OpenBook · Work and spending visibility
Know what needs attention. Control what happens next.
Every 15-minute unit is recorded against a ticket, with category, root cause and owner. Your included Client Solutions Manager reviews it with you to stay within budget and find automation opportunities and efficiencies.
Review your workload and budget →- The work
What was handled. What remains.
- The effort
Who worked on it. Where time goes.
- The next decision
Priorities. Budget. Improvement.
Adapt capacity while keeping spending under your control.
You set the budget. We stay within it.
Define the work and budget together. Prioritize within that limit. If needs change, review the scope and budget together before authorizing additional spending.
Your Client Solutions Manager is included.
Your Client Solutions Manager connects the work, priorities and spending at no additional management charge. Request weekly budget meetings when you want a closer review.
Review what can cost less to run.
Use automation meetings to identify suitable process improvements and opportunities to reduce manual effort and cost. Decide what to pursue based on the business value, implementation effort and operating controls.
Management and review meetings are included. SOP creation and automation design, development, testing and implementation are delivery work billed under the agreed terms. Dedicated resources and projects retain their own commitments.
A shared view of the operation
Know what is running well—and what needs a decision.
Review what was handled, who worked on it, which responsibilities remain open and where your approval is needed. Your Client Solutions Manager connects the activity to business priorities, recurring problems and the next improvement.
Reliability
Which business processes were interrupted? How quickly was service restored? Did the issue return?
Capacity
What operating work did Allari take on? What time did your people actually regain, and where did they use it?
Effort & economics
How much human effort does comparable work require? What changed in rates, volume, scope or the mix of skills?
Knowledge & improvement
Which procedures were verified? Which recurring issues have an improvement owner? Which automations need monitoring or maintenance?
Measure the right thing
A lower project bill and a leaner operation answer different questions.
| Measure | What it tells you |
|---|---|
| Recurring support effort | Whether comparable operating work needs less human effort, with service quality maintained. |
| Total customer spending | The full commitment, including shared support, dedicated resources, projects and transition work. |
| Project estimate versus actual | How a defined change performed against its estimate. Track its ongoing benefit separately after release. |
| Customer capacity released | The customer time no longer spent on agreed work, confirmed with the customer. Allari hours delivered are a different measure. |
Choose a representative starting period. Preserve scope and workload definitions, identify changes and show forecasts separately from observed results. A quieter month is a workload change until the evidence supports an efficiency improvement.
Your monthly decisions
Turn visibility into an improvement agenda.
Review reliability and the oldest unresolved work. Choose the repeated problem worth removing. Assign the improvement, its approval owner and a date. Check the result after release.
Confirm reporting access, refresh cadence, invoice reconciliation and the measures available in your engagement during onboarding. Shared support, dedicated capacity and project commitments remain visible as different parts of the economics.
See pricing and terms →A decision you can act on
A new project should not hide the cost of running the business.
A migration can increase total spending while routine support becomes leaner. A quiet month can reduce the bill without improving the process. Separate existing operations, added scope and one-time changes before deciding what the numbers mean.
Understand the change together
Review the workload, business interruptions, effort and charges. Identify new responsibilities and forecasts separately from completed work and reconciled invoices.
Choose where the effort should go
With your delivery manager and process owners, decide what must continue, what can wait and which improvement is worth funding. Define the scope, spending limit and approval before adding work.
Check the operation after the change
Compare similar work and service quality. If less human effort is needed, reduce shared-service consumption or redirect the capacity to your next priority. Keep automation maintenance and exception handling visible.
Documented operating improvement · Customer anonymous
Healthy checks stopped needing routine human handling.
Customer service reviews reported daily-check handling falling from 1.5 to 0.5 hours after automation was activated in December 2021. Early 2022 reviews stated that healthy automated checks attracted no human-time charge; exceptions still needed attention.
The result concerns that workflow and period. It is not an annual savings claim or a promise about every support activity.
See the work, charging approach and evidence limits →Bring the workload and the budget you need to control.
Bring the recurring work, a business process that keeps getting stuck, or an improvement your team cannot get to. Together, define the responsibilities, the first improvement to evaluate and how to judge the result.
Review your workload and budget →Automation found in the work
- Oracle databaseTurn database backup checks into a monitored routineAllari implemented and validated scheduled backup checks, logging and email alerts.
- JD EdwardsBuild JDE package cleanup into a controlled changePackage-cleanup automation developed, technically tested and deployed to production.
- JD EdwardsBuild validation into the JDE integrationAllari developed and unit-tested a JDE validation batch, coordinated review and completed the work.
