After this data entry, the biometrics information would be collected digitally where he would neither have to ink his fingers nor bring any photographs from outside. "We were interested in maintaining the integrity of the data that was being fed into the system." Processes such as a Computerized Token and Queue Management System was introduced for customer care where large LED displays would show the queue position. "After the initial data entry, the customer would wait in a second queue for photographs and fingerprinting. Once completed, a printed copy of his computerized data would be provided to the customer so that he could verify it and take it back for attestation from a gazetted officer or his locally elected representative such as Nazim or Councilor.

At end of every business day, the data stored on the local server would be uploaded to the Head Office through WAN for processing." The implementation wasn't an easy task. The effort that the project was putting in was monumental. In order to get the requisite resultant success, it was critical that the data being input was clean. "In addition to our resources, the project was integrating millions of people. We had to take every precaution possible in order to secure the quality of the data. There was just too much at stake," explains Azhar.

To implement and optimize the first centre, in addition leading the project and being the project manager, Azhar had to invest a lot of time in research. "I had to understand how photographers used lighting to get best picture results and replicated these concepts across the NSRCs."

In addition to the technology, there was a need to observe the improvements that were to be made. Observing human behavior and understanding how their psychology works, what would make a line move more efficiently or how a question should be best phrased in a form -- all these things were part of the learning process. Each process needed to be experienced from a usability perspective, and then implemented within the IT infrastructure we had available to us. "The alignment had to be something that felt natural and comfortable to do."

Due to popularity and success of the NSRC at Rawalpindi, the Interior Ministry gave NADRA a target to establish 120 similar centers throughout Pakistan by June 2003. "I led the project and we had 120 operational centers connected to NADRA HQ in time."