Technical debt is a term coined by Ward Cunningham in 1992 to describe the software engineering phenomena of how expedient, short-term decisions can have negative, long term consequences that make it difficult to maintain and update the software. The concept does not just apply to technology companies, any company that uses technology also has technical debt and understanding the concept will help you manage it and run your business.
Living in Africa, one is constantly aware of the vast poverty that plagues the continent. The poverty is in stark contrast to the continent’s natural wealth that led to Britain, Belgium, France, Germany, Italy, Portugal, and Spain, to colonize parts of Africa. How is it that a continent so rich can be so poor?
The answer is the poverty of African leadership. The impact of leadership, good or bad, is profound, both for nations and businesses.
In my previous blog post, How to Assess for ERP Competency, I defined competencies and discussed the process of assessing for competency, as opposed to assessing for knowledge. You may also recall some of the shortfalls of assessing for knowledge, which I pointed out in the ‘Cons’ section of my blog on The Pros and Cons of ERP Certification. I think this is a good time to explore the benefits of a competency-based approach to training and assessment. Here are six benefits – both for the employer and the employee.
Education and Training,
Ever noticed how quickly things come around again? No sooner than you've accomplished something, there it is again warranting your attention.
Twelve months ago this month I completed my first charity Etape du Tour after months of preparation and planning. And now, I find myself having done my second, successfully summiting the infamous cycling climbs of the Col du Tourmalet and Hautacam on 20th July -however, this time around it was a very different story indeed!
I recently took part in a management workshop, which saw two competing teams manufacturing a particular structure. This was a simulation exercise using Lego blocks in which we had to make as many structures in a minute as possible and deliver them successfully to the “customer.” The customer would then quality check the output and advise each team on how much revenue had been generated (you could lose revenue through rejections).
The first round came and in the excitement to deliver to the customer, we forgot about the supplier, we ramped up our stocks, we didn’t worry about the costs. We paid for it in profitability at the end of the round, the deductions for working capital really stung our bottom line.
One of the big differences between Tier 1 and Tier 2 ERP implementations is process maturity. They may be two short words, but they underpin huge differences in how ERP projects play out including how you approach the project, what you do, and how you do it.
Tier 1 ERP,
Tier 2 ERP
As the CFO of an organization, your responsibility is to ensure efficient and effective financial operations and records, and influence overall strategy. An ERP is the foundation of the operations of a business. For a CFO, it enables you to track and report on all business transactions, analyse information, ensure governance and compliance, and increasingly do this via mobile devices. Therefore, you need to be very sure your ERP project will deliver what the business requires, and also what was promised.
One of the biggest difficulties that consultants going down-market have is getting the price for their services in the right ballpark for small- and medium-sized businesses.
Speaking from the perspective of an ERP vendor, we often come across prospective clients who have misleading expectations for the price of ERP set by a consultant who didn’t understand the lower end of the market.
We are told time and time again, we should not always be so quick to believe everything we hear, and this also holds true in the software industry - particularly ERP.
In my first blog on de-bunking common ERP myths, I discussed the fallacy that ERP is too hard to learn. In my second blog I explained why there is no such thing as a one-size-fits-all ERP system. In this blog , I discuss why there is more to selecting an ERP vendor than just the technology and the functionality, and this is certainly true of SYSPRO.
Looking to the future, the variation of customer demand globally will require that manufacturers adopt production proximity - having a few plants around the world that produce standard platforms and components, then doing final assembly in local factories which can better serve local needs. This trend is playing out on two fronts - re-shoring of global plants, and local assembly. Both of these trends help manufacturers meet the demands of consumers who are increasingly expecting customized products delivered in a timely manner.