| 4. In which ways is the initiative creative and innovative?
The implementation strategy objectives were:
• Adopt a regionally proven, comprehensive and COTS platform to offer risk free implementation
• Ensure a smooth, timely and cost-effective deployment,
• Knowledge Transfer plan such that it makes NPA team self-sufficient for supporting the installation after deployment,
• Protect and leverage investment into tangible benefits,
• Ensure full compliance to tendered business and technical requirements,
• Ensure long term viability, scalability, sustenance and a lower TCO,
• Apply technology, wherever possible to eliminate manual intervention
The implementation methodology for NPA was incorporated from the learnings from successfully implementing multiple projects on time and within budget as well as borrowing best practices from the platform providing partner.
eGA has an established procurement & program management office (PMO) that enables acquisition & rollout of such national projects.Besides employing SME, eGA engages professional consulting firms to frame the requirements. Through a public tender and rigorous evaluation process, eGA selects the solution partner.
The chosen solution partner well satisfied above criterions with several national payment system implementations within the region. The selected solution is based on leading edge integration centric BPMS technology and supported all industry leading platforms. A strong local partner provided the required comfort to carry out SI activities and effective project coordination.
eGA preferred a solution partner with successful implementations within the region with good domain knowledge, a sound delivery model governed by top of line quality and built around the latest technologies, supporting industry leading platforms.
The high functional fitment, scalability and demonstrated ability to support the entire payments ecosystem with a track record of handling very large volumes and diverse messages, formats, platforms together with ability to handle online and offline connectivity were added incentives coupled with SEI CMMi Level 1.3 (highest level of quality certification) standards and a global delivery model to give us the needed comfort to deliver this key project
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The initiative conceptualized by eGA with a goal to provide
- Shared Services Platform for delivering ePayment Services
- centralized payment transaction repository,
- Secure payment authorizations,
- ReducePSP charges and commission levied on the Govt.,
- 360 degree view of all transactions for end-to-end transaction life cycle
Project success was envisaged with key participant stakeholders such as:
- eGA eServices & Channel directorate
- eGA Business Process Re-engineering group (BPR)
- eGA Program Management Office (PMO)
- Central Informatics Organization (CIO)
- All ministries / Government Agencies such as:
o Electricity and Water Authority
o Ministry of Culture
o Ministry of Education
o Ministry of Health
o Ministry Of Industry and Commerce
o Ministry of Interior - Customs Affairs
o Ministry of Interior - General Directorate of Nationality, Passport and Residence
o Ministry Of Justice & Islamic Affairs
o Ministry Of Justice & Islamic Affairs - Islamic Affairs
o Ministry of Municipalities Affairs and Urban Planning
o Ministry Of Transportation
o Survey & Land Registration Bureau
o University of Bahrain
- Payment Service Providers such as:
o Benefit Company (Debit card National Switch)
o CrediMax (Credit Card Acquirer)
o Batelco (Credit Card Acquirer)
o Mode/Zain (eWallet)
- Hardware/ Software/Application Vendors
o Al Moayyed Computers (local SI vendor)
o Bawhan CyberTek (Cuecent ePay solution platform provider)
| 6. How was the strategy implemented and what resources were mobilized?
The tendered project was awarded as a turnkey solution with a budget of BD 690,000/-. Collective efforts of the eGA + consulting resources effort was approximately around to BD 250,000/-until go-live.
The project was approved and funded by the MoF. In other words an initiative by the government effectively executed and delivered by the eGovernment Authority.
Program Management – eGA and PMO lead the project deploying resources for strong leadership, program management & change management.
Implementation – Bahwan CyberTek, the owner of Cuecent ePay platform provided a large onsite-offshore team comprising domain experts, project management, techno-functional consultants and solution & product architects.
System Integration – Al Moayyed Computers, a leading local SI supplied the infrastructure components and implemented the same as per eGA requirements
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
i) Timely completion and within the budget project implementation.
Meticulous planning, Defined Milestones and inter-team co-ordination met the project deliverables within the project time lines with only 1 change control request.
ii) Migration of security compliance - all 2D payment methods to 3D Secure Payment methods
As mandated by the PSPs, 3D compliance was scoped within the System Requirement Specification (SRS) document. All payment services connected through NPA are 3D compliant.
iii) Introduction of new methods payment channel (IVR)
Within short span of 3 months of operation, new channels were introduced. IVR was added to the payment channel. POC for eVouchers carried out. Payment through Internet scoped.
iv) Centralized Transaction view and MIS Reporting
Each service owners are given unique role based login ids to review their transaction/MIS reports. Besides, system-wide MIS reporting enabled for Admin & management group.
v) Scheduler developed
A common module developed to trace back transaction disconnects with PSP and the end Service systems. Thereby periodic updates done to reduce any payment discrepancies and disputes.
| 8. What were the most successful outputs and why was the initiative effective?
Two key components which led to close project activities monitoring and progress were:
a)Weekly status meetings / Reporting
The project manager initiated a recursive project meeting schedule with the vendor team. Besides the completed task, critical and incomplete tasks were given weightage and discussed at length the mitigation plans. Team/reports always referred to the detailed milestones, tasks and target completion. Eg:
Project Milestones: (Date Planned & Actual)
1 Upon finalization of project charter and Submission of ProjectManagement Document,22-Feb-12,01-Mar-12
2 Analysis and Design-Upon Completion of Requirement Gathering & Submission of User Requirements Document 15-Mar-12,24-Mar-12
3 Analysis and Design-Upon Submission of System Requirement Specifications (SRS), High Level Architecture & Design Document.10-Apr-12
4 Analysis and Design-On Delivery of Full Functional Prototype, 10-Apr-12
5 Cuecent Licenses-On release of Licenses to BCT Dev. Team (Internal),5-Mar-12
6 Supply of System Hardware-Upon Finalization of Bill of Materials, 13-May-12,23-Apr-12
7 Supply of System Hardware-Upon Delivery ,13-May-12, 13-Jun-12
8 Supply of System Hardware-Upon Installation & Sign-off 13-May-12, 30-Jun-12
9 Supply of System Software-Upon Finalization of Bill of Materials, 13-May-12,23-Apr-12
10 Supply of System Software-Upon Delivery of Licenses 13-May-12, 21-May-12
11 Supply of System Software-Software Support 25%, 13-May-12, 21-May-12
12 Supply of System Software-Upon Installation & Sign-off 13-May-12, 25-Oct-12
13 Cuecent Licenses-On Delivery of Production License 12-Jun-12,20-Dec-12
14 Cuecent Licenses-On Installation of Prod license 12-Jun-12, 29-Dec-12
15 Product Finalization-Completion of UAT 21-Oct-12, 24-Dec-12
16Product Finalization-Go-Live, 31-Oct-12,11-Feb-13
17 Product Finalization-Software Support 25%, 31-Oct-12, 11-Feb-13
18 Support-on 50% of Support Completion, 31-Aug-13,
19 Support-on 100% of Support Completion, 31-Jan-14
Project Status Dashboards:
1Company -BCT - eGA / PMO
2Project Description -National Payment Aggregator (NPA)
3Project Overview -National Payment Aggregator for eGA
4BCT Contact Person -Srinivas K(Project manager)
5eGA Contact Person -Mark D’ Almeida(Project Manager)
6Start date -31/01/2013
7End date -31/01/2014
8Last Billing Milestone -NPA Go -Live Support
| 9. What were the main obstacles encountered and how were they overcome?
Although the entire project plan and the implementation plan were shared among the stakeholders slow response by some key stakeholders threatened the timely completion of hosting activities. The best solution was to cut-down the bureaucratic process by setting up 1-to-1 meetings with the concerned entities first thing in the day and list down action points, right on and publish it. This enormously cut-down the delays and pinned down responsibilities that were easy to track and close.
b)Security, QA and Certification processes
To ensure a highly secure environment, we introduced a Security Architecture and had to midstream procure & include Anti-virus, anti-intrusion security products into the proposed solution to comply with mandates and this posed delays in the project. We overcame the situation through personal liaison with our partners and impressed upon them the need to deploy additional onsite resources to cut back on delays.
A strong Change Control Board was established upfront for the project. This combined the QA processes of eGA/PMO and Bahwan CyberTek’s SEI CMMi Level 5 1.3 processes. The few but critical changes that were necessitated in the project were steered through change control and rolled with minimal project impact.
Internal – Although resources were well planned to ensure adequate staffing through the project lifecycle, owing to certain unforeseen exigencies, we were confronted with some resource shortages in some phases of the project but we overcame these minor setbacks by having the other available resources stretch & take the additional load such that the project did not suffer.
Vendor – as the project entailed a few months of implementation, some of vendor’s onsite deployed staff were confronted with personal emergencies necessitating their untimely travel back to base location. The matter was dealt with compassion and the high trust and cooperation between the parties saw some immediate backup plans worked out. It was handled by arranging temporal/ short-term visas for replacement staff.