Unleash the full potential of your JD Edwards Team!
Let's look at the ideal scenario...
- The ultimate JDE team has a high throughput of effective change with a 99% success rate.
- The pillars of their culture are change management, causality and continual improvement.
- This "Dream Team" spends about 95% of their time on planned activities.
- They spend no more than 5% of their total effort on unplanned, reactionary type tasks. This means that the majority of their time is spent on work which will ultimately deliver innovation to the business.
Now, let's look at the reality...
- Most teams are overloaded.
- They don't have enough manpower.
- They spend the majority of their time jumping from fire to fire.
- There is very little budget to support any kind of attempt to innovate unless it is urgent, i.e. cybersecurity post attack. And when these changes are put in place, most often the full capabilities of the investment are not being used.
Recognize these pain points?
Putting out fires
Eventually, the team ends up as they say "in the weeds". They don't know how they got there and surely don't know how to get out. It is too difficult to see things from above to put together a plan to change it. Turnover becomes the best option.
This is how we CRUSH it...
We have found that by driving the necessary task automation and efficiencies in 7 areas, a JD Edwards team will be able to significantly increase the percentage of time they can spend on planned work. System availability will increase and reactive type work will decline. In sum, more innovation will result.
These responsibilities are often shared/thrown upon an already taxed core team. This approach creates a reactive culture and ultimately reduces the entire team’s ability to maintain a high level of customer service and/or throughput of effective change. It doesn't need to be this way. Successfully triaging and dispatching user requests is critical, but the coordination and execution of this role's responsibilities doesn't require tenured IT leaders and in most cases doesn't require a full time resource. For a very small investment, your core team can reap major gains by offloading the dispatcher responsibilities for your company or just your JDE to Allari. This will remove the "reactiveness" element from the core team and allow them to focus on executing planned work.
There are few things worse than a high valued JDE resource having to stop what they are doing to execute a task like adding a new user. This is called bad multi-tasking. And these constant interruptions have a negative impact on their ability to complete work error free never mind completing on time. The other challenge is that if people are doing these tasks in this way, the IT Director cannot measure how many of these tasks are being done each month. If you can't measure, then adding new staff is based on a feeling of needing them vs being backed by data. Some of our customers also outsource this to us because they require SoD (segregation of duties). Learn more
This is a very simple task set best done during at night and on the weekends by anyone other than you. Senior IT leaders should not be deploying code. Neither should we. So, we automate as much as we can based on the automation tools you have available. In some cases, we can automate 90% of the tasks against an annual code deployment plan which ensures all of your environments stay in sync. It does not make sense to have internal team members sign in on their off hours to deploy code. This takes away from their primary focus and ultimately will reduce the team's throughput of effective change.
"Flight Coordinator" is a title used to describe the person who is responsible for the maintenance outage. These responsibilities usually fall upon multiple tenured IT leaders. This role is process-driven that requires planning, communication, and execution using centralized tools. Using tenured staff takes away from the core team's productivity in two ways:
Problem #1 You have people who are dedicating their workweek to important projects now must dedicate part of their week to the planning of the initiative then have to spend an additional 8 plus hours over a weekend to ensue everything happens the way it should. When Monday morning comes around, these people are burnt out.
Problem #2 When using multiple people on a rotating basis to fulfill this role, each person typically has a different process, different communication methods, and tools to get the job done. This causes inefficiencies and often leads to outages taking longer than they should. We have also seen this method cause downtime on Monday mornings which contributes to a reactive culture. This reduces the entire team's ability to maintain a high level of customer service and throughput of effective change.
And even if 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 tasks being done are 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 vacations or urgent work will supersede the execution of these lower-level tasks thereby leaving systems exposed. These tasks need to be setup on a scheduler and executed at those times. If they are not, you will experience system outages. And that spins the team into a reactive state sucking manpower away from executing planned work.
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, most of which can be automated, 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 resolve 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.
Vulnerability Management is a smart security layer and it can be added quickly. In most cases, the network team doesn't understand the ERP side of the house, so the JDE software is often the last to get addressed if in fact it does at all. The JDE team doesn't understand the patching side so this area often gets ignored. To top it off, it is a complex process which can not be led by an already burdened team. We can implement a VM program in a matter of weeks. We work with the networking team and the JDE team. We leverage a change management process that allows the patches to flow from your development to your production environment. We provide the documentation needed for audit teams. Learn more