OITS Bulletin

Journal ofOrissa Information Technology Society

No. 1, December 2003

Chief Editor

S.P. MisraPresident, OITS

EditorSurya MohantySecretary, OITS

Executive EditorJyotiranjan Hota

OITS

Editorial BoardS.P. Misra

Sudarsan PadhyLaxman Mohanty

Chitta BaralHrushikesh MohantyArun Kumar Pujari

Jyotiranjan Hota

OITS Bulletin

PREFACE

In one of the meetings of Orissa Information Technology Society(OITS), the executive committee decided to bring out a bulletin,�OITS-Bulletin� to be first released during CIT 2003. Also the committeewas of the opinion that for the present this bulletin may be annual, andbe published preferably at the time of CITs. and should contain popularand semi-technical articles. We have invited such articles from differentauthors. This is just an humble beginning and should grow in time withmore participation of oits members.

S.P. Misra S.K. Mohanty J.R. HotaChief Editor Editor Executive Editor

CONTENTS

1. Organization of the CITS S.P. Misra ............................................... 1

2. The IT Revolution and Orissa Jnana Ranjan Dash .............................. 5

3. Development of E-Governance Solutions û A. K. Pujari ......................................... 9

4. e-Governance Project Execution Jyotiranjan Hota ................................. 15

5. e-GovernmentThe Promise of Transformation Raj Kumar Prasad .............................. 18

6. Software Process Improvement Sanjay Mohapatra,A Case Study at Infosys Bhashyam M R, Srinivas P ............... 22

7. Information and Communication Technology ICT Team, UNDP�Orissa Hub ......... 30Quarterly Progress Report (April-June 2003)

8. Tool for Enterprise Wide Management ofEducational Institutions Mr. Srijat Mishra ................................ 42

9. Orissa Information Technology Society (OITS) S P Misra ............................................. 47

10. JXÏÞhÐ jËQ_Ð `õdʦÞÆaÞ]ÔÐeþ `õcÊM jÐeþ\Ñ ÒSÔÐ[Þ e&_ ÒkþÐ[Ð ........................ 50

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Genesis: CIT97:

In 1997, with mostly the initiative of ChittaBaral and Suchitra Patnaik, and active supportof Pramod Meher, a meeting of many ITprofessionals took place in Utkal University. Thefunds for this were collected/donated by chittabaral and suchitra patnaik in cash and king.Pramod Meher got the support of many localinstitutions to support e.g. lunch or some extrasupport. On 22nd december, in a meeting it wasdecided that (i) we shall form a society calledorissa information technology society, and (ii)that we shall have regular meetings for cits everyyear around 21st to 24th of december for theuplift of level of IT in orissa. Some other detailsmay be seen in www.oits.org

We may regard this as a pilot project forcits. In 1998, it was renamed as cit98 instead oficit98 as there was that year another conferencewith the same initials.

CIT98: Organized by OITS, andUtkal University

OITS gave a seed money of Rs.10,000/- toP.K. Mishra (kiit), the Finance Chair of cit98 asa very modest seed money from registration ofcore members. At that time, middle of 1998, OITShad been just registered and this was all themoney available with it.

This conference was sponsored by (1) KIIT,Bhubaneswar (Rs.60,000/-); (2) IISIT,Bhubaneswar (Rs.50,000/-); (3) OCA,Bhubaneswar (Rs.25,000/-); (4) AIOL,Bhubaneswar (Rs.25,000/-); (5) NIST,

Organization of the CITSS.P. Misra

President, OITS

Berhampur (Rs.25,000/-); (6) SIDBI,Bhubaneswar (Rs.25,000/-); (7) CDAC, Pune(Rs.24,660/-); (8) ORACLE Technology(Rs.19,600/-); (9) Silicon, Bhubaneswar(Rs.15,000/-); (10) RCM, Bhubaneswar(Rs.12,000/-); (11) IBCS, Bhubaneswar(Rs.10,000/-); (12) ITER, Bhubaneswar(Rs.10,000/-); (13) OSEDC, Bhubaneswar(Rs.10,000/-); (14) OEC, Bhubaneswar(Rs.9,500/-).

Amount collected by R N Mohapatra fromUSA in dollars (Rs.19,900/-; these contributionswere by IEDSO, Somanath Behera, T. Mitra, LaluMansingh, Manoj Sahoo, Pradeep Lenka).

Registration fees: Rs.1,09,020/-. Of theabove, Rs.62,474/- were collected by R NMohapatra from USA in the form of dollarstowards registration.

Hotel expenses: Rs.1,43,524/- including abanquet. Expense for Publication of Proceedings:Rs.77,620/-. Conference kit and printing(excluding proceedings): Rs.91,345/-

Balance: A little more than Rs.1,00,000/-was transferred to OITS including the advance.The account cit98 was closed. Audited accountis available.

Remarks: The Conference was held in HotelPrachi. Some other details written after theConference may be seen in www.oits.org/icit98.The sponsorships from outside India and somefrom inside India were due to the efforts of R NMohapatra and others, including LaxmanMohanty and S P Misra. The academic program

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was due to R N Mohapatra and Amiya K Pujari,under the guidance of L M Patnaik, the generalchair. P Meher was the organizing chair.

This conference, de facto the first one of theseries, went off with a bang, and the success ofthe later conferences may be attributed to thisbeginning. In fact, it had the attendance of about40 participants from outside India, The fullsupport of P K Mishra of KIIT very much helpedfor this success.

CIT99: Organized by OITS:

OITS gave an advance of Rs.85,000/- toopen the account cit99, to be operated by thefinance chair J R Sahu (RRL). The conferencewas sponsored by

NALCO, Bhubaneswar (Rs.74,175) forProceedings; (2) CSIR (GoI)(Rs.30,000/(3) KIIT,Bhubaneswar (Rs.25,000/-); (4) NIST,Berhampur (Rs.10,000/-); (5) CV Raman College,Bhubaneswar (Rs.12,000/-); (6) Others,Bhubaneswar (Rs.7,000/-).

Registration fees were Rs.1,44,414.70/-.

Hotel expenses: Rs.86,040.40/- Expense forPublication of Proceedings: Rs.83,309/-Conference kit (excluding proceedings):Rs.31,000/-

Balance: A little more than Rs.83,233/- wastransferred to OITS excluding the advance. Theaccount cit99 was closed. Audited account isavailable.

Remarks: The Conference was held in Swosti.This was the year of the super-cyclone in Orissaand even then it was a success. The sponsorshipswere effected by Sanghamitra Mohanty(Organising Chair), J R Sahu (Finance Chair) andS P Misra (oits) working as a team. The conferencewas ably guided by L N Bhuyan, the general

chair. H Mohanty and C Baral as program chairsguided the academic programs with the help ofthe general chair. The success was also due toP K Mishra (KIIT), and R Ghosh, who helped inthe final arrangements. Some other details shallbe available in www.oits.org/cit98.

CIT2000: Organized by OITS andKIIT, Bhubaneswar:

OITS gave an advance of Rs.60,000/- toopen the account cit2000, to be operated by theorganising chair P K Mishra of KIIT. The financechair S K Mohanty for personal reasonssuggested this.

This conference was sponsored by (1) KIIT,Bhubaneswar (Rs.1,30,750/-); (2) LucentTechnologies, USA (Rs.63,622/-); (3) CSIR(GoI)(Rs.50,000/-), (4)OSA, USA (N. Tripathy)(Rs.46,000/-, through OITS) (5) ESS,Bhubaneswar (Rs.37,962/-), (6) NIST,Berhampur (Rs.25,000/-); (7) T Daud (Rs.17,275).

Registration fees: Rs.2,04,815/- Lodgingand boarding expenses at Hotel and KIIT:Rs.2,52,835/-= Rs.1,92,085/- +Rs.60,750/-. TheKIIT expenses include guest house expenses +inaugural dinner.

Expense for Publication of Proceedings:Rs.1,13,755/- Conference kit and printing(excluding proceedings): above Rs.75,000/-

Balance: Rs.1,500/- was transferred toOITS excluding the advance. The account cit2000was closed. Audited account is available.

Remarks: Inauguration was in KIIT and theConference was in Swosti Plaza. Sponsorhipsfrom outside India were mainly with theinitiative of Durga Misra, Program Chair. Somemore details are available in www.oits.org/cit2000. The academic programs was ablyconducted by the program the program chairs

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R K Ghosh and D Misra under the guidance ofJ Misra, general chair. Some other details areavailable at www.oits.org/cit2000.

CIT2001: Organised by OITS, andNIST, Berhampur:

OITS gave an advance of Rs.20,000/- tothe account cit2001.

Sponsors for this conference were (1) AvayaLabs, USA, (2) Satyam computers, India, (3) NJIT,USA, (4) CSIR (GoI), (5) DST (GoI) with a totalamount of Rs.2,17,501

Registration fees: Rs.2,36,826

Lodging and boarding expenses: Rs.71,683(hotel)+Rs.2,26,843, Expense for Publication ofProceedings: Rs.1,70,823, Travel expenses:Rs.84,815

Total expense was Rs.7,60,042, of whichNIST contributed Rs.3,05,715. But after theConference accounts were finalised as above, in2003 NIST contributed a further amount ofRs.22,000/-, so that the advance of Rs.20,000/- from oits is returned, as well as a balance ofRs.2,000/- is paid to oits as a surplus.

Remarks: The Conference was held in NISTCampus, and dinners in Oberoi. Thesponsorships from outside India were mainlythrough the initiative of S Mohapatra(Organising Chair) and D Misra, secretary(overseas), oits.

The laboratories of NIST had a massive lossdue to disturbances about a month before theconference. It is to be highly admired that NISTorganized a very good conference inspite of that.Chita Das and P K Dash as the general chairs,and Prasant Mohapatra and Arun Pujari as theprogram chairs organized an excellent academicprogram, and the number of participants wasbeyond 200.

CIT2002: Organized by OITS:

OITS gave an advance of Rs.40,000/- toopen the account cit2002, to be operated by thefinance chair Debasish Jena.

Sponsors for this conference were AvayaLabs, USA (Rs.1,43,948/-) (2) Satyam computerservices (Rs.72,585/-), (3) ITER, Bhubaneswar(Rs.25000/-), (4) NIST, Berhampur (Rs.20,000/-), (5) Silicon, Bhubaneswar (Rs.15,000/-), (6)KEC, Bhubaneswar (Rs.15,000/-), (7)IISIT,Bhubaneswar (Rs.15,000/-), (8) KIIT,Bhubaneswar (Rs.15,000/-), (9) School of math,stat, and comp sc (Utkal Univ), Bhubaneswar(Rs.15015/-), S P Misra (for Narayan Misra ITaward), Bhubaneswar (Rs.45,000/-).

Registration fees: Rs.1,44,414.70

Hotel expenses: Rs.86,040.40 Expensefor Publication of Proceedings: Rs.1,22,319/-Conference kit (excluding proceedings):Rs.39,600/- Cash prizes for awards:Rs.14,000/-

Balance: About Rs.1,95,000/- wastransferred to OITS excluding the advance. Theaccount cit2002 was closed. Audited account isavailable.

Remarks: The Conference was held in hotelNew Marrion (Old Prachi). The sponsorhipsfrom abroad were mainly with the initiative ofD Misra, secretary (overseas), oits and SagarNaik (Program Chair). From inside orissa, SPadhy (Organizing Chair), D Jena (FinanceChair), and S P Misra (oits) worked as a team.The general chair was M R Kintala with theprogram chairs S Naik and Sridhar Iyerorganized an excellent academic program. Thespecial features of this conference were, (I) seventutorials spread over six Institutions attendedby over 500 students, and (ii) three best paper

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awards, two for best papers from among all thepapers, and one from the papers from insideOrissa with a separate grant for this purpose.More details are available in www.oits.org/cit2002.

CIT2003: Organized by OITS andSilicon School, Bhubaneswar:

OITS gave an advance of Rs.40,000/- toopen the account cit2003, to be operated by thefinance chair Nitai Dhal.

Remarks: The organization of the Conference isin full swing. Sajal Das (general chair), and,Goutam Chakravorty and Sudeshna Sarkar(program chairs) have arranged an excellentacademic program. Some special features of thisconference (Dec 22nd to 25th) are (i) organizationof two sets of tutorials, one (advanced) and onefor the students on 25th, (ii) an industry session,(iii) a pre-conference symposium on 21st, inaddition to continuing the two best paperawards, one from among all the papers, and theother from among papers submitted from Orissa.Laxman Mohanty is the organizing chair. Morethan 230 papers were submitted, and attendanceis likely to be quite large.

Details are available in www.oits.org/cit2003, same as www.citconference.org

Special Remarks:

During cit99, a committee comprising ofJayadev Misra, L N Bhuyan, Chitta Baral, RatanGhosh, Hrushikesh Mohanty among othersproposed that the cit team for the kth cit may bedecided by a steering comprising of the generalchair(s), program chairs, of the (k-2)th and (k-3)th cits along with two other co-opted members.

This was passed in the general body of oits heldduring cit99 on 22nd December, and is beingfollowed. However, the convention has been toassociate as many members who have taken aninterest in cits as possible, and then arrive at aconclusion, which I think is a healthyconvention.

Following this, the announcement for thesteering committee Prasant Mohapatra (SteeringChair of cit2003) as the convenor, was circulatedamong all oits members as well all associatedwith the previous cits in July, asking forsuggesting a venue and the core team for cit2004.There were only two suggestions: (i) H Mohantysuggested that it may be in New York, (ii) ArunPujari suggested that it may be at Hyderabad.

Many oits members had thought earlier thatonce in a while cit may be held outside Orissa,and with overwhelming support for Huderabad,it was finally decided by the steering committeethat cit2004 may be held at that place as afunction of oits, with Arun Pujari and ChittaBaral as the general chairs, who, on our requestproceeded with discussing the arrangements.They have assured us that any participant fromOrissa will be supported by the organizersregarding both travel and stay for the conference,and with this generous offer I am sure ITcommunity of the State can really benefit a lot.

The success of the cits in the academic fieldhas been due to participation of a large numberof professionals, mainly academic, from all overIndia as well as from outside. This has helpedto some extent in raising the level of IT in Orissaat the higher end, but clearly more effort isneeded.

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THE IT REVOLUTION

First we identified the �AgriculturalRevolution� that lasted for 900 years. Then camethe �Industrial Revolution� towards the secondhalf of the 19 th . Century with the invention ofthe steam engine and the internal combustionengine (automobile). That lasted for about 150years. Starting in 1950 and through the secondhalf of the 20 th . Century, we have identifiedthis period as representing the �InformationRevolution�. General wisdom predicts thisperiod to last for 70-80 years and we are past thehalfway mark. The follow-on era will becomethe �Biotechnology Revolution�. Interestingly,each era shrinks in length, meaning the rate ofprogress accelerates.

So what is the information revolution? Ourcapacity to store, communicate and transforminformation has been growing since millennia.Storing information has evolved from flat stonesand paper to current magnetic and opticaldevices. Transporting information has evolvedfrom physical messengers like pigeons,heliograph, telegraph, telephone, radio, TV andnow to the Internet. In order to transforminformation to knowledge and wisdom, we havebeen using our brain and continue to do so.Computers help perform some repetitive braintasks faster, but we have a long way to go tomimic how the brain operates. The universalityof computers to multiple tasks has made it veryuseful across wide areas of applications.

The IT Revolution and Orissa

Jnana Ranjan Dash,Executive Consultant and Technology Visionary, Silicon Valley, California

Today, IT is proliferating all around us andyou cannot ignore it. Modern cars have 40-50microprocessors inside them to controlnavigation, fuel injection, braking, suspension,entertainment, climate control and so on. Eventhe lowly washing machines, color TVs andmicrowave ovens have chips controlling them.The DVDs, VCDs, MP3 players, TV remotecontrols, cell phones, digital diaries, ATMs(Automated Teller Machine), cable TV, theInternet, dinosaurs in movies, email and chat,etc. are all products of IT. Hence awareness ofthe fascinating story of IT is becoming anecessity.

To finish this introduction let me quote twovisionaries who are pioneers in the evolution ofcomputers and how they saw the future.

�One evening I was sitting in the rooms of theAnalytical Society at Cambridge, in a kind of dreamymood, with a table of Logarithms open before me.Another member, coming into the room and seeingme half asleep, called out �What are you dreamingabout Babbage?� I said, �I am thinking that all thesetables may be calculated by machine.�

� Charles Babbage, (1792-1871)

�The inside of a computer is as dumb a shellbut it goes like mad! It can perform very manymillions of simple operations a second and is justlike a very fast dumb file clerk. It is only because itis able to do things so fast that we do not notice thatit is doing things very stupidly.�

� Richard Feynman, Physics NobelLaureate, (1918-1991)

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THE FIRST TWO INFLECTIONPOINTS

IBM dominated the decade of the 1970�svia its breakthrough mainframe technology, theSystem 370. That dominated the computinglandscape for the next 15 years. Then duringthe 1980�s Moore�s law dominated (named afterDr. Gordon Moore, founder of Intel, whopostulated back in 1965 that microprocessorcapacity will double every 18 months) and thewealth creation came out of the fast emergingPC industry. Both Microsoft and Intel dominatedthis landscape. The 1990�s ushered in the era ofthe Internet, a major inflection point incomputing. The Internet followed Metcalf�s law(named after Bob Metcalf, father of the Ethernet.which states � the value of a network is directlyproportional to the square of the number ofusers.).

THE ARRIVAL OF THE INTERNET

Almost every new idea starts as a �badidea�. Then its scope is not well understood atthe initial stage. Marconi thought his new radiowould be used only for ship-to-shorecommunication. Invention of the transistorreceived a tiny mention in the New York Times,which said it �might be used to develop betterhearing aids for the deaf.� Western Union turneddown the chance to buy Alexander GrahamBell�s telephone patent for a mere $100,000. Onhindsight the future was �obviously notobvious�. In 1949, IBM predicted there wouldbe a market for no more than 10 to 15 computers.In a similar vain, we looked at the InformationSuperhighway nine years ago. Then came theuser-friendly Mosaic front-end to the worldwideweb. Suddenly the Internet has become one ofthe biggest events in the way it is changing thefundamentals in the society and industry.

Professor Paul Romer of the Stanford BusinessSchool says, �It isn�t so much that we have a neweconomy, as we have a new understanding of theimportance of technology in the economy�.

As The Economist said in 1999, �Internet isall about communicating, connecting, and transactingwith the outside world. It brings together buyers andsellers in a super-efficient new electronicmarketplace�.

TWENTY-FIRST CENTURY ANDWHERE ARE WE?

As we stepped into the new millennium,the pundits predict this decade to be the decadeof �pervasive computing or real-timecomputing�. Pervasive computing was predictedin a seminal paper by Mark Weiser (chieftechnologist at Xerox Palo Alto Research Center)back in 1991. He said, �The most profoundtechnologies are those that disappear. They weavethemselves into the fabric of everyday life until theyare indistinguishable from it.� The essence of thatvision was the creation of environmentssaturated with computing and communicatingcapability, yet gracefully integrated with humanusers. Look around today and you see youngpeople in Japan sending instant messages viacell phones, the cell phone has become a personaldigital assistant with much information likephone numbers, email, calendar, etc.

At the enterprise level, there is a movementto start exploiting the ubiquitous infrastructureof the Internet to do real-time computing. RealTime Enterprise (RTE) is defined as �SpontaneousTransaction Flow and Information TransparencyThroughout the Extended Enterprise MinimizingLatency and Labor�. This means enterprises mustbe able to reduce the time it takes to perform tasks.Anything that takes 4 days to complete must bedone in 4 hours � that�s reduction of latency

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and hence cost. Given the economic pressuresof the times, being competitive is key. Dellcomputers is an example of being a leader intwo key concepts � Zero-latency and Straight-Through-Processing. When one orders a Dell PCover the Internet, the elapsed time between theorder and the arrival of the brand new PC atyour doorstep is 48 hours! That is how they cankeep the cost down and beat their competition.It is a pioneer in efficient supply chainmanagement and distribution.

The general consensus is that we will seemore wealth creation over the next ten yearscompared to the last ten years.

ORISSA�S PART IN THE ITREVOLUTION

India has emerged as a leader in this centuryfor IT services and outsourcing. The vastresources of technical skills combined with ourEnglish language skills make India an attractiveplace for outsourcing and IT services. Many largecompanies are using India for softwaredevelopment and maintenance work. BusinessProcess Outsourcing is also getting to be a hotitem. Large companies want to outsource theirentire business process such as accounting, orderprocessing, patient record management, tradereconciliation, to India for savings in cost as wellas improving efficiency. Banaglore andHyderabad have become key hubs for suchactivities. Mainly due to the aggressive marketingby their political leaders. There is a second-tierof cities now vying for such investments andthey are Trivandrum (kerala), Kolkata, Chennai,Pune, Chandigarh, and of course our ownBhubaneswar.

Bhubaneswar has been named a softwarecity during the 1980�s with the establishment of

the STP (Software Technology Park). Thennothing much happened during the boom yearsof the late 1990s when other cities just flourished,most notably our neighboring state of Andhraand it�s city of Hyderabad. Bhubaneswar hasmany distinct advantages to be a leader in thisspace for the eastern zone in India. But nothinghappens by itself. An aggressive push by thestate�s political and bureaucratic leaders canbring much-needed excitement and attractinvestments to the city.

An attempt was made in January, 2003 bythis author to bring together various leaders inthe IT industry plus the government to discussand work out a plan for promoting IT in Orissa.A group called BIG (Bhuabenswar IT Group)was formed for continuity in carrying out theplan of action. This effort was lauded by thestate�s chief minister and key bureaucrats. Letus hope that the progress continues, speciallyin promoting Bhubaneswar�s image as anattractive IT hub. Actions could include thefollowing:

� Email campaign from the chief minister�soffice to invite CEO�s to visitBhubaneswar,

� Presenting Orissa at national forumssuch as Nasscom,

� Going on a roadshow to promote whyBhubanswar is attractive for investments,

� Providing incentives to Indian andforeign companies to establish their newcenters in Bhubaneswar,

� Opening a TiE (The Indus Entrepreneurs)chapter in Bhubaneswar similar tochapters in many parts of the world

It is time to use the BIG structure and alsogroups such as OITS to promote the growth of

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About the author � Jnana Ranjan Dash is from orissa and has lived abroad for 33 years. A graduate ofREC, Rourkela he went for higher studies in 1970. He played key roles at IBM (16 years) and Oracle(10years) in planning, architecting, and developing database software products that dominates the marketplacetoday. Currently, he is an executive consultant, guiding several new companies in the Silicon Valley. Heis a consulting Chief Technology Officer (CTO) of KnowNow, a real-time event management softwarestart-up. He sits on several Boards of Directors also.

IT in Orissa, that will benefit the state�s economyand employment for the youth. It will also triggerthe new generation to compete both nationallyand internationally in the emerging world ofInformation Technology. Everyone must takeresponsibility and the state�s political leadershipmust be the catalytic agent much like what theleadership in Karnataka, Andhra, West Bengal,and Kerala are doing.

FINAL COMMENTSWe have briefly described the Information

age and how the IT revolution has shaped upso far. As we enter this new century andmillennium, IT takes the front seat and is shaping

everything we do, both personally andcollectively in an enterprise, be it thegovernment, manufacturing banking, education,health care, transportation, etc. Computerliteracy is a must for todays and the futuregeneration. India is playing a key leadership partin the world in this area. Orissa must step up toexploit this and stay ahead. IT may not preventa cyclone or a flood, but it can enable rapid reliefoperation and efficient distribution. As someonesaid, �technology is a great leveler� meaning itnarrows the gap between the have�s and thehave-not�s much like what the telephone hasdone to India and other developing countries.

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Abstract

In a vast country like India majority of thepopulation and business depend upongovernment programs, information and services.Usually most of the government processes forproviding information and services to business(G to B) and to the community (G to C ) involvetime consuming and tedious activities. Intraditional methods, the majority of the targetbeneficiaries find it difficult to know the sourceof required information, which may not beavailable or may not be usable. The decisionmakers also find it difficult to filter outinformation from huge amounts of incomplete,inconsistent and unstructured data collected atdifferent times in different formats from differentsources. Decisions have to be taken based onthese data in an environment which may involvecomplex human and political dimensions, lackof financial resources and inadequate staff.Therefore E-government solutions have assumedmuch importance with the central and stategovernments to provide an efficient, effective andtransparent government. Though e-governanceis viewed essentially as process driven and nottechnology driven, policy makers andadministrators should have properunderstanding of the basic technology, andevolving standards for the success of e-governance.

Keywords: E-governance technology, Internet,kiosks, Indian language content

Development of E-Governance Solutions

ûA. K. PujariEx-Chief Executive,

Orissa Computer Application Centre, Bhubaneswar

Introduction

Government Applications involve hugeamount of data collected from various sourcesfor multi dimensional applications. Datacollected from a large number of sources suchas socio-economic surveys, natural resources,industry, finance, health care, education, ruraldevelopment, agriculture, land records, forest,water management etc. provide necessary inputfor governance. Citizen services and otherapplications involving man, money andmaterials lead to large number of transactionsin dispersed locations. For example BelowPoverty Line (BPL) data are required fordecisions on health care, poverty alleviation,education, locating schools, industries etc. Datafrom satellite imageries and weather reportsproduce information on water, land and forestmanagement, agriculture, fisheries, naturalresources etc. Typically different governmentdepartments independently collect poorlyunderstood and inconsistent data and preparereports in different formats. Applications aredeveloped in an isolated manner which do notinteroperate with those developed by otherdepartments and other agencies.

E-governance facilitates collection,organization, and delivery of information andservices in a more cohesive, consistent andconvenient form. E-government is viewed asprocess driven and not technology driven.However senior administrators and policy

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makers should understand the basic technology.It will ensure their deeper involvement andownership and facilitate process reengineeringin the government. In a knowledge basedeconomy capacity building and widerawareness is essential ingredients of e-governance.

Objective of E-Governance

E-government solutions can empower boththe government authorities and the commonman to bring fundamental changes and reformsin public services. An open and faster flow ofinformation and services to the citizens andintelligent analysis of data leading to quickerdecisions are important factors in the functioningof any government. It will bring efficiency ingovernment operations, ensure quality ofinformation systems, reduce cost, enhance taxrevenue and introduce transparency andaccountability in government services. It willensure participation of the common man ingovernance and help in improving their qualityof life bridging the digital divide.

E-Governance Strategies

In order to adapt e-governance, manyoperational and cultural changes along with achange in mindset in the bureaucracy, politicalleadership as well as in the overall society arenecessary. All basic policies, regulations, servicedelivery mechanisms have to be reengineered.An understanding of the basic technology withissues regarding scalability, interoperability,integration with legacy systems will help thegovernment to flexibly adapt to changingenvironments. Government has to operate as asingle enterprise and follow the best businesspractices.

The economic liberalization and open doorpolicy of the government of India resulted incomplex socio-economic, administrative,political changes with diverse and fluid datarelating to governance. However lack ofadequate understanding and appreciation oftechnical issues is one of the important reasons,e-government initiated decisions have not beeneffectively implemented. There are very fewdevelopments in G to B applications. The gapbetween the good intentions and actions isevident from the long delay in theimplementation of various measures includingnetwork security infrastructure proposed in theInformation Technology ACT 2000 of thegovernment of India. There is need for betterawareness among the government authoritiesabout the basic technologies indicated below.

Extensive Networking

Extensive networking is the heart of e-governance. With the liberalization of theTelecom sector in India, there has beenimpressive trend in the growth on datacommunication infrastructure both throughpublic and private initiatives. The entire countryis getting connected through fiber optic cablewhich are being extended to the user premises.In the North East Region of the country,government of India has established 487 VSATbased Community Information Centres (CICs)or Kiosks. Kiosks in private and public placessuch as shopping centres, railway station,libraries etc. will help to provide essential publicservices to the common man and connect themto the rest of the world. In the earlier yearssuccessful creation and use of wide area networkinfrastructure for on line government processessuch as monitoring of general election have

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already been demonstrated. A countrywideinformation highway with a high band widthnetwork can go a long way in providingimportant services to the citizens.

Security and privacy

With wider access to information, securityand privacy are critical issues in e-governance.An understanding of the access control andauthentication mechanisms, use of PKI anddigital signature in web enabled applications,firewalls and VPNs with issues related toframing a security policy for e-governance shouldbe properly understood by the governmentauthorities.

Object Oriented Technology

The Object Oriented (OO) Technologybrought in a conceptual revolution indevelopment of computer applications in manyareas. It preserves real world meaning in datarepresentation and manipulation duringanalysis, design and implementation of thesystem. Using distributed object databases datacan be stored, searched, manipulated andanalyzed in a more natural, integrated andscientific framework. The extension of the OOprinciples includes component baseddevelopments which allows interoperability andreusability of software in distributed applicationenvironment.

Web Applications

The Internet based applications such as e-mails, web sites, news groups, chat roomsprovide effective link between government andcitizens accessible by any one, at any time andfrom any where. Government departments andagencies are publishing more and more on linecontent related to public information and

services in all areas such as tourism,employment, health, education, citizen welfareetc. Self documenting XML, in place of theconventional HTML documents on the Web,integrates metadata to flexibly provide newstandard formats, meaningful search ofinformation content and exchange ofknowledge. XML messaging can properlymanage diverse and changing data and isevolving as a powerful component technology.It has already received support on a broad rangeof languages and platforms. Initiatives toconvert most of the existing data, andapplications into XML definition will allowbetter interoperability and management ofdiverse data in the government.

Data Warehousing and Data Mining

A data ware house stores large volume ofdata collected over a period of time from manydistributed sources. It compresses large data filesand provides a full range of processing tools formeaningfully organizing and projecting realworld data in a number of dimensions. Decisionmakers can easily examine patterns and trendsin data and help in effective decision makingfor business process improvements. Data miningtechnology helps to examine and analyzevoluminous data in new and automated ways.It extracts previously unknown, and potentiallyuseful information from data by finding outrelationships and patterns which may remainhidden among data. For example in e-governance applications it can automaticallyfind out factors which may contribute to theincreased tax collection, or enhance publicsatisfaction on government programs; findrelations between food habits with diseases,poverty with cultural habits, government

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contracts with bureaucratic or politicalinfluences etc.

Geographic Information Systems (GIS)

GIS is and important and highly effectivetool for decision support, planning in e-governance. In a precise and geo-referencedspatial model, it integrates information onnatural resources, population, socio-economicdata, transport network, agriculture andirrigation network, locations of schools etc.. Itprovides analytical visual tools for queries andreports. Web enabled GIS are now increasinglyused in many government applications startingfrom sophisticated planning and decisionsmaking to on line delivery of services to thecitizens. Ministry of Tourism, Govt. of India hasrecently installed GIS enabled kiosks at keypoints in Delhi. The information providedthrough touch button kiosks include themapping of police stations, taxi stands andregistered tour operators to be available online.

Intelligent User Interface

The conventional browsing, searching andrigid questionnaire interface to the Web putmuch restrictions on the users and are notadequate for many web based e-governmentapplications. Development of Intelligent userinterfaces with user profiles relaxes many of theseconstraints. Agents technology based onArtificial Intelligence provides an automatedand useful form of decision support in variousapplications. An intelligent agent is anautonomous and goal oriented problem solverwhich learns by imitating human actions.Intelligent Agents can learn about users interest,preferences, likes and dislikes through userprofiles and interactions. The user delegates

authority to the agent to solve problems on hisbehalf. The intelligent agent can modify its ownbehavior with new knowledge based oninformation incrementally gathered from the userand the environment. Mobile agents can moveabout on the Internet to solve problems at anysite. The Agent technology will be highly usefulfor reasoning and decision support inapplications such as Intelligent Planning Systemand can incorporate human dimension indecision making.

Local Language SupportMore than 75 % of the Indian population

live in the rural areas. Only 20 % of thepopulation can fluently speak, read and writein English. Therefore Local language contentand communication facility in web enabledinformation and services is an importantrequirement of e-governance. The governmentof India has established Resource Centres onTechnology Development if Indian Languages(TDIL) in every state. These centres aredeveloping tools and technologies in respectivelanguages for a variety of applications includingword processing, thesaurus, electronicdictionaries, publishing, templates for officialcommunications, database applications, e-mail,web page publishing, OCR, text to speech andspeech to text and machine translation etc. inrespective regional languages. While ISCII(Indian Standard Code for InformationInterchange) has been adopted, applications inUNICODE standards are also being developedin many Indian languages.

A Citizen Centric Pilot Project

Keeping in view the objectives andtechnologies discussed above, citizen centricprojects are being developed in many states in

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India. For example a pilot project on �ImprovingCitizens� Access to Information� has beensponsored by the Department of Personnel andTraining (DoPT), Government of India withfinancial support from UNDP. It is beingimplemented by the Computer ApplicationCentre (OCAC), the nodal IT agency and the totalsolution provider of the Government in thecomparatively backward district of Kalahandiin Orissa. Since e-government servicerequirements are specific to a region and itsculture, the programme was started with a needassessment study by a reputed socio-economicresearch organization with the involvement ofthe district authorities and local NGOs.Accordingly web enabled application softwarehave been developed and installed in the officeof the district collector.

The general information provided throughthe Kiosks includes both static and dynamicinformation and services. It includesinformation regarding the districtadministration, agriculture, place of touristinterest, health care centres, train and bustiming, market rates of agricultural produces etc.The services to citizens include on linesubmission and monitoring of grievance petition,on line payment of taxes, on line applicationsfor various certificates such as residentialcertificate, nationality certificate, nativitycertificate, birth and death certificates, legal heircertificate, caste certificate, income certificate etc.The Below Poverty Line database and electoralroll database have been included with facilitiesfor on line search. Many more information andservices are to be progressively added based onthe feed back from the citizens and governmentauthorities.

For providing citizen centric informationand services, it is essential to have efficient backoffice computerization in all government offices.Projects originally developed in a client-serverenvironment have been dovetailed to the pilotproject through a web enabled interface. Itincludes projects such as Land InformationSystem with database comprising details ofownership of land along with digitized mapsand project of the transport department dealingwith collection of taxes, registration, renewal,transfer of vehicle ownership, issue oftemporary, permanent and national permits,enforcement of motor vehicle acts and rules, issueof driving and conductor licenses etc. Thecitizens can obtain services from the kiosksavoiding many visits to the district offices.Various tools and technologies developed underthe TDIL project have also been integrated. Itincludes bilingual (Oriya and English) contentin XML. A chat server (Vartalipi) and a fullfledged Oriya Email Systems (Varta) developedunder the TDIL Resource Centre allows thecommon citizens who do not know English tointeract and send e-mail. The kiosks will also beused for delivery of eduction and e-learning.

Digitized maps with population, road andriver networks, land use and socio-economicdata etc. have already been created for the district.Management of spatial information, documentimaging, data ware housing and data mining tomanage the district information will provideuser friendly access to the people and effectivedecision making by the government. The systemwill in a phased manner add e-commerceoriented applications such as NET banking forco-operative banks with necessary technologyfor ensuring security, privacy in transactions. Itwill lead to participation of public sector

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enterprises and private business in G to B andB to G transactions in future. With improvedinfrastructure for security and privacy, more andmore G to B applications will also be integrated.

A long term self sustainability of projectswith harmony between the common man,entrepreneurs and government officials will bethe main criteria of success. The popularityamong the citizen will lead to demand forinclusion of more and more information andservices. Based on the success of this pilot projectit will be replicated in other districts of Orissaleading to an efficient e-governance in the state.

The people and district officials are beingsensitized about the technology and programsthrough periodic training, workshops and studytours. In order to create further awareness onright to information and participation indecision making, it has been decided to createmass media campaign in various formsincluding short video or audio clips, that couldbe broadcast over the state television and radio.

Conclusions

Success in E-governance depends uponmany complex issues. The solutions involvesprocess reengineering and effective integrationof modern technology. The decision makers andadministrators should have a broad knowledgeand appreciation of many aspects of e-governance solutions. Awareness of thecapabilities and limitations of the advanced

technology among the decision makers on theone hand and regarding the benefits and rightsto information among the common citizens areimportant factors. E-governance must be seenas a highly effective process which needs longterm, continuing interest, involvement andsupport of all concerned for its success. In thispaper we have included a case study of a recente-governance project being attempted as ashowcase project in Orissa.

Acknowledgements

I would like to thank all my colleagues inOCAC for their sincere efforts and teamwork invarious e-governance projects. I would also liketo thank the government of Orissa, Departmentof Personnel and Training, and Department ofInformation Technology, government of Indiafor the support and encouragement.

References

Budhiraja R. Electronic Governance � A key issuein the 21st century, http://www.mit.gov.in/eg/article2.htm

Bhattacharya J. Middleware and TechnologyStandards for E-governance, http://www.cse . i i td .ernet . in/~jai j i t/papers/egovmw.pdf

Richard Heeks. Building e-Governance forDevelopment: A Framework for National andDonor Action, http://idpm.man.ac. uk/wp/igov/igov_wp12.htm

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The most important point in e-Governanceis citizen participation .To impose and influencegovernment policies and programs, knowledgesharing and creation of Government to thegeneral public interaction in many aspects is amust. Access to information is the right of thecitizens of our country. Information plays a vitalrole in Government for improving prosperity andstability. Information Technology plays animportant role to present information throughinternet to the citizens in all aspects ofdevelopment and governance. Integration ofdepartments, services, Government to consumer(G to C) and Business to Consumer (B to C)integration increases efficiency, reliability,transparency and scalability to a great extent.Due to lack of transparency in Government,brokers dominates as intermediaries andordinary people are exploited a lot. e Governanceimplementation eliminates middlemen andimproves citizen Government interface. Difficultback office functions, document preservation andretrieval, property valuation, accounting andreporting, tax calculation, certified copiesrelating to various domain areas are easilyfetched through e governance implementation.Due to a new age of information Technology, anew culture is being created .So understandingof nature of information and it�s impact is achallenge for Government officers and e-Governance experts. New Technology bringsspeed in knowledge processing in real timeenvironment. In past three decades, drastical

e-Governance Project ExecutionJyotiranjan Hota

Orissa Computer Application CentreEmail : jyotiranjan_h@yahoo.com

changes occur in politics, science and medicines.As the nature of information changesdrastically, Government should be insynchronism with it by changing attitudes andpractices in regards to their informationresources. The tools utilized for e-governance isthe Internet technologies. World Wide Webrepresents provides connectivity, speed andintangible benefits, radically alteringgovernment, business and society�sinterrelationship. The Internet helps incollecting,storing, and disseminatinginformation and interacting with differentinterests and getting feedback .The first task inthis process is obtaining information andsharing it. Government and non-governmentalorganizations, business and people have todevise the right kind of interactive modes.

Improving Processes of Government

eGovernment initiatives deal particularlywith facilitating the internal workings of thegovernment improving transparency.Theprimary task includes planning, monitoring andcontrolling the performance of human andfinancial resources.Interconnection of agencies,levels and data pool of government to enhancecapacity to investigate, develop and implementthe strategy and policy that guides governmentprocesses will be the next focus of attention .Lastly, transferring power, authority andresources for processes from their existing locusto new locations should be monitored.

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Connecting CitizensThese initiatives deal particularly with the

relationship between government and citizensfrom whom the Government should derive itsimpatiality, or as customers who uses publicservices. Informing citizens with details ofGovernment activities is necessary as far aspracticable. This mainly relates to certain typesof accountability by making public servants moreaccountable for their decisions and actions.Implementation needs considerable effort inreengineering government operations. Duringpost implementation period, the role of civilservants plays a vital role .So smart anddedicated administrators should be trained byeliminating huse cost incured on consultancywith IT Consultants.Increasing the input ofcitizens into public sector decisions and actionsis indispensable . Lastly Improving publicservices delivered to members of the public alongdimensions such as quality, convenience andcost is a must .

Developing External InteractionsSuch initiatives deal particularly with the

relationship between public agencies and otherinstitutions � other public agencies, private sectorcompanies, non-profit and communityorganizations. As with citizen connections, theseinitiatives may well incorporate the processimprovements. However, they also include abroader remitl Working better with business by

improving the interaction betweengovernment and business.

l Developing communities by building thesocial and economic capacities andcapital of local communities.

l Building partnerships by creatingorganizational groupings to achieveeconomic and social objectives.

SUGGESTIONS TO IMPROVEINFORMATION SHARINGBETWEEN GOVERNMENT ANDCITIZENS OF THE COUNTRY

E-Governance project for all districts caninitiate the link between citizens, GovernmentPublic Utilities and other information providers.The project will enhance linkages betweenGovernment and Citizens and facilitate transferof the information to the Citizensinstantaneously through Single WindowDelivery points with multi user and multilocation capabilities.

Some of the areas in which the systemwould provide workable solutions are:

l Land Recordsl Portal Developmentl Computerization of Directory of Industryl State Transport Officel Digitization of District Map & Setting up

of GIS for MIS reportingl District Rural Development Authorityl Setting up of Inter-departmental MIS

Systeml Arms & Licensesl Citizens� Databasel Computer Aided Administration of

Registration Departmentl Video Conferencing Facilitiesl Electronic Payment Systems for Electricity

Board ,Water Tax,Telephone Bills etc.(eSeva)

The implementation of E-Governance willchange how citizens and Government relate toeach other, and bring forth new concepts ofcitizenship, both in terms of needs andresponsibilities. The E-Governance offers

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integrated government services through a singlewindow concept by re-engineering ofGovernment processes. It provides an uniqueopportunity for local Governments to providemore effective Government. Some governmentshave begun making limited forays into the e-commerce market in year 2000 by offering on-line services, payments, registrations, andinformation. Those that have embraced E-Government initiatives are generally viewingInternet usage as a means of offering conveniencefor their citizens. The implementation of E-Governance will change how citizens andGovernment relate to each other, and bring forthnew concepts of citizenship, both in terms ofneeds and responsibilities. It will not justredefine the Government processes (what theydo and how they do it), but altering the veryessence of democracy (why they do it), as wehave known it. The E-Governance begins witha new view of society, and with a different kindof citizen involvement.

Suggestions to improve informationsharing between Government and Citizens ofthe Country can be summed up as

� Quality of citizen to governmentinteraction can be increased by initiatinga process of reengineering inadministration integrated with the useof information technology

� For smooth functioning of e-governanceit is very essential for a government toinitiate the local language of the state.

� By Computerizing the existing manualprocessing to improve the efficiency,standard, quality, accessibility andproductivity of the government at lessercosts

� Data, Voice and video transmission ,connectivity, video conferencing, FTP, e-

mail, on-line application processing andquery and response can reduce the gapbetween Government and the commoncitizens

� Better communication and informationsharing will facilitate people to worktogether move effectively resulting incohesive administration

� Providing a better quality of life to thecitizens.

� Providing efficient and cost-effectiveGovernment

� Application for jobs and highereducation based on the qualifications,capabilities and interests even till remoteareas of the Country.

� A synchronism is necessary betweenrapid change of technology andoperational change of governmentpractices.

References1. Research Report of Dr Thomas B reily,

Executive Chair Common Wealth Centre forElectronics Governance ,International TrackingSurvey Report �03

2. Presentation of Ajay Sawhney ,SecretaryInformation Technology (HR & SpecialProjects) & Special Officer, InternationalInstitute of Information Technology duringFebruary 2003.

3. http://www.aponline.gov.in/apportal/index.asp

About author : Jyotiranjan Hota is a softwareconsultant with an exposure to Indian andInternational projects .He is a regular writer oftechnical articles in newspapers and magazines.Currently he is working for Orissa ComputerApplication Centre(OCAC) and continuingexecutive PGP in Xaviar Institute of Management ,Bhubaneswar .

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The letter �e� is truly fascinating. Whetherit is Einstein�s formula e = mc2 or e-mail, e-commerce or e-government, every �e� seems tohave the power to empower people. It is thisreality and the role of �e� empowering me acrossevery mile on the path to progress.

But to my dismay, in the past couple of yearsI have seen that Indian netizens are not willingto use �e� as an empowerment tool � as a toolfor development, for growth, for povertyalleviation, for economic growth, for businessdevelopment, for export growth.

Consider any developed country like theUS, UK and European countries, and you willdiscover that they are using the Internet fordevelopment, for business, for services, andmuch more. Despite the fact that � when we putare minds to it � we are the best at hard work,in sharp brains and in everything to do with IT,we still face problems and cannot compareourselves with other developed countries interms of the use of IT and delivery of IT services.

Why? Indians work with the world�sleading IT firms abroad, for foreign universities,for multinational companies, and in manycountries and spheres. Everywhere, we arerecognised as hard and sincere workers, but notas leaders.

For instance, so much proprietary softwareis used on the Internet, but is there any Indian

e-GovernmentThe Promise of Transformation

Raj Kumar Prasad

e-Government has the potential to transform our nation and serve as a panacea forcitizens � only if we allow it to.

software that is used on the Net? Sure, Indianshave played a major role in developing manysoftware products for others � but what havewe done for our country?

We have IIT, MDI, IITM, IIM, IndianInstitute of Science and the world�s oldestuniversity in Bihar, Nalanda University. Yet,after so many years of independence, we can�tdevelop any well-known software that is usedthroughout the world. Why? What is thestumbling block? I leave this to our academia,students and readers to judge.

Let us now ensure that these stumblingblocks do not affect our initiatives in e-Government, a worldwide issue among allgovernments.

Firstly, what is e-Government all about?For whom is it meant? Does it merely signifycomputerisation? Is much of it that�s happeningtoday merely hype? Can e-Government impactpolicy, technology, administrative and citizens�issues?

Let�s first analyse the structure ofdemocracy in the world. A democratic countryhas three pillars in a broad sense:

l Citizensl Political Representativesl Administrative Authority

For their problems and grievances, citizenscommunicate with a political representative via

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the physical mode like a personal meeting, byhanding over a letter, or over the phone(infrequently) or through the use of postalservices such as a registered letter. A majority ofthe population in India is based in rural andsemi-urban areas because India is an agri-baseddeveloping country.

In such a scenario, when citizens have todeal with their political representative, there isa lot of inconvenience and harassment in termsof time, money and the inability to actually havetheir problems redressed. Even when problemsare redressed, the delay in getting things donecan be agonising. I have personally hadexperience of the basic problems people in ruralIndia face because I have spent time in villagesand seen just issues first-hand.

Even when citizens do manage to getthrough the political representative via thephysical mode, the busy schedules of the lattermay mean they don�t have the time orinclination to devote to such problems. Whenpolitical representatives do make the time, theseproblems are forwarded to those in theadministration and bureaucracy.

Then comes the third pillar in a democracy� the Administrative Authority or Civil Service.When the citizen�s file or documents reach here,the citizen then starts following up with theadministrative authority for redressal of hisgrievance. Now begins the truly harrowing partof the experience, when the poor man is madeto run from pillar to post. Days turn into weeks,weeks turn into months and months turn intoyears, with no solution in sight. The harassedcitizen is simply given bland assurances thathis problem is �under consideration� and willbe solved in due course.

Of course, some lucky citizens may get theirwork done faster if they have the right �contacts�amongst the political or administrativemachinery. Or others may manage faster resultsby greasing palms liberally at every stage. Forthose who can�t manage this, it will mean yearsof fruitless running around.

In most cases, the hapless citizen eitherlearns to live with his problem or accepts theendless and regular rounds of governmentoffices as his karma (fate). Some unfortunate souls

Citizens

Political Representa-tive

Administ-rative Authority

eAdministrative Authority

Netizens ePolitical Representative

Two Way Communications

Two Way Communications

Two Way Communications

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even pass away before their problems comeanywhere near redressal.

The reason for this administrative non-functioning is that there are too manyhierarchies, with nobody wanting to take a firmdecision to get the work done. Everything mustbe done �through the proper channel� and thebuck keeps getting past through various tables,without stopping anywhere!

Thus, red tape has been severelyundermining the progress of the country at themacro level and creating unwanted stress andunhappiness for the average citizen at the microlevel.

In such a scenario, the citizen seeks timelyand hassle-free services. This is where IT comesin. The use of ICT (Information, Communication,Technology) can ensure that citizens� needs aremet in time and their problems redressedspeedily.

Thanks to the digital and Internetrevolutions, a worldwide transformation istaking place, even in once-tardy governmentservices. This is what e-Government is meant tobe all about.

But is e-Government easy to implement? Isit based on citizens� requirements? Are there anyparameters to judge e-Government? Does e-Government require long-term planning andpolicy? Before we go any further, let�s considerChart 1:

In order to reach the top, we would firstneed to consider four main factors:

A.  Strong political will power fortransformation

B.  Changed managementC.  Administrative reforms

D.  Two-way communication among all(citizens, political representatives andadministrative authority)

In previous models of governance, two-way communication was missing at some pointand this was the root cause of most problemsand issues. In e-Government, two-waycommunication will be crucial.

Now consider point A: Political will powerfor transformation. Take states like Karnataka orAndhra Pradesh. How did they pioneer e-Government initiatives? The answer: it was thechief minister�s own initiative in creating andpromoting e-Government. In other states, wherethe political will has been lacking, e-Governmenthas not taken off or even been on the agenda.

Next is changed management. This is anothervery important point. Until and unless there isa change in management or the management�smindset, no change or progress is possible. Thisholds particularly true with e-Governance,which can only be successfully implementedthrough proper management.

Then follows administrative reforms.Basically, e-Government is more anadministrative issue rather than a technology

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Author details:- Working on e-commerce since 1999. launched Asia first e-commerce monthly magazinein april 2001. Publisher-editor of e-commerce magazine(www.srijansolutions.com) CEO of the IndianChapter of the Commonwealth Centre for Eletronic governance and Advisory Member.(www.electronicgov.net) CEC (Certified E-commerce Consultant) member in higher education board.paper reviewer for Academia 2003 International e-Business Conference Australia. Associate editor forECIS 2003 International (italy) Founder of e-Commerce Association of India. Besides this i am alsoassociated with many international conferences as well national conferences for development of e-commerce, e-govt and society. I am working on e-mail model of e-govt in developing country andunderdeveloped country. In october South African govt invited for presentation on �e-commerce andbusiness dialogue� during Eafrica E-govt Workshop from 28 to 29 october. This is jointly organised byUN Department of Economic and Social Affairs, CAFRAD, Govt of South Africa Ministry for PublicServices and admins. One of the speaker during 4th Global Conference at Morocco organised by Govt ofMorocco and UN , World Bank December 2002. Paper reviewer for Collect R Chile e-commerce conference.Nominated for Tech Museum Awards\ in education catogry,Jointly set up first e-govt and CRM researchcentre at IIITM a Govt of India maangment Institute in India.

issue. Once administrative reforms have beenput in place for e-Governance, the momentumof the digital world will take things forward atthe right speed.

Last but not the least, two-waycommunication. This is another vital cog in the e-Government wheel. This is one point that seemsto be missing in some e-Governance initiatives.For instance, I have personally e-mailed all theIT Secretaries in India and readers will besurprised to know that I have received responsesfrom barely 5 per cent of the Secretaries.

Yet, I think e-mail can be the biggest linkfor the success of e-Government, rather than meretalk about technology issues andimplementation. While the technology is thereand the software is there, there is a need to ensurethat a citizen receives a satisfactory e-mailresponse to his queries and grievances.

There might be some loose talk about therebeing no money for e-Government initiatives. Letme scotch such baseless arguments. Too many

political representatives and state governmentshave been either misusing or not using fundsmarked for their area development.

What excuse can there be for the fact thatyear after year funds allocated to politicalrepresentatives for area development have beenlying idle and wasted? Every MLA, MLC, MP(Lok Sabha) or MP (Rajya Sabha) should askhimself or herself this question.

If each one of them takes the initiative toget an e-Government project going in theirrespective regions, the Indian scenario willchange beyond recognition. The time will thennot be far off when India will be called e-Indiaand an MP will be called e-MP. And I will nolonger have to spend time writing such write-ups!

But for all this to happen, each one of usneeds to take that small step forward. For it�struly said, the journey of miles only begins withthe first step.

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1. ABSTRACT

The aim of any software developingorganization will be to deliver a quality productto the customer with as few a defects as possible.This task can be achieved through combinationof two approaches � Process oriented approachand Quantitative control of the process. The firstone deals with defining a process for a projectto follow and the second one deals with certaintechniques used to control various parametersto bring a process under control. Some of thetechniques used in Infosys are Causal Analysis(part of Defect prevention activities), SPC(Statistical process Control) technique, etc. Thesetechniques will make a project to define qualitygoals at the beginning and these goals will becross checked at regular intervals, action itemsneeded for achieving the set goals are decided.Through this system an early signal can bedetected if the process goes out of control. Thusa combination of project management andquantitative management improves thedelivered quality. By following this methodologyInfosys has already proved that there will be noshort cut to process oriented approach. Byfollowing a step by step approach, Infosys hasproved that a high degree of quality can beachieved at an optimum cost. In this paper theauthors have taken up a particular project andhave tried to explain various stages involvedin executing a project. Also the paper talks of

various tools and review mechanisms beingemployed during project execution and benefitsobtained from this approach.

2. INTRODUCTION

It is a general tendency for a programmerto write a code without maintaining anydocumentation or adhering to any standards.He would like to test his code, fix the bugs andthen send it to Production for finalimplementation. During implementation andwarranty period he would be glad to supportthe application/program; he would like tofollow his own style of programming, withoutproviding sufficient commented line and withhardly any concern for someone who might needto go through the code later to change it or,maintain it.

In short, a developer will not like to followany standard, guidelines and would like to goabout programming as per his own way.

The initiators of SPI (Software ProcessImprovement) hence not only have to deal withprocess improvement, they also have to deal withresistance to change.

In this article, a detailed description is givenas to how we achieved both. However, theauthors have focused on quantitative benefitsachieved due to SPI. This article also details outa quantitative comparison between resultsachieved after implementing SPI and

SOFTWARE PROCESS IMPROVEMENTA Case Study at Infosys

Sanjay Mohapatra, Bhashyam M R, Srinivas PInfosys Technologies Limited, Acharya Vihar, Bhubaneswar

E-mail (sanjay_m@infy.com, bhashyam@infy.com, srinivasp@infy.com)

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Organization wide norms available for variousparameters.

3. CASE STUDY

SPI has been implemented in Infosyssuccessfully and it has integrated daily projectactivities to process related activities. The dailyactivities have been standardized across similarprojects in the organization. The organizationhas divided projects into several categories.These division is based on life cycle that a projectfollows. Hence there are Development & re-engineering projects, Maintenance or ObjectOriented projects, Package Implementation orProduct development projects etc. Based on thisproject type Life Cycle(LC) stages are defined;for each LC stage again entry and exit criteriaare defined. It also defines the participant profilefor each stage as well as the activities they haveto perform. Besides, to be able to adopt theprocess with permissible deviations whereappropriate, there are tailoring guidelinesavailable for each type of processes, which defineunder what circumstances what all processaspects can be tailored.

3.1. Project Initiation in Infosys

The Project management activities inInfosys have been depicted in the followingfigure 1:

As is seen here, each and every project goesthrough Quantitative/Metrics Analysis.Typically a project would start with project typedefinition. Then the project would go aboutestimating the efforts needed to carry out theproject. This estimation will be carried out afterthe scope is frozen for the project. There will bea sign-off from the customer on the requirementsand then Project leader (PL) would make anestimation for the scope defined. The estimation

would be based on either Simple, Medium orComplex Classifications of the functions/programs to be written. The Organization hasa vast repository of data from various projectsexecuted earlier. These would form a guidelinefor estimation. These guideline would be in formof hours of efforts that is required for eachcomponent level activity � e.g., we can get anidea about time needed for executing a simplefunction/program. Also available would be theamount of time needed for various ProjectManagement activities. In this repository (calledPDB � Process Database) is also availablevarious templates needed for executing projects.These templates are for various work productsthat are needed to be delivered to customer e.g.,detailed level design, coding, test plan etc.Various technology specific tools like checklists,forms, standards are available for improvingproductivity; all these are extracted from variousproject that were executed in Infosys, in the past

Once the PL is ready with all thesetemplates, he proceeds with resource planningand executing the projects. Periodically theseprojects are audited by Internal auditors to checkcompliance to project process as defined inOrganization wide Project Guidelines.

Setting the goals � Part of Project InitiationActivities:

At the start, the project has to set its goals.The goal is set in terms of (I) number of defectsthat project will deliver to the customer, (ii) no.defects that will be injected in the process peran hour of effort, (iii) Productivity in Functionpoints (FP) per person month of effort that theproject expects to deliver. These goals are takenfrom two sources � 1. Process Data Base (PDB)where projects with same technology andenvironment the past have put in defect data

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related to their projects, OR 2. From Processcapability Baseline (PCB) where average (andalso the range of) value of all processcharacteristics are stored.

At present Infosys has prepared an in-house tool for setting all these project goals. Thegoal for a project is thus set either from PDB orPCB. A project can set a goal at a higher or lowerthan the quality level from PDB or PCB. If datasimilar to the Technology to be followed by theproject is available in PDB, then the projectscollects information from PDB or else the goalsare set with respect to PCB norms.

(i) Delivered defects :

From PDB � If data is being taken fromsimilar projects from PDB,

Estimate for delivered defects = ((No. ofdelivered defects)* Effort estimated for thenew project)/(Actual Efforts spent for thatproject).

(OR) From PCB � If PCB norms are used,then

(average value of the delivered defects/

efforts)*Estimated efforts for the newproject)

(ii) Goal setting for no. of defects to be injected:

From PDB - (Defects detected /effortsspent)* Efforts estimated for the project

(OR) From PCB � (Defect injected density)*Efforts estimated

(iii) Productivity:

From PDB � Take the exact figure from PDBand set that as a productivity goal.(OR) From PCB � Take the PCB norm andset that as a project goal.

3.2. Typical Project OrganizationStructure

The project under case study is aDevelopment project and it follows thecorresponding Life Cycle(LC). The details aregiven subsequently in this paper. The projectmembers have been designated as Developer(DV), Module leader (ML) or Project leader (PL).

Project Execution

Estimation Guidelines

Project Planning Guidelines

PDB/PCB

Metrics Analysis

Project database Process database

FEEDBACK

Process Input

Fig. 1

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The Project Organization Structure is givenbelow.

The reporting relationship is depictedthrough various lines and interpretation of thesesymbols are as follows:

A straight line indicates reportinghierarchy. Arrow points to the upper level.

A straight line indicates reportinghierarchy. Arrow points to the upperlevel.

Dotted line indicates a two-waycommunication channel. Possiblechannels are:between two specific roles only (e.g.:none in the current model)between a specific role and a anyonein a team (e.g. : between PL and DCsupport team)between two teams : anyone to anyone(e.g. : between off-shore team andcustomer team)

The other abbreviations used are:BE - Back End (Server)TA - Technical AnalystPL � Project LeaderML � Module LeaderSQA � Software Quality AdvisorDP - Defect PreventionBM � Business ManagerFE - Front End (Client)BA - Business AnalystGL � Group LeaderDV � DeveloperLC � Life Cycle StagesCC � Configuration ControllerDM � Delivery ManagerCCD, F&A, E&R, HRD �

Support Services Functions

3.3. Project Execution and Tracking

Quantitative techniques used in the project,provide at regular intervals, predicts values ofvarious parameters at various stages of theproject. These parameters are decided such thatby controlling these parameters, we can not onlycontrol the quality level, we can also predict thequality standard. The prediction of quality isdone using actual data from the projects or basedon past experience from similar projects. As aresult at any point of time we can predict whetherthe concerned project follows process as definedat the start of the project. As a result we can notonly cross check deviations from the definedprocess at various stages, we can also ensurethat we get maximum benefits by followingpredefined process.

We have used many a technique forquantitative measurement ex: Defect PreventionActivities, SPC activity, Causal Analysis,Milestone Analysis � to name a few. Thesetechniques are applied through out the projectat defined intervals to check various parameters.These parameters are used for comparing withbenchmarked values. These bench markedvalues are Quality Goals that are set by theproject at the initial stage. These goals in turnare derived from defect patterns observed insimilar projects executed in the past.

As is evident, the techniques describedabove become effective depending on how wellcan we set Quality Goals and hence be able topredict the outcome. Hence collection of defectsdata is a very important activity. These defectdata is not only used to find the pattern at everystage, but also is used to predict the pattern ata future stage and also is used to set quality

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goals for similar projects later on. Various toolsare used to collect these data and stored in adatabank for easy accessibility across theorganization.

3.4. Forms/Tools/ChecklistsChecklists, standards and forms are defined

at the execution time to smoothen thedevelopment process. These forms are either

Issues related to infrastructure

TA Team

FE Team

BE Team

DS Team (DBA)

BA Team

CC ML

DV DV

ML

DV DV

Offshore Team at a Development Centre

DC Head

SQA

CCD, FA , E&R, HRD

Support Team from DC

Onsite Team

Infosys Team

IT Team

Group Leaders

Customer Team BM/ DM

PL Technical/Business Issues/Resolutions

Fig. 2

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picked up from the existing database of theseforms stored from previous projects or modifiedto suit the project requirements. An example ofsuch a form is given here.

scheduled at various check points. These reviewswould highlight project health as would analyzeactual results against planned.

A typical milestone report will be used inthese reviews. Defects detected during the processare identified and the pattern analyzed. A typicaldefect analysis by defect type would look likethis.

Sl. Description RemarksNo.1. File name should be

<program name>.tp2. Program type should contain -

(Add Service, Add Servicemanager, Trandriver,Dispatcher etc.)

3. The Expected result columnshould contain the output thatcan be seen.

4. All branches of the programshould be covered in thetest cases.

5. The order of the test cases shouldbe such that the first testcondition corresponds to the firstpossible exit in the program andthe second corresponds to thenext exit and so on.

6. There should be sufficient testconditions to test the boundaryconditions.

7. Detail SQL ( corresponding toeach test case )to be specified tocheck the output.

8. Follow the template \css\quality\tpchk.doc

9. The points which are not relevantfor the test plan should not bedeleted and instead specify N/A.

3.5. Defect prevention through defectpattern analysis

To achieve the quality goals that have beenset, the process is tuned to achieve the desiredgoals. The team either uses the existing templatesand checklists for various stages of project. Thesechecklists are also continuously updated to suitthe project needs. Review stages are defined and

These charts are used to decide thecorrective actions needed to keep the projectunder control.

These two graphs are adopted from a projectusing PL/1 and VB5.0 language.

Defects by type

0102030405060708090

Busine

ss K

nowled

ge

Cosmeti

cLo

gic

Standa

rds

Defects by severity

Minor23%

Major45%

Critical20%Cosmetic

12%

3.6. Causal AnalysisA causal analysis is done when the project

team tries to find root cause of defects (after theyanalyze defect pattern) and try to come up withsolutions. Usually a team is formed � called DPteam ( defect prevention team). The memberswould have identified the defects that happensmost of the time. This identification is done after

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they have analyzed defect pattern at themilestone analysis level. A meeting is convenedwhere all the DP team members are invited. PLusually co-ordinates this meeting. Abrainstorming session follows where the teamcome up with various action items against thesedefects. These action items are then piloted inthe project and if found to be successful, theproject will adopt these guidelines.

A sample causal analysis report is given here.� Project Name

XXXXXXX� DP team members

Developer 1Developer 2Developer 3Team Leader

� Date of analysisJan 19 2000

� Period for which analysis is done

Oct 05 1999 - Dec 31 1999� List of units (Programs / Functions /

Screens/requests) analyzedRequest#1. 9910012. 9910023. 9910034. 9910045. 9910056. 9911017. 9911028. 991104

� Total defects found in the programsselected for analysis120

� Prepared byTeam leaderJan 21 2000

� Defect Type : Logic� Number of Defects : 40

Note: Impact & Cost are measured on a 0 to 1 scale. For Impact, larger the number higher the impact.For Cost, larger the number lesser the cost and easier to implement.

#

Root Cause Preventive Action Impact ( I )

Cost ( C )

Rating ( I * C )

1. No Template available for test planning

Identify a Template for Test Planning .25 .2 .0500 Taken

up

2. Unplanned execution of Tasks

Scheduling & Tracking to be done using MS Project .15 .15 .0225 Taken

up 3. Improper Knowledge

Management

Develop and Maintain BOK s Organize Regular Seminars

.1 .1 .0100 Taken up

4. Initiative & Attitude problems

Mentoring, Identify mentors for all team members.

.05 .15 .0075 Not taken up

5. Poor Communication Skills

Training on Communication Skills

.15 .05 .0075 Not taken up

6. Lack of Business Knowledge

Training on Business Domain .1 .05 .0050

Not taken up

7. Improper Estimation

Estimates/Schedules to be verified before accepting

.1 .1 .0100 Taken up

8. LC process not followed

Process should be strictly followed

.15 .2 .0300 Taken up

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� Points taken up for action: 4. ConclusionAt Infosys the aim is to deliver solutions to

the customer with as less defects as possible.Some of the projects even target zero defectdelivery. Hence the project has to plan suitablequality control activities, properly execute themand control these activities that most of thesedefects are controlled �in-process� .i.e. thesedefects are rectified before they are delivered tothe customer. To meet these, we defineprocedures, guidelines, templates and checklists.And also we control the results quantitatively.

Through quantitative approach qualitygoals in quantitative terms are set and then theprojects are managed to achieve these goals. Thismeans that there are goals set for variousintermediate stages and the projects aremanaged to achieve these goals.

There has been a tremendous improvementin the quality of deliverables and at present theorganization has achieved the highest level inCapability Maturity Model (CMM 5). And atpresent the organization is working towards notonly sustaining level 5, but also taking initiativesin various other directions. A continuousapproach ensures that we improve on what everwe have achieved so far. At present an in-housetool is being deployed to capture all data fromvarious tools. This tool will integrate varioustools used (ex: DCS, WAR, MSP for planningetc.) and will create a report. The project Leaderwill be required to give his comments andobservations against various activities.

These Software Process Improvementactivities have resulted in a tremendousimprovement. Most of the projects that haveemployed these techniques have reported areduction of 10% in defects delivered to thecustomer; Productivity has gone up by 20% withcorresponding reduction in Cost Of Quality.

Note: The action items, 1.Estimates/Schedules tobe verified before accepting, and 2.Process shouldbe strictly followed, are something that should havebeen followed anyway. Irrespective of whateverpriority, these should be taken up.

3.7. Project Closure

A project is considered closed entirelywhen all its deliverables as committed to thecustomer are delivered. Customer would thengo about carrying out Acceptance Testing (AT).At this stage project prepares a closure report.Depending on the project type, there are varioustemplates for closure analysis. The reporttemplates captures all related information onvarious parameters that the project would haveset as a quality goals. It also captures reasons tovarious deviations against set goals. Theseinformation are analyzed and then are used totailor the process definition as well as used tomodify PCB norms on a periodic basis.

Causal analysis, Efforts spent in the project,weekly activity data against the concernedproject are captured in this report.

Closure Report Process Database

Process Capability Baseline

(Goals for subsequent projects are derived)

# Preventive Action Assigned to Implementation Date

Percentage Reduction in defects

1. Identify a Template for Test Planning

Developer 5 Feb 11th 2000

6%

2. Scheduling & Tracking to be done using MS Project

Project Leader

Jan 28th 2000

4%

3. Develop and Maintain BOK s Organize Regular Seminars

Project leader

Jan 31st 2000

4%

4. Review and update Standards Team leader As and when required

3%

5. Prepare checklist for standards.

Team Leader

Feb 18th 2000

3%

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BackgroundTechnological innovation is a major source

of growth. Considerable faith is being vested inthe capacities of ICT to transform the quality oflife by providing new opportunities in the areasof better education, higher standard of healthand nutrition, less poverty, a cleanerenvironment, more equality of opportunity,greater individual freedom, and richer culturallife. Beyond its contribution to prosperity,technology can also contribute to increasedemocratization of information. Also the use ofICT in the facets of vulnerability reduction andsustainable growth is highly appreciated in thecontext of applicability of technologicalinnovation in the various human developmentendeavours. In this context, response andpreparedness phases of disaster managementcycle has been aptly addressed by our initiativessuch as mapping of disaster resource inventoryincluding man, machine, skill and capacitythrough the portal of � Indian Disaster ResourceNetwork� and of building disaster inventory bycapturing 32 years of data on disaster in thesystem �DesInventar�.

Focus of UNDP Orissa ICT Team has beenin the following areas:

� Applying technology to help build capacityand bridge the digital divide

Information and Communication TechnologyQuarterly Progress Report (April-June 2003)

ICT Team, UNDP � Orissa Hub

� Promotion of citizen-centric Governance� Farmers capacity building with Agriculture

Market Information System� Broadening the scope of Information and

Communications Technologies in disastermanagement.

� And influencing major changes in publicpolicy

1. CAPACITY BUILDING FORDECENTRALIZATION

1.1. Applying technology to help build capacityand bridge the digital divide

To address the traditional developmentproblems free flow of information act as apowerful force for empowerment. UNITeS1

programme in Orissa is implementingInformation Communication Technology withinnovative solutions and approaches for thedevelopment of the community. Through themulti-sectoral framework and partnershipapproach, various activities are beingundertaken to enhance government capacityand public services & strengthen citizenparticipation, promoting entrepreneurship.currently, there are around 80 IT kiosks locatedat various access points in Orissa, to create aninformation flow network for knowledgesharing between the common man and the

1. UNITeS, the United Nations Information Technology Service, is an initiative that channels thecreative energies, skills and solidarity of volunteers around the world to collaborate with people inthe South to improve their capacity to make practical use of information and communicationstechnologies (ICT). In key fields like health, education, income generation, gender equity,environment or humanitarian aid, volunteers working under the UNITeS programme are strivingto bridge the digital divide, one person at a time. The United Nations Volunteer Prgramme iscoordinating this new, UN ICT volunteer initiative.

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government with the partnership of NGOs,CBOs, Youth Clubs, local government in 10districts of Orissa.

From April to June, the following keyactivities were undertaken to support theUNITeS initiative as follows:

� Review meeting with the partners of AgroInformation Center was conducted in themonth of May

� Initiated partnership modalities withIndira Gandhi National Open University(IGNOU) for IT literacy through UNDPIT kiosks.

� Discussion held with Jan ShikshanSanshtan (Institute of People�sEducation) for exploring of livelihoodoptions through training of SHGs andmaking available information toaamagaon.com

(A) TO ENHANCE GOVERNMENTCAPACITY AND PUBLIC SERVICES

KENDRAPADA DISTRICT

Activities:

a) Preparation of � Computer Training Module�on various computer applications for theDistrict IT Society which would enhance theskills of district level officers, steno, typistand blocks personnel like BlockDevelopment Officers and Village LevelWorkers

b) Initiated discussions for setting up ofDistrict IT Resource Center with theinfrastructural support from MPLAD andtechnical support from UNDP and DistrictNIC.

c) Monthly monitoring of Agro InformationCenter and discussion with theirmanagement committees on operationalissues.

d) Co-ordination with all district linedepartments to get updated information onnew schemes.

e) Motivating government and people abouton-line grievance, Internet & e-mail to speedup the existing communication processes.

Achievements:

a) Completed computer training programmefor District level Officials i.e. DistrictAgriculture Office, Dist Planning Office andKrushi Vikash Kendra on fundamentals ofcomputer applications and e-governance.

b) Compilation of government developmentalprojects guidelines on agriculture,pisciculture, and horticulture for contentdevelopment.

c) Internet connectivity established atArdhajori Agro Information Center andKrushi Vikash Kendra.

Future Plan:

a) District Information Technology Society willcertify computer training certificates for thetrainees trained under Agro Info Centers.

b) �Computer training for all� - 100% computerliteracy for Taras village.

c) District IT Society to promote revenuegeneration of Agro information Centersthrough out-sourcing of computer relatedjobs of district administration.

CUTTACK DISTRICT

Activities:

a) Meeting with the PRI members to sensitisethem about the role of ICT

b) Discussed with the superintendent of SCBMedical College to train their computer staffsfor maintenance of hospital records.

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NUAPADA AND BOLANGIR � WESTERNORISSA DISTRICT

Initiatives/Achievements:

a) The Lok Utsav, Nuapara (Maraguda Utsav):was observed from 1 st - 2 nd April 2003 atNuapara. The intersectoral team of UNDPWestern Orissa has participated in theexhibition.

b) External Organisation visit to ICT Kiosks: Ateam from Action AID (NGO) consisting ofone delegate from London Ms. SigrunRottmann and their ICT Coordinator Mr.Subrat Rout visited the ICT Kiosks ofBolangir and Nuapara districts. The projectconcept was demonstrated by the local ITVolunteer, Sarapanch and the Secretary ofthat panchayat.

c) Six days computer training of schoolteachers was conducted in the sub-divisional HQ of Titlagarh of Bolangirdistrict. The participants were block staffsof 3 blocks, 3 teachers of Govt Boys� HighSchool.

d) Six days Computer training for block staffswas conducted in Agalpur block of Balangirdistrict in the month of June. After thetraining, now 3 VLWs / clerks are assignedthe task of complete computerization of theblock.

e) PRI Members� Training and awareness Adrive was taken for Computer literacy of allPRI Members and Secretary of Ghunsar GPof Bolangir district.

f) Need assessment survey conducted for 2new kiosks in Jogimunda GP of Bolangirdistrict and Boden block of Nuapara district.

Future Plan:

a) The Complete Computerisation of four GPsof the UNDP supported IT Kiosks.

b) Six days orientation training on �Schemesand Guidelines and role of ICT� to beconducted for the PRI Members of Bolangirwith the support of District PanchayatOffice, Balangir.

c) The training for all District and Blockofficers to be conducted in Nuapara.

GANJAM DISTRICT

Activities:

a) Meeting of IT society for the setting up ofmore IT-Kiosk in rural area.

b) Initiated coordination meeting with NGO�s/Youth Club for IT-Kiosk in rural area.

c) Computer training for District and blockofficials through the District IT Society.

d) Technical support by UNDP for �e-grama�,e-governance portal of Ganjam District. Thisportal supports e-mail communication withblocks and districts through internet andintranet facilities and beneficiary details ina centralized database.

Future Plans:

a) Co-ordination with NGO�s / CBO�s / YouthClubs for establishment of new IT kiosks

b) Online application of e-grama portal.c) ICT training for PRI members.

(B) STRENGTHENING CITIZENPARTICIPATION ANDPROMOTING ENTREPRENEURSHIP

KENDRAPADA DISTRICT

Activities:a) Liasioning with the district Krushi Vikash

Kendra [District Agriculture Developmentcenter] for the training of farmer groups onvarious off-farm and on-farm activities.

b) Established a Farmer�s School on RiceDevelopment for proper management offertiliser and pesticides, Bio-Compost to get

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more productivity. This school consists offifty farmers and some of them have plannedto form farmers SHG to avail differentgovernment schemes which can be replicatein self income generated activities.

i. Vegetable seed centers have beeninitiated through Agro InformationCenter.

ii. Women SHGs have been formed formushroom culture and diary farming.

iii. Phase wise agricultural training onTechnical know how for farmers byDistrict Agriculture Department.

Achievement:

� Need base agricultural training completedfor farmers by KVK Scientists in Kendrapraat Agro Information Centers - Kondia andKoranda in Rajkanika, Chanda inMahakalpada.

b) Linkage of SHGs through Agro InformationCenters for the marketing of the producesmanufactured by them and intern revenuegenerated by the Agro Information Centers.

c) Survey of SHGs around the IT Kiosk andinvolving them in income-generating project.

CUTTACK AND JAGATSINGPUR

Achievement:

� Information has been collected on agricultureand ICDS with proper correspondence withthe District Social Welfare Officer andAgriculture Officer and plans are todisseminate it through Agro InformationCenters to community in Cuttack.

� Organized a meeting with the SHG groupsin assistance with the NGOs of Patpur GP,Jagatsinghpur district for mapping of theiractivities and products.

1.2 Promotion of citizen-centric Governance aamagaon.com

Aamagaon.com is an initiative towardscitizen centric governance. Conceptualized as acitizen interface to government services, theefforts have increased much in scope and reach.A UNDP and CSM Technologies project,aamagaon.com supports online grievances,information about agriculture practices and cropresponse planning. Several deliberation havealso taken place as new initiatives at differentforums on the aiding capacity of internet andrelated technologies in helping alleviatingpoverty and other developmental efforts bymapping �self help groups� with an idea toshowcase their efforts to the larger audience forcommunity to community interactions andtransactions.Key Achievements:

� Initiated discussions with technologypartners for developing the module for

Inauguration of Farmers Field School �Taras-Agro Information Center

Future Plan:

a) Information on various plant-diseases andfarming technique like diary, mushroomculture, Honey bee culture, fishery to bedeveloped for farmers and to be circulatedin Agro Information centre through CompactDisc.

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registration of �Self Help Groups� in theportal.

� A combined presentation by UNDP andCSM was made to the district collectorKendrapada on how district administrationcan help in mapping the SHGs in thedistrict.

� Information collected on different SHG in thedistricts of Angul and Kendrapada.

Future Plans:

� The portal would be developed as a citizen-to-citizen, citizen-to-government andgovernment-to-government facilitator for allthe district of Orissa.

� Panchayatiraj Dept has envisaged theownership of the portal, aamagaon.com bymaking available information about theirseveral schemes in the rural areas. Inaddition to that, the department is also keenon using the portal for asset monitoring atdifferent layers of its functioning.

2. PROMOTING POVERTYERADICATION ANDSUSTAINABLE LIVELIHOODS

2.1. Farmers capacity building with Agriculture Market Information System

The availability of prompt and reliableinformation about the agriculture marketconsiderably improves the decision makingcapability of the farmers and strengthens theirbargaining power. Information about the currentmarket is disseminated through blackboarddisplay as the Market Committees are able todisseminate information in respect of their ownmarkets only which restricts farmers in takingdecisions in marketing their produce as they areunable to gather information on prices prevailingin other markets, The farmers are, therefore, leftwith no alternative but to dispose of their

produce in the nearest market, even atuneconomic prices. Improvement in the presentmarket information system by linking all-important agricultural produce markets in thestate, the State Agricultural Marketing Boards& the extension departments & UNDP, Orissa,OSAM Board is operating through network ofthe Regulated Market Committee that providerelevant information on availability ofcommodities, price to enhance the decisionmaking capabilities of rural farmers.Memorandum of Understanding was signedwith Nehru Yubak Kendra Sangathan forassisting in set up intelligence network.Orientation programme was organized for 30NYKS volunteers at UNDP, Orissa Office.Necessary technical support to Orissa StateAgriculture Marketing Board in agriculturalmarketing is provided by UNDP.

Activities:

� Follow up Communication to all DistCollectors, Regulated Market Committeechairmen & RMC secy regarding this newinitiative of UNDP & OSAM Board.

� Developing a website www.osamboard.org,formarketing of different agricultureproduce

� A review meeting was organized at OrissaState Co-operative Bank�s conference hall on16 th May 2003 for NYKS agro marketintelligence volunteers and a monthly statusfinding meeting was also organized in thesame venue on 20th June 2003 with RMCsecretaries.

� The performance of volunteers and RMCswere reviewed both in project AGMARKNETof Govt. of India and for OSAM Board�sproject.

� A guideline for market intelligence networkfor RMCs is drafted.

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� Designing the database & network structurefor market information available on OSAMBoard and AGMARKNET web site.

� Training to three RMC secretaries(Kendrapara, Sakhigopal secretaries,Kesinga volunteers) and market intelligencevolunteers on computer in addition to 15RMC and Agri-intelligence Volunteers.

� A System Requirement Specification hasbeen done for management of market ofOSAM Board automation software.

� Discussion and communication withAssistant Director Live stock for identifyingand developing important major live stockmarkets of Orissa.

� Participation in state-level KRUSAKADIWAS celebration at Niali on 4 th & 5 thMay 2003, where emphasis on role of ICT inagriculture was made.

� A commodity chart is prepared and itemclassification is done for nearly 200 productsthat will help in installation of the softwarefor agri. marketing

Achievements:

� NYKS volunteers are available for marketintelligence network in 22 RMCs andproviding information of various agricultureproduce�s price and quantity on websites foralmost all dist HQ of Orissa.

� Individual RMCs can now uploadinformation from their RMCs directly to theOSAM Board websites.

� Daily market intelligence reports generatedfrom 32 RMCs and shared through OSAMBoard�s website and 18 RMCs onAGMARKNET.

� Established internet connection in RMC ofKesinga, Bolangir, Sambalpur, Dumuriputand Kantabanjhi.

� Identified 8 major potential markets anddaily information aired via E-TV�sANNADATA, daily at 6.30am on all majorproducts.

� The web site is now in final stage of contentdevelopment. All required information iscompiled and supplied to Software firm forfinal development.

� 2 staff of RMC was trained on computerliteracy program besides handling theAGMARKNET software on internet.

� Database Structure on National Atlas isdesigned to map the potential areas foragriculture produce.

� Agriculture product classification is done fornearly 200 agriculture products for databasesoftware.

Future Plan:

� Market information to be published onvarious print media.

� Completion of commodity profile andsharing of national atlas to enable developingbetter marketing strategies to the Govt.official / RMCs / Community.

� Formation of marketing group for farmer�ssensitization about the role of ICT in variousmarket yards

� Develop a GIS based software on AgricultureMarketing for better decision making

� Providing information on various differenteconomic agriculture practices on website.

� Neighbouring state major markets to beidentified and database to be designed forthe same.

� A better off-line user friendly Software to bedeveloped in order to enable RMCs uploadsdata from their centre after the internetconnection.

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3. SUPPORTING VULNERABILITYREDUCTION & ENVIRONMNTALSUSTAINABILITY RECOVERY

3.1 Broadening the scope of Information andCommunication Technologies in disastermanagement

A) INFORMATION AND MONITORINGSYSTEM FOR DISASTER MANAGEMENT ANDPREPAREDNESS

To reduce the vulnerability in disasterprone area for timely and accurate informationabout incidence of hazards, ICT plays asignificant role. This includes sharing of collatedinformation about the hazard and response inthe form of situation and gap analysis report ondifferent sectors with different stakeholder likedonors and partner organisations.

Key Activities

� Upgrading the UNDP, India DisasterPreparedness and Response Plan for July toSeptember 2003

� Tracing and sharing reports on all IndiaMain Weather Report / Earthquake Report/Summary of Regional Weather Bulletin onregular basis with stakeholders fromgovernment, UN agencies, INGO�s, NGOs.

� Setting up of 24 hours Emergency FloodControl Room at UN House II for monitoringdisasters in various parts of the country

� Information dissemination and sharing ofsituation report of events i.e. of Assam andBihar Flood 2003 with various stakeholders.

Future Plan:

� The Control Room Operating Manual isbeing developed and is in progress.

� The Emergency Contact list updating is inprogress.

� To develop a manual for weather tracking,warning and preparedness system;

� To develop templates of emergencyinformation reporting for various disasters(i.e. cyclones, earthquakes, diseaseoutbreaks, hail storms, drought, floods, etc;and

� To upgrade the current online UNDP, IndiaDisaster and Preparedness and ResponsePlan.

� To develop an Emergency Intranet websitespecifically for Disaster Information likesharing of Sitreps, tracking disaster relatedinformation.

� Mock Drill for the UNDP DisasterPreparedness and Response Plan is to bearranged in the month of September.

B) INDIA DISASTER RESOURCENETWORK

One stop source of information on resourcesavailable for emergency response

The vulnerability of the living in thissubcontinent is a great challenge to thegovernment machinery that gives emphasis tothe need for a comprehensive database onavailability of resources like equipments andskilled manpower that can be mobilized torespond immediately during emergencies ordisaster.

Ministry of Home Affairs (MHA) incollaboration with United Nation DevelopmentProgramme (UNDP) has developed on-lineInformation system www.idrn.gov in tosystematically build the Indian DisasterResource Network inventory as an organizedInformation system for collection andtransmission of specific equipments andexpertise database from district level to statelevel to provide availability of resources fordisaster response. This portal will help disastermanagers to identify the location of the resourceswithin less time. All the states have been

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included under this programme where StateRelief Commissioner been identified as the nodalauthority for implementing IDRN except forOrissa and Gujarat -OSDMA and GSDMA havebeen identified respectively to be the nodalauthority. Data are collected at the district leveleither District Collector or District EmergencyOfficer are the nodal persons. NIC has issuednecessary instruction to all the state and districtNIC offices to extend possible help to the districtnodal authority for successful implementationof the programme.

Key Activities/ Achievement

l www.idrn.gov has been registered asgovernment domain and server space beenallocated under NIC New Delhi for thedatabase

l All the required files and database has beenuploaded into the NIC server, New Delhiduring the month April.

l The portal has been certified successfully byNIC and started functioning from mid ofApril.

l Training and orientation program has beenconducted for Nodal officers in Orissa andDelhi.

l Identified and approved the list ofequipments, human skill and criticalsupplies needed for effective disasterresponse from Ministry of Home Affairs andincorporated in the database.

l Developed module to capture �skilledhuman resource� with the existing system.

l Redesigning the data input and variousquery interfaces for easier accessibility.

l Developed check list report for evaluatingthe status of each districts data records.

l Designed an option for State ReliefCommissioner�s Office to upload Situationreport of disaster in their state.

l Distributed the data collection format alongwith instruction page and operationalmanual to all the districts for collecting theresource inventory available in theircorresponding line department.

Future Plan:

l Designing of new module for capturing dataof State HQ inventory.

l Implementation of web based GIS andlinking it to inventory database for easilyidentify the location where resource areavailable.

l Implementation an offline application atdistrict level for uploading inventory dataat district level to minimize the internet timeand maintain their own district resourceinventory.

C) DESINVENTAR - BUILDING SYSTEMATICDISASTER INVENTORIES

DesInventar is an initiative to build ahistorical database of disasters in Orissa, India.A systematic geo-referenced inventory of small,medium and large-scale disasters for the past32 years has been built. The analysis of thedatabase started shedding new light on thedisaster vulnerabilities of Orissa and showinga varied pattern of risks as opposed to thecommon perception. The database of disasterlocation, its effects, and its causes will in turnsupport the generation of Vulnerability indicesfor the state of Orissa. DesInventar is a systemthat supports rational decision making fordisaster management, and provides an objectivebasis for vulnerability assessment andprioritizing actions in managing vulnerabilities.It supports the formulation of policies andidentification of priorities for disaster preventionand mitigation. This system also facilitatesgeneration of vulnerability indices for aparticular geographic location.

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Key Events:

� DesInventar Workshop held at Kathmandufrom 20th - 23rd May 2003

A three-day hands-on training workshopconducted by Mr. Sujit Mohanty and Ms. DeepaChavali on DesInventar followed by a roundtable discussion involving the respective teamleaders of the Organizations concerned likeNational Society for Earthquake Technology(NSET) - Nepal, Kathmandu Metropolitan City(KMC), Nepal Red Cross Society, Ministry ofHome Affairs, UNDP, UNSECOORD andNational Planning Commission (NPC) wasorganized at Kathmandu, UNEOC, UN HousePulchowk, Nepal from 20th - 23rd May 2003.

� DesInventar One Day Workshop (27 thMay 2003)

A one day Sub-regional Workshopconducted by Mr. Sujit Mohanty and Ms. DeepaChavali was held in UNDP, 55 Lodhi Estate,New Delhi on the theme �Building SystematicDisaster Inventories in India� . Topicspresented and discussed were:

� Systematic disaster loss databases � cornerstone of practical disaster risk informationsystems.

� Methodological challenges in building andinstitutionalizing disaster inventory systems� experiences from Latin America.

� Experience of building historical disasterdatabases in Orissa and steps towardsinstitutionalisation of a disaster inventorysystem in Orissa.

� Towards a multi-tiered disaster inventorysystem in India � some ideas Participantswere from Ministry of Home Affairs (MHA),Department for International Development(DFID), European Union (EU), DisasterManagement Institute-Gujarat (DMI) &NGO�s � Prism (West Bengal), SEEDS,

DMMC � Uttaranchal.� DesInventar Workshop held at Delhi from

28 th � 30 th May 2003

A three-day hands-on training workshopconducted by Mr. Sujit Mohanty and Ms. DeepaChavali on DesInventar followed by a roundtable discussion involving the UNDP Stateteams from Assam, Gujarat, Uttaranchal,Rajasthan, Delhi, Orissa and other membersfrom DMI, OSDMA, SEEDS, Prism & DMMC wasorganized at UNDP Premises, Defence Colony,New Delhi from 28 th � 30 th May 2003.

Key achievements:

� 10070 data cards collected from governmentdepartments in the last 2 months and beingentered into the system for natural disasters;

� First draft of �Orissa Disasters Analysis�from the database to be included in the StateHuman Development Report (HDR);

� Key analysis on �Disasters in Orissa� willbe included as a note in the WorldVulnerability Report which will be releasedsoon.

Future Plans:

� To expand the project into the 17 otherprogram states of UNDP in India, followingdiscussions and meetings;

� To train the IT facilitators in using thesoftware and maintaining the disasterrecords; and

� To institutionalise the DesInventar softwarepackage with the respective Stategovernments for automating their ownrecords and subsequent follow-up.

3.2 MIS for tracking Livelihood and FoodSecurity

One of the important aspects of the Officeof Special Relief Commissioner (SRC) is to trackthe parameters of livelihood and Food security

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which gives indicator to measure �Hunger andMalnutrition� details in all the districts of Orissa.The Office of SRC analyzes these individualreports currently received by fax and preparesa consolidated report and sends it to the ChiefSecretary in a printed format.

To facilitate the easy retrieval of data andgeneration of reports a software is beingdesigned for tracking hunger and malnutrition.Health reports sent from different districts onfortnightly basis is being stored in this databasefor generating report and decision making. Reporton death due to malnourishment and districtemployment statistics can be generated throughthis system. UNDP has posted on volunteer forthe system development at SRC office.

4. OTHER INITIATIVES

4.1 New policy initiative on ICT fordevelopment in Orissa

UNDP is assisting the Department ofInformation Technology, Government of Orissaby providing policy advice and consultingservices for developing a new ICT Policy. In orderto accomplish this, it is undertaking a completereview and analysis of existing national andstate vision, policies and regulatorydevelopments.

The methodology includes mappingstrategic thrust areas, activities and interests ofkey stakeholders, and facilitating broaddiscussions and meetings in the developmentprocess by NGOs, various agencies anddepartments of the Government of Orissa, theprivate sector, academia, and individuals. Inaddition toidentifying and forming a Workinggroup to provide specific inputs into the draftICT Policy, the UNDP ICT Team will participatein drafting of the ICT Policy and implementationstrategy with support from the working groupconsultations.

Among the expected outcomes of this newinitiative are a background note on ICT Policydevelopment in Orissa, a major workshop orconference to be co-sponsored with allstakeholders, a final draft of the ICT Policy, anddevelopment of a set of indicators and plans tomonitor achievements.

4.2 Findings of XIMB students� Informationneed assessment in Ganjam district

A study was conducted regarding theinformation need and availability in the Ganjamdistrict of Orissa. For the proposed study, fivedifferent blocks were chosen by a three stagestratified random sampling technique. In the firststage, 5 different blocks are selected based onthe agro climatic zones of the district. In thesecond stage GPs are selected based on theproximity from the major towns of the districti.e., the distant GPs from the town, and in thethird stage villages are selected based onoccupational pattern, caste structure, livelihoodpatterns, demographic distribution, socio-economic condition, natural resources,population density and land holding pattern.

The whole summer training was dividedinto three parts (7 week). In the first week,orientation was done by exposure visit todifferent IT Kiosks established by UNDP inCuttack, Jagatsinghpur and Kendraparadistricts. In the second week, selection of Blocks,GPs and villages was done by consultation withvarious Govt. officials. For next 4 weeks,information regarding information need andavailability of the villagers (How, Where, When,How much, Who etc.) were collected by PRAtechniques and focus group discussions.

The study reveals that there exists a manualinformation system in almost all the villages.There are many intermediaries involved themanual information systems. They may be Govt.officials, village leaders or any other influential

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person. The manual information systems passthrough many stages. As there are large numbersof intermediaries involved, the manualinformation system has high transition periodas information flow from one middleman toother. In the whole process, the real informationseeker either gets a part of the information ormay get wrong information or may get the rightinformation at wrong time. In most of the cases,the real decision maker never gets the accurateand real time information. The manualinformation system has high opportunity cost.

Study reveals: It can be concluded that thevillagers need information for various purposes.They need that at right time and in rightmagnitude. If the information�s can be suppliedto them by computer medium at their doorstep,they will get right information at right time, inright magnitude which has low opportunity costand less transition period.

4.3 Learning though knowledge sharing

UNDP ICT team represented by Arushi Rayand Rajiv Ranjan witnessed the congregationof entities which are closely linked with acommon thread � ICT for Development � in aworkshop at Baramati, Maharashtra in May 30� June 2, 2003. Participants from Government,NGO, Funding bodies, beneficiaries, Academiaand Development agencies debated questions,accompanying issues and solutions forempowering the poor using Information andCommunication Technology.

The key recommendations were:

1. Need to have a sustainable business model-(From Philanthropy to Social Venturing) byutilizing the knowledge based economy toempower the poor.

2. Technology is not an end itself, focus shouldbe on applying technology to achievemeaningful improvements in the standard

of living of families who are now strugglingto rise from the bottom of our economy.

3. Focus on Narrowing the Social (not Digital)Divides by democratization of information.

5. BEST PRACTICES

Success Story:

Villages in Rajkanika block, Kendraparadistrict of Orissa face cyclones and floods almostevery year. Besides formal literacy, thecommunity is denied of basic information onsectors like agriculture, health, housing anddisasters. UNDP�s IT (Information Technology)programme attempted to cover some of thesevillages and develop better informedcommunities through the ICT (Information &Communication Tools) initiatives. The peoplewelcomed it with open arms.

An IT kiosk was set up at Koranda villagein Rajkanika block in July 2002 to disseminateinformation and also train the community inhow to access the same. The kiosk was provideda computer with support from the on-goingUNITes programme of UNDP and was beingrun through the local NGO Nature�s Club.Initially the kiosk initiated a lot of enthusiasmamong the community, but after a couple ofmonths with the disruption of power theenthusiasm of the community died out. It wasafter a period of long 10 months that power wasrestored. But by then all in the village had lostall hope with the kiosk. It was then that twolocal young girls Pravashri Dhal and NibeditaMohanty of the Meena Club took it uponthemselves to revive the morbid centre and makethe mission of UNITes programme a success.

Pravashri and Nibedita spread themessage around that there was hardly any needfor young boys and girls to go to the Block hqrs(10 Kms from Koranda) to learn basic computeroperations. The training centre was there itself

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and all could enlist themselves here! Before long,scores of young boys and girls got attracted andstarted getting trained by Pravashri andNibedita. All information pertaining to Govt.development programmes, innovativeagriculture improvement techniques,appropriate cost-effective technologies inhousing, etc. was all disseminated through thiskiosk, mainly through their earnest efforts.

Pravashri has been all for it, and Nibedita,the computer savvy that she is, remainsperpetually charged with strong dedication andvolunteerism. The dedication of these two younggirls has won the admiration and hearts of allin the village and beyond. These are the soulsin many remote villages whose tireless effortsgo on to build the capacity of the literate youthtowards computer operations and moreimportantly, towards developing better informedcommunities.

Model IT Kiosk in the district�Sambhavana Agro Information &Research Center, - Taras�

Mission to accomplish 100 % computer literacyas pro-poor initiative

�SAMBHABANA� Agro Information &Research Center - Taras is the most developingIT center in Kendrapra district. This centerfacilitates convergence mode from Low CostHousing to Disaster Risk Management underUNDP programmes. Dissemination ofinformation on different government schemesand capacity building of common people arecarried out in this multi-purpose communitycenter. Some of the common services availablein this Agro Information Center care:

� Information on different schemes &programmes of govt.

� Computer training programmes for -School and College students / SHGs /Club members.

� Monthly Mass computer awarenesstraining for school students

� Regular screening of documentary filmon disaster preparedness, womenempower-ment and health issues amongthe villagers (farmers, women group andetc).

� Revenue generation activities for theAgro Information Center through DTP,Screen printing.

Agro Information Centre in Rajkanika Block

� Magazine club and literatures ondifferent projects for all (Students,villagers and farmers). effectivetechnologies in housing, etc. was alldisseminated through this kiosk, mainlythrough their earnest efforts.

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I. Education is one of the largestIndustries

Education is one of India�s primeIndustries. While its contribution to nationbuilding is well known and widely reported, itsimportance in terms commercial value is lessappreciated. Education industry is estimated tobe more than Rs. 20,000 crore and this figure ismore than the size of the domestic softwareindustry or the automobile industry.

Apart from being among the largest sectors,education sector is also among the fastestgrowing sectors of the country. With the enviablecombination, of large size and high growth, nowonder education sector is among the mostattractive industry sectors in the country today.

II. Growing Complexity ofEducational InstitutesWith the stupendous growth of the

education sector, educational institutions arebecoming increasingly complex organizations.They are no longer institutions limited toeducation delivery. Educational institutes areconfronted with managing a wide range ofactivities encompassing marketing of institutesto students for admissions and corporates forplacements, managing internal operations (likesmooth conducting of classes or recruitment andmotivation of the human resource viz. faculty

Tool for Enterprise Wide Management of EducationalInstitutions

Mr. Srijat Mishra*srijat@kalingsoft.com

and staff), sophistical financial and cash flowplanning, co-ordination with regulatory &statutory authorities etc. In addition, to all that,educational institutes are also subject to thevagaries of market forces due to stiff competitionand demanding customers (read students andcorporates).

In addition, the increasing size of theinstitutes and the breadth of activities havesignificantly enhanced the degree of interactionbetween different academic and administrativedepartments. These days, the academic andadministrative departments need to work intandem to meet each others work objectives andinformation needs. Also, localized financialautonomy to given different departments (asprovided by some progressive institutes)necessitates the pervasiveness of the financeactivity to academic and administrativedepartments, this further enhances the co-ordination needs between the academic /administrative departments and the financeteam.

The huge manpower intensity ofeducational institutes (typically the revenues peremployees is as low as Rs. 5 to 10 lakhs peremployee, as against industry benchmark ofquality companies of Rs. 1crore+ per employee)also adds to the co-ordination and informationmanagement needs of institutes. In today�s

* Mr. Srijat Mishra is the CEO of Kalinga Software Private Limited (Kalingasoft). Kalingasoft focuseson educational technology, including educational institute ERPs. Please go to www.kalingasoft.comfor details. The views of the authors are their own and do not necessarily reflect that of theirorganizations.

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scenario (especially for private institutes)meeting regulatory information needs also takesa sizeable chunk of the top management andkey resource persons time.

All these factors manifest themselves inlarge manpower base, delays, laxity in followingprocesses, adhocism, centralized decisionmaking and regular fire-fighting efforts.

III. Educational Institutes NeedSophisticated Management Tools

In today�s world an educational instituteis no less complex than a fledging corporatehouse. Therefore it goes without saying thateducational institutes deserve the best in termof modern management practices and state-of-the-art technology for managing their internaland external operations.

In these days of stiff competition andcustomer service, what is most critical to successis continuous cost reduction, superior qualitycustomer requirement management, effectiveproject management, robust processes, effectivetarget setting & performance reviewmechanisms, regulatory environmentmanagement and to top it all brand imageenhancement. Across industries it has been seenthat only those companies who have not bee ableto manage all this have reaped sustainablesuccess. Others who have had a narrowerperspective at best have a short lease of life, oftenthey find it difficult to take off the ground. Thisis applicable to education sector as much as anyother sector.

In today�s world an educational instituteis no less complex than a fledging corporatehouse. Therefore it goes without saying thateducational institutes deserve the best in termof modern management practices and state-of-

the-art technology for managing their internaland external operations. Education sector hasto soon start using all the sophisticated moderntools used in business houses to enjoy long termand sustainable financial, academic and brandstrength.

IV. Total Automation Tools ofEducational Institutes

Of the many management tools widelyused in successful corporates these days, onethe most pervasive and the invaluable tools isuse of automation for information flow andmanagement control. Information technologyhas found an indispensable place in mostcompanies. All activities and resources areseamlessly linked to each other to ensure cost &time efficiency, people productivity and decisionsupport systems. No two organizations can beexpected to have the same strategy and tacticsbut one have one thing common to all successfulorganizations is a robust and comprehensiveManagement Information System and DecisionSupport System.

Unfortunately educational institutes havenot benefited from this IT explosion. This is mostsurprising, considering that most of thetechnology break-throughs have their roots inacademic research. However, more and moreinstitutes have started appreciating the needsfor automation. Management members can haveaccess to critical information at the click of abutton, teachers can have access to their scheduleand other financial/personal information fromtheir tables most conveniently without needingthe support of academic/administrative offices,parents can have access to the attendance andperformance of the wards by the click of a button.Similarly students can access any informationthey require with utmost ease.

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V. Specific Benefits of an ERP

Benefits from a tested and demonstratedpackage are many. The key benefits from thestandpoint of resource management are thefollowing:

� Increases the effectiveness of the mostscare resource �Time�. Enhances theresponsive of administrative andacademic functions (less time foradmission request processing, less timefor academic result publication)

� Facilitates better investment planningand optimal utilization of expensiveresources like computer labs, buildingsand equipment

� Enables optimal deployment of HumanResources and hence ensure the bestutilization of academic talent by frees theacademic talent from arduousadministrative responsibilities.

� Last but not the least, ERPs, properlyimplemented, would lead to significantcost reduction

� Access through the internet enableswider and convenient usage.

VI. Guidelines for choosing an ERP

A few things to be kept in mind whilechoosing an education ERP:

� Integrated Software: Need to go forcomprehensive automation products whichintegrates all the activities (admission,library, payments, hostels, studentregistration etc) into one data base and MIS.Integrated automation leads to processbenefits like cost and time efficiencies.

As an example, if the library and financemodule are integrated then library penalties

are automatically reflected in the paymentschedule and due records of students. Onthe other hand, if library and financemodules are not integrated then additionalwork has to be done by both the library andthe finance department to make necessaryentries and accounts.

� Internet Based Product: In today�s world,web enabled technology is always preferredas it can give parents access to studentsinformation from home and also givesmanagement access to important informationfrom remote locations.

This significantly helps busy managementmembers to keep in touch with the institutesand also helps parents to have updatedinformation about their wards. Also abrowser based product significantly reducesthe licence cost and the complexity of themaintenance activity.

� Multi User: A multi-user solution is preferredas it minimizes duplication of effort andenhances communication speed.

A multi-user package is critical to give userbased access rights to different categories ofusers. It is but obvious, that parents, teachers,students, companies will have an appetitefor different types of information. A multi-user software can make that possible.

� Demonstrated Product: Using an unprovedsoftware is like having a hair-cut from aninexperienced barber. This significantlyenhances the risk of failure and jeopardy.

Used software can mal-function anddamage the foundation of an institute. Thereforeit is important to use a product which has beenalready tested and implemented in comparablesituations.

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� Decision Support System: A system shouldprovide a decision support system and notmere automation, as only though decisionsupport system one can reap process gainsand cost reduction benefits.

VII. e-IMS Fills The Void

One of the leading educational instituteautomation products in the Indian market is e-IMS � An Educational Institute ERP. As the namesuggests e-IMS or e-Institute ManagementSystem is a Web enabled Enterprise ResourcePlanning (ERP) software for educational andtraining institutes.

More than 20,000 hours have been devotedto the design, development, testing andimplementation of e-IMS.

It is arguably the most comprehensiveproduct in the realm of institute automation. e-IMS has been designed to meet the unique needsof Indian educational institutes. e -IMSendeavours to bring to the door step of Indianeducational institutes, international qualityproducts at affordable prices.

GrapeVyn Technologies InternationalPte, Singapore (GrapeVyn) had initiallydeveloped and implemented GrapeVynEducation Management System (GEMS) inSouth East Asia and Australia.

Subsequently, GEMS was redesignedKalinga Software Private Limited (KSPL),Bhubaneshwar and

GrapeVyn for Indian markets andrenamed e -IMS. e -IMS and GEMS together boastof a client base of more than two dozen institutesin India and South East Asia.

VIII. Some Case Studies

There are maximum about 20 institutes inthe country who have a full-fledged ERP. KalingaInstitute of Industrial Technology (KIIT),Bhubaneshwar and National School of HotelManagement (NHSM), Durgapur are among theearly movers in this field. KIIT and NHSMmanagement feel that implementation of ERPleads to:

� Easy and regular access of criticalfinancial & other information to topmanagement

� Reduction of time spent my staff oninformation processing

� Reduced effort in time table preparation

� Purchase of books based on frequency ofbook borrowing patterns

� Significant reduction in consumption ofpaper for notices, examinations andhand-outs

� Regular, fast and cost-effectivecommunication with parents, teachers,placement corporates, marketingexecutives

� Institution effective performanceappraisal and feedback systems

� Increased speed of result preparation andadmission formalities completion

� Faster and fact based decision making

IX. Caveats

Like any other tool, poor implementationcan be often counter productive. Similarly ERPimplementation needs to be done carefully, withproper planning and deliberation. Some of theidentified pitfalls are instinct to develop in-

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house, lack of focus on implementation andinadequate of top management involvement.

� In-house development: In-housedevelopment is the most dangerousthing, though unfortunately a verynatural instinct, for an institute. It is likeasking the professors to write the spendtime on writing the books they want touse in their teaching. This distract themfrom the main work and both teachingand automation initiatives suffer badly.Specifically, own development leads to:

o Higher total cost of ownership, as theentire cost of the development will beborne by one institute.

o Higher risk of losses in using untestedsoftware and also the loss of theopportunity to use the collectivewisdom of experts in the field onprocess automation.

o Higher chances of implementationfailure, as it is very difficult to haveteachers and student manage theimplementation and testing efforts asthey are very time consuming. Also,ERP implementation has aorganizational change management

role involved in it. Insiders (unless theyare top management themselves) areinherently weakly positioned to effectorganizational initiatives

� Inadequate implementation focus: ERPis not a piece software. It is a way of livingand managing ones activities. Thereforeusing ERP means doing thingsdifferently to do them better. As a resulttime and effort has to be invested to teachpeople how to operate the systemeffectively and to get their ownership ofusage & implementation. Else the projectwill fall flat. Most successful ERPcompanies devote at least 40% of projectcosts to implementation activities.

� Inadequate top management attention:Research has shown that more than 50%of ERP implementation failure incompanies can be attributed to topmanagement not giving it adequatepriority. Especially making the peopleperceive that the top management is keenin implementing the ERP. For this the topmanagement has to use the ERPregularly, also reward people who use iteffectively and punish effectively thosewho do not use the ERP regularly.

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In 1997, with mostly the initiative of ChittaBaral and Suchitra Patnaik, and active supportof Pramod Meher, a meeting of many ITprofessionals as a National Conference tookplace in Utkal University with L M Patnaik asGeneral Chair. A good number of memberspresent sat on 22nd december, where it wasdecided that (i) we shall form a society calledorissa information technology society, and (ii)that we shall have regular InternationalConferences every year around 21st to 24th ofdecember for the uplift of level of IT in Orissa.S P Misra was requested there to be the President.The Society was registered in June, 1998.

The aims and objectives of the Society areto promote education and research andacademic-industry interaction in IT,collaboration of IT personnel of Orissa atnational and international levels, promotingusage of IT in Orissa, organizing conferences/symposia in IT area as well as raise funds fromnational and/or inter-national agencies/individuals for its activities. This is mainly abody of academi-cians having the target for itsactivities as the students and faculty in IT inOrissa.

Cit98 gave a kick start to the program ofthe conferences mainly with the initiative andhard work of R N Mohapatra. L M Patnaik wasthe general chair, and the conference wasattended by forty or more participants fromoutside India. This function also gave a kick startto oits as an organization. There were aboutseventy members of oits by the end of theConference. There are at present 196 membersof oits, with one patron, about 20 donor members,and 175 life members. Instead of having differentmembership fees from inside India and from

Orissa Information Technology Society (OITS)S.P. Misra

outside India, there has been the strongconvention that members from outside India bedonor members, which members from outsidehave respected when intimated about this.

The funding of oits comes from membershipfees, from residual money from conferences, andfrom donations by individuals and institutions.We started with Rs.10,000/ as membership fees,but at present have about rupees seven lakhs,most of which is kept in the form of fixeddeposits. Since the activities of oits are mostlyself-sustaining, and some times funded by otheragencies, managing the same from the interestof fixed deposits becomes simple.

Obviously CITs (International Conferenceson Information Technology) form a basis foruplifting IT in Orissa at the higher end. Thesehave also acted as focal points for gathering ofmany IT professionals of Orissa, and, for themto interact with IT professionals outside Orissaand outside India. Also, in each of theseconferences, tutorial classes for students werearranged, which with repeated trial and errorsculminated in seven tutorials in six institutionsattended by more than five hundred studentsduring cit2002. During cit2003 it has been furtherextended to have three advanced tutorials withinthe main conference, and, two six hour and twothree hour tutorials for students. Theseconferences thus not only reach the ITprofessionals, but also the students.

During 1998, 1999 and 2000, theorganization of the cits had been the main focusof oits. The other activities undertaken wereseminar talks by visitors off and on, as well assupport of some IT programs organized by (then)Regional Engineering College, Rourkela, or, byKIIT, Bhubaneswar. From 2001 there was some

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proliferation of activities, the most importantamong them being the IT olympiads, while theearlier activities also continued. For example,during November 2001, there was a State levelconference at Utkal University, mainly aimed atyoung faculty and the final year students. Therewere three invited talks in the morning, and,about fourteen papers were presented in theafternoon. These papers were mainly by theyoung faculty, but in addition some four studentswere also encouraged to give seminar talks ontheir projects. This Conference was attended bymore than 100 participants with about half ofthem being from outside Bhubaneswar. It waspartly subsidized by a donation of NiranjanTripathy, USA, through OSA.

Orissa IT Olympiads are held at two levels:junior (schools upto class XII), and, senior(colleges including BE, MCA). This was startedin 2001 and is being held every year on the lastSunday of August or the first Sunday ofSeptember. Around 1200 students almost equallydivided for both the levels have been taking thesetests for the last three years. The spread hereover the State is very wide, stretching all overOrissa � and that is very satisfying for the spreadof IT awareness. During the prize distributionhere to more than ten students in each category,a talk is held along with an interactive sessionwith the students. Special prizes are given toclass X students, as they can not generallycompete with class XII students, and, also toB.Sc.(hons) students, who can not coompete withMCA or B.E.(comp sc) students. The parents ofthe prize winners in the junior level are alsoinvited. Sudarshan Padhy of Utkal Universityhas been coordinating this program, and thecredit for the success of the same mainly goes tohim. The names of the prize winners is given inthe oits web-site to induce youngsters to do someweb browsing.

Another important activity of oits is lookingat the need for quality improvements of IT

teachers of Orissa. L N Bhuyan, USA, gave acourse of five two hour lectures on parallelarchitecture in August 2002 for a week, wherealso some experts from BARC, Mumbai tooktutorials in the afternoons and delivered twolectures, one of them being on Anupam computerdesigned at BARC. Special lectures are also takenwith oits as a nodal agency, which helps theteachers. Sanyal of TIFR, Mumbai gave a seriesof lectures on Network security at KIIT, and DMisra of NJIT, USA gave lectures on VLSI circuitsat KIIT and NIST. But we believe that this effortwas rather localized and should really get aboost.

There was a verbal request by manymembers from Berhampur in early 2000 that wemay open a chapter of oits there. With this inmind, it was then decided in an executivecommittee meeting of oits that it will help indecentralizing activities of oits and properlyutilize the local enthusiasm for uplift of IT inOrissa. Appropriate rules were formed in theexecutive committee as an additional article(article 6) in the bylaws. However the membersthere had not taken further steps for this purpose.Recently in October however some membersfrom Sambalpur formally requested that aChapter of oits may be opened there. Theexecutive committee in beginning of Novemberdecided that as per rules this chapter may beopened. Appropriate steps were taken, and theChapter opened with a meeting on November29 th where Vice-Chancellor, SambalpurUniversity, Principal Gangadhar Meher Collegeand President oits were present. Arun Pujari ofHyderabad University was the Chief Speaker,and gave a semi-technical lecture on ArtificialIntelligence (besides having given a technicallecture to the students earlier). The Secretary,Sambalpur Chapter, B Patel first talked aboutcit2003 programs there, and then about plans tohave a course of lectures in the beginning of

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January, 2004 on parallel algorithms, withSudarshan Padhy as the nodal faculty. They alsoplan to have a talk on biometrics by M C Dash,Vice-Chancellor, and a well-known scholar oflife sciences at the National level with the fieldof research being biometrics.

Members of oits had often wanted that wemay start a semi-technical Journal by oits.

A corresponding decision was taken by theexecutive committee to start OITS-Bulletin as ayearly magazine. President, oits sent theannouncement for this in September, and arequest for articles in October. It was howeverthe serious efforts of the executive editor J R Hotato further look for articles which has given thisa concrete shape.

Oits, though registered in Orissa, has defacto a global existence, with focus of all itsmembers to work together for raising the level ofIT in Orissa. As a voluntary Society, it has donecommendable work, but more needs to be done.Let us examine some of these below:

The school program of oits needs to beaugmented. The State government and someother organizations and individuals areworking to this end, and we need to coordinatewith them. When I gave a computer to my villageschool, the enthusiasm of a class IV student forusing it was quite refreshing. Particularly Indianlanguage fonts can be used there to make thingsmore attractive for the students and others. Manyother people have done much more than that.The department of mass education has takenup the job with supply of computers for about270 schools. OCAC is also to take up 400 schoolsfor this purpose. Oits (and possibly some others)may act as catalytic agents in these attempts.

The sector where oits should be most usefulis that of arranging short courses for computerteachers. This should be done in collaborationwith the University and the Government

depending on the type of Institutions. Therelatively well established engineering collegescan play a leading role to make use of oits aswell supplement the same.

Oits activities may be more decentralized.For example, we should definitely have oitschapters in Berhampur and Rourkela, if not atother places also. This will make some membersthink of activities rather than elections, and sincethese will be at a local level, they can be moreeasily organized. Of course, for relatively bigevents, oits as such shall be behind them.

Oits is expected to play an important rolein improving IT know-how as well as IT usagein Orissa. For example we talk every now thenabout e-governance and use of computers indecision making processes. It is desirable thatwe tell others through example. In fact we maydemonstrate how IT helps to decrease the dividebetween rich and poor, it being the cheapestmeans of communications as well as of acquiringknowledge. I have just now received a CD whichclaims to contain 250 books for Rs.200/-.

This is a very brief account of some of theactivities of oits, as well as a rough road map forfurther action, but obviously we have miles togo before we can look back with any satisfaction.We should promise to ourlelves that togetherwe shall achieve � and make Orissa achieve, themuch desired (and hyped) IT revolution.

A general picture of oits and its activitiesmay be found in the web-site www.oits.org.

About the author : He is basically a physicist. Fiveresearchers working with him have won theprestigious Alexander von Humboldt fellowship.His book, �Introduction to Supersymmetry andSupergravity� was a best seller for more than fiveyears in amazon.com and has been recommendedby Prof Witten of Institute of Advanced Studies.Princeton to his researchers. Now engaged inorganization of OITS.

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\ÞÒmþ¼¼Ð d]ÞJ HkÞþ ]ÊB LÔÐ`çÒV_ç `­çÆ ÒdÐÒN`ÐZÞ LÐYÏÞaÐLÊ ÒQ½¤Ð LeÞþ\ÞÒmþ, dЧÆÞL [óVÞ ÒdÐNÊÜHkÞþ ÒQ½¤Ð aÞ$¼f ÒkþÐB\Þmþм¼Ð HkÞþ bþÑeÊþ LÔÐ çÒV_ç]é¯Æ `dàÔVLcÐ_*ʼ jÐkþÐdÔ LeÞþaÐ a]fÒeþÒjWÐeÊþ `fЯÆ_ LeÞþ\ÞÒmþ¼¼Ð ÒjcÐ_*¼eþ HkÞþ@aÒkþfÐ ÒdÐNÊÜ SÒZ `õ[ÞbþÐaÐ_ç aÔ¦ÞÆ*¼eþ

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bþÐaÒeþ jaà[ö `eÞþQÞ[¼¼Ð a_ÔÐeþ ËaàÐ_ÊcÐ_ `ÐBÜbÞþ.H_ç. _ÞmþL¨Æ_*¼ jkþ cÞhÞ KnowledgeBased System D`Òeþ Ò``eþçVÞH LÕ`ÊÔVeþþÒjÐjÐBVÞ @$ç¼ B ÞÆAÒeþ õLÐh LeÞþ\ÞÒmþ¼¼Ð [Ð*¼eþc ó[ ÊÔ ` Ëa àe Ê þ Òj Asian Institute ofTechnology, BankokÒeþ development ofe-Governance D`Òeþ PaperVÞH PresentLeÞþ\ÞÒmþ¼¼Ð LfÐkþÐ¨Þ Æeþ jaç LÒmþ�Æeþ HaÕLÒmþÒ�ÆÐÒeþVç @$Þ¼jçeþ @$Þ¼jecÐ_*¼ jkÞþ[JLÐLçeþ OSD HaÕ @_Ô SÒZ LcàQÐeþÑ*¼ jkAuõÒeþ e-Governanceeþ `õÒ¯ÆÐN aÞi¯ÆÒeþ@aN[ ÒkþÐB HkþÐeþ jcÑlÐ LeÞ þaÐ `ÐBÜkþÐB]öÐaÐ] dÐB\ÞmÊþ¼¼Ð ÒjWÐeÊþ Ò$¼eÞþaÐ `Òeþ e-Governanceeþ LcàhÐfÐÒeþ ÒdÐNÒ]aÐ `ÐBÜcÊÜ jÐeþç*¼ jkÞþ[ bþaÐ_Ñ`ÐVZÐ dÐ[öÐ LeÞþ\ÞmÞþ¼¼ÐÒjWÐÒeþ `ËSÐeþÑ jÐeçþ LfÐkþШÞÆeþ jeþLÐeþÑ@$Þ¼jeþcÐ_*ʼ e-Governanceeþ D`LÐeÞþ[ÐaÞi ÆÒeþ õÐ&f bþÐaÒeþ aÊTþÐB Ò]B\ÞÒmþ¼¼Ð [Ð*¼có[ÊÔÒeþ cõÞ ÆcÐZ ÒkþÐB Regional Conferenceon Digital GMSeþ Chair [\Ð AIT,Bankokeþ Associate Professor Dr. PeterHaddawy [Ð*¼ ÒhÐLaÐràþÐÒeþ ÒmþMÞ\ÞÒmþ-

�Dear Mr. Hota, I am terriblysaddened and shocked at the news ofDr. Pujari�s untimely and tragic death.I feel terrible that Dr. Pujari�s deathoccured in the context of his visit here.I only knew Dr. Pujari through hisparticipation in the conference, but in

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that short time he struck me as a veryengaged intellectual and an extremelypleasant person. I am sure he will bedeeply missed by his colleagues,friends and family. Please accept mysincere condolence.�

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[Ð*¼eþ ALjêÞL có[ÊÔ JLÐLç [\Ð LÕ ÊÔVeþÒ`õcÑ JXÏÞhÐaÐjÑ*¼ `ÐBÜ HL ]ÐeÊþZ AOÐ[LkÞ þÒmþ @[ÊÔ¦Þ Æ Òkþa_ÐkÚ þ ¼ ¼ Ð Òj JLÐLçÒeþTechnology Development in IndianLanguage (TDIL), Computerisation ofSTA, Photo I-Card Project, Health CareProject HaÕ LfÐkþШÞÆ `eÞþ @_Ê_ï[ SÞmîþÐeþjÐ^ÐeþZ _ÐNeÞ þLcÐ_*¼ DÒ~hÔÒeþ e-Governancee SeÞþAÒeþ ÒjaÐ `õ]Ð_ `ÐBÜ

LWÞ_ `eÞþhõc LeÞþ\ÞÒmþ¼¼Ð Ò[ZÊ cÊMÔc§ÆÑ H`eÞþSÒZ ckþÐ_ç aÔ¦ÞÆ*¼eþ jcªÆ õÐ`Ô WÞLç jc ÆÒeþ[Ð*¼ eÞþaÐeþaNà*ʼ õ]Ð_ LÒmþ [Ð*¼eþ A[ëÐ hЫÞÆ`ÐBa¼¼Ð LÕ`ÊÔVeþ aÞ]ÔÐ HkÞþ ckþÐ_ç aÔ¦ÞÆ*¼eþeþ¦ÆÒeþ õaÐkÞþ[ ÒkþD\Þmþм¼Ð [Ð*¼eþ Ð\Ùa heþÑeþcÐVÞÒeþ cÞhÞdÐBRÞ j[, cÐ[ö LÕ ÊÔVeþ hÞÁ¤ õ[Þ[Ð*¼eþ [ÔÐN j]Ðjaà]Ð [Ð*ʼ QÞeþ jêeþZÑ Æ LeÞþeþMÞ\Þa¼¼Ð HkÞþ @ajeþÒeþ ÒcÐeþ ÒNÐ`auÊ ]Ðj*¼eþHL LaÞ[ÐÕh cÒ_ XÏÞdÐDRÞ, [ÐkþÐÒkþmþÐ-

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c_ÊiÔ Ò]h [\Ð SÐ[Þ õ[Þ LeÞþ\ÞaÐ LràþaÔ`ÐBÜ kÚþ QÞeþjêeþZÑ Æ ÒkþÐB eþkÞþ\ÐH¼¼Ð Òj ÒLÒ[aiàaqÞmþÐ [Ðeþ LÞRÞ cÐÒ_ _\ÐH, d]Þ [ÐeþÒ]hcÐ[óLÐ õ[Þ LÞRÞ @a]Ð_ _\ÐH¼¼Ð Aj«ÊÆ, ASÞAÒc [Ð*¼eþ A]hàÒeþ @_Ê`õÐZÞ[ ÒkþÐB AceþÐSÔeþ LÕ ÊÔVeþ hÞÁ¤LÊ LÀà¤ÐVL HaÕ Auõ WÐeÊþc^Ô @ ÞL LeÞþ NYÏÞ Ò[ÐfÞaм¼Ð [ÐkþÐkÚþ Òkþa [Ð*¼

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