Youtube comments of Hassan Maje (@hassanmaje5849).
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If I were to ask the following how would it be addressed?
As an end user or HOD or staff, or project team member I do a million and one things and I have a million and one cases, situations, scenarios etc and currently I am operating in a particular way, doing things in a certain way, checking and verifying things in a certain way, making enquiries and generating reports in a certain way, responding to people in a certain way, and interacting with people, processes, functions , features in the systems in a certain way.
Question:
How will the new system (after the software solutions have been signed off from day zero or day one of the implementation when the āVendorsā, āConsultantsā walk in, come on the table and start their work) impact how I do things? How differently will I do things in the new system? How and where will I find my old data and information on the new system? How will I do things differently right at the wire level - at the level of every mouse click, keystroke, pen tick..?
There are inevitably a million and one nuances and questions the end user would have. Training is one thing but how one uses the system in everyday situations is quite another. UAT, although very important, does not address the above concerns. It's like forcing a square peg in a round hole.
How is the above answered then? Who answers it (the end user (go figure), the HOD, the Vendor, the Consultants..)? When is it answered - at product selection phase, or at implementation phase after sign-off? Or is it that if the Digital Transformation project is sound the above gets resolved well before the start up or live date?
These are some of the questions and concerns I'd had in the past.
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What if a senior tenured employee who has thrived over broken systems and processes simply through heroics, tribal knowledge and by undertaking smaller digital transformations that have been simple to use, easy to learn and which he has become champion at and has spearheaded, is now left at the prospect of major ERP rollout that he feels is going awry?
And add to that the worry that he can't properly learn or understand the ERP and the impact it may have or its consequences in his (Accounting/Finance) department he is the head of.
Add to that the ambiguity on the roles, processes or vision, assuming that those have even been provided.
Add to that emerging evidence of rushed rollout, lack of clarity and things messing up (configuration issues, missing functionality, wrong data mapping, data migration issues, data entry errors, errors in fixing errors, data integrity and system control issues, unreconciled items, lack of quality control, etc).
And add to that the worry whether the employee will be valued or be competent at any new roles.
All these issues can cause ambiguity, stress and this often results in a fall out and friction with project core teams, project sponsors, executives, etc ultimately resulting in his roles chopped and changed after he becomes stranded in the current role. I have seen this happen.
How do you reassure and address this? I think the root cause would be the project inception/definition stage, ERP selection level, internal quality issues, etc
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As a non-technical individual involved in transitioning a small organization to cloud-based solutions, I'd like to offer my perspective based on my own experience without divulging into details.
In my case, opting for cloud-based solutions proved to be more cost-effective compared to on-premise alternatives. My strategic approach focused on leveraging the cloud to enhance efficiency, compliance, and accessibility while minimizing risk and ensuring business continuity.
By migrating the operations to the cloud, we avoided substantial upfront investments in hardware, software licenses, infrastructure setup, managed IT services and ongoing maintenance that would have been required for on-premise systems.
Furthermore, the inherent advantages of cloud computing, such as seamless collaboration, concurrent and anytime, anywhere access, and reduced reliance on physical infrastructure, contributed to cost savings and operational efficiencies.
When comparing the cloud and on-premise systems I found that the benefits and cost savings in the former outweighed in the latter. Of course, I recognized certain trade-offs, such as the loss of ownership of software and databases, the inability to be in control and maintain native backups, and the loss of other capabilities, such as maintaining live, test, and production databases as would be possible in an ERP environment.
While cloud was the best fit and most cost-effective option for this organization, it's possible that as it grows and needs evolve, the equation may change in future.
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Ā @askleonotenboomĀ Thanks. I know of someone who subscribed to the single user 365 plan and hadn't downloaded any entitled Office apps, wasn't aware of what was installed on the PC, wasn't aware of OneDrive 1TB storage entitlement, wasn't sure about how to use the Office apps and OneDrive, was accessing most of the stuff over the MS365 cloud (emails, documents via web versions of Outlook, Word, PowerPoint etc (the web apps are free anyway)), and was knowingly, unknowingly saving documents in OneDrive and other areas. Ultimately all stuff was strewn all over the place - Outlook attachments, OneDrive, Downloads folder and other areas on the PC. When asked reason for subscribing, the person kind of figured that "additional functionality" was needed. Wasted money I feel. And now the subscription is cancelled though the functionality is needed. I feel sorry for such people for being technologically challenged and subscribing and not subscribing for the wrong reasons. Thank God I am not that technologically challenged.
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Ā @askleonotenboomĀ Thanks. I know of someone who subscribed to the single user 365 plan and hadn't downloaded the entitled Office apps, wasn't aware of what was installed on the PC, wasn't aware of OneDrive 1TB storage entitlement, wasn't sure about how to use the Office apps and OneDrive, was accessing most of the stuff over the MS365 cloud (emails, documents via web versions of Outlook, Word, PowerPoint (the web apps are free anyway)), and was knowingly, unknowingly saving documents in OneDrive and other areas. Ultimately all stuff was strewn all over the place -under Outlook attachments, OneDrive, Downloads folder and other areas on the PC. The person kind of "figured" that additional functionality was needed and hence the reason for subscribing. Wasted money in my opinion. And now subscription is cancelled even though the functionality is still required. I feel sorry for such people subscribing and not subscribing for the wrong reasons and being technologically challenged. Thank God I am not one of them.
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As much suspicions as there may be, cases cannot and should not work on anomalies, inconsistencies, behaviours, patterns, etc. There must be hard and clear, red evidence or proof or confession in a court. The rest is what I have stated above and possibilities, hunches, gut feeling, coincidences, hypothesis... which however strongly it may point to, sadly does not amount to hard proof or evidence. I would love to see hard proof or evidence of these guys' cheating.
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If, on go-live day and all along the project, some of my questions are and have been:
ā How does the new system work?
ā I used to do A, B, C, D.. in the old system, how do I do that now?
ā The old system had certain features and functionalitiesā does the new one have them, and how do I use them?
ā Data migration and mapping concerns and questions...evident in data migration errors, data migrated wrongly, misunderstandings in what data from the old system means in the new system... and also evident in inability to invoice, process transactions, etc resulting in stopped work, disruption for a month post start up date?
With the above concerns and issues I think something is off.
Are these signs of poor change management, lack of system readiness, absence of a competent ERP consultant, flawed project execution ā or all of the above?
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As a non-technical individual involved in transitioning a small organization to cloud-based solutions, I'd like to offer my perspective based on my own experience without divulging into details.
In my case, opting for cloud-based solutions proved to be more cost-effective compared to on-premise alternatives. My strategic approach focused on leveraging the cloud to enhance efficiency, compliance, and accessibility while minimizing risk and ensuring business continuity.
By migrating the operations to the cloud, we avoided substantial upfront investments in hardware, software licenses, infrastructure setup, managed IT services and ongoing maintenance that would have been required for on-premise systems.
Furthermore, the inherent advantages of cloud computing, such as seamless collaboration, concurrent and anytime, anywhere access, and reduced reliance on physical infrastructure, contributed to cost savings and operational efficiencies.
When comparing the cloud and on-premise systems I found that the benefits and cost savings in the former outweighed in the latter. Of course, I recognized certain trade-offs, such as the loss of ownership of software and databases, the inability to maintain native backups, and the loss of other capabilities, such as maintaining live, test, and production databases as would be possible in an ERP environment.
While cloud was the most cost-effective option for this organization it's possible that as it grows and needs evolve, the equation may change in future.
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