Control to the head. What not to ask after automation

These questions are terrible. They plunge smart, talented, energetic people into an inexpressible, wordless, stupid, furious impotence. That is why they are rarely asked. This is the height of impoliteness and heartlessness.

In order to shamelessly finish off any integrator, programmer, IT director, implementer, or even automation customer, you must repeat the question at the end with which it all began.

Where is my iron?

For the first time I heard a similar question from the deputy. production manager upon completion of the implementation of the procurement management system. He simply repeated the question that started the development of this system.

In any manufacturing enterprise there is a problem called “deficiencies”. For the production of any product, materials are needed – from sheet iron to complex systems purchased abroad. Making sure that materials arrive on time when they are needed is an art. Any fool can buy a year in advance and stock up the warehouse, but whoever pulls so much money out of circulation needs a decent system.

And now the production asks its own question – “where is my iron?”. Good, kind and smart people work there. They assemble equipment – large, iron, from a bunch of different parts. When a part is missing, they cannot assemble the equipment and ship it to the customer. But they are not engaged in supply, so they cannot influence this process in any way.

Naturally, the development and implementation of a complex system for calculating and maintaining reserves is underway. Programmers write something, third-party consultants are involved in numerous supply and support theories, internal quality management services are a whole Project. Months pass, something turns out, something goes with a creak, administrative resources are attracted, adjustments are made – everything is as it should be.

And, finally, the act was signed, the system was implemented. Another meeting, the director asks everyone in turn “what are the difficulties, how can I help?”, And again he hears from the production “where is my iron?”.

In response, of course, he hears a fascinating story.

How to increase sales?

It is clear that the answer to this question is strictly individual for each business. But there are dudes who know the universal recipe – these are the sellers of CRM systems (hereinafter I will write “CRM systems” – too lazy to switch and the Russian abbreviation CRM is surprisingly similar to the word “shame”). Previously, there was even such a formula: “the introduction of a CPM system automatically increases sales by 10%.”

Well, what fool would refuse? The annual revenue of an average provincial plant ranges from 0.5 to 2 billion rubles. According to the above formula, it will grow by 50-200 million rubles. in year. Yes, here, damn it, with any marginality, investments will pay off with a tori. That, apparently, is the calculation of the creators of the formula.

The implementation of a CPM system, box or cloud, follows approximately the same scenario. First, a long survey in which lists of necessary analysts and sales scenarios (“scripts”) are clarified. Sometimes, if you’re lucky, you can catch business processes outside of sales and also drive them into CPM. Along the way, goodies like integration with social networks and instant messengers are connected. With very good luck, it turns out to sell the development or redesign of the site, which, of course, must immediately be integrated with CPM (or CPM is integrated with … No, not with the site, but with the site).

But none of this matters at all. Here in general. Absolutely.

Because when (and if) the question “Why didn’t sales grow?” is asked, then, of course, a very fascinating story will sound in response.

Why isn’t the printer working again?

Let’s look in the other direction – in the system administration. It happens that someone at the enterprise once again gets the reins under the tail. Usually at the moment when you need to print something urgently, and the printer runs out of a cartridge, or it stupidly does not work. Until you find the system administrator, he will crawl, dig deeper, issue a verdict, reach the computer of the hysterical boss, connect the printer of the neighboring department to him, print it out …

In most cases, this will be the end of it. Well, the boss will quarrel a little, and to hell with him. But it happens that the reins under the tail leave a serious injury. And the project begins.

Approximately 99% of system administrators who were forced to “solve the issue once and for all” seek salvation in technology, not methodology. For example, it’s stupid to keep a supply of cartridges, somehow correlated with the speed of their “consumption”, it seems to be weak – there is no engineering zest here. But deploy, configure and run some kind of Zabbix – you are always welcome.

If you just go wild at all, then you can replace all printers and MFPs with more modern ones – those that they themselves can, in advance, in time, signal the upcoming shortage of consumables. If the authorities approve such spending, then the system administrator will be happy for a very long time. And the rest will be a little sad – until it sets up, then that’s it …

If you are not at all lucky, then a fool-IT director will stand over the system administrator. There are, unfortunately. There is only one symptom in this particular situation: the CIO will rush to implement the ITSM system (God, forgive me).

It doesn’t really matter how the process goes. It is important at the end, or after the end, to remember the original question. Well, when again the boss sends a piece of paper for printing, but nothing comes out of the printer. To listen to a very exciting story.

Why do we spend so much on 1C maintenance?

In fact, in this thread, I chose the easiest question. And there are about a dozen of them here – those with which the implementation begins, and more often (now) – the replacement of one 1C system with another. “Why am I not getting numbers by the 5th?”, “Why is there no production planning?”, “Why is the number of accountants only growing?”, “How to reduce accounting costs?” etc.

What happens next, you probably know. Smart, beautiful, talkative uncles or aunts come. They confidently claim that the company is stuck in the past – now automation is done in a completely different way. There, damn it, everything is different. That’s heaven and earth. Well, yes, they are not so smart, beautiful and talkative. Their arguments are poor.

But, nevertheless, the Project begins. For not particularly explainable reasons, the introduction of 1C in 10-15 years suddenly became much more expensive. If earlier they fit into 1-1.5 million rubles, now you need to spend 10-15, and then if you are not from the public sector or a large holding. Despite the fact that the hour of the programmer’s work has risen in price only 2-3 times. Anyway.

The main thing is the result. And the result, he … Well, there is. Just don’t ask your question again. The one that started it all. And then again hear a fascinating story.

Questions I didn’t ask

A lot of them. Perhaps you can comment – do not deprive you of the pleasure.

What is digitalization? What question does it all start with? What’s at the end? Fascinating story?

Maybe you know … Why are all 1Sniki pulled into version storage systems? Maybe I don’t know something, but why keep a history of changes to shit code? Especially considering that there is only one 1Snik at the enterprise.

And when is a mobile application for an enterprise created? Well, which is for internal use. What is there as a “fascinating story” they tell? And with what questions does it all begin?

You understand the principle. I want to hear your “controls”. Truth.

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