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Critical Success Factors




Successful implementation of the IFMIS is dependent on the commitment of all stakeholders to support the process. Below are some of the key critical success factors expected of the stakeholders:

1.  Top level political and management support & commitment is critical to the success of the ongoing financial management reforms;

2.  Change management must continuously be carried out to ensure that change agents are identified in key areas to ease the sensitisation and buy-in of all key stakeholder;

3.  The IFMIS implementation is not a quick fix- Sufficient planning is required to ensure success. Patience and caution must be exercised throughout the implementation;

4.  Availability of the IFMIS users to undertake training during the implementation process. Internal training capability must be set up given that training is an ongoing process;

5.  Incorporation of IFMIS implementation activities into the mainstream activities of all Ministries;

6.  Large-scale investments in budgeting, accounting, procurement and payroll systems should be avoided and if unavoidable, must be coordinated by the IFMIS Steering Committee;

7.  Future recurrent costs associated with the implementation of the IFMIS should be planned for by all Government entities;

8.  Communication lines must remain open - Stakeholders should promptly identify issues and communicate them to the Steering Committee and/or the Project Management Team for resolution;

9.  To succeed, the implementation of IFMIS must be supported by parallel complementary reforms such as Reform of the legal framework to handle automated and electronic systems and improve financial accountability; Update of financial regulations and treasury accounting instructions; Formulation of classified expenditure regulations; Increasing information and awareness to the public and other stakeholders on public expenditures; Clearance of financial management, accounting and reporting backlogs; Strengthening internal audit and determining their role in an automated IFMIS environment; Strengthening the capacity of the National Audit Office to handle automated systems’ audit; and strengthening the accounting profession via a comprehensive training program for Accountants and Auditors to prepare them for the IFMIS implementation and to ensure sustainability of the system;

10.Adequate Funding must be secured in a timely manner so that implementation activities do not stall;

11.A turnkey implementation arrangement should be maintained at all times so that one contractor takes the prime responsibility for all system design, development, integration and support activities;

12.Suppliers need to be managed closely:

a.  Supplier’s resources must be subject to an approval process to ensure that only competent personnel are assigned to the Project;

b.  Key Supplier’s resources must be resident in the implementing country. Withdrawal and replacement of resources must be subject to an approval process;

c.  Sufficient Quality Assurance of deliverables must be enforced on both the Supplier’s and Purchaser’s side in order to avoid time wasting iterations;

d.  Enforceable penalties must be embedded in the IFMIS Contract to ensure that implementation timelines are adhered to;

13.A competent Project Management Team is critical in ensuring adherence to the Project Schedule and to manage emerging implementation risks[1];

14.Documentation of requirements, test results and approved deliverables is key in avoiding disputes;

15.An IFMIS sustainability plan entailing the transfer of skills from consultants to Government staff must be firmly in place in order to ensure the sustainability of the system once the consultants leave.

[1] This is applicable to both the Purchaser and the Supplier


Last Updated (Tuesday, 21 December 2010 13:30)

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