GRP PC Strategy

Kingdom of Saudi Arabia
)e-Government Program (Yesser
)(GRP
GRP Project
GRP National Strategy Approach & Alternatives
GRP National Approach Alternatives & Options

1
Architecture Alternatives
Application Alternatives
4
Development &
Implementation
Alternatives
Management and
Supportive Alternatives
Copyright e-Government Program (Yesser)
GRP National Approach Alternatives

2
1
A.
Centralized GRP Model
B.
Decentralized GRP Model
C.
Hybrid GRP Model
Application
Alternatives
Development &
Implementation
Alternatives
Management &
Supportive
Alternatives
A. Centralized Architecture
This alternative suggests a centralized architecture for all GRP
applications with shared ownership of the solution management.
Non of
the five
Countries
9 Advantages:
Government agencies can concentrate on their core business applications.

One-time investment in a unified infrastructure.
Centralized control.
Unified business model among all ministries.
Integrated workflow across government agencies.
Reduced duplication of effort, resources, and expertise.
8 Disadvantages:
The need for robust communications infrastructure.

System Failure Risk: system failure will affect ALL government agencies.
Time:
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Longer setup time.

Slower response time (low performance).
Longer time to implement new user requirements/needs/changes.
High initial cost.

More bureaucracy and inflexibility.
Requires major changes in most of the organizations and their processes to implement.
Persistence: not all government agencies are willing to cooperate (transparency, privacy).
Features on the wish list might not be present in the solution so it might not find that
enthusiasm for acceptance.
High probability of implementation failure if ALL GRP applications are centralized.
Alternatives
B. Decentralized Architecture
The decentralized architecture is when government agencies proceed to
conduct separate implementations of different GRP packages
government wide (as is the current situation).
9
Advantages:
Canada
Jordan
Egypt
Denmark
Open market model, which allows reaping the benefits of competitiveness.

Innovation is encouraged due to lower bureaucracy.
Easier integration with core business applications within the government agency.
Various agencies already have GRP systems and are happy with their solutions.
Lower dependency: Government agencies prefer a highly autonomous approach.
Flexibility for customization to meet organization specific needs.
Startup costs are relatively low (considering agencies current investments).
The risk of an entire system breakdown vanishes (compared with centralized).
Disadvantages:
Barriers for entry and exit to/from the market are not set in this approach.
Integrity of application across organizations is a challenge.
Duplication of effort, resources, and expertise.
Risk of a certain vendor to stop delivering a certain service or product is valid, consequently
the government agency will be using an obsolete product.
Mobilization of resources will not be as flexible as required since this shall include training
of resources to use a new GRP package.
Decentralized solutions have higher Total Cost of Ownership (TCO) (Gartner)
C. Hybrid Architecture
Singapore
The aim of the hybrid model is to evolve from excessive existence

of information systems and unique to each government organization.
Also to coordinate the environment in which organizations can
share the use of a minimum number of systems which are consistent
with administrative departmental needs in each organization.
9 Advantages:
Higher probability of implementation success (vs. fully centralized architecture), since only
selected GRP applications are centralized.
Providing common tools for financial, human resources, and logistic processes.
Shared data from different agencies can be accessed centrally.
One-time investment in a unified infrastructure.
Unified business model among all agencies that are sharing the centralized model.
8 Disadvantages:
Requires major changes in the organization and its processes to implement.

Difficulty in implementing such model is due to differences in the requirements across
government organizations.
If there is a problem occurred in one or more functions in the shared application, it would
affect ALL government organizations that are connected to the system.

1
2
Architecture
Alternatives
A. Approach:
1.
2.
Single Standard GRP Package

Multiple Non-unified GRP Packages
B. GRP Package Alternatives:

1.
2.
3.
4.
International GRP Packages

Local GRP Packages
Custom Developed GRP Packages
Free Open Source Software (FOSS)
Development &
Implementation
Alternatives
Management &
Supportive
Alternatives
A. Approach
1. Single Standard GRP Package
Canada
Egypt
Denmark
Jordan
Adoption of a single GRP package to be used by all government agencies.

Under this alternative, the desired GRP package shall include and address
all required features and requirements specific to Saudi organizations. It is mandatory that this package
meets all minimum specifications and business processes adopted in Saudi organizations to fulfill and
standardize operations or services delivered through GRP applications.
Different options exist to achieve a single standard GRP package (will be shown later).
9 Advantages:
Standardized procedures and functions will be available to all government agencies.

Full integration across all agencies will be a feature in the GRP package.
No need to train employees when transferring from one agency to another.
Low cost of:
}
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Maintenance and support.

GRP package licenses.
8 Disadvantages:
Persistence: Forcing government agencies to implement one GRP package.

Monopoly: In case it is licensed from a single vendor, the vendor will have the upper hand.
No flexibility in selecting agencys core business applications.
Any application failure (bugs) will affect all government agencies which use the GRP package.
The selected GRP package might:
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Exceed budget allocated for some agencies.

Not have all agencies requirements.
Contain functionalities that are not useful for some government agencies.
A. Approach
2. Multiple Non-unified GRP Packages
None of
the five
countries
GRP packages are adopted independently by government agencies.

Under this alternative, the desired GRP package shall address the
needs of the agency regardless if it is a local package or an international package.
9 Advantages:
Open market model gives the benefits of competitive advantages of product and service
delivery.
Reasonable and flexible compared to the size of the government organization.
Flexibility of selecting GRP package from a vast number of providers.
Improved level of GRP quality encouraged by vendors competitiveness.
All investment of current packages shall remain valid.
Customization of GRP packages is flexible and subject to each GRP implementation to meet
organization specific needs
8 Disadvantages:
Mobilization of resources will not be as flexible as required.

The risk of a certain vendor to stop delivering a certain service or product is valid.
Difficulty of integrity of applications across organizations.
10
B. GRP Package Options
1. International GRP Packages
Denmark
Canada
Jordan
Present a standard international modular packages. These packages shall be localized and
arabized to present a ready version of the GRP package that meets Saudi government
requirements. Examples include standardizing on Oracle Business Suites, SAP,
JD Edwards, MS Great Plains, or any other package.
9 Advantages:
Continual research and development of the product is part of the ongoing practice of those
vendors to bring the new and most up to date technologies with solutions to existing problems in
technology (i.e. web enabling, infrastructure adaptability, integrity with other complimentary
international solutions, etc).
These packages are built on best practices and standard procedures.
There will be a complete integration between package modules, and better integration between
different packages.
8 Disadvantages:
Total cost of ownership is very high and ongoing operations (i.e. service and support) require
a high budget as well.
Ownership of the source code is controlled by international agreements which Saudi Arabia
government has no direct control over it
There is a limitation on the level of customization offered by the international vendor which
shall not offer flexibility in meeting current business processes.
11
2. Local GRP Packages
Singapore
Egypt
Adopted local GRP packages through the selection of vendors that are
capable of delivering and supporting the GRP packages government wide.
9 Advantages:
There will be no more exercises regarding the localization

Local GRP packages shall meet the direct needs of the government agencies.
Local experience with government agencies is present and do not need to be created.
Ownership of the source code with the ability to customize it based on the specific needs of the
organization.
Support to private sector through direct interaction with local technology companies (i.e.
implementation, system integration, consultancy, etc).
There will be a complete integration between GRP modules.
8 Disadvantages:
Such an approach shall limit the access of international vendors to approach Saudi
government agencies which might result of blocking access to new technologies and expertise.
Trial and error in building best practices shall be encountered.
Maturity of GRP applications might not be up to the required level.
12
Applications Alternatives
3. Custom Developed GRP Packages
Singapore
Egypt
This option suggests to develop and customize a local GRP package(s). While maintaining
consistency in the core application; these packages could be developed based on several
organizational sizes and based on several standards (i.e. java, oracle based, .net, etc)
Who will develop?
Different alternatives exist to achieve this option (will be shown later).
9 Advantages:
Producing a cost effective, localized, standardized package(s) based on government

agencies needs.
Producing a GRP package(s) that serves most of government agencies.
8 Disadvantages:
Loosing the benefit of adopting the best practices offered by local and international packages.
Limited ability to provide support and on going maintenance operations to agencies
government wide
Cost structure might build up on the long term due to support, maintenance and operations
expenses.
13
Applications Alternatives
4. Free Open Source Software (FOSS)
None of
the five
Countries
Open source describes practices in software production and development that promote access to the end
product's source code. This option is valid with any of the three previous options: international, local, or
custom developed packages.
On the other hand, full adoption of FOSS could be extended to open source operating systems and
desktop applications as well.
9 Advantages:
Free open source software and applications are considered to be as a considerable asset.
TCO of the adoption is identified to be the lowest cost among other options.
Control of the software itself and guarantee of its durability. This argument has a special
resonance in areas relating to security, such as authentication, controllability, accessibility,
integration, etc
8 Disadvantages:
Most organizations will show a massive weight of resistance to accepting the changeover to
FOSS.
It is not proven that FOSS applications deliver a certain level of required reliability and security
relative to its cost in comparison to proprietary software
The availability of support is a major risk to address, specially that there are no enough
specialized companies in the market that can provide support to FOSS.
14

2
1
Architecture
Alternatives
Application
Alternatives
Development & Implementation

Alternatives
A. Ownership/Sponsorship:
1.
2.
Single Government Agency.

Multiple Government Agencies.
B. Methodology:
1.
2.
3.
Outsourcing to private sector

In-house
Public-Private-Partnership (PPP): SemiGovernment Company
4
Management &
Supportive
Alternatives
15
Development & Implementation Alternatives

A. Ownership/Sponsorship
1. Single government agency
Denmark
Singapore
This implementation model aims to present a single central government body that owns, implements,
maintains, and supports GRP packages government wide. This single central agency should be
responsible of supervising the implementation progress government wide and organizing the adoption
strategy centrally with the cooperation of all government agencies. The practice of PMO could be invested
in this approach of sponsorship to achieve the goal of central implementation reference.
9 Advantages:
Providing common tools for implementation across agencies (i.e. forms, charts, documentation
methods, techniques, etc)
Ability to exchange and mobilize expertise (i.e. PMP, implementers, contractors) across
agencies based on the need for experts within government agencies.
Maximize on knowledge transfer, knowledge base through a systematic approach of
implementation knowledge management.
Seeking a standardized methodology of implementation.
8 Disadvantages:
Cooperation from agencies is not guaranteed.

Might not address some of the needs of some agencies who have a large scale implementation.
Agencies should wait in a queue for the turn of implementation process to start.
Timing of the implementation might not be appropriate for all.
Costs of current implementations (packages) are considered sunk and irrelevant.
16

A. Ownership/Sponsorship
2. Multiple government agencies
Jordan
Egypt
Canada
This model aims to give the flexibility to the government agencies to own,
implement, maintain, and support their GRP packages independently. Also the
decision of choosing the time to start the implementation is left for each
government agency.
9 Advantages:
Flexibility to determine the application and the implementation methodology.

Flexibility to select the start date of the implementation and the go-live strategy (one by one or
big bang).
Ability to map most of the agencys needs and requirements independently.
8 Disadvantages:
Loosing the benefit of sharing the implementation experience across the government agencies.
There will be no centralized knowledge base for all problems and bugs occurred across the
government agencies.
17

B. Methodology
1. Outsourcing to Private Sector
GRP development and implementation will be handled by a third party private company.
This may include all implementation phases such as project management, change
management, documentation, analysis, solution design, customization, testing, data
conversion, production, go-live, and support.
9 Advantages:
Outsourced companys implementation experience will be very useful for the project.
Project management and implementation methodologies offered by the outsourced
company are key enablers towards the success of the project.
Providing Best practices in development and implementation.
This may add more business standards to the government organization.
Scope and budget will be clearly defined.
Involving outsourcing in the development & implementation to a private sector company will
insure the high level of commitment and professionalism provided.
8 Disadvantages:
This model requires a project team from the government organization to monitor, audit,
control, and approve deliverables submitted by the outsourced company which they might lack.
Possible change of manpower might result in project delay or deliverables quality.
18

B. Methodology
Egypt
2. In-house
This method suggests employing a team who have the required knowledge for
GRP development and implementation. This team will be trained well to grab
the public sector knowledge in general and the Saudi government organizations
specific business. Such team will be responsible for the development and
implementation of the GRP package.
9 Advantages:
Developed package will be almost matching the government organizations requirements.

In-house team will:
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be available for adding the upcoming major and minor requirements.

be available for delivering training for all levels in the organization hierarchy.
support the package for the day-to-day complains.
be used in future implementations (rollouts).
8 Disadvantages:
Time is required to develop an in-house team with the required GRP implementation
knowledge and skills including recruiting and training.
In-house team may not be able to propose best practices and new technology during and
after the development and the implementation.
Some business standards might not be implemented due to lack of international experience.
Development and implementation processes are lengthy.
Not cost effective after the completion of the project.
19

B. Methodology
3. Public Private Partnership (PPP):
(Semi-Government Company)
PPP is an agreement between a government agency and a private company to share in
the risk and rewards of a business venture involving the delivery of public services.
As compared to traditional procurement, PPP involve a larger role for the private sector
in management of services, more substantial risks (including revenue risks) and greater
responsibility for life-cycle investment in infrastructure.
Possible services that can be provided by these company(ies):
Develop GRP package appropriate for Saudi government agencies.

Responsible for implementing GRP package across agencies.
Perform PMO roles.
9 Advantages:
Develop once, use many.
Risk sharing.
Improved levels of service or maintaining existing levels of service.
More efficient implementation.
8 Disadvantages:
Creation of a monopoly model which may lead to higher cost & specific technology
Legal regulations and complications issues in establishing such an entity is a major challenge
Inability to benefit from competition.
Time required to establish this (PPP) company might be lengthy.
20

2
1
Architecture
Alternatives
Application
Alternatives
Management & Supportive

Alternatives
A. Management Structure:
1.
2.
Development &
Implementation
Alternatives
GRP Committee
Program Management Office (PMO)
B. Supportive Alternatives:
1.
2.
3.
Standardization of Business Processes

GRP KIT
Recommended Standardized GRP
Packages for Saudi Government
21
Management & Supportive Alternatives

A. Management Structure
1. GRP Committee
Singapore
Canada
Denmark
The GRP committee may focus on:

Playing a role of advisory to government agencies.
Facilitating the process of adopting and implementing GRP.
Empowering employees and prudent utilization of resources, (i.e. facilitation of training and knowledge
transfer).
Encouraging the reduction of non-acceptable standard GRP packages from finding their way to
most agencies through expert recommendation and advice.
9 Advantages:
Allows more time to focus on new GRP specific issues.

Use member expertise as guidance for government agencies to adopt and follow up on new
technologies.
Encourages the private sector.
This committee would function as the reference body for GRP initiatives and projects.
8 Disadvantages:
For this committee to be able to manage a national approach of the size and complexity; it shall
inherently face risks. Examples include:
Committee scope of work, which might be changed based on the depth of involvement and
power given to this committee.
Certain level of potential resistance of cooperation is present by some agencies.
22

A. Management Structure
2. Program Management Office (PMO)
Denmark
Jordan
The PMO would be the owners of the government-wide implementation strategy to move to
national GRP adoption, support the investment and decision-making processes, provide
secretariat services to the Enterprise Governance structure, monitor and ensure delivery to
expectations, and coordinate implementation across all initiatives in accordance with the
implementation strategy.
9 Advantages:
One owner of all implementation projects.

A consolidated project plan will be available for all projects.
Unified project management processes will be clearly defined.
8 Disadvantages:
Resistance of government agencies is a major factor of enrolling PMO successfully.

An enormous time is needed to develop the PMO.
Difficulty in finding qualified expertise and knowledgeable resources in project
management
A massive number of experts is required to extend this PMO to all agencies government wide
23

B. Supportive Options
1. Standardization of Business Processes
Denmark
Singapore
Ministerial Council Decision number 40 which was issued in 27/3/2006 confirmed the The Rules of Implementing
Government Electronic Transactions. Rules 10 & 11 stated the need of PBR for all government agencies.
The standardization of business processes project should target all processes affected by the implementation of
GRP in any government organization. Key departments that own the business process across the organization shall
be the target stakeholders of such a project.
Develop Common Business Processes: to enable cost savings, improved client service, and a more flexible,
nimble enterprise capable of rapid change. An integrated set of administrative processes that are simple, consistent,
web-enabled, and integrated across finance, materiel, HR, and payroll would be primarily based on the best-practice
process models offered within the GRP package product offerings.
Business Process Modeling (BPM) exercise will be carried out to model all common processes carried out across
the Saudi government agencies.
Business Process Improvement (BPI) exercise will be carried out to customize and perform additional changes
required by each government agencies independently; this is to make sure that the government agencys specific
business processes are mapped within the standard model.
9 Advantages:
Limiting the gaps of interpreting the procedures and processes across agencies.
Minimal level of applications Customization might be needed.
It will be easier to implement GRP packages.
8 Disadvantages:
There is a certain level of difficulty to standardize business processes.

People resist organizational changes. Resistance to business standardization change can be further differentiated
into internal individual resistance, internal group resistance and external resistance. People affected by the
organizational change are the richest source of potential barriers.
Implementing business process standardization would be very costly and lengthy process.
This option shall take time to approve and initiate by regulatory authority
24

2. GRP KIT
None of
the five
Countries
The aim of the GRP KIT is to provide a standard GRP Implementation KIT which guides the
organization towards the optimal GRP implementation outcome. The kit ensures that all aspects of
the project are addressed, such as (implementation methodology, package selection and
procurement, application integration consideration, interfacing, data conversion, etc)
GRP KIT is a live document that is updated and released on a periodical basis.
9 Advantages:
Organizations can minimize risk and increase the reliability of implementing their GRP
solutions.
It shall provide several standardized approaches of implementation methodologies across
Saudi government agencies.
GRP KIT would be used to provide integrated content, tools, and methodologies that the
government organization need to implement, support, operate, and help in monitoring the
implementation process.
8 Disadvantages:
Lack of capable proper human resources who will use the kit.
Training on how to use that manual must be provided, otherwise the approaches and
methodologies might be misinterpreted in the context of the GRP size and depth versus the
business goals and objectives.
It shall require to be handled with care if the core business going to be integrated fully with the
GRP.
25

3. Recommended Standardized GRP Packages for Saudi
Government
Areas of standardization should apply to the following:

GRP Package
Implementer
This approach suggests that all vendors interested in selling GRP packages to government agencies
should provide standardized approved packages and solutions that are government complaint. These
packages should include minimum level of integrity and specifications required by Saudi government
agencies. Each GRP Solution shall be inspected for complying with a set of standards on the business
and the technical level; accordingly the package is added to the list of recommended GRP packages.
The process of investigating and recommending a GRP solutions could be outsourced to experienced
independent vendors and achieve cooperation with the private sector.
9 Advantages:
Guarantee of quality: Quality of GRP packages and solutions shall be insured on several levels
of technology and business requirements.
Guarantee of minimum requirement standardization for government agencies:
Standardization of minimum specifications shall be insured, which should make it easier for
government organizations to utilize those packages for better performance.
Limiting GRP package customization to the minimum.
Increasing the competitiveness between vendors in the market.
8 Disadvantages:
Recommendation process might be lengthy and involves additional cost.
A more expensive GRP packages could be presented by few vendors due to the excessive
customization and standardization of GRP package.
Resistance of such recommendation process might be presented by few organizations which
have special interest in certain packages that are not in the list of recommend GRP packages.
26
GRP Project
GRP National Strategy Approach

Recommended Scenario
1
2
Application
Alternatives
Architecture
Alternatives
A.Approach:
A.Centralized GRP
Model
Scenario Path
B.Decentralized GRP
Model
C.Hybrid GRP Model
1.Single Standard
GRP Package
2.Multiple Nonunified GRP
Packages
B.GRP Package
Alternatives:
1.International GRP
Packages
2.Local GRP
Packages
3.Custom Developed
GRP Packages
4.Free Open Source
Software (FOSS)
Development &
Implementation
Alternatives
A.Ownership/
Sponsorship:
1.Single Government
Agency.
2.Multiple Government
Agencies.
B.Methodologies:
1.Outsourcing to private
sector
2.In-house
3.Public-PrivatePartnership (PPP)
semi-Government
Company
Management &
Supportive
Alternatives
A.Management
Structure:
1.Program
Management Office
(PMO)
2.GRP Committee
B.Supportive
Alternatives:
1.Standardization of
Business Processes
2.GRP KIT
3.Recommended
Standardized GRP
Solutions for Saudi
Government
Definition:
The scenario technique is used to preset the best grouped combinations of the alternatives.
Hence, a roadmap is generated based on the path of selection from each set of alternatives.
28
Scenario Implementation Duration: Mid Term

Scenario Objectives:
To present standard Recommended GRP Solutions based on government needs in the local market.
To preserve previous investments.
To increase the learning curve which contributes of higher level of success.
To get the best experience provided by vendors, through competitiveness created through GRP
certification path
To get best-of-breed applications.
To give flexibility in implementing GRP packages to all govt agencies (budget, time, resources, etc)
To map government agencys requirements independently.
29
Recommendations
Recommendations for a roadmap:

A. Architecture Alternatives: Decentralized GRP Model
B. Application Alternatives:
1. Approach: Multiple Non-unified GRP Packages
2. GRP Package: All Application Alternatives are Valid
C. Development & Implementation Alternatives:

1. Ownership/Sponsorship: Multiple Government Agencies.
2. Methodologies: All methodologies are valid
D. Management & Supportive Alternatives:

1. GRP Committee
2. Standardization of Business Processes
3. GRP KIT
4. Recommended Standardized GRP Packages for Saudi Government
30

GRP PC Strategy

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Kingdom of Saudi Arabia

)e-Government Program (Yesser

GRP National Strategy Approach & Alternatives

GRP National Approach Alternatives & Options

Copyright e-Government Program (Yesser)

GRP National Approach Alternatives

Centralized GRP Model

Decentralized GRP Model

Hybrid GRP Model

Copyright e-Government Program (Yesser)

Government agencies can concentrate on their core business applications.

The need for robust communications infrastructure.

Longer setup time.

High initial cost.

Copyright e-Government Program (Yesser)

Open market model, which allows reaping the benefits of competitiveness.

Copyright e-Government Program (Yesser)

The aim of the hybrid model is to evolve from excessive existence

Requires major changes in the organization and its processes to implement.

Copyright e-Government Program (Yesser)

GRP National Approach Alternatives

Single Standard GRP Package

B. GRP Package Alternatives:

International GRP Packages

Copyright e-Government Program (Yesser)

Adoption of a single GRP package to be used by all government agencies.

Standardized procedures and functions will be available to all government agencies.

Maintenance and support.

Persistence: Forcing government agencies to implement one GRP package.

Exceed budget allocated for some agencies.

Copyright e-Government Program (Yesser)

GRP packages are adopted independently by government agencies.

Mobilization of resources will not be as flexible as required.

Copyright e-Government Program (Yesser)

Copyright e-Government Program (Yesser)

There will be no more exercises regarding the localization

Copyright e-Government Program (Yesser)

Producing a cost effective, localized, standardized package(s) based on government

Copyright e-Government Program (Yesser)

Copyright e-Government Program (Yesser)

GRP National Approach Alternatives

Development & Implementation

Single Government Agency.

Outsourcing to private sector

Copyright e-Government Program (Yesser)

Development & Implementation Alternatives

Cooperation from agencies is not guaranteed.

Copyright e-Government Program (Yesser)

Development & Implementation Alternatives

Flexibility to determine the application and the implementation methodology.

Copyright e-Government Program (Yesser)

Development & Implementation Alternatives

Copyright e-Government Program (Yesser)

Development & Implementation Alternatives

Developed package will be almost matching the government organizations requirements.

be available for adding the upcoming major and minor requirements.

Copyright e-Government Program (Yesser)

Development & Implementation Alternatives

Develop GRP package appropriate for Saudi government agencies.

Copyright e-Government Program (Yesser)

GRP National Approach Alternatives

Management & Supportive

Standardization of Business Processes

Copyright e-Government Program (Yesser)