Customer name withheld · Consumer goods · JDE development engagement

Keep a JDE project moving while production still needs help

What changed: Separate developers handled project delivery and production support during the same two-month period.

The pressure: uneven demand, two kinds of work

A consumer-goods manufacturer needed changes to JD Edwards EnterpriseOne distribution and finance functions as its infrastructure and customer requirements changed. Project demand could be intensive for several weeks and then recede, while production issues could arise at any time. The customer needed continuity of knowledge and development capacity that could respond to both.

Establish a team before the next urgent request

Allari assigned a support manager and three senior JDE developers to the relationship. Shared onboarding built context across the team, and requests came through the help desk. The customer could reach development capacity without repeatedly introducing a new contractor to the environment.

Connect the request, estimate and delivery decision

The support manager reviewed the customer’s requirements and assigned a developer to resolve an issue or prepare an estimate, according to agreed time and cost thresholds. That coordination matters when urgent production work and planned changes compete for attention. A common intake and review process gives the customer a way to identify the need, understand the proposed effort and decide which work should proceed.

Run project and production work in parallel

During the first two months, one developer handled an approximately 80-hour project while another provided approximately 30 hours of production-support development. The work included design, coding and collaboration, with separate people carrying planned change and operating needs during the same period.

What changed for the customer

During the first two months, separate developers handled project work and production-support development. Effort remained visible through the help desk, and charges followed development activity.

Design the relationship around the work

The transferable lesson is to match delivery capacity to the mix of work rather than assume one person must do everything. Decide together how urgent requests are classified, who approves estimates, which specialists are available and how operating knowledge is retained. Allari’s current model brings specialists together with a dedicated Client Solutions Manager at no additional charge, working with your Core Team and the budget you set. Shared services, dedicated resources and defined projects have their own agreed terms.

Plan for the project and the production queue.

Bring the changes you need and the production work that competes with them. Define the capacity, priorities and approval points together.

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