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January - March 2003
WHOSE SYSTEM IS IT, ANIWAY?
Ownership is essential for success.
By Luann Tolliver, CPIM
Purchasing, inventory management,
advanced scheduling, whatever - the type of system doesn´t really
matter. It´s been the same old question since the beginning of computer
systems: Whose system is it, anyway?
I have been to APICS meetings and have heard discussions of information
services (IS) people inflicting another of their software systems upon
end users who are not sols on the idea. The promise of miraculously resolving
all business problems seems to justify the action. But questions run through
my head. How can the software system be a success if the end user is convinced
it will be a hardship? How can IS people possibly know what the end users
really need? How can top management determine what the best software system
is without getting input from both the end user and IS? Is there any way
the resolve these age - old conflicts? One thing is certain - both end
users and IS must have an effective working relationship if they intend
to implement their company objectives. How can this be accomplished?.
First, IS analysts and programmers must understand the business process
for the software systems they support. They can no longer be glued to
a computer screen and talk in technical jargon incomprehensible to end
users, a situation that fosters a "them and us" attitude. Programmers
must understand the business processes well enough that they could perform
them after a brief learning curve. For example, programmers who support
inventory control systems, but have never been in the warehouse, never
seen the picking process, and never seen the conveyor systems or the receiving
docks cannot relate to end users or to the day-to-day reality with which
users must struggle. These IS people may be the most technical wizard
in town, but if they cannot communicate with their and users, they cannot
be effective. IS managers must understand that business training is as
important as technical training. Business training gives the programmer
clear knowledge of the needs of end users, creating a positive working
relationship.
Second, end users must understand the software systems
that help them do their jobs. Each department must have a lead person
who is well trained on the current software system and who can perform
a "train the trainer" function. These people set the stage for
software system acceptance among coworkers.
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They should be an employee's first stop for questions about the software
system. Most issues should be resolved at this level. If an employee knows
a coworker understands the system and can help answer his or the questions,
it builds confidence and encourages a sense of ownership. And it helps
overcome the fear that the computer is a black hole that we get close
to at our peril. Department managers must understand that money invested
in software training for the lead people is an insurance policy. This
training will help the enterprise eliminate fear of the computer by helping
end users embrace the software system as their own.
Third, top management must trust the
end users and IS will make a responsible joint decision as to what software
will be best for the business. The executives may have input, but must
not make such decisions on their own. Executives who choose a software
system without input cannot expect it to embraced the decision made by
both end users and IS staff. It will be like forcing vegetables down a
toddler. The harder they try, the messier it gets.
In addiction to functional input, executives must establish a project
leader and guidelines such as budgets, timelines, and measurements. Top
management must embrace the decision made by both end users and IS and
support it by budgeting for training and setting an expectation of cooperation
and success.
So, whose system is it, anyway? End users can only embrace the software
system in they fully understand the system and have a coworker as a lead
person to whom they can look for help and training. IS must be there for
support, problem solving, enhancements, and technical expertise, but IS
people can only be affective if they have been trained in the end users'
concepts and processes. Together the end users and IS people must forge
a successful working partnership. But can this really be accomplished?
Yes, with direction, support, and the proper expectations from top management.
And training, training, training end users require software functionality
training while the IS staff requires end-user process training.
Luann Tolliver, CPIM, is a computer analyst specializing
in purchasing, order fulfillment, and inventory management software system.
She has more than 25 years experience in computer programming. She can
be reached via email at luann.tolliver@nashfinch.com.
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