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Technologyone helps samoa transition from paper to software by efwegbe erergeer
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Technologyone helps samoa transition from paper to software |
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Business,Business News,Business Opportunities
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The Government of Samoa has turned its human resources and payrollsystem from paper-based accounting to software-based systems. The public service commission of the Government of Samoa waspreviously using paper records for human resources (HR) functions,creating inefficiency and accuracy problems. Following reforms bythe government, it wanted to implement a more modern system. The government's ministry of finance was already usingTechnologyOne s financials and payroll system, with the companyengaged to roll out the system across all offices of thegovernment, which included 13 ministries and three constitutionalauthorities spread out across 2800 sqm of the country.
Talatalaga Mata u, Government of Samoa public service commissionIT manager, said in a statement it was important that HR resourceswere centralised for efficiency and effectiveness to help reducemaintenance and infrastructure costs. The [TechnologyOne] solution makes it easier for the publicservice commission to perform its monitoring and evaluation role byreplacing shadow systems and making all online records and dataavailable 24/7. It provides transparency across all departments, Mata u said. We are finally seeing the Government of Samoa moving towards whatother developed countries are already doing in terms of usingtechnology to centralise and share systems, and increasetransparency.
The implementation, which TechnologyOne chief executive Adrian DiMarco said is the largest implementation of the software by thecompany, took around 12 months to complete. The new system is based on a .NET platform which can easily beupdated with new releases, as all of TechnologyOne's solutions aregeneric off-the-shelf products the software is not customisedfor customers. This ensures new updates can easily be rolled out,saving time and money. It works as it s supposed to work for Australia, New Zealand andthe Asia-Pacific region out of the box. It has all the tax regimesbuilt in, Di Marco told Computerworld Australia.
He believes the Asia-Pacific is driven by the same corerequirements about 90 per cent of the time. There s about 10 per cent that s different region-by-region andthe trick we find is not to build a whole different product foreach region or to customise it for each region, but to actuallyenhance the underlying architecture and engine of the product tohandle all those nuances and make sure everyone is running the onesystem, he said. While one of the main challenges of the project was data cleansingfor the Government of Samoa and making the transition from apaper-based environment to a software-based operating system, ithas already realised benefits. This includes improved timeefficiencies, the ability to up-skill staff to manage largerprojects and being able to manage compliance more effectively.Alerts have also been set up in the system for activities requiringimmediate attention. Di Marco said the key to success for the project is having aphysical presence in the region, which means the company does nothave to rely on third-party providers to implement software.
Italso allows the company to provide continuing support to itscustomers. If we used resellers, it would have been a lot more challengingbecause they don t have the product knowledge and the productdepth [or] the ability to come back to R&D to get the changes theyneed, Di Marco said. So far, TechnologyOne is the only vendor to establish a permanentpresence in the South Pacific, Di Marco said. Like many countries around the world, countries in the SouthPacific are looking to leverage new technology platforms such asCloud to improve business practices, according to Di Marco.TechnologyOne is looking to capitalise on this. It has recentlysigned a contract with the Teachers Savings and Loans Society inPNG for its OneBanking system.
It s a region where I think there is some good business there,but you need to approach it strategically and carefully and youneed to approach it with basically the idea that each deal has tobe successful because you live or die by your reputation in thatregion, because they all talk to each other, he said. You have to be very committed and you ve got to be prepared toopen up a regional office, which we have in New Guinea, and youneed to put your own people in [it]. There s quite a bit of costinvolved with doing that, but I think if you ve got the rightproduct and you do your market research, it s a good market." Follow Stephanie McDonald on Twitter: @stephmcdonald0 Follow Computerworld Australia on Twitter: @ComputerworldAU. I am an expert from Apparel, usually analyzes all kind of industries situation, such as tight denim jeans , essentials by milano.
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