Support team with CloudSuite

Hello all. We are a 40,000 employee healthcare client moving from two different Finance/SC and HR applications to CloudSuite ERP next summer. For those of you who have done this, what is the make up of the technical support team? I'd be interested to learn of the number of team members and the associated skill levels (entry level, intermediate, expert) as an ERP administrator. I've been tasked to recommend team structure and I don't really know where to begin. Thanks in advance for your help!

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sthiemann

There's no simple answer, but you'll begin to get an idea after requirements are complete and you've assembled a RICE document (reports, interfaces, conversions, extensions). Remember to include things like IPA workflow customs in your list of extensions to the off the shelf code. Expect that requisition and invoice approval requirements are likely to add development and testing complexity, especially where strict budget constraints are involved.

This is an opportunity to scrub your vendor list removing dupes and one-time vendors from legacy system conversion data. A tech-savvy functional analyst can probably handle that.

User provisioning tip: Make the employee ID your security "Actor". This will make security management simpler for name changes and allow you to leverage HR tools that can auto-assign security roles based on position.

I'd want a hands-on technical lead who's served in a similar capacity and at least two capable developers each for FSM and HRT. These can be consultants but be sure to train and involve your permanent technical staff as well so that knowledge doesn't walk out the door after you're live.

There's much more to say about this, but these are just some quick thoughts which come to mind.

robert-nevinger

Chris:

Terrific question.

You don't identity your current Finance, SCM or HR platform. For example, are you migrating from Lawson S3 to CloudSuite ? If so DrDebug is correct about IPA. There are nodes not supported in cloud and you must redesign your flows. Or is this an introduction to Infor products and you are migrating for a non Infor platform to CloudSuite ? Either way your are migrating to platform with an architecture that is as open as it is proprietary, and you will need resources that understand both to effectively support your organization. The new architecture is also disruptive to current skillsets and in many areas you may be starting anew. Overall your tech team needs to understand authentication concepts such as identity providers and mfa. Authorization concepts such as Roles, Security Classes, Agent and Context Security. They will need to understand the how & why of Infor ION Business Object Documents, sophisticated XML documents routed between Infor and Non Infor applications. BODs are big players in User and Role Administration and you must understand the concepts, and how to use ION Oneview to troubleshoot messages.
FSM and GHR application data is persisted to Business Classes, and there are hundreds of thousands of them and can be accessed through the portal application, IPA flows, ISD Excel plugin, ION Desk flows, and finally API endpoints that open CloudSuite to integrations with just about any cloud platform (aws gcp) service, frameworks or languages that support REST or SOAP. Infor has adopted Swagger deployed to ION API and Landmark Reveal, resources must learn how to access & use it. Business Classes (as well as lists, forms, menus) can be configured through LPL, a proprietary language. It is challenging to master the technique but allows an organization to tailor the system to meet their needs. Infor offers some wonderful clients that allow an organization to connect their cloud platform to onprem resources. A solid understanding of these clients can product truly innovative integrations.

DrDebug is spot on regarding the Employee ID as Actor, I champion this as well.
He also advocates a tech lead with experience, and I agree with this. The new architecture can be overwhelming, and a proper understanding can relieve countless pain points. On the projects where I was tech lead resulting in successful GoLives, the teams have been smaller equipped with strong Finance, Supply Chain and GHR leads. There are nooks and crannies within each stream and I cannot emphasize the importance of knowing those details. The most effective moments happen with stream leads need a solution but may not quite know how to get the system to do it, and approach a strong architect with the ask.

Other community members might offer a streamlined response, but a proper answer in my opinion requires breadth & depth. I certainly don't have all functional configurations and workflows mastered., and I learn new techniques every day. However, I do understand how to build the platforms and have several GoLives under my belt.

You are welcome to reach out to me: robert.nevinger@sgmc.org or rwnevinger@gmail.com

Finally, keep in mind that ERP implementations are not a destination, they are a journey.

Cheers,

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