Always putting out fires
Do any of these images represent your current JD Edwards situation?
In the ideal scenario, the ultimate JD Edwards team delivers a high throughput of effective change with a 99% success rate working in a culture of change management, causality and continual improvement. This dream team spends the majority of their time on planned activities with less than 5% going to fire fighting. This means that 99% of their time is spent on the tasks that deliver innovation.
Ideal right? In the real world, most IT teams spend the majority of their time in reactive mode jumping from one fire to the next. There is not enough man power, there are too many requests and there is very little budget to support any kind of attempt at innovation unless it is urgent, ie. cybersecurity. And if it is not outsourced, the solution is typically not implemented correctly because of the short staff and fire fighting type of environment.
We can help you get out of this situation. We have the tools to transform your team from reactive to proactive at a pace that works best for you. These are simple adjustments. Some of which help you to regain budget. Others allow you to free up valuable time of key resources to focus on what matters most – responding to change.
7 Areas that can maximize your team’s ability to innovate.
Successfully triaging and dispatching user requests is critical but the coordination and execution of this role’s responsibilities doesn’t require tenured IT leaders or a full time resource. These responsibilities are often shared/thrown upon an already taxed core team. This approach creates a reactive culture and ultimately reduces the entire teams ability to maintain a high level of customer service and/or throughput of effective change. It doesn’t need to be this way. For a very small investment, your core team can reap major gains by offloading these responsibilities to us.
Identity Access Management
Handing off your IAM tasks will remove bad multi-tasking. There is nothing worse than a high valued core member having to stop what they are doing to execute a task like adding a new user. These constant interruptions have a negative impact on their ability to complete work error free never mind completing important projects by the due date.
This is a very simple task set best done during the week at night and on the weekends. We bring an annual code deployment plan which ensures all of your JD Edwards environments stay in sync and are updated according to strict SOPs. It does not make sense to have internal team members working full time and then having to sign in at night to deploy code. We can take care of this for you.
Flight Coordinator Role
You don’t need to be a rocket scientist to lead a scheduled IT outage. These initiatives don’t require a detailed understanding of one’s environment. It’s a process-driven initiative that requires planning, communication, and execution using centralized tools. These outages scheduled during off-hours are typically led by alternating internal senior resources rotating each month. The problems arise because each person has a different process, different communication methods, and tools to get the job done. This shared approach contributes to a reactive culture and reduces the entire team’s ability to maintain a high level of customer service and throughput of effective change.
If in fact your maintenance tasks are actively being done by your team, the chances are 100% of the tasks required to keep the products properly maintained are NOT being done and the ones that are identified are probably NOT being done consistently. Don’t be fooled, these systems are very complex and require tasks to be done at certain intervals throughout the year with a heavy emphasis of needing to be done during nights and weekends. So having to do these tasks in addition to full time responsibilities opens the systems to failure because tasks will get missed. In addition, if executed internally, any urgent work will supersede the execution of these lower level tasks thereby leaving systems exposed.
Pre-Business System Checks
This is a no brainer. There is nothing worse than having users arriving at work to systems that are not available. Talk about lost productivity. And how about you as the IT Director losing credibility with the business because you did not know about it in advance. By implementing these checks with an escalation plan, you gain the opportunity to work on the outage before the users even know there is something wrong. Maybe you won’t be able to resolved it by the start of their day but at least you can proactively notify the business that you discovered it, are actively working to fix it and can provide estimated time the incident will be resolved. This instills confidence.
The network team usually doesn’t understand the ERP side so this area is often the last to get addresses if in fact it does at all. The ERP team doesn’t understand the patching side so this area often gets ignored. To top it off, it is a process in and of itself. You can’t just install a patch into production. It must flow through a change management process. We work with the networking team and the ERP team and leverage a change management process that allows the patches to flow from your development to your production environment.
Unleash Your Team’s Potential
Transition into the Innovators you were meant to be by offloading 10 hours a month for free for one year.