Achievement not activity. Results not process. Facts not emotion.
That's what it should all be about in the exciting world of Oracle applications.
In a big organisation with multiple modules and a bureaucratic culture, there are usually more crises - and also more people to deal with them of course. Some, however, just have that bit more drama than others. Today was one of those days at BadOrg PLC.
'There's a problem' was written all over my Technical Support Manager's face. Not a functional, technical or database issue which we dealt with at the rate of 500 per week. This was a 'management' problem. Two of the Senior Leadership Team had phoned my No. 2 in my absence. There were emails and voice mails all within an hour of the incident. The CEO on walkabout at one of the many organisation's locations had received a complaint from an Oracle Financials user to say the 'support for a reporting issue was taking a long time to get to resolution'. The CIO got a call, then her team, then us in the support team.
We had a name and location and that it was a 'reporting issue'. I got my No. 2 to lead on it and dedicated an Oracle Financials analyst and my business analyst on the case. There was no support call number. My team ran around like headless chickens and rightly moaned about the lack of information. Politics prevented asking the SLT members for more useful details.
The user had no support call on the system. They tried the HQ Finance team but no joy. They searched against other support calls at that location and came up with a couple of calls which they expedited. They eventually took the bold step of contacting the user, a provincial accountant, by phone and by email and via his boss...all to no avail. Yes the user who had the CEO and CIO in tow could not be found for 2 days...nor did he return any communications. I smelt a rat.
When he was eventually cornered ...... It was clear that:
1. The issue was related to OFA
2. No support call had been logged by the user
3. My team did not support OFA – Finance supported it themselves
My team was peeved but were accustomed to it all. I was furious and let the 2 SLT members know the outcome. I got a curt response. ' Thanks but he must have had a problem' . Oh so we have 3 or 4 people diverted from important tasks to chase around after a support call which either didn't exist or was never ours! And the bad publicity for my team.
. Time for a considered response.
Dear SLT
As always we aim to deliver excellent service in a very cost effective manner..
Today we closed a support call that never was, which was initiated outside our agreed process . We wasted a lot of time and received bad press on this non issue.
The cost of my time and 3 members of my team over 3 days?
£2100
The alternative course of action ( the support process) would have been an hour for a Finance analyst who support OFA:
£25
Additionally, in future we shall formally report back on these type of incidents to all interested parties.
Regards
John
I got no response from the 8 SLT members. I expected none. The point was made. There was no repetition.
It amazes me at the total waste of resources I see around Oracle applications projects, support and development. Nearly all decisions, activities, processes can be quantified and communicated more effectively in cash terms. It is far more powerful than reason and pure emotion.
Use it!
www.DriveERP.com
Friday, February 27, 2009
Always Prepared
The first day on a new assignment is always a mixture of dread and excitement. What are the problems? Who are the key people? What's the culture? Will the days be long or just flash by.... It's only 3 months this time..
It's no fun being a smoker in the UK these days, especially in the winter. Outside in the cold and rain smokers like to stick together. It does have its advantages though....
I soon found 'smokers corner' on my first day. My solitude soon broken by the arrival of a middle aged northern lass, well wrapped against the elements. I knew exactly what she was going to ask as she lit up her Marlboro Red..
“You're the new guy” she told me bluntly
“I am indeed” I replied. “Well new to here..” I added.
“Bet you're glad you came here. The last two didn't last long.”
I smiled. Maybe she was an informer for the London crowd. The big bosses at BadOrg PLC.
“I should be OK. There's lots of nice people here.” The PR bit done.
Her turn to smile. “Yes but they think you will soon get fed up here. It's a mess up there and you're just a contractor, passing through..”
“Well I like to think I can do a job even though I am only here for 3 months.” I countered.
“I hope you do“ she replied. “Better sort out the Finance people here. They pee all your guys off. And there's too many people playing on the Internet too. And the big bosses could do with getting themselves up here to show some support”. She continued: “They keep throwing more at your guys to support but they inherit problems from the project teams”
She was ranting but seemed to have an insight. I guessed she had waited her moment for our chance encounter in the smoking area. She was confident about her analysis.
I must stay positive. After all it was only my first week.
“I'm confident we can pull things around” I said. “I've worked in a few big organisations and they all have their problems. I'm looking forward to the challenge” I was on a roll.
“Good luck” she said stubbing out half a cigarette. “I got to dash I'm just starting my shift. Let's hope you're the decent manager they need upstairs....”. She smiled again cheekily.
“I hope so“ I smiled. “And what do you do then starting work at 6pm of a night?”
“I'm your office cleaner luv. See ya!”
I make a number of assumptions before I arrive at a new assignment site. It matters not whether the designated role is support, change or project management. I always find on arrival:
- The brief from the recruiter (agent or direct) has big holes in it
- The senior management brief is on their priorities and little on the problems and obstacles
- There are always good people willing to share their views on the issues
- No appraisal exists of whether Oracle applications give Value for Money
- A black hole exists between the business and IT teams
- A black hole exists between the Oracle projects and support teams
-The Oracle applications investment is rarely managed as a whole
Of course there can be many other issues to be addressed but these assumptions help me get off to a flier! Most other issues tend to be related to my assumptions. I like to do my best work in the early days of a contract. I'm careful not to divert too many resources away from support and projects activities whilst we address the basic problems and start adding value.
It does pay to be always prepared.
Oh and be careful what you leave lying around in your trays or throw in the waste paper basket!
www.DriveERP.com
It's no fun being a smoker in the UK these days, especially in the winter. Outside in the cold and rain smokers like to stick together. It does have its advantages though....
I soon found 'smokers corner' on my first day. My solitude soon broken by the arrival of a middle aged northern lass, well wrapped against the elements. I knew exactly what she was going to ask as she lit up her Marlboro Red..
“You're the new guy” she told me bluntly
“I am indeed” I replied. “Well new to here..” I added.
“Bet you're glad you came here. The last two didn't last long.”
I smiled. Maybe she was an informer for the London crowd. The big bosses at BadOrg PLC.
“I should be OK. There's lots of nice people here.” The PR bit done.
Her turn to smile. “Yes but they think you will soon get fed up here. It's a mess up there and you're just a contractor, passing through..”
“Well I like to think I can do a job even though I am only here for 3 months.” I countered.
“I hope you do“ she replied. “Better sort out the Finance people here. They pee all your guys off. And there's too many people playing on the Internet too. And the big bosses could do with getting themselves up here to show some support”. She continued: “They keep throwing more at your guys to support but they inherit problems from the project teams”
She was ranting but seemed to have an insight. I guessed she had waited her moment for our chance encounter in the smoking area. She was confident about her analysis.
I must stay positive. After all it was only my first week.
“I'm confident we can pull things around” I said. “I've worked in a few big organisations and they all have their problems. I'm looking forward to the challenge” I was on a roll.
“Good luck” she said stubbing out half a cigarette. “I got to dash I'm just starting my shift. Let's hope you're the decent manager they need upstairs....”. She smiled again cheekily.
“I hope so“ I smiled. “And what do you do then starting work at 6pm of a night?”
“I'm your office cleaner luv. See ya!”
I make a number of assumptions before I arrive at a new assignment site. It matters not whether the designated role is support, change or project management. I always find on arrival:
- The brief from the recruiter (agent or direct) has big holes in it
- The senior management brief is on their priorities and little on the problems and obstacles
- There are always good people willing to share their views on the issues
- No appraisal exists of whether Oracle applications give Value for Money
- A black hole exists between the business and IT teams
- A black hole exists between the Oracle projects and support teams
-The Oracle applications investment is rarely managed as a whole
Of course there can be many other issues to be addressed but these assumptions help me get off to a flier! Most other issues tend to be related to my assumptions. I like to do my best work in the early days of a contract. I'm careful not to divert too many resources away from support and projects activities whilst we address the basic problems and start adding value.
It does pay to be always prepared.
Oh and be careful what you leave lying around in your trays or throw in the waste paper basket!
www.DriveERP.com
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