through a variety of message formats and communications protocols. b. All imported data is validated and converted, where necessary, to customer specific internal codes. c. The manifest editor allows for manual entry of manifest data input and editing of electronically input data. d. Tariffs are automatically calculated for each manifest in accordance with customer contract details. e. The result is immediate and accurate recording of cargo revenue and statistical data.

Mechanical Management:
In Mechanical Management we are considering ship building and ship repair process of the port. Shipbuilding and ship repair includes the manufacture, repair, and maintenance of ships. Several types of hazards are common in this industry, including chemical (asbestos, welding fumes, solvents, paints, fuels), physical (noise, heat stress), and safety (fires, confined spaces, falls, heavy equipment).

Mechanical Management

Ship Building

Ship Repairing

1. Ship Building: a. Production Data: i. Ability of the system to create and maintain MLF / MLP / BOM structure of drawings ii. Ability of the system to make the BOM structure active or inactive. iii. Ability of the system to attach the drawings with the BOM structure. iv. Ability of the system to modify the BOM components of a BOM v. Ability of the system to delete the BOM created in the system. vi. Ability to include the downtime of the machineries during planning and record the actual. vii. Ability of the system to plan and capture setup, machine, labor time for every activity. viii. Ability of the system to capture resources available at any point of time. ix. Ability of the system to capture the schedule planned for the vessel. x. Ability of the system to store the drawings and design of the vessel and to retrieve the same for viewing. xi. Ability of the system to update the revision status of the drawings.

xii. Ability of the system to capture the list of activities to be performed for a block/MLF xiii. Ability of the system to capture the sequence of activities performed for a block fabrication/MLF. xiv. Ability of the system to capture the schedule of activates for the vessel. xv. Ability of the system to maintain the cost for activity wise for Block fabrication, Outfit, Erection activities. xvi. Ability of the system to plan ship building activities as per the master project schedule xvii. Ability of the system to incorporate the Quality Inspection activities in the list & sequence of activities to be performed for block fabrication, Outfit, Erection activities. xviii. Ability of the system to plan production activities for a vessel after considering requirements from other running projects. xix. Ability of the system to check availability of materials before planning xx. Ability of the system to generate reports for identifying bottlenecks during production activities xxi. Ability of the system to perform capacity planning of auxiliary equipments like cranes & its allocation. b. Production Execution: i. Ability of the system to generate production orders as per the planning data for projects ii. Ability of the system to generate work orders or production orders as per planning results of scheduling for respective projects. iii. Ability of the system to generate sequence wise production orders as per the sequence of activities to be performed. iv. Ability of the system to capture start and end date of the production order v. Ability of the system to attach the drawings with the production order vi. Ability of the system to capture the scrap quantity. vii. Ability of the system to schedule the activities forward and backward as per the milestones of the vessel. viii. Ability of the system to show the current status of the production order. ix. Ability of the system to calculate the planned cost for the production order. x. Ability of the system to capture and show the person responsible for executing the production order. xi. Ability of the system to integrate the production order with its respective project xii. Ability of the system to record time and quantity of every activity. xiii. Ability of the system to delete the production order. xiv. Ability of the system to generate material issue list from the BOM for withdrawing materials from stores for production activities xv. Ability of the system to check material availability before start of production activities xvi. Ability of the system to list down the list materials not available for that production activity when executing the production order xvii. Ability of the system to raise a request to move the items from main stores to sub stores xviii. Ability of the system to show the test results after inspection.

xix. Ability of the system to raise temporary and permanent work order requests whenever required during production execution. xx. Ability of the system to arrive the micro level plan of the production activities. xxi. Ability of the system to raise a request to issue the materials for the production order activities. xxii. Ability of the system to include the production tools as the requirement for production activities. xxiii. Ability of the system to sequence the interdepartmental activities like advanced outfit, painting 2. Ship Repair: a. General: i. Ability to generate repair specifications ii. Ability to interface with multiple formats of Repair specifications, i.e. of excel, word, pdf formats iii. Ability to include the downtime of the machineries during planning and record the actual. iv. Ability of the system to plan and capture setup, machine, labour time for every activity. v. Ability of the system to capture resources available at any point of time. vi. Ability of the system to capture the schedule planned for the vessel with respect to delivery date vii. Ability of the system to store the drawings and design of the vessel and to retrieve the same for viewing. viii. Ability of the system to update the revision status of the drawings. ix. Ability of the system to capture the list of activities to be performed for RS x. Ability of the system to capture the repair sequence of activities xi. Ability of the system to capture the repair schedule of activities for the vessel. xii. Ability of the system to maintain the activity wise repair cost. xiii. Ability of the system to incorporate the other departmental activities in the list & sequence of activities to be performed in repair operations xiv. Ability of the system to check availability of materials at any point of time xv. Ability of the system to generate reports for identifying bottlenecks xvi. Ability of the system to perform capacity planning of auxiliary equipments / machineries xvii. Ability of the system to add and update an activity and documents in the activity list during work execution xviii. Ability of the system to arrive a report with list of added activities and drawings with the standard list. xix. Ability of the system to define the manpower required for activities.

b. Execution: i. Ability of the system to generate production orders / provisional work orders of machinery/Electric/Carpentry/ as per the Repair specifications

ii. Ability of the system to generate quotations against provisional work orders issued based on activities performed with reference to Repair specifications iii. Ability of the system to capture start and end date of the production order generated with respect to Repair specifications iv. Ability of the system to attach the drawings with the production order with reference to Repair specifications v. Ability of the system to capture the scrap quantity. vi. Ability of the system to schedule the activities forward and backward as per the milestones of the vessel. vii. Ability of the system to show the current status of the Repair Specifications viii. Ability of the system to calculate the planned cost for the Repair Order ix. Ability of the system to segregate the jobs to the person responsible for executing the Repair Service Order x. Ability of the system to integrate the production order with its respective project xi. Ability of the system to record time and cost activity. xii. Ability of the system to Add / Modify the Repair Service Order xiii. Ability of the system to generate material issue list for withdrawing materials from stores for production activities xiv. Ability of the system to show the test results after inspection. xv. Ability of the system to raise temporary and permanent work order requests whenever required during execution. xvi. Ability of the system to raise a request to issue the materials for the activities. xvii. Ability of the system to block the machinery and supportive equipments for the particular production order and it is included during capacity planning xviii. Ability of the system to create general indents for the materials. xix. Ability of the system to create a cash purchase indents for the materials. xx. Ability of the system to account the scrap during production activities.

Civil Management:
Civil Management at seaports basically deals with building infrastructure for water and transport management. Hence this module keeps tracks of all the projects undertaken at seaport and their status.

Pre-Order cost estimation Pre-Order Project Initiation

Post-Order cost estimation

Civil Management
Provisional Work orders/Service Orders Project Planning

Project Closure

Project Monitoring & Execution

1. Pre Order Project Initiation: a. Ability of the system to simulate any new inquiry coming to CSL in the project format. b. Ability to do dates planning (scheduling) considering current resource utilization level or work load. for ex: docks, machines and shops. c. Ability to create project for recording/monitoring bidding activities such as cost and status. d. Ability to track bidding process by using project type or using project versions, and search in the system. e. Ability to search project details required for the bidding using certain key inputs such as i. Project Number, ii. Project manager, iii. Project Type etc. f. Ability to manage the documents related to the projects such as statutory requirements, approval and other internal reference (if any). g. Ability to attach the design drawings and layouts. h. Ability to create a new project structure by copying existing project in system and modifying the activities to suite the requirement of tender. i. Ability to generate proposal for necessity approval and obtain approval as per DOP j. Ability to allocate budget against each proposal on final approval by concerned authorities 2. Pre Order Cost Estimation: a. Ability to create an estimated cost (Men, Material, Machine etc..) For the project bidding. b. Ability of the system to schedule the project considering all the resources (Men, Material, Machine etc..) & schedule. Cost estimation should also consider the duration proposed by the scheduling. c. Ability of the system to create/capture multiple version cost estimates and to compare. d. Ability to inform and seek information from departments/sections/project manager for calculating Cost-Estimation/ Scheduling/ Capacity planning/ Material planning etc. For the project. e. Ability to print the cost sheet from the system for internal meetings. f. Ability to prepare cost estimation with various heads under it with required details, Break ups. g. Ability to print the cost estimation from the system for internal meetings. h. Ability to revise, approve cost estimation in the system to arrive at the final cost. i. Ability to capture all expenses incurred during the project Initiation and conceptualization stage. j. Ability to attach the scanned copies of the statutory approvals to the project. k. Ability of system to allow the approved cost estimation to be converted in to quotation for submission. l. Ability to achieve desired level of collaboration between the various departments involved. m. Ability of system to track the bidding process online n. Ability to convert bidding activities into a real project and track separately in the system 3. Post Order Cost Estimation: a. Ability to the see schedule (master schedule) of all the running projects in CSL b. Ability to plan & mobilize the resources based on the master schedule c. Ability to re-work (if required) on the cost estimation done during pre-order. d. Ability of the system to create multiple version cost estimates to compare.

e. Ability to inform and seek information from departments/sections/project manager for calculating Cost-Estimation/ Scheduling/ Capacity planning/ Material planning etc. For the project (in case there are changes in the terms & conditions post order creation) f. Ability to inform stake holders about this estimation through the system & get approval. g. Ability to get the budget allocation for different expense head through system based on the cost estimation. h. Ability to release the funds for the project in stage by stage. i. Ability to capture all expenses incurred during the project Initiation stage. j. Ability to attach the scanned copies of the any approvals & related documents to the project. 4. Project Planning: a. Provision to interface with planning software's such as MS Project, Primavera etc. b. Ability to prepare cost centre wise (Hull shop, SBOC, pipe shop etc..) monthly/weekly schedules c. Ability of system should allow to create the project if Base line survey is done (CSR) d. Ability to define the sequence of all project activities along with their interdependencies. e. Ability to add/ delete various activities under the WBS element. f. Ability to attach the resource requirements, drawings etc to an activity. g. Ability to define various 'What-If 'scenarios in the system in order to optimize the scheduling. h. Ability of system to define approval for different activities. i. Ability to have user defined fields for various activities, WBS elements and projects. j. Ability to plan and allocate project resource (men, materials and machines) requirements for execution of project activities. k. Ability to define and track the duration of every activity. l. Ability of system to plan the procurement activities m. Ability of system to search the items required for project execution and reserve the items as per need of the particular project n. o. Ability to route the claims through workflow approval process. p. Ability to amend Sales order / issue supplementary orders (Based on the claim/ job variations). q. Ability to create the resource under/ over utilization reports/ graphs for a project. r. Ability to schedule the meetings in the system. s. Ability to create the minutes of meeting and to track the action taken. 5. Project Monitoring and Execution: a. Ability to share the information related to Project Charter, design and drawings between various departments (Marketing, Planning, Design, Ship-building). b. Ability to track the correspondence between various departments. c. Ability to track the daily, weekly, monthly project progress. d. Ability to set and track the inspection calls. e. Ability to display the scheduling data in a graphical format indicating the total duration and start and finish dates of activities. f. Ability to prepare and track issues, request for information, notices, non-compliance notices through system g. Ability to issue the compliance certificate to the customer. h. Ability to calculate the deviation in terms of quantity and value.

i. j. k. l. m. n. o.

Ability to create a change proposal by customer/ owner/ contractor along with justifications for the change including impact on schedule, finance, design etc. Ability to define details of unplanned work, reasons for carrying out unplanned work and its estimated cost. Ability to approve and certify the unplanned work. Ability to approve the change orders as per the scope of change and financial implications. Ability to highlight the action items and important project milestones. Ability to generate the risk number for each risk to track the risk with reference to this number. Ability of system to upload vessel movement plan at the berths for necessary compliance of pre-movement activities at the site

6. Project Closure a. Ability to settle the expenses on a partial/ periodical basis or at the end of the project so as to arrive at the completion cost of the project. b. Ability to connect the project milestone with the billing plan. c. Ability to connect the project milestone with the vendor\ Executing agency (CSR) billing plan. d. Ability to raise the invoice based on Financial milestone confirmation/ Fiscal milestone confirmation/ Item rates e. Ability to adjust invoice with the down payment. f. Ability to make available all data and documentation prepared throughout entire project lifecycle for preparation of Administrative Closure Report. g. Ability to define the project success rate based upon the analysis of the data and documentation. h. Ability to archive the data for future reference. i. Ability to prepare the project closure report including the complete project information such as outputs from financial closure; Outputs of administrative closure process; Outputs of contractual/ Executing agency (CSR) closure process; Completion cost of the project; Deviation logs; Risk logs; Special conditions encountered and counter measures taken; Lessons that are necessary to be included in knowledge repository. 7. Provisional Work Orders/ Service Orders a. Ability to issue provisional work orders(PWO) / Temporary work order(TWO) to supplier/contractor for carrying work inside or outside CSL for job execution at site against request from execution department b. Provision to create various schedules for making payment based on progress/stage of work c. Ability to generate a work schedule for various activities along with service item number, description, completion date, status updating etc. d. Ability to monitor the work order execution with respect to time and cost budgeted v/s the time and cost left e. Ability to record acceptance / rejection / partial acceptance of the service provided (work completion sheet) f. Ability to monitor the work order execution with respect to materials issued, payments made to the contractor , materials returned by the contractor g. Ability to evaluate the contractor performance based on pre-defined parameters, record and provide feedback h. Ability to calculate deviations in scope and time and levy penalties / Liquidated damages and deduct the same from final payment to contractor

i. j.

Ability to provide a vendors list with various jobs and job codes attached with price(Guidance Rate Chart) Ability to maintain the master contractor list based on nature and scope of work executed by them

Traffic Management:
The services and operations catered on this sub system cover Traffic Information, covering the following information: Vessel position, Vessel waiting, Vessel expected for different operations, Shipping movements, Equipment utilization, Stock position, Rake movement details (inward/outward), Indent position, Daily cargo loading/discharge of vessels, Cargo dispatch,

The information helps in managing the incoming, outgoing and duration of stay at port of ship. Thus helps in taking appropriate action on time to avoid traffic congestion.

Vessel /Ship Management

Route Management

Traffic Management

Cargo Management

1. Vessel Management: The basic functionality of this module is to track vessel like when they are coming in, when they are going out, what cargo they are carrying, their current status, generation of receipts, etc. It manages fleet. For each vessel it will have detailed information on its crew activity, related vessel documents, required positions and their certificate requirements. Any activity done in the past towards the vessel will be recorded in special log file to ensure any person can review previously printed documents such as crew lists, travel order forms, and guarantee letters, visa applications and more. 2. Route Management: This module records all the routes from one place to other and help in generating best route at the time of dispatch. It keeps tracks of ship and its status on the route. It helps in updating the client on current cargo location and estimated time of arrival thus keeping his confidence in service intact. 3. Cargo Management: This module keeps track of all the information related to cargo so that it can be tracked at any time of dispatch process. Cargo management modules help to effectively plan cargo and control loading and off-loading at each destination. It greatly improves customer service by giving the status of the shipments, providing ship details and movement update. Customers can be informed about space availability. Also the use of cargo management module will help with documentation processing (such as AWBs, Load plan, labels, etc.) and keep operations on the international standard level.

Document Management System:

Document management, often referred to as Document Management Systems (DMS), is the use of a computer system and software to store, manage and track electronic documents and electronic images of paper based information captured through the use of a document scanner. The term document is defined as "recorded information or an object which can be treated as a unit". DM systems allow documents to be modified and managed but typically lack the records retention and disposition functionality for managing records. Key DM features are:

Check In / Check Out and Locking Version Control Roll back Audit Trail Annotation and Stamps Summarization

Advantages of using a document management application A set of non-negligible advantage of the use of a document management system, is to reduce costs. But the advantages do not stop at cutting costs. The increase in performance, the standardization process, shortening the time to educate a new human element of how the organization operates, are other obvious advantages. One of the advantages of a document management system is the great reduction in the cost of copying, with a consequent reduction in the file space. Cost reduction remains one of the administrative efficiencies that are reflected in cutting operational costs. With document management system, the efficiency of search of any document is greatly enhanced, as well as ease of forwarding the same. With a document management application, it becomes possible to manage the file in a centralized organization, with all the advantages that this entails in terms of access and availability of information. To this end, it is possible to further standardize the document, its processes and procedures at all valuable securities, and a knowledge edge over all flows of information (documents and processes), a necessary condition for control. Standardization of Documents The document management allows the standardization of all types of documents in the organization, whether purchased electronically or on paper more often. Additionally, the documents of the institution, the document management system, also manage the documents of internal entities and external entities that interact with it, such as customers and suppliers, thus allowing a desirable standardization of processes. Various Processes Required in Document Management at Port: 1. Document Folder (DF)/ Document Info Record(DIR) creation and Document create/ change:

a. Ability to create Document Folder (DF)/ Document Info Record(DIR) department wise/ section wise/ user group etc... b. Ability to give access rights to users for creating/ changing/ viewing/ approving c. Ability to circulate the newly created document, depending on the importance/ need, to concerned people for approval via workflow. d. Ability to do multi-level approval of the document, through workflow. e. Ability to enter short notes on creation of the document f. Ability to write comments whenever the document status is changed g. Ability to capture the user details like user name, user id & time stamp on action, on the document h. Ability to print, based on the access rights (Only authorized person can print) i. Ability to print the certain portion of the document, based on the access rights (Only authorized person can print) j. Ability to automatically print the user details with time stamp on the printed document. k. Ability to digital water mark the documents l. Ability to attach the document to any relevant object in the ERP system (For Example: Sales order, Purchase Indent, Purchase order, Work Breakdown Structure element etc..) m. Ability to search the documents based on catalog search (based on the date/ user name etc...) n. Ability to search the documents based on Full text search o. Ability to support any file format (EV: MS Word, MS Excel, JPG, BMP, TIFF, PDF, DWG, ZIP file formats etc) p. Ability to maintain a online data bank/ knowledge repository, which can be accessed based on the access rights q. Ability to access the DMS systems via intranet/ internet portal r. Ability to save the documents with indexing in a secured vault/ storage area s. Ability to collaborate the documents in real-time with other department/ customers, with restrictions/ access rights t. Ability to Save & manage the content such as Sales contract, reports, Engineering drawings etc.. u. Ability to capture meeting minutes, meeting participants, meeting purpose/ subject, meeting decision v. Ability to search the meeting events, with meeting minutes, meeting participants, meeting purpose/ subject & meeting decision w. Ability of system to capture standard practices in execution such as piping practice, welding procedures, flooring practices, insulation practices etc for ready reference. System to also facilitate display of comments by the users against such practices 2. Document version control: a. b. c. d. e. Ability to create new version after any change to the document/ drawing Ability to send workflow notification to concerned on new version creation Ability to compare different versions Ability to automatically propose version number as per predefined numbering logic Ability to record & track the history of the document

3. Status Update: a. Ability to update the status of the document

b. Ability to add notes on each status update c. Ability to track/ search the documents based on different statuses (EV: Created, Approved, Changed, etc) 4. Archive and Back Up a. b. c. d. e. Ability to archive the documents manually/ automatically based on the CSL archival policy Ability to select the type of documents to be archived Access can be selectively restricted only to authorized person Ability to schedule the backup of the documents Ability to restore the documents from the backup

5. Security: a. Ability to encrypt the document as per user credentials/ digital signature b. Ability to nominate the person during the deactivation of the user id.

E-Procurement System
E-Procurement is more than just a system for making purchases online. A properly implemented system can connect companies and their business processes directly with suppliers while managing all interactions between them. This includes management of correspondence, bids, questions and answers, previous pricing, and multiple emails sent to multiple participants. A good e-procurement system helps a firm organize its interactions with its most crucial suppliers. It provides those who use it with a set of built-in monitoring tools to help control costs and assure maximum supplier performance. It provides an organized way to keep an open line of communication with potential suppliers during a business process. The system allows managers to confirm pricing, and leverage previous agreements to assure each new price quote is more competitive than the last. Benefits of Adopting an E-Procurement System E-Procurement helps with the decision-making process by keeping relevant information neatly organized and time-stamped. Most are template-driven which makes all transactions standardized and trackable. Keeping track of all bids means leveraging your knowledge to obtain better pricing. Companies can focus on their most lucrative trading partners and contracts. Well-managed e-procurement helps reduce inventory levels. Knowing product numbers, bid prices and contact points can help businesses close a deal while other suppliers are struggling to gather their relevant data. E-Procurement systems that allow multiple access levels and permissions help managers organize administrative users by roles, groups, or tasks. Procurement managers do not need to be as highly trained or paid because such systems are standardized and easy to learn. Other than above, e-procurement system helps in: Reducing costs Costs can be reduced by leveraging volume, having structured supplier relationships and by using system improvements to reduce external spend while improving quality and supplier performance. E-procurement eliminates paperwork, rework and errors. Visibility of spend Centralized tracking of transactions enables full reporting on requisitions, items purchased, orders processes and payments made. E-procurement advantages extend to ensuring compliance with existing and established contracts. Productivity Internal customers can obtain the items they want from a catalogue of approved items through an on-line requisition and ordering system. Procurement staff can be released from processing orders and handling low value transactions to concentrate on strategic sourcing and improving supplier relationships. Controls

Standardized approval processes and formal workflows ensure that the correct level of authorization is applied to each transaction and that spend is directed to draw off existing contracts. Compliance to policy is improved as users can quickly locate products and services from preferred suppliers and are unable to create maverick purchases. Various functionality offered by E Procurement System is:

Vendor registration & Pre-Qualification Indent creation and approval Estimated Cost Value (ECV) Tender Document management Tender Creation and approval Tender Publishing Tender promotion via e-mail alerts Issue of Corrigendum Online / Offline Sale of Tender Schedule Conduction of online Pre Bid meeting Online bid Submission by vendors (Facility for 2 bid / multiple bid system) Online Automated Bid Comparatives (Technical and Commercial) Online negotiations Award of LOI Reverse Auction / Forward Auction Rate contract management Purchase statistics Site Access Reports / Web Statistics

Project Management
1. The Project Management Phases

1.1 Project Initiation The initiating processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them. The initiating stage should include a plan that encompasses the following areas:

1.1.1 Project Charter Preparation

The project charter includes fundamental information used to authorize and establish the basis for a project. The charter justifies the project in terms of its value to the company. A project charter will incorporate the following details Project Title and Description: This section includes a simple, high-level description of what is the project. Project Owner Assigned and Authority Level: This section names the project owner and states whether he or she can determine, manage, and approve changes to the budget, schedule, staffing, etc. The charter gives the project owner authority to make use of company resources to complete the project and may be a big help on projects when authority must be used to gain cooperation. Business Case: This section of the charter explains what business problem is being solved with the project. It addresses the question of why the project is being undertaken. The project owner needs to know this, as he or she will need to make many day-to-day decisions, keeping the business case in mind.

Resources Pre-assigned: In this section of the project charter, the sponsor identifies how many and what resources will be provided for the project. Some projects come with a limited number of human resources available or with some team members pre-assigned. Stakeholders: This is the sponsors impression as to who are the stakeholders. Stakeholder analysis comes later in the project management process. Stakeholder Requirements as Known: This section of the project charter identifies the high-level requirements related to both project and product scope. Known stakeholder requirements are the requirements that have been used to justify the project. Further work to clarify and finalize the requirements will come later. Product Description/Deliverables This section includes the project sponsors indication of what specific product deliverables are wanted, and what will be the end result of the project. It is important to have a clear picture of what constitutes the end result of the project. Is it a report on an emerging technology or a network upgrade? Should the report include recommendations to implement the technology, or is it limited to fact gathering? A measure of project success is that all the deliverables are met. Measurable Project Objectives: This section addresses how the project ties into the organizations strategic goals, and includes the project objectives that support those goals. The objectives need to be measurable and will depend on the defined priority of the project constraints. Project Approval Requirements: This section identifies what items need to be approved for the project, and who will have sign-off. Typically it answers as to what constitutes a successful delivery. High Level Project Risks: Potential threats and opportunities for the project are listed here. In-depth risk identification occurs later in the planning processes. Signature and Approval The charter requires a signature from the projects sponsor. The signature is necessary in order to give authority and make the project official.

1.1.2 Identify Stakeholders

The first step in stakeholder analysis is to brainstorm who the stakeholders are. As part of this, all the people who are affected by the project are listed down in Stakeholder Register. Stakeholders Prioritization: This is required to identify the information flow. Not every stakeholder needs the same information. This activity helps in effective communication in terms of the accurate information being sent to individual stakeholders. Stakeholder Register: This is the document that contains the details of all the stakeholders.

1.2 Planning & Design

1.2.1 Requirement Analysis & Define Scope

Project Charter serves as the bases for the beginning of the Requirement Analysis. This activity results in the development of the following:

Requirements Documentation: Requirements documentation describes how individual requirements meet the business need for the project. Requirements Management Plan: It describes how requirements will be analyzed, documented, and managed throughout the project. This will eventually become a part of project management plan. Requirements Traceability Matrix: The requirements traceability matrix is a tool that links requirements to their origin and traces them throughout the project life cycle. It provides a structure for managing changes to the project scope.

Scope definition activity creates the following documents: System Architecture document High Level Design (HLD) document Low Level Design (LLD) document Workflow documents Deliverables to be handed over at the end of each phase (considering AGILE sprints)

1.2.2 Work Breakdown Structure

A work breakdown structure (WBS) is a graphical representation in which the critical work elements, called tasks, of a project are illustrated to portray their relationships to each other and to the project as a whole. These tasks are created based on the Deliverables identified during scope definition activity. When creating a WBS, the project owner defines the key objectives first and then identifies the tasks required to reach those goals. A WBS takes the form of a tree diagram with the "trunk" at the top and the "branches" below. The primary requirement or objective is shown at the top, with increasingly specific details shown as the observer reads down. A typical WBS looks like this: -

Eg. AMC Project

Initiation

Planning 1.2

Execution 1.3

Control 1.4

Closeout 1.5

Evaluation & Recommendations 1.1.1

Create Preliminary Scope Statement 1.2.1

Project Kickoff Meeting 1.3.1

Project Management 1.4.1

Audit Procurement 1.5.1

Develop Project Charter 1.1.2

Determine Project Team 1.2.2

Verify & Validate User Requirements 1.3.2

Project Status Meetings 1.4.2

Document Lessons Learned 1.5.2

Deliverable: Submit Project Charter 1.1.3 Project Sponsor Reviews Project Charter 1.1.4 Project Charter Signed/Approved 1.1.5

Project Team Kickoff Meeting 1.2.3

Design System 1.3.3

Risk Management 1.4.3

Update Files/ Records 1.5.3

Develop Project Plan 1.2.4

Procure Hardware/Software 1.3.4

Update Project Management Plan 1.4.4

Gain Formal Acceptance 1.5.4

Submit Project Plan 1.2.5

Install Development System 1.3.5

Archive Files/ Documents 1.5.5

Milestone: Project Plan Approved 1.2.6

Testing Phase 1.3.6

Install Live System 1.3.7

User Training 1.3.8

Go Live 1.3.9

Please Note: WBS diagram depicted here is for illustration purposes only

1.2.3 Work Breakdown Structure Development Guidelines

The following guidelines should be considered when creating a work breakdown structure:

The top level represents the final deliverable or project Sub-deliverables contain work packages that are assigned to a unit All elements of the work breakdown structure dont need to be defined to the same level The work package defines the work, duration, and costs for the tasks required to produce the subdeliverable Work packages should not exceed 10 working days (2 weeks) of duration Work packages should be independent of other work packages in the work breakdown structure as far as possible. Work packages are unique and should not be duplicated across the work breakdown structure

Detailed WBS assists in the effective allocation of resources, project budgeting, scheduling, quality assurance, quality control, risk management, product delivery and service-oriented management.

1.2.4 Develop Schedule

Based on the tasks identified in Create WBS process, these tasks are sequenced into a timeline, with millstones defined in between, to create project schedule. Schedule can be represented in form of Microsoft Project Plan or Excel sheet or whichever is found suitable.

1.2.5 Test planning procedure

There is a separate test planning procedure discussed below.

1.2.6 Identify Risks

The Risk management model depicts the flow of identifying a risk, along with the triggers that can cause the risk. This is a repetitive model that works across the complete lifecycle of the project.

1.2.7 Risk Reponses Planning

Risk response planning is the activity of planning responses to the identified risks. There are several strategies for finalizing the responses to respective risks, depicted in the image below.

Is it too big a risk? If the risk is too big for us to be willing to accept, we can avoid the risk by changing our project strategies and tactics to choose a less risky alternate or we may decide not to do the project at all. Things to remember about avoiding risks include: Avoiding risks may also mean avoiding opportunities Not all risks can be avoided Avoiding a risk in one part of the project may create risks in other parts of the project

Do we know enough? If we dont know enough, we can plan to buy additional information through mechanisms such as prototyping, modeling, or conducting additional research.

Risk The new API from third party provider is not defined and as a result its implementation may take more time to implement then scheduled.

Obtain Additional information Establish a communications link with API provider to obtain early API details for the service. Research other alternatives for the required functionality by some other provider.

Can we transfer the risk? If it is not our risk or if it is economically feasible to pay someone else to assume all or part of the risk, we can plan to transfer the risk to another organization. For example we can contract with a disaster recovery firm to provide backup computer facilities that will allow continuation of the project in case a fire or other disaster destroys the project's work environment. Should action be taken now? If we decide to attack the risk directly, we typically start with creating a list of possible risk reduction actions that can be taken for the risk. Two major types of risk reduction actions should be considered: Actions that reduce the likelihood that the risk will occur Actions that reduce the impact of the risk should it occur These may include actions such as establishing a liaison with the customer to ensure adequate communications, conducting a performance simulation, or buying additional equipment for the test bed to duplicate the operational environment. Example:

Risk The team may not deliver the Software at the required reliability level and as A result the reliability of the total system may not meets performance specifications.

Control the Risk / Containment Plan Assign additional resource to participate in the Requirements& design inspection and to conduct unit testing at the development phase itself. Require data reports from the team on a weekly basis during integration and system test.

Contingency plans: If immediate risk reduction actions are not taken or if those actions reduce but do not eliminate the risk, it may be appropriate to develop risk contingency plans. Contingency plans are implemented only if the risk actually turns into a problem. Examples of contingency plans include disaster recovery plans, contacting a consulting firm to establish a fallback position if key personnel are not available, or selecting an alternative design approach if the new technology is not delivered as promised. Each risk that has a contingency plan should also have a trigger. A trigger is a time or event in the future that is the earliest indication that the risk will turn into a problem. Example: if there is a risk that outsourced software will not be delivered on schedule, the trigger could be whether the critical design review was held on schedule. A trigger can also be a relative variance or threshold metric. Example: if the risk is the availability of key personnel for the coding phase, the trigger could be a relative variance of more than 10% between actual and planned staffing levels. Adjusting the project plan: Each selected action in the risk-handling plan, must include a description of the action and a list of tasks, with assigned responsibilities and due dates. These actions must be integrated into the project plan with effort and cost estimations. Project schedules must be adjusted to include these new actions. For example, new tasks such as creating prototypes, doing research or conducting unit testing in the development phase must be included in the project plan.

1.2.8 Identify Project Management Tool

Central repository tool SVN or agreed tool Project management tool MPP/AtTask or agreed tool Documents creation tools MS office

1.2.9 Identify Defect Tracking Tool Bug tracking tool Mantis/AtTask or agreed tool Test case management tool test link

1.2.10 Develop Project Management Plan

Project management plan is composed of the following sub-plans that have been explained above. Schedule management plan Quality management plan Risk management plan Cost/Budget management plan

1.3 Execution

1.3.1 Identify Project Team

Project team is identified based on the details of the resources skills, experience, availability etc. All the resource details are available in our internal PMS system.

1.3.2 Configuration Management

The purpose of this procedure is to implement a system for identification and traceability of each project from conceptualization to delivery and if required into the maintenance phase.

Configuration management is performed for all Project Related Files.

All project related files are saved in Configuration Management Tool (SVN/ SharePoint Server).

The team member checks out the file to his/ her local working directory. On completion of task, file review is performed followed by unit testing (wherever applicable) and the revised file is checked in. While a file is checked out, it is available to other team members only as a read only copy. Proper comments are entered while checking the files to the SVN, to keep a track of the changes.

The file is assigned a version for the following cases: Before starting modifications / enhancements / after adding to the Configuration Management Tool. After file review and formal testing. Any changes necessitated by customer requirement at any stage of development.

1.3.3 Release Process

During release there is a checklist of all the functionality being released and it is ensure that before and after release every item in the checklist is checked.
1.3.3.1 Identify Release Manager

Project lead or any other upper management personnel will be designated with the responsibility of release management

1.3.4 Deployment Process

Deployment is handled separately for Code and Database operations. Deployment document is released with each new released version. Before making any deployment on the server, following checklist is consulted: Create/ install and configuration scripts as needed. Remove debugging and testing code from the software. Unit test the application. Create the releasable copy and check in the same in SVN (Tags/Release folder). Under the Release folder in SVN the release notes for the latest build would be shared for QA team.
1.3.4.1 Identify Deployment Manager

Project lead or any other upper management personnel will be designated with the responsibility of release management

1.3.5 Change Request Management Process

This process is critical for monitoring and controlling changes to software items. Changes may be requested either by any person in the company or by client. These change Requests are logged into Change Request Form. Evaluation and impact are recorded in Change Control Log.

Change Request Number is recorded in the Change Control log. Change Request evaluated and analyzed for

Validity of Change Items impacted Items named in the change description, their related items and parent items need to be considered Change Category for each item Item-wise size of Change Effort involved in man-hours for each item Effort involved in testing the complete change implementation Approval is taken on the change request and recorded on the Change Control log

1.4 Monitoring & Controlling

1.4.1 Scope verification

WBS created during WBS creation phase, is the document that is referred in this activity. WBS contains scope-baseline that is measured against the developed deliverable to verify the scope.

1.4.2 Control Scope

As the project progresses, the project progress monitoring sessions may indicate changes in the baseline document and the project scope. Documented change requests and approved change orders can take care of such changes. Scope management thus remains under control.

1.4.3 Control Schedule

AGILE sprints defined during planning phase serve as a tool for controlling schedule. Daily status meeting with the team and weekly updates to the management from the respective teams helps in keeping the schedule on track.

1.4.4 Project Cost Tracking

Project cost management is the most important element of the project management process. Costs and expenses have to be controlled, for the sake of project credibility, and the overall fate of current and future projects. To manage costs Project Manager has to identify cost factors, set priorities, put it all together into a budget, all to be tracked and controlled as the project proceeds. Probable Cost Factors are as follows, Infrastructure Cost Human Resource Cost Software License Cost Hardware Cost Travel Cost (if any) Frequent reviews with Senior Management/Sponsors are the best way to keep our budget in control. Project Manager is the appropriate person to keep an eye on it.

1.4.5 Software Quality Assurance

Goal: To achieve high-quality software product Three import points for quality measurement: Use requirements as the foundation Use specified standards as the criteria Considering implicit requirements

Who involves quality assurance activities? Software engineers, project managers, customers, sale people, SQA group Engineers involved the quality assurance work: Apply technical methods and measures Conduct formal technical review Perform well-planned software testing The SQA groups role: Serves as the customers in-house representative assist the software engineering team in achieving high quality The SQA groups responsibility: quality assurance planning oversight, record keeping, and analysis and reporting The SQA groups tasks: Prepare a SQA plan for a project Participate in the development of the projects software process description Review engineering activities to verify compliance with the defined process Audits designated software work products to verify compliance the defined process Ensure the deviations in software work and products according to a documented procedure Records any noncompliance and reports to senior management
1.4.5.1 Formal Technical Review Objectives

To uncover errors in function, logic, or implementation To verify the software under review meets its requirements To ensure that the software has been represented according to predefined standards To develop software in a uniform manner To make projects more manageable To ensure Software meets desired performance / Load expectation Serves as a training ground for junior engineers Promote backup and continuity

Purposes of FTR:

Review meetings constraints:

3-5 people involved in a review Advanced preparation (no more than 2 hours for each person) The duration of the review meeting should be less than 2 hours Focus on a specific part of a software product

The preparation of a review meeting:

A meeting agenda and schedule (by review leader) Review material and distribution (by the producer) Review in advance (by reviewers)

Review meeting results:

A review issues list A simple review summary report (called meeting minutes) Meeting decisions: Accept the work product w/o further modification Reject the work product due to errors Accept the work under conditions (such as change and review) Sign-off sheet

Review summary report

Review summary report (a project historical record) answers the following questions: What was reviewed? Who reviewed it? What were the findings and conclusions
Review issues list serves two purposes:

To identify problem areas in the project To serve as an action item checklist (a follow-up procedure is needed)

1.4.5.2 Identify Auditors

Auditors team should not have people from the same project. At the time of review, team should comprise of Producer or developer Review leader 2 or 3 reviewers (one of them is recorder)
1.4.5.3 Review Guidelines (for Formal Technical Review)

A minimum set of guidelines for Formal Technical Review: Review the product, not the producer Set an agenda and maintain it Limit debate and rebuttal Enunciate problem areas, but dont attempt to solve every problem noted Take written notes Limit the number of participants and insist upon advance preparation Develop a checklist for each work product that is likely to be reviewed Allocate resources and time schedule for FTRs Conduct meaningful training for all reviewers Review your early reviews

1.4.5.4 Audit Reporting

Audit is performed across the project, to check the project on the basis of variety of parameters.

1.4.6 Performance Reporting

Performance is reported in the form of following: Daily Status update meetings Formal Performance Reports of the project to be submitted by respective leads on weekly basis

1.4.7 Monitoring and Controlling Risks

Risk response plan defined in the risk management plan (described under risks section in the planning phase) are used to identify triggers that can cause risks and appropriated plan is used to handle the risk. 1.5 Completion

1.5.1 Code Documentation

Strict guidelines are in place to generate code documentation as the development progresses. Automation tools like GhostDoc can be installed on the developer machines to aid in this process. During this activity, it is ensured that the proper documentation has been done. Any additional required documents are created and stored in repository, to be referenced later.

1.5.2 Retrospection Meeting

The retrospective meeting occurs on the last day of the every sprint, after the sprint review meeting. In this meeting, the team inspects and explores how it has been working within the processes. Lessons Learned document is also created for process improvement activity, that will ensure that the mistakes (if any) are not repeated.

1.5.3 Sign Off

Sign-off document signed by the project sponsor, marks the end of the project.

1.6 Support

1.6.1 Define Scope for support

The Scope of the support work required for the project needs to be started by defining the scope of support work. (Details to be discussed)

1.6.2 Identify Team

Support staff can be selected from the internal PMS, on the basis of the required qualification, skillset, experience and availability.

1.6.3 SLAs
Appropriate SLA is signed after the completion of the project.

1.6.4 Support Tools

Appropriate support tools as agreed upon is to be used in support.

Test Planning
Scope
The test planning procedures are applicable to all products developed in company or third party supplied product. However, deciding the applicability of types of testing to a particular product/project would be a project management decision. The procedure will be applicable to identified type of testing.

Acronym and Definition

Terms SDLC QAL QA Regression Testing Definition Software development life cycle Quality Assurance Lead Quality Assurance Regression testing is the execution of selected test cases to broadly test the functionality affected by changes in software. This is done to ensure that any changes made are correctly implemented and left the functionality of software intact. Software Requirement Specification Test case is the specifications of the input, expected results and a set of execution conditions for a test item. Test plan is a document for the entire testing activity to be carried out in the project, which identifies the responsibilities of the individuals and the objectives, requirements and strategy for each test phase. Testing is the process of operating a system or component under specified conditions, observing or recording the results, and making an evaluation of some aspect of the system or component. Once unit testing is done on the system each and every component is tested for its individual functionality. Once all the components are tested system is assembled to build the complete software structure specified in the design. Integration testing is then done to find defects associated with interfacing among various units and modules. Once the Integration testing is done the system is tested for full functionality to validate the software product against the requirements specification as given by the customer. Full System is tested including products attributes and the requirement. Attributes such as external world interfaces, performance, security configuration sensitivity, coexistence, recovery etc. User Acceptance Testing (UAT) is a process to obtain confirmation by preferably the owner or client of the object under test, through trial or review, that the modification or addition meets mutually agreed-upon requirements

SRS Test Case Test Plan

Testing

Component Testing Integration Testing

System Testing

Acceptance Testing

Testable form RTM

Deployed source code or executable Requirement Traceability Matrix

Process Description
Software testing activities

QA Manager

Software Testing activities Looks the overall process Involved in release management Involved in delivery process Understanding the requirements Define the scope Creates the goals Identify the Risks Identify the test environment Prepare the test plan Maintains the RTM Creates manual test cases Collects test data Review test cases Execute test cases Analyze results Log defects Verify fixes Update test cases Prepare testing artifacts

QA Lead/Senior QA/QA Engineer

QA Lead

Archive test cases Archive test artifacts

QA Lead

Software testing process

Client Meet
Requirements and other high level stuff are discussed with client. Client may visit company or communication can be made by other modes too.

Understanding Client Goals

It is an interactive process between company and client. During this phase the requirements are made clear by going through the available documentation, communication and resolution of queries raised by testing team. Understanding of testing goals and defining the scope of testing is important in this phase.

Testing
Once the goals and objectives are clear, the testing process begins with the following steps:i. Development of an effective test plan:- An effective test plan should include test objectives, test strategy, test deliverables, Scope of testing, entry & exit criteria, test environment details, resource plan, contingency plan, test management tool details, configuration management tool details, project management tool details, bug life cycle details and deliverable testing artifacts details. ii. Development of RTM: - A traceability matrix is a document, usually in the form of a table that correlates any two baseline documents that require a many to many relationship to determine the completeness of the relationship. It is often used with high-level requirements (these often consist of marketing requirements) and detailed requirements of the software product to the matching parts of high-level design, detailed design, test plan, and test cases. iii. Development of test environment: - A testing environment is a setup of software and hardware on which the testing team is going to perform the testing of the newly built software product. This setup consists of the physical setup which includes hardware, and logical setup that includes Server Operating system, client operating system, database server, front end running environment, browser (if web application), IIS (version on server side) or any other software components required to run this software product. This testing setup is to be built on both the ends i.e. the server and client. iv. Development of test cases: - Test cases are set of inputs, execution preconditions, and expected outcomes developed for a particular objective, such as to exercise a particular program path or to verify compliance with a specific requirement. Detailed test cases are recommended to test software because determining pass or fail criteria is usually easier with this type of case.

v. Review of test cases: - Review of test cases is done to ensure the coverage of test cases. Test cases should cover more than 95% of functionality of the application. vi. Updating the test cases: - Once the review activity is done test cases are updated on the basis of feedback provided by the reviewer. This helps the test engineer to incorporate the missing functionality coverage. vii. Execution of test cases: - The test case execution activity involves running tests and this will include where necessary any set-up/tear-down activities for the testing. It will also involve checking the test environment before testing begins. Test execution is the most visible part of testing, but it is not possible without other parts of the fundamental test process. viii. Develop execution log: - Execution log is developed in parallel to test case execution. It generally includes the test case execution result with different test case status. Commonly used test case statuses are Pass, Fail, Blocked and not executed. ix. Defect logging: - Defect logging is a process to log the defects in defect tracking tool. Defect logging is important as complex software systems may typically have tens or hundreds or thousands of defects. x. Retesting and Regression testing: - Retesting is carried out to verify defect fix / fixes. Regression testing is done to check if the defect fix / fixes have not impacted other functionality of the application that was working fine before applying the code changes. Retesting always takes higher priority over Regression testing i.e., Regression testing is done after completing Retesting. In some projects where there are ample testing resources, Regression testing is carried out in parallel with retesting. xi. Results analysis: - Result analysis is done after an iteration/test cycle is completed by the testing team. This activity helps to identify the difference between and actual and expected outcome of the system. xii. Preparation of testing artifacts: - After the completion of test cycle, various testing artifacts like test execution report, release notes, project status reports etc. These artifacts serves as a basis that the testing was performed on the application and also showcase the overall health of the project.

Types of testing
Functional testing: -

Function testing of the target-of-test should focus on any requirements for test that can be traced directly to use cases or business functions and business rules. The goals of these tests are to verify proper data acceptance, processing, and retrieval, and the appropriate implementation of the business rules. This type of testing is based upon black box techniques; that are verifying the application and its internal processes by interacting with the application via the Graphical User Interface (GUI) and analyzing the output or results. Identified below is an outline of the testing recommended for each application.

Test Objective:

Ensure proper target-of-test functionality, including navigation, data entry, processing, and retrieval. Execute each use case, use-case flow, or function, using valid and invalid data, to verify the following: The expected results occur when valid data is used. The appropriate error or warning messages are displayed when invalid data is used. Each business rule is properly applied.

Technique:

Completion Criteria: Special Considerations:

All planned tests have been executed. All identified defects have been addressed. Identify or describe those items or issues (internal or external) that impact the implementation and execution of function test

Integration testing: -

Once all the components are tested system is assembled to build the complete software structure specified in the design. Integration testing is then done to find defects associated with interfacing among various units and modules. Test Objective: Ensure the interface for the system assembled to build the complete software structure is working as desired and all the data flows are functioning as desired. Execute each integration test case to verify the following: The expected results occur when valid data is used. The appropriate error or warning messages are displayed when invalid data is used. Each business rule is properly applied. All the data flows are working as desired. Completion Criteria: Special Considerations: All planned tests have been executed. All identified defects have been addressed. Identify or describe those items or issues (internal or external) that impact the implementation and execution of integration test

Technique:

System testing: -

Once the Integration testing is done the system is tested for full functionality to validate the software product against the requirements specification as given by the customer. Full System is tested including products attributes and the requirement. Attributes such as external world interfaces, performance, security configuration sensitivity, coexistence, recovery etc. Test Objective: Technique: Ensure that the system as a whole is working as desired. Execute each use case, use-case flow, or function, using valid and invalid data, to verify the following: The expected results occur when valid data is used. The appropriate error or warning messages are displayed when invalid data is used. Each business rule is properly applied. All the system test cases have been executed on the application. Completion Criteria: Special Considerations:
Load Testing: -

All planned tests have been executed. All identified defects have been addressed. Identify or describe those items or issues (internal or external) that impact the implementation and execution of system test

Load testing is a performance test which subjects the target-of-test to varying workloads to measure and evaluate the performance behavior and ability of the target-of-test to continue to function properly under these different workloads. The goal of load testing is to determine and ensure that the system functions properly beyond the expected maximum workload. Additionally, load testing evaluates the performance characteristics, such as response times, transaction rates, and other time sensitive issues. Test Objective: Verify performance behavior time for designated transactions or business cases under varying workload conditions. Use tests developed for Function or Business Cycle Testing. Modify data files to increase the number of transactions or the tests to increase the number of times each transaction occurs. Completion Criteria: Multiple transactions or multiple users: Successful completion of the tests without any failures and within acceptable time allocation.

Technique:

Special Considerations:

Load testing should be performed on a dedicated machine or at a dedicated time. This permits full control and accurate measurement. The databases used for load testing should be either actual size or scaled equally.

Stress Testing: -

Stress testing is a type of performance test implemented and executed to find errors due to low resources or competition for resources. Low memory or disk space may reveal defects in the targetof-test that aren't apparent under normal conditions. Other defects might result from competition for shared resources like database locks or network bandwidth. Stress testing can also be used to identify the peak workload the target-of-test can handle. Test Objective: Verify that the target-of-test functions properly and without error under the following stress conditions: little or no memory available on the server maximum actual or physically capable number of clients connected or simulated multiple users performing the same transactions against the same data or accounts worst case transaction volume or mix

Technique:

Use tests developed for Performance Testing or Load Testing. To test limited resources, tests should be run on a single machine, and RAM on server should be reduced or limited. For remaining stress tests, multiple clients should be used, either running the same tests or complementary tests to produce the worst-case transaction volume or mix.

Completion Criteria:

All planned tests are executed and specified system limits are reached or exceeded without the software failing or conditions under which system failure occurs is outside of the specified conditions. Stressing the network may require network tools to load the network with messages or packets. Synchronization of the simultaneous clients accessing of the same records or data accounts.]

Special Considerations:

Retesting: -

Retesting is carried out to verify defect fix / fixes. Retesting will involve rerunning failed test cases that are associated with defect(s) fixes being verified.
Regression testing: -

Regression testing is done to check if the defect fix / fixes have not impacted other functionality of the application that was working fine before applying the code changes.
Acceptance testing: -

User Acceptance Testing (UAT) is a process to obtain confirmation by preferably the owner or client of the object under test, through trial or review, that the modification or addition meets mutually agreed-upon requirements

Roles and responsibilities Roles QAL QAL/Sr QA/QA Engineer QAL/Sr QA/QA Engineer QAL/Sr QA/QA Engineer QAL/Sr QA/QA Engineer QAL Responsibilities Preparation of test plan Preparation of test environment Creation of test cases Execution of test cases Reporting defects found during testing Reporting testing status and other test summary reports

Measurements Parameters Number of defects (identified/ fixed/ verified/closed/open) Number of test cases Effort Units Number

Number Man days

Tools Used
Suggested tools to be used in projects are: Bug tracking tool Mantis/AtTask or agreed tool Test case management tool test link Central repository tool SVN or agreed tool

Project management tool MPP/AtTask or agreed tool Documents creation tools MS office SOAPUI for load testing

Reports
Tested Product Executed Test Cases Requirement Traceability Matrix (RTM) Test Summary Report Defect Summary Report Project Status Report Release Notes

Entry and Exit Criteria

Entry Criteria
When a new build is received with an intimation to start testing. Latest source code should be published in SVN under Release folder The Versioning of the build should be mentioned as per the guideline below :X.X.X.X (The First X from right denotes to Bug Fixes in one iteration, second X from right denotes to No. of Iteration performed by QA team on that build, third X from right denotes to QA Certified that means that the build is tested and QA has approved the build for client delivery, fourth X from right denotes to the release that has been delivered to the client successfully). Under the Release folder in SVN the release notes for the latest build are for QA team. Bugs are marked as resolved in Mantis by the development team. Application passes the smoke testing

Build Suspension Criteria

The guideline criteria detailed below will be used as a reference to determine the level of quality expected from the software when passed to the QA Department. If these criteria are not met, the software will be deemed un-testable, testing will be suspended and the software returned to the Development Team for improvement. Testing will resume once the quality reaches an acceptable level. The QA Department may suspend partial or full-testing activities on a given build if any of the following occurs: Some Files are missing from the new build. QA cannot install the new build or a component. QA cannot configure the build or a component. There is a fault with a feature that prevents its testing and there is no suitable work around.

Too many Blocking / High severity defects found too quickly New build does not contain the specified change(s) and versioning naming convention is not defined as per the guideline provided above. Latest Source codes and its respective source code as well as release note are missing in Release folder. A severe problem has occurred that does not allow testing to continue. Development has not corrected the problem(s) that previously suspended testing. The Smoke Test fails to pass at an acceptable level A new version of the software is available to test. The QA Lead is the person that would make the decision on whether the testing of a build should be suspended.

Build Resumption Criteria

When a new complete build is delivered, the QA Lead needs to ensure that the team revert the installation to a pre-build-failure situation. This procedure includes and is not limited to: Remove old build from server Clear cache Reinstall original build Install new build A Smoke Test should be run after the new build is applied. The problems that caused the last build to be rejected should be verified as being resolved. The new build should include: Details on why the initial build failed and areas the fix has an impact on Build Notes

Quality Records

Test Plan Test Cases RTM Release Notes Defect Summary Reports Project Status Report Review Records

Training
Purpose of Training procedure
The purpose of training procedure is to streamline the training process. It is developed to ensure that a structured system is in place for the implementation of training within company.

Purpose of Training:
The purpose of the training is to ensure that all employees have requisite skills (Critical / Key Skills) to do their job effectively and plan for their future development keeping in view their career aspirations and other future resource requirements of the concerned department/ KTSL. In short the aim is to provide knowledge and skills required to perform effectively. Scope: Applicable to employees across company at all levels as per their Training Need Identification (Need based Training with development opportunities) PIPO Matrix (Process area, Input, Process, Output, Process Matrix)

Input

Process

Output

Quality Records Attendanc e Feedbacks

Reference s

Roles

Identified Training requirements from Appraisals, Projects and Business

Analysis of Needs

Trainings Conducted Identify Strategic Training Training Materials developed requirements Planning scheduling Conduct Training Evaluate Effectiveness and

Trainin g manag er

Process Flow:

TRAINING NEEDS ANALYSIS EVALUATE TRAINING EFFECTIVENESS/ DEVELOP STRATEGIC TRAINING NEEDS
MEASURE TRAINING
Step 7 RESULTS

DEVELOP TRAINING PLAN

REVIEW AVAILABLE TRAINING METHODS

DESIGN TRAINING EVALUATION APPROACH

DESIGN/SELECT TRAINING METHODS

TRACK TRAINING GAP

IMPLEMENT TRAINING PROGRAMS

Training Need Identification/ Analysis

1. HR will design the Training Need Identification Form along with the Performance Appraisal Form

2. Forms will be distributed to Department Heads / Units by HR department. Training Need Identification Stages:

New hires (to complement selection)

At recruitment stage Any immediate training needs are identified and discussed by the Manager and Training Team and are organized during the first six months of employment wherever possible. During the employees induction when Manager and employee are setting initial targets and objectives. The critical skills with respect to Jobs are to be identified at this stage. Respective KRA doc should be handed over to the new joinee.

Project Induction / Training

At induction stage Any immediate training needs are identified and discussed by the Manager and Training Team and are organized during the first six months of employment wherever possible. Applicable for employees when they report to their respective account / project locations Respective Project Manager will present a detailed client / project overview to fast track acclimation to the project This should also involve training pertaining to that specific project

Performance deficiencies detected

At appraisal - training needs are identified with the following years objectives and will tie in with the corporate plan to ensure competency and skill levels. Every six months a Critical Skill / Competency assessment would be carried out thorough an assessment tool to identify the development areas for KTSL employees.

Change of jobs (e.g., transfer, promotion, role)

At the time of when an employee is being given additional responsibility (Promotion/ Deputation) either on a temporary or permanent basis, or being given responsibility for a particular project.

Personal development needs will be identified by the individual concerned and could include a course of study or activity, which would give an individual greater understanding of the KTSLs involvements and activities. Respective KRA doc should be handed over to the resource who is getting promoted to the new role.

Change to jobs (e.g., new technology; realignment)

Training must be given at the time when a part of the project, the whole project or the organization as a whole decides to embrace a new technology. If technology is not used to its full potential by employees, incremental value will be lost

Levels of training need analysis

1. Organizational Analysis a) b) c) d) e) Identification of short- and long-term goals Identification of Human Resource needs Evaluation of methods of meeting HR needs (e.g., selection, training) Assessment of resource availability Evaluation of support for transfer of training

2. Task (Job) Analysis a) b) c) d) e) Identification of: tasks, standards optimal procedures Person Analysis Evaluation of individual against standards Identification of deficiencies Identification of causes (e.g., motivation vs. ability)

3. Others a) Poor performance (without analysis) b) Reward Organizational level training and project based training

Organizational level training will be imparted if the training session fulfills the following criteria: a) To introduce a technology new to the organization b) To introduce a product totally new to the organization

c) New process deployment d) Role based training (e.g. Project Leadership, auditor training, CM training etc) e) Induction

Project based (on the job training) will be imparted to an employee/ employees in all other scenarios.

Training need Analysis Training needs analysis (TNA) will be done for identifying the areas where both individuals and groups in an organization would benefit from training in order to become more effective at achieving their own objectives and the objectives of the organization. 1. Identifying the objectives of the organization Training plan or Training forecast will be rolled out by Human Resource department / Training department and MRB on every quarter in accordance with the expansion plans of the organization. 2. Gathering information about the skills and abilities of the individuals that are needed now and will be needed in the future The skill s and abilities of each employee will be gathered using (SkillGaps Training Needs.doc) during the time of appraisal. The data gathered will be later on captured in the KTSL skill set inventory tool. 3. Identifying the gaps that exist between the current situation and what is/will be required This skill set inventory tool will be used to compare the existing talent pool against KTSLs future business strategy. The gaps between the existing skills and future skill set demand can be identified using this application. This skill set inventory will be updated after each appraisal procedure in KTSL. 4. Analyzing that information This Information along with the organizational goals will be analyzed to prepare the training roaster for each month. TrgRoster is used to prepare the training roaster/ calendar for that particular month. The training calendar would comprise of the following: Training topic/ Training Programs Departments Involved Number Of Sessions Mode Of Delivery Location/ Venue (Internal or External) Tentative Dates and Duration No. of Trainers (internal/external)

Names of Trainers (internal/external) No. of participants Names of Trainees Training Materials Required

External and internal trainers list is maintained and updated regularly based on all the above mentioned parameters using KTSL_TrainersExt_KTSL_TrainersInt_002.doc. In case any training session does not happen according to the Training Roaster, that particular training session is carried into the next Training roaster and it is ensured that the defaulted training session is completed within the first month of the new roaster.

Training Implementation
Requests for the training will be invited from employees of each department depending on training needs identified and training roaster prepared. These requests will be analyzed, prioritized and approved/ disapproved by the department head and Human Resources. Apart from individual nominations, Mangers can also nominate employees based on the following: A Need based program (Organizations Requirement) As per the employees competency assessment Any Specific training for the employees development

In case of disapproval, respective employee will be supplied with valid reasons for the same. Based on the total population available for each training session, the schedule, venue, trainers list and training cost will be calculated and finalized by MRB. After the final preparation of the list, a Note / EMail will be sent to the relevant department (s) containing the schedule of the training program and the list of the personnel from that department identified for the training. The Human Resources would send communication on the program to the employee and his Manager at least two weeks in advance to enable the employee to plan and schedule his/ her work accordingly. In case there is any change of dates of the program, the same will be communicated to the relevant departments through an E-mail and confirmation for the same will be obtained. Other than in exceptional circumstances any cancellation would not be entertained and the debit of the training cost will happen to that particular employee/ Department. Any absenteeism or any indiscipline shown during the training will be viewed very seriously and in turn will impact the employees appraisal. Training attendance will be taken without fail to ensure that all participants have attended the training. Training Exemption/ wavier can be obtained by an employee by forwarding a exemption/ wavier

request via e-mail to the concerned department head/ Manger. This request must contain the rationale for training wavier and details of impact if not approved. MRB will approve the training wavier request form and intimate the same to the concerned department. In case an employee is deputed for an external course he or she would submit a Xerox/ photo copy of all the study material received during the course along with a copy of the certificate if any received during training to the training team.
Planning:

Planning includes: 1. Calendar Preparation /Medium 2. Intimation to Respective Departments / Units 3. Nomination 4. Faculty / Content fixation 5. Faculty arrangement

Calendar Preparation HR will consolidate the Training Needs and prepare the Training Calendar for the financial year based on the identified needs. The Calendar will be elaborated on monthly basis; it would consist of the Program name, Date and Venue, Trainer, Total number of participants and the cost. Calendar will be made available to all the employees on request. Intimation of Training Program A Mail / Note /Notice will be sent to respective departments / units from HR department about the Schedule/ content/ trainer. HR would send communication on the program to the employee and his superior at least two weeks in advance to enable him plan and schedule his work better. In case there is any change of dates of the program, the same is communicated to the relevant departments through Notice board / E-mail and confirmation is received. Nomination The employees Superior (Immediate reporting authority) will nominate him/her based on the Need/ Critical skill development objectives. In case of cancellation of nominations, HR should be informed immediately with justifications. Faculty / Content Fixation HR will hold the responsibility in association with the respective department for fixing the faculty / content. Vendors /Trainers will be communicated about the training requirements and will be asked to submit their proposals (Content/Bill) for the same. Trainer/Content will be finalized by HR in consultation with Departments for Specific / Critical skill development objectives. In case of Soft Skill/ Behavioral training, the panel for faculty and content assessment would be members from Human Resources. In case of any Functional / Technical Training, the panel for faculty and content assessment would be HODs or members from the specific departments. The Training Module and Trainer have to be certified by respective Department heads after finalization. Facility Arrangement HR will intimate the Admin dept to arrange for the Facility required (External resources).

External & internal trainer list

External Trainers A detailed External trainer (Both individual & Organization) information sheet will be maintained with the Human Resource department. The identification of external trainers will be based on certain parameters such as: 1. 2. 3. 4. 5. 6. 7. 8. Areas of expertise Previous assignments under taken Trainings conducted Courses offered Availability details Cost & mode of payment Past interaction summary Contract details & tenure binding KTSL and the external trainer (individual or organization) if any

Internal Trainers A detailed internal trainer information sheet will be maintained with the Human Resource department. The identification/ nomination of internal trainers will be based on certain parameters such as: 1. 2. 3. 4. 5. 6. 7. 8. Areas of expertise Previous assignments under taken Trainings conducted Trainings undertaken Years of experience (total) Years of experience (with KTSL) Availability details Additional personal attributes (e.g. communication skill, Leadership skill, etc)

Train the trainer sessions and additional training will be supplemented to equip the internal trainers to undertake the training assignment effectively.

Training Materials and Venue

In house training materials will be developed for frequently used training sessions. This will be done with the assistance of internal and external trainers. Specific time will be given to internal and external trainers to develop the same. These training materials will be delivered during the training session after the approval of MRB.

Training materials will be revised every six months, based on new technologies and developments in that specific area. This will be done after obtaining prior permission from MRB/ Human Resources. All the revised training materials will be approved by MRB before delivery.

The training material such as Templates, Charts, Games, Exercises, Books, Video Cassettes, CDs, and Audio Cassettes etc. will be kept in a central training inventory with the Human Resource department and will not be removed without the departments permission.

Venue will be finalized based on the participant population, training structure, mode of delivery and trainers availability. KTSL conference hall will be used for all internal training sessions.

Modes
There are multiple modes of delivery to consider when choosing training. MRB will choose the appropriate mode by choosing one or more combinations of these modes. Customized Training: Training providers may also have the expertise to adapt and customize their education and training services to fit the organizational needs. E-learning (Online/CBT/IL CBT/Simulators) E-learning is the presentation of training materials and content via the Internet or intranet. This type of learning involves instruction delivered through webbrowser technology right to an employees desktop computer. This medium may provide some interactive material. Blended Learning This method combines instructor-led training with E-learning. This enables the combination of the best aspects of each method to derive at the best education/training possible. Instructor-led Classroom Training (Tutor Based onsite/Tutor Based Offshore) Training delivered faceto-face by an instructor in a classroom-like setting. On the Job training Training provided by the respective Project manager/ PL for a new employee for a short span of time to get accustomed to the existing policies and work procedures.

Training Responsibility
Human Resource department/ Training department will be responsible for planning, analyzing, coordinating, scheduling and executing the entire training session. They will also be responsible for establishing, documenting, implementing and updating this function on regular intervals of time. Responsibility also includes: Giving the entire proposal to the team along with the commercials to the team

Making arrangements for all the training material by way of Xeroxing of booklets, exercise, and also procurement of any other training material required. Arranging venue, availability of participants, trainers and materials relevant for the training. Being there at the program venue right from the start of the event till the end Collecting the evaluation forms duly filled in from the participants and trainers and documenting the same. Updating training MIS/ folder and revision of training materials

Implementation in a nutshell Customized Programs are made to address the generic and immediate needs identified. The training is conducted based on the Agenda for the programs. A monthly training MIS would be prepared, which would be submitted to Head Human Resources. The training calendar would be tracked for the trainings planned Vs training conducted.

Measurement & Evaluation

Training programs equip employees with new skills and knowledge needed to enhance productivity in the office setting. Training evaluation is needed to ensure the success of these training programs. Thus, it is of much importance for businesses to hold training programs and sessions for their employees when deemed needed. And in ensuring the effectiveness of these training sessions, it is then important for businesses to undergo training evaluation. Training evaluation actually refers to the process of scrutinizing all aspects of training sessions held by businesses. To ensure that these training programs have fulfilled the objectives clearly, three different evaluation approaches are adapted by company.
Measurement & Evaluation in nut shell

The Training effectiveness will be measured to evaluate the Trainers as well as the Trainees. Training Feedback form will be given to each participants to write their comments on the Content/Method of training/ the way it is organized etc., Trainers will also given a Feed back form to comment on Facility Management/ course content/ Level of participation and so on. Managers will be asked for feedback in terms of improvement or changes in the trainees performance particularly in the areas in which they have received the training. Training and development undertaken will be reviewed in the appraisal system as part of the competency assessment. Managers to ensure that each employee reporting to them have requisite job specific skills and once they possess the same they should plan for their development.

Immediate feedback/reactions of the Participants

At this level that the perceptions of the participants regarding the training program are measured using Feedback Candidate tempate. This stage is very important towards achieving improvement for both the participants and the organization as a whole. Later the summary of candidate feedback will be gathered and documented for future reference. A copy of the same will be given to the respective trainer on request.
Trainer Feedback

Trainer feedback is critical to evaluate the success of the whole program. Trainer feedback id collected using the Feedback Trainer template. This document will also contain the tests scores of individual participant for each day and the summary of test scores. This will give the performance tracking of the employees during the course of training period.
On the Job Evaluation

This focuses on measuring the resultant changes of the participants in response to the knowledge acquired from the training program. It is at this level where managers can see for themselves how the participants apply their new skills or knowledge in the typical work or office setting. This is actually the level where the efficiency of training is ultimately tested.
Training records

Training history card will be kept in employees personnel files for all corporate training, whether inhouse or external and on personal development. The information will include details on course content, cost and purpose of the training. The certificates detailing the same will be issued to an employee upon written request. A detailed MIS/ Folder will be used to keep all the documents regarding the past training sessions. This will contain a summary of all the templates deployed. This data will be used for future training assessments and training budget preparation.

Training Records in a nut shell

Training records will be kept in employees personnel files for all corporate training, whether inhouse or external and on personal development. The information will include details on course content, cost and purpose of the training. Formats Required for this function are o Training Need identification form o Nomination Form to be submitted by Department heads to HR o Training Intimation Form By HR to Departments / Units o Course Content Information- From HR to Trainer o NDA with Trainer o Trainer Certification (Only if external) o Trainer Evaluation

o o o o

Request form to Facility Management From HR to Admin. Monthly Report MIS format Training Feedback form Training History Card

Verification
QA audits the activities of Training Department Senior Management reviews at regular Intervals

Metrics
1 2 3 No. of trainings conducted against plans Training Effectiveness Score. No. of hrs of training attended by person per year

UAT
User Acceptance Testing
User Acceptance is the test phase in which the application will be accessible for the clients for testing. UAT will be conducted on the application from in an environment independent from the system test environment. UAT will be having two levels- Alpha and Beta The goal of Alpha Testing is primarily to provide the client with the ability to test the full functionality of the system including process flows, functionality, and aesthetics. The goal of Beta Testing is to provide the client with the final system, with all approved fixes already made from the Alpha Testing Phase. All errors logged by the client during this phase will be done online through PTR Management Tool. All issues raised will be managed in a separate way than the PTRs reported by the internal test team. A review will be conducted on all PTRs from client. PTRs will be fixed upon the review decision.

Input to the process

Application Certified after System Test Project Manager Sign-off on certified application

Application delivery Application after system testing and certification will be delivered after sign-off from the project manager. Application will then go to the UAT environment for UAT Application will be set up in the UAT environment with the settings as specified in the requirements. Instructions for Alpha test will also be delivered along with the application. Alpha Test First Level of UAT, the Alpha test will be conducted on the application. This will be conducted by the client team. All the PTRs reported by the client team will be communicated to the internal team. All the PTRs will be reviewed and any doubts will be clarified with the client. Based on the review decision and the comments by the project manager, the fixes will be made and documented. System test team will retest the items after fixes in the local test environment. After the internal tests and all PTRs are cleared, the results are documented and application will be released for the Beta Test. Beta test instructions also will be created and delivered along with that. Beta Test Beta testing, the second level of UAT will be conducted on the application after the application is released with alpha fixes by the client team. The Beta test version of the application will be set up

meeting all the client requirements including logos, addresses etc. which will make it the final one before release. PTRs reported from the client will be managed in the same way as those in alpha. Internal verification of PTRs will happen on the Beta bug fixes. After the internal tests and all PTRs are cleared, the results are documented and application will be released for Project Manager sign-off and delivery preparation phase. Responsibility 1. Test Lead

Coordinate with the project manager, the management of the PTRs received from the client team

Verify the PTRs reported from the client team in local environment Clarify any doubts on issue recreation with the UAT team Verify the fixes for the UAT PTRs and prepare the metrics and statistics

2. Test Team Member

Verify the assigned PTRs in th internal test environment Retest the PTRs after fixes

3. Project Manager

Monitor the UAT processes Manage the UAT PTRs Manage the UAT test results with the Internal Team Sign- off the documents and the application of Delivery Release

Verification of Process

UAT PTRs are verified and recreated in local environment after clarifications, if any, with client PTRs are reviewed and documented for fixes Retests are done on the application for the fixes Application is delivered after fixes with necessary documentation Application is signed off for delivery after UAT

Output

Alpha Test Results to Client Beta Test Results to Client

Exit Criteria All the defined levels of testing is over

All the PTRs reported are in Cleared status All the metrics for the project phase are collected and submitted to configuration management Application is signed off for delivery

System Architecture

Windows GUI

Internet Browser

Finance

General Administration

Traffic Management

Inventory Management

Other Modules

Configuration

RDBMS

RDBMS

Schedule

Data Gathering

Creatives

Development

QA

UAT (Testing and Training)

5 6 (in months) 7 Timelines

10

11

12

Assumptions
1. The timelines are given assuming that when required KPT personal will be there to provide input on any requirement asked for. 2. Assuming there will be no change in requirements once they are finalized. 3. Team will not be working on public holidays.

Expectation from KPT

We have expectations from clients to successfully and timely complete assigned project. It will make both of us happy with all the time of the project process. Contents/Material We expect from client to provide the content required for the project as early as possible to process faster. It will be client's responsibility to deliver the required content to us in hard/soft copy. Soft copy is most preferred in most of cases. Clients are requested to provide the required contents all at once. Payment We expect from client to make payments timely as per project contract. Communication We expect from client to communicate all details related to project using e-mail system. Clients are requested to check their e-mail account regularly to get latest updates of project progress. In some cases, phone call, SMS, text/audio/video chat, desktop sharing, snail-mail is also preferred. Ownership of Material Client will own their provided material/data used in the final finished project and the whole project in one-piece. Disassembling, fetching, selling, cracking and other use of the material incorporated by us from finished project will not be entertained without making such contract. Client does not own any material/data of project that is unused and built by us for project. Client will be liable for any copyright issues of their provided contents.

Benefits
Integrated Information The key benefit of implementing systems is integration. Systems help in reducing operational costs by coordinating various departments of the organization. The major idea behind it is to control accuracy as well as redundancy of data and data entry. This centralized working system is able to replace multiple, disconnected databases with a single system, incorporate different applications and data sources. It also aims to lowers help desk support and marketing cost. Moreover, this system is an ideal application to improve the cooperation between departments and employees as well as communication with prospects and customers. Enhanced and Efficient Technology This software enhances day to day management activities. It also supports strategic planning that defines objectives for the business. Since it has better data accessibility, top management can also use this tool to make better and more effective decisions. In addition, system has a capability of eliminating manual activities and streamlining critical business processes for many departments of an organization. Easy Reporting The system improves and customizes reporting. It provides easy technique of generating reports. With better access to data you can generate and manipulate reports anytime you want to. User Friendliness: This robust and user-friendly application easily eliminates problems without over-grown data tables. Moreover, non-technical people can easily access data or information using applications. This handy application also allows you to deal with high volumes because of its real time capability and future based orientation. Cost Reduction: The system can integrate costs, profits and revenue information. Its ability to reduce cost can be greatly enhanced if the data that is being captured is analyzed and evaluated properly. Easy Data Accessibility The system enables you to access real time data and increase self-service of critical information. Better Communication The system improves communication between departments within an organization. It also offers a variety of timely, speedy and software-compatible services with flexibility; such as web based applications. Increased Security

The system not only improves data integrity and security but also enhances the data restrictions, allowing you to keep your customer information and company data safe and secure. Providing Business and Financial Solution: System offers the best business and financial solutions for almost every type of organization. By permitting flow of resources and finances into different and vital business activities it enables enterprises to increased efficiencies in its daily operations. Accuracy & Consistency System enables companies to maintain consistent and accurate data throughout all the departments enabling the complete flow of information to be viewed through a single system. The department heads can see the timing of employees and total work completed. It provides better visibility and helps in improving the performance of the organization. Better Resource Management This centralized application provides the tools and reporting capabilities to allow management to better allocate valuable resources. This allows decision makers to monitor and take action during crucial times and prevent delays.

Conclusion
For any productive business organization automation can play a vital role. A successfully implemented system will help you in improving alignment of strategies and operations, productivity and insight, financial management and corporate governance. The system also enables you in reducing costs through increased flexibility and overall risk.