(I Won’t) Pay Your Price

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

The cost of living is high enough without Christmas coming along and running a steamroller across our current accounts and maxing out our credit cards. 

Things these days are not cheap and in some ways while some things have got cheaper (such as disk space while we consume more and more data) and some much more expensive (like software we now often license at full price rent monthly or annually).

I come across lots of missing functionality that is quite often an obstacle to really good self-service, making integrated solutions work seamlessly or eliminating those spreadsheet archipelagos. On the latter, now at the end of 2023 I see more places like the Malay Archipelago than the Falkland Islands. As anyone who has worked with me or knows me, I work with a vast variety of socialhousing landlords and councils of all sizes and types. My smallest client was a charity that managed only 34 homes, largest over 150k properties. So we may be generally solving the same challenges, but we also have our unique features.

My professional reaction is to question those gaps, as there are usually easy solutions in an infrastructure, software or application sense. When you breakdown the reasons, for me it generally falls into the following reasons:

1 – My clients are not aware of some of the suitable solutions available

2 – Some of that functionality was de-scoped during implementation

3 – Some of that functionality was meant to follow in a future phase, that never happened

4 – There is not currently a productised solution to plug that gap

5 – There is one or more solutions, but they all sounded too expensive

While I see a lot of 1-3, not many of 4, however I see way too much of 5 (which is very interesting).

Are software providers or HMS makers too greedy? If I had £50 over the last decade, for every time I heard that, I would easily have over a grand by now. Is that a reasonable accusation ? It can feel from certain suppliers naming no names, the minimum you will be quoted can expected to be £10k. That’s whether you are asking for something blue sky or maybe really should be working properly already!

Having been on ‘the dark side’ myself many years ago, its got to be said suppliers do need to turn a dollar, although there is perhaps reasonable and unreasonable profit being made, considering a lot of work takes place much cheaply offshore these days. However, most of the time its less of the suppliers profiteering and more perception of clients. Often exclaiming like those folk in Yorkshire do on their counties celebratory day, ‘Ow Much?’.

“Well it was expensive”, how expensive, “well £30k”

Those conversations remind me of that saying, “They know the price of everything and the value of nothing”. The point of spending any money or making an investment in business, is to realise greater value or efficiency. When I work with commercial organisations, such as external contractors, that calculation is often done at the speed of light in someone’s head. In social housing or councils, often a calculation is never done at all. A business case can just be an obstacle to be maneuvered, rather than a tool to help make a decision to see if a £30k investment is worthwhile.

Sometimes it truly is a no-brainer.

£30k not spent on a finance interface to link repair invoices with a purchase ledger for example, might mean we have to employ a full time equivalent person to double enter them. With pension, salary, employers NI, holidays and sickness payments etc, that might be more than a £30k cost annually. In addition, risks of mis-keying, mistakes, risk of susceptibility to fraud, auditor concerns also point to this being a more than sensible investment.

We are now close to a new year coming and the opportunity of renewal and turning over a new leaf. Maybe dust off your rejected historic aborted improvements and try to see them through the prism of some hindsight and the un-totalled costs of not following through. You never know, even your supplier might just have a short January Sale on soon. Here’s hoping!

Acutance Consulting would be happy to help you turbo-charge current solutions, 

please just get in touch, for a chat over a few gingers & a brew ☕😋

       Related Post: Consultants - Can they save you more than they cost you?

Catch the blog monthly archive at https://soundcloud.com/housingitguy/

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Motörhead – (I Won’t) Pay Your Price.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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. . . . . . . . . . . . ES | FR | DE | IT | UK |

Movin'

If you do the Twitter thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy


We are in the January transfer window I guess.

As well as Chelsea's Oscar, going for a Chinese takeaway and Man City welcoming Jesus (hoping for some sort of resurrection in form, late season), SocialHousing ICT suppliers have been at it too. Have you noticed?

Yesterday (16th Jan 2017) it was quietly announced by Castleton PLC, suppliers of Documotive, Kypera, Impact and managed services via the old Montal, there was to be the departure of Davinder Sanghera.

Dav is well known as ex-Bromford, years at IBS and Documotive, and looks to be stepping back after the appointment of Dean Dickinson as CEO in October last year.

Most clients I work with, have at least one Castleton application or service in use, whether that’s Brixx, Documotive, or Kypera. Many with several applications, are clearly looking to see enhanced integration and unifying of a lot of the product set. It will be interesting to see how this has evolved at the forthcoming Housing Technology Conference & Exhibition, early in March. I am booked in and it would be great to hear experiences over a coffee or fizzy water.

Elsewhere, two players from Northgate and Capita effectively swapped no 9 shirts, in the guise of Anthony Singleton and Roger Birkinshaw. It will be interesting how that influence changes in sales approach, customer service and delivery, at those organisations.

Trouble-at-t-mill too up north, as another couple of HMS players seem to be losing staff like pound coins down a sofa, and a Software Development Manager, respectively.

Maybe 2017 will be a year when some of these changes will be seen to improve service to customers and the users of these large systems.

It would be no bad thing if suppliers led with forward thinking, rich, stable products, implemented by knowledgeable skilled implementers, keeping to the original promises & prices declared by honest sales staff. Maybe we would feel slightly better at paying up to a £grand a day for it then.

View that Castleton PLC LSE notification here.

As ever, if I can help with digital transformation, EDRMS, Housing, Finance, Mobile, Channel Shift, Scheduling, Contractor or problems with your systems, please be in touch!

Catch the blog monthly archive at https://archive.org/details/@housingitguy

Related Post: Get a project plan and stick to it 

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Brass Construction - Movin' .
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.
File Under: 360,1stTouch,4Js. , 07854655009 ,365Agile," """" ",,#UKHousing,#HousingDAY, #HomesForBritain,#InternetOfTenants, #Shout,1st Touch,3squared,Accuserv,Acutence,Aareon,Academy,ActiveH,AirWatch,Alignment,ALMO,Anite,Apex,ArchHouse,Archouse,asbestos, Asprey e-state pro,ActiveHousing,Asset Management,Aurora,Average IT Costs,App,Associates,ACL,Abritas,AMS,AX,aspireview,Agile365, BO,BPR,Browser Applications,Business Objects,Business Planning, Business Process Review,Business social networking, Blockwise, Block wise,BI,BancTec,BluTek,Bluebox, Castle,CBL,Cedar Open Accounts,Cx,Change,Cheaper Housing IT,Chics, CHR,Citrix,Civica,Clearview,CMS , CCS IT Keystone CCSIT,Civica Genero,Contractor Systems,CORE,CorVu,Cost Reductions,Covalent,CRM,Crystal Reports,CTI,CTX,Customer Relationship Management,Cashflow, COA,Coactiva,Codeman,Comino,Competitive Dialogue process,complex IT procurements,Component Accounting, Community Reward Services, Consilium, Consolidation, Consultancy,Consultant,Contact 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Plan A

If you do the Twitter thing, follow me at @hotpixUK
or LinkedIn here uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/

  
A few recent mop up type projects I am involved with have led me to ponder on the effects of poor planning at the start of many software application purchases and major business projects. There is a lot that the recent IDS Universal Credit and HS2 projects can teach us about how to get projects right. As the M&S lorries scream, There is no Plan B. But what if Plan A is somewhat wibble?


The Iain Duncan Smith visit to the Commons Select Committee this week is the latest in a long line of British Government IT projects that have become a horrendous money pit, often being abandoned, rather than delivering anything remotely useful. Watch this latest IDS UC car crash unfolding here in slow motion - http://www.parliamentlive.tv/Main/Player.aspx?meetingId=14420  For MBA courses, surely this will become a great case study in how not to manage projects. 


So what can we learn in our own projects from this. Well quite a lot, IDS is doing us a service by highlighting how not to do it. Firstly, know what your objectives are, right from the start. The IDS aims for UC were ‘To generate £38b in savings over the next 12 years’. This has now been modified to ‘emphasis the economic benefits of the programme’. Digging down, that breaks down as ‘38% of these savings are to come from fewer overpayments and increases in employment, while the bigger savings – 68% - will come from the economic benefits to claimants’. Thus only £14.44b might be generated in overpayment savings.


So a goal-post in objective has changed here. Also no mention of where the new UC IT system may also tackle the issue of under-payments. Bringing all benefits under one roof means that claimants may well now be able to claim for things they are entitled to, that they were not currently aware of.


HS2 (high speed rail 2 connecting London with Birmingham, Manchester and Leeds faster, by 2032), is another project with rapidly changing aims, as casters are added to its goal posts and expected costs double to over £42b. It started off as being about ‘savings in business time, spent travelling on trains’, now mysteriously as many people work via the internet while on the move, the raison d’etre is now ‘Enhanced capacity’. As anyone in the know already suspects, if HS2 was about bringing prosperity to ‘The North’, it would be a high speed train line between Liverpool, Manchester, Leeds & Hull, with a spur up to the East Coast main line, connecting Newcastle & Edinburgh.


This reveals two important areas of any successful project. Number one is know what the project is for. Changing aims reveals that there is probably no basis in benefits for the project in the first instance. Where benefits in ROI (Return On Investment), enhanced customer service, measurable social good etc are expected, document them clearly. These can be measured later. Also examine negative effects of the project and clearly document them. These might offset some benefits, much like the IDS under-claimers, or cities not connected on HS2 losing out. Burying these facts reveal issues that have not been honestly put in the mix.


Number two is do enough detail analysis before committing resources. What my old Bsc Applied Computing lecturer Ian Beeson used to call ‘not being prematurely physical’. For example, if IDS had spent £3m up-front on decent analysis of benefit process, UK Govt PLC would not now be writing off £40m of wasted IT project. Take the project in stages, ensuring each is closed / completed adequately before moving on. Basic PRINCE2 in practice that one.


Number three is set your budget, based on the above, and what you know thus far. Set your contingency too, maybe 15-20%. Where a supplier will give you a capped price on your service/training/implementation days AND your requirements are well researched and firm, then you have something very attractive. Also find out what the additional day rate is. Very important for those valid ‘Out of scope’ elements. Not good to find they may cost you £1,000+ per day. Better to have fixed a more acceptable rate, much earlier on.


Number Four is to run the project in a transparent manner. IDS in his UC project has been dogged by ‘Bad News’ getting in the way of ‘Good News’. Don't suppress bad news, when it comes up, deal with it and correct the little blips that all projects encounter.  Smoothing over blips with good PR and what start as white lies, will dig a hole that will become exponentially difficult to dig yourself out of. As IDS has found out to his cost, £40m has already been written off, in a project at least 2 years late, with over 700,000 benefit claimants still expected to be outside the new IT system. 


We are all aware of projects initiated, where the project director has left way before any deliverables are seen. One particular ‘industry strength’ financials package, that need not be named, generally follows that route. The finance director ordering it will have a new job shortly afterwards (as it looks so good on a CV), be in it two years or more, before the original organisation is anywhere near having it in and working. It has not missed anyone’s attention that one such implementation is ongoing at the moment at a large prominent midlands based housing group. It will be interesting how that goes, all of the bigger HMS suppliers I speak to are aware of it, watching it extremely carefully. If it is delivered on time, to budget and can perform to what UK housing needs. If not, it may well mirror the expensive slow motion car crash unfolding for UC.


Unless he has a ‘road to Domestos’ type conversion, IDS will continue to hype the UC good news, in order to dispel that label he acquired from George Osbourne, just a few months ago. http://www.theguardian.com/politics/2013/oct/02/george-osborne-iain-duncan-smith-bit-thick
While IDS is only wasting all our taxpayer cash, poor execution of housing system projects impact directly on our residents and communities. Think how many new kitchens or improved efficient heating systems, to lift residents out of fuel poverty, could have been put in with your systems project overrun....

You can link with me on LinkedIn here - uk.linkedin.com/pub/tony-smith-bsc-hons-acih/a/979/351/ It would be great to connect !

Read on, to a great book on Microsoft Dynamics Great Plains

http://tonysmiththathousingitguy.blogspot.com/2013/06/paperback-writer.html

Dandy Warhols - Plan A .


(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, please get in touch and let me know!

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