IT Management – Page 8 – Cooper Mann Consulting

January 7, 2015October 9, 2017

Everything Old is New Again: Big Fat Phones and Desktop QuickBooks in the Cloud

Every year that passes leaves some reminder of the time – some person or occurrence which touches us and creates a lasting memory. 2014 delivered its share of memorable people and moments and proved again that social platforms such as Twitter and Instagram have become increasingly significant as people across the world organize, march or call for change. Yet even as change is demanded from us and often forced upon us, it is wise to remember that the pendulum eventually swings both ways. We want to have our cake and eat it, too, which is the ultimate no-win situation and causes us to constantly and consistently seek out the alternative. Like the puppy chasing his tail, we end up going round in circles. Harem pants and jeans torn from knee to thigh have come back in fashion, and even though they didn’t really work the first time, here they are again. It is inevitable.

Information technology trends follow similar patterns, and what was once in high fashion may now be considered as “legacy”. Perhaps the better word is “classic”, as these legacy solutions often represent the standards by which new solutions will be measured. Eventually, the properties of the classic or legacy solution wind up in the new breed, because this is what the market has come to expect and/or demand. Even when entirely new standards are believed to be adopted, the truth is that years of learning and experience will often find the path previously traveled by others to be the right path.

It seems like so long ago when some said “the desktop is dead” and that all applications would be used by every device via the web, but not run on the device. Well, there are quite a number of web-based applications and services delivered in just that manner, but there are also lots and lots of computers out there with software still installed on them, happily working away for their users (there’s an app for that, right?). The desktop isn’t dead at all, it seems, and what’s more – there are trends to extend the capability and reach of the desktop to the web rather than replacing the desktop with the web. Application integration, process integration, interoperability, functionality and modality – all these factors and more have become the underlying drivers for extension of and hosting for desktop applications, and are the areas where SaaS and web-based application service has not delivered as expected.

The idea of having no software on the computing device is kind of silly, when you think about it. Computers continue to get more powerful and have more capability than ever. Heck, even phones are getting fatter and bigger again. The best phones these days are the ones that rival tablets and laptops in size and have lots of apps to run.

Microsoft Office, too, hasn’t gone anywhere, really. It’s still firmly attached to most workstations whether they’re iPads or Macs or Windows systems. Web-based productivity tools are certainly gaining in use, but not nearly as widely as some would believe. Office productivity continues to live on the desktop, and ties many users to desktop computing for that very reason. Use CRM in the cloud? I’ll bet you still export data to Excel or Word on the PC. Use accounting in the cloud? A lot of reporting still goes through Excel, trial balance systems and the like. The universe of web-based and SaaS apps is getting larger, but it hasn’t yet become the center of the universe for most established businesses. Net-new customers and smaller businesses are adopting SaaS due largely to cost and to the success of the marketing message, but use and direct experience with the product applied in the business setting often demonstrates that adoption of a more flexible (malleable) or functionally rich solution is indicated. The business likes the mobility, remote access and managed service, but not the actual SaaS application. So, hosting becomes the better alternative and the business is able to use the software that works for the business, and use it in a manner that allows the business to take advantage of remote and mobile capability, subscription service, and more.

I really have no gripes with web-based and SaaS solutions. In fact, some of my best friends use SaaS 🙂 The message I’m trying to convey is simply that, regardless of what the media and marketing may tell you, things don’t always change as quickly as it seems. Yes, there is a movement towards cloud solutions and online working models. Yes, there is change in how information technology is obtained and used. And equally true is the reality that only a portion of the market has adopted these changes and new philosophies. By the time there is “complete” adoption, there will be a new standard or approach being marketed and we will be in this place once again. Is there wide recognition of the benefit for mobility and remote capability? Sure there is, but it is also accompanied by the understanding that tried and true solutions will continue to deliver the functionality and capability businesses rely upon, even as new models for delivering them come about.

Make Sense?

Here are some of the most popular articles from CooperMann.com in 2014. Surprisingly enough, the most popular were articles about QuickBooks and the Cloud, a subject I’ve been writing about for many years. In fact, some of the most popular of my QuickBooks/cloud articles are from 2013 and they remain among the most frequently viewed even today. Search and view metrics indicate that the topic’s popularity is not likely to diminish soon, so plan to hear more about how businesses are using QuickBooks (and other desktop and network applications) in the cloud, but aren’t using Online editions to make it work really well.

The concert hall at the Sydney Opera House holds 2,700 people. CooperMann.com blog was viewed about 19,000 times in 2014. If it were a concert at Sydney Opera House, it would take about 7 sold-out performances for that many people to see it.

November 4, 2014

Retaining Productivity while Empowering the Remote and Mobile Workforce

http://wp.me/p2hGOJ-J7

A lot of the marketing and discussion around why businesses should use the cloud for IT service is focusing on creating anytime, anywhere access to business data and improving overall IT performance. By deploying applications to remote desktops and hosted systems, business owners are recognizing the benefits of outsourcing IT service management to professionals who can spend their time actually managing IT. Focus is able to remain on the business operation and not the technology supporting it; the main office and remote locations are able to work with the same systems and information, and users are able to access information while at home or on the road. Bringing workers together with the same applications and data means new levels of productivity can be achieved regardless of where the work gets done.

Yet the perceived value of “working in the cloud” and the reality remain somewhat disconnected for many mobile business users. The confusion and frustration many users experience with connected, online working models has quite a lot to do with the realization that they don’t simply need remote access or virtual office solutions to bring them together. Users want solutions that help them get their work done even when they aren’t working on a traditional computer. When a computer is available, that’s great. But users want to be able to work from their tablets and smartphones, too. Have you ever tried to login to a remote desktop from your phone, or to see a full screen of data when the keyboard takes up more than half of the view? It may technically function, but there’s no way to get anything useful done with that little teeny weeny screen, and that’s a problem.

It is this new multi-mode working environment which is testing the boundaries of usability for software developers and service providers alike. No longer may the assumption be that users will perform their job functions using a desktop or laptop computer, just as it is no longer assumed that a mobile phone will be used just for phone calls. Users want (and sometimes need) to be able to get their work done using their smartphones, iPads, Kindles, or other types of tablet, pad or surface computers. Applications designed to run on full size screens and desktop computers often don’t work well for users accessing them with other types of devices, even when the device is connecting to a remote desktop service.

Mobile device users are starting to face these usability barriers somewhat less frequently when visiting various websites. If you look at many reasonably modern business websites, you’ll find there is a “mobile” counterpart. The mobile website is often somewhat less functional than the full website, providing only essential information for the mobile viewer rather than the expanded content and functionality available on the full site. Yet the mobile site delivers a more pleasant and usable resource for the mobile device user, encouraging the user to visit the site more often.

Application software development can be approached in a similar manner, where essential functionality is presented for mobile users in a format usable by mobile devices, and where the full functionality and rich feature set might be available only in the full application interface. Even where legacy applications are concerned – those firmly tied to the desktop and network – there are likely options for extending some manner of functionality and access to remote and mobile devices, perhaps by using 3rd party integrated or connected solutions.

Many commercial software developers are successfully viewing this “web and mobile enabled” approach as a means to capture Software-as-a-Service buyers by providing some web-based and mobile functionality with attachments back to the data and applications residing on the LAN or hosting platform. This hybrid approach may actually present better and more options for businesses, as it embraces the concepts of mobility and device independence while at the same time retaining the features, functionality and productivity-enhancing working mode that only desktop applications have to-date fully proven… and the businesses can keep their own data to take with them and not be relegated to list-only extractions if they wish to change solutions.

This idea is not really new – the idea of providing users with the specific functionality they need (and not more) to accomplish their tasks and get their jobs done. The concept of Service Oriented Architecture has always spoken to this philosophy, advocating that the right approach to software is the one which orients the application, functionality and view specifically and directly towards the user and their role.

The new twist on SOA is that the orientation of the application should be based not only on roles and functionality. Modern business applications must also address device and modality, not assuming a particular form factor or platform of access, and having an understanding of the particular mode in which the solution exists or is experienced by the user. Mobile users want a useful experience on their mobile devices, and remote and local desktop users want the features, functionality and performance of desktop applications.

Website designers have figured out that visitors may access the website using any variety of computing devices, including smartphones, tablets, laptops and desktops. Understanding that each device has a different capability in terms of displaying and interacting with content, site developers have begun to include mobile site designs as a standard offering with business website services. Users accessing the site with smartphones and tablets are able to effectively navigate and view information on the site because it’s been formatted to fit the screen, and navigation and other action options are accessible from smart menus that are sized and placed for touch screen access. This approach is now finding its way in many business applications now that the applications are also “living” on the web.

The growing number of web and SaaS products on the market clearly demonstrate that mobility is a big consideration in modern application design. Unfortunately, productivity losses due to sluggish interfaces or complicated operating processes often offset the benefits of the solution, even though it may be both desktop and mobile “friendly”. Software companies rolling out new SaaS models to their existing desktop product user bases are finding that the desirability of the subscription model web-based solution may be somewhat less than expected. This may be attributed to the fact that users have become not simply accustomed to how they can make the desktop software work for them – they’ve become reliant upon that ability. Initial experiences with transitioning from desktop applications to SaaS has left many businesses with frustrations founded in overall productivity loss. I’ve even heard the term “productivity-sucking”, which I don’t think describes either a feature or a benefit.

There must be a balance found, where productivity is enhanced for both desktop and mobile users and where critical functionality is not sacrificed in order to facilitate a mobile capability. The goal is to empower the remote and mobile user to be as productive as the non-mobile user, and to do it without forcing changes which may impede rather than improve productivity of the overall organization.

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Small Business IT Governance: You really need it now

Big changes are going on in the world of information technology and business. Where social computing and mobility are no longer purely consumer concerns, enterprise IT departments face a growing requirement to embrace user devices and access in environments which were once strictly and closely controlled. Enterprise IT may be challenged when presented with user personal devices and demands for remote access to enterprise data, yet the governance of systems is generally well-defined and strictly performed. In small business, however, the people, policy and process issues (collectively incorporated into “governance”) tend to be more organic, and the use of personal devices and open access is more frequently considered to be a normal part of the overall business IT profile.

It is a focus on defining controls and processes, and influencing the activities and attitudes of the people involved, which has become an essential requirement in small business. Where management of information technology resources was not of great concern to the small business owner before, increased device and information mobility (removal of physical boundaries) and erosion of logical boundaries around personal and business computing have become a really big deal for everyone in business. Small businesses just don’t often have departments of people working on the problem.

Technology use in business has always come at a price, and as various influences continue to change how users interact with devices, applications and systems, business owners and IT managers will continue to face difficult choices between balancing security of information resources and providing a productivity-enhancing user experience. Too many security barriers result in avoidance of security protocols, slow or immobile company computers result in users working on their own machines and portables, and restricting access for mobile users results in “shadow IT” implementations of mobile sync and other data access approaches.

Yet “shadow IT” tends to be the norm with many small businesses, where there are often fewer barriers to implementing solutions which address individual user issues or problems. Lacking the resources or understanding to develop a strong plan for managing information systems and technology within the business, small business owners often consider the computer systems and computerized data to be tools to get jobs done rather than strategically valuable assets to be strictly controlled and protected. These business owners are not recognizing the ever-increasing need to not simply secure business information, but to establish processes and rules which will govern how users and devices access and interact with the information and systems.

Enterprise IT departments have often viewed their small business counterparts (customers, suppliers, etc.) as potential points of vulnerability, an attitude which was once considered to be centered not on real assessments of the risk but more in terms of ego, level of sophistication, and hierarchy in the food chain. In today’s world of real risk introduced by myriad technological and human elements in every link in the supply chain, enterprise IT conclusions regarding the risk potential of doing business with anyone – including small businesses – may not be entirely unfounded. Whether it be commentary and information distributed by individuals via social media or malware or corruption introduced inadvertently (or not) via computerized interaction, there is the possibility of risk introduced with every system, person and process involved. Enterprise to enterprise, these issues may be more often recognized and remediated; where the SMB is involved, not always so much.

This is a brave new world of computing, and there is truth in that even the smallest of businesses can “compete with the big guys” when the right mixture of technology and process is applied – for good or bad. Technology enables businesses to be more productive, get more done with fewer resources and perform at higher levels. IT Governance in small business is no longer an optional area of focus, addressed only during infrequent discussions with the local contract IT guy when he comes in to defrag the hard drive on a slow computer. Establishing the proper processes and controls to wrap around IT use in the business has become an imperative; a necessarily specific and considerate approach to how information technology is used within the business, who uses it, and what IT is composed of.

Just about every business, and most individuals, are connected in some manner via some type of network, representing a dramatic and dynamic change to the traditional composition of business IT and the landscape of vulnerabilities which threaten it. The increased connectedness, capability and complexity of systems and networks requires a greater focus on overall IT governance – exercising authority and controls – as the impact (just like the information) can easily and unintentionally reach far beyond the boundaries of the individual business.

Make Sense?

“People are nothing more than another operating system”, says Lance Spitzner, training director for the Securing The Human Program at SANS Institute. “Computers store, process and transfer information, and people store, process and transfer information,” How Hackers Fool Your Employees

August 6, 2014

Avoid the Aftertaste| QuickBooks Desktop Hosting Comes in Many Flavors

There is a lot of activity and interest around the hosting of desktop applications in the cloud, and it is no wonder that a great deal of the effort centers on the use of Intuit QuickBooks desktop editions. QuickBooks is among the most popular software products used by small businesses, so it makes sense that service providers and hosting companies are taking advantage of that market share to reach prospective hosting customers. After all, a hosting platform may be kind of neat, but it is not all that valuable unless there are applications and data living on it.

For the average small business, the applications of choice include Microsoft Office and QuickBooks. Yes, there is an online edition of the QuickBooks product (called QuickBooks Online, of course). However, the market share Intuit earned for QuickBooks wasn’t accomplished with an online application, it was done with the desktop applications which still own market share today. Hosting service providers recognize this truth, and are taking steps to bring those QuickBooks desktop solutions into the cloud. Now we have the ability to get QuickBooks Desktop editions online – which is not the name of a service but a description of what it offers – available from a variety of authorized hosting providers (and from many unauthorized ones).

I’ve said before that there is a fine art to hosting QuickBooks desktop for lots of users. There are a great many different considerations and possible use cases, and not all providers will be able to meet every requirement. There are also lots of different technology models and methodologies which may be applied to the hosting model, and each has some benefit or barrier depending on the specific need of the client. Hosting companies may throw around terms like “cloud server” or “published application” or “remote desktop”, but at the end of the day, the systems are still Windows computers running QuickBooks software. How those systems are wrapped up, how you connect to them, and how you operate with them often becomes the real difference in the service experience.

The specific technology a hosting provider applies to the service does not necessarily describe exactly how the service works. Just because a provider may use Citrix doesn’t mean they have more capability to provide quality service than a provider using other technologies, or a host using VMWare is not necessarily creating better cloud servers than a host using Hyper-V or Parallels or some other virtualization strategy. The technology may impact how the infrastructure is operated and can impress upon the customer experience, but the real differences in delivery often come down to the provider’s understanding of the software product, the customer need, and their ability to meet the need directly.

Does the experience of connecting to and using the service work for the users, and are people able to get their jobs done quickly using the service without a lot of support or frustration? (**Please note that hosting services aren’t a solution for bad software and poor working processes. If the software or processes aren’t workable now, they’re likely not going to become magically more workable if hosted). Does the hosting service address issues like making the right data available to only the users who need it, and giving access to applications only when a user is permitted to use them? What about “external” users like contractors or client businesses… does the host offer a way for them to also participate in the solution?

It’s important to consider all of the aspects of how the service will be used, and by whom and under what circumstances, to ensure that the delivery offered is the solution needed. The point of all this is to encourage users to concern themselves a little less with exactly what technology the host is using to deliver QuickBooks applications, and to evaluate the actual solution. It won’t typically matter to an end-user what specific technology is being used to provide them with service as long as the service works well for them.

While some people do adopt a fondness for a particular “flavor” of technology or approach, the reality is that a quality user experience coupled with a useful and reliable system means much more to the business. And knowing that there are future options for growing, expanding or simply changing the service is essential. It’s not so much the flavor of technology users should be concerned with when shopping for QuickBooks hosting services, it’s avoiding that icky aftertaste that comes with selecting a QuickBooks hosting approach that just doesn’t meet the business need.

Make sense?

July 16, 2014April 20, 2017

Accounting for Point of Sale

There are a lot of solutions available to help retail businesses get business done. From touch screen technology to mobile credit card and payment processing, retailers have many choices when it comes to selecting the right technology for the establishment. But even the best point of sale system can lack the critical element that makes it truly valuable for the business. This critical element is integration to a trusted accounting and finance solution. While the POS system may include a level of basic accounting functionality, the reality is that a dedicated financial application will perform better in the long run.

Just as specialized line of business applications are used to handle operational functions, the financial application should be considered to be the “line of business” solution for the accounting and finance department (even if it is a department of one). This system not only services essential processes like receivables management, bill payments and bank account reconciliation, it serves as the basis for payroll, financial, tax, performance and other reporting. Further, the financial systems are often the first and primary source of analytical data, illuminating KPIs and cash flows and ultimately the business value.

The point of sale application generally handles the selling of and payment processing for goods and services sold by the business. Whether it is composed of registers and terminals connected to a host system, PCs running POS software, or mobile phones and tablets running mobile payment processing apps like Square or GoPayment, point of sale addresses the retailers need to capture and record sales and payment information, sometimes customer information, and often inventory information.

The data from the POS solution must make it to accounting in some manner, yet point of sale applications are too-often approached as a standalone business requirement, somehow disconnected from other aspects of the business including the back-office. Sales and items may be recorded in the POS system, yet only summary sales data ends up being re-keyed into the accounting system. Centralized inventory management is all but nonexistent in these cases, and gross sales total are often recorded rather than individual transactions and receipts being transmitted to the accounting system. The process of re-keying information from the POS to accounting systems is not only an efficiency-killer, it is also introduces a great potential for errors. When the business elects to conserve on data entry and post only summary information to the accounting system, valuable detailed sales and transaction data may be lost.

The right approach to bringing point of sale together with accounting is to automate the process of integrating POS data with accounting on a regular basis – with AUTOMATION being the key. Rather than establishing a process that requires manual entry of information from either system, a data integration solution is the best approach, with an import/export solution running second. The point is the elimination of manual re-entry of information.

There are numerous tools available that can take formatted POS data and import it into products like QuickBooks, for example, where it can be properly accounted for. While QuickBooks Point of Sale integrates with QuickBooks desktop products, other POS solutions can also connect with QuickBooks if the right integration tool is selected, and there are quite a few available. Check with the POS vendor and ask about a direct integration with QuickBooks desktop or whatever financial system you use. If there isn’t a packaged integration solution available, then check out products like Transaction Pro Importer, which can automate a variety of data import processes and ease the burdens moving external data into QuickBooks. pointofsale

The other factor in getting point of sale data to accounting is actually getting it there… transporting the data from the POS location to where the accounting system lives. In many situations it is not desirable to keep the accounting system on the same computers as the point of sale systems, and in some cases it isn’t even possible. But there is generally a way to get the information in a form that makes it possible to transmit it in some manner. Among the most popular approaches to solving the “getting the POS data from here to there” problem is to use a data sync solution like Dropbox.

If the point of sale data can be exported or output to a file on a PC hard drive, then it may be able to be stored in a Dropbox folder on that PC. At the home office where the accounting system resides, the operator would access the sync’d files from the local PC Dropbox folder and import the data to QuickBooks. For QuickBooks Point of Sale there is an option to create a “mailbag” of sorts from the POS data of a remote store, which QuickBooks POS at the home office would pick up from the Dropbox folder and push to the QuickBooks financial application.

For businesses using POS systems like Micros or POSitouch and others, there is likely a service or application that will produce the POS data for import to QuickBooks or other financial system, pulling POS data files placed in the Dropbox folders by the POS app or performing the function as a web service or SaaS integration.

While I am a big fan of application hosting services and running QuickBooks desktop editions in the cloud, I’m also a realist and recognize that many POS solutions either can’t or shouldn’t be hosted. There are situations where a hosted point-of-sale makes a lot of sense, and then there are cases where no bandwidth or proprietary hardware-based solutions make hosting not even an option. That doesn’t mean that the financial systems shouldn’t be hosted, though, and there are numerous ways to get the sync’d POS exports to the hosted QuickBooks environment, for example.

The key for retailers is to make sure there is a solid process for getting detailed and accurate POS information into the accounting system on a regular basis. Manual entry is never the best answer. With all of the technology and tools available, manually re-entering sales information is a waste of time and is likely to produce errors. The better answer is to use an approach that automates the regular collection of point-of-sale data from all sources, delivering the data in a regular and consistent manner to accounting, and providing the basis for end-to-end automation supporting the integration of the point of sale system data with the rest of the business accounting.

jmbunnyfeet Make Sense?

June 24, 2014November 29, 2017

Justifying the IT Budget: the Cost of Not Spending

“Competitive and ever-increasingly sophisticated in the marketplace”[1] describes a company positioned for long term business survival. Complacency takes the business nowhere but into irrelevance-land, which I think we can all agree is not where most business owners wish to end up… it makes selling the company slightly more challenging. Even in markets which were once firmly held to be localized are now open to new – and new kinds of – competitors, due in most part to advancements the development of information technology (IT) as well as how it is applied. These days, competition is globally facilitated rather than locally, and it’s becoming the standard approach. Welcome to the cloud.

New paradigms in IT capability and use are spawning huge shifts in what were broadly recognized normal or traditional business approaches. This realization has created the need for businesses to radically change their view of IT investment and the value of IT within the organization and operation. Yet IT is rarely an area which gains a strategic focus for investment within most businesses, and is frequently considered to be like a pencil or a particular chair… something the business needs but which has little impact on the company’s ability to compete better. Au Contraire, Mon Frère: Information technology is at the heart of business competitiveness, but justifying the desired investment is the great challenge. Maybe it’s because the focus is always on the great benefits to be achieved with the spend, rather than looking realistically at the impact of not doing it well or at all. Especially with information technology, there is a large potential cost to be paid for not spending adequately.

While business operations are sustained through IT involvement, economic pressures continue to weigh down business interest in funding IT operations. (which is weird, as there is a lot of evidence that the good bet is on those who do just the opposite). This regular spending reduction and cost control plan has good intentions of reducing the overall cost of business operations. The unfortunate reality is that operations are less efficiently sustained and are even more frequently unable to create or manage any level of growth. Reducing all IT spending is only useful when profitability is also improved and quality is maintained, unless it is an effort to simply stay afloat as revenues decline (and it’s recognized that quality will decline as well). But reducing costs does not help the business seeking to remain competitive in a rapidly changing marketplace, and pulling the pins out of the department primarily responsible for at least keeping things currently in operation operating serves only to chip away at the once-solid foundation. It’s a real problem, this difficulty with increasing interest and justifying increased funding for business information technology. And it all stems from the inability of organizations to clearly and with tangible benefit cost justify the investment.

It is this justification – demonstrating IT investment as a strategic asset presenting an advantage over competitors and positioning the business for future success – which requires effort and analysis to fully describe. Information technology is not a set of servers and software, and it is not websites and portals. It’s not click thru rates or SEO scores. Well, it’s all of that, but it is none of that. There is so much to consider and incorporate, and there are many degrees of success which might be experienced along the way. Information technology is a fundamental requirement in each and every business, and dependency upon it is increasing at a startlingly rapid pace, yet we still can’t quite figure out how to put it all on paper with provable numbers.

It might be easier to forecast in little departmental or functional pieces, but that doesn’t provide a total picture of the enterprise. And it’s often really difficult to quantify the impact of not doing something, or doing it only OK rather than really well. When this data does present itself, it often comes too late and in the form of a comparison to the competition, revealing where the business just didn’t meet the mark as compared to others in the same space.

It all boils down to businesses coming to the realization that information technology investment must be made on a continuing basis. The justification for IT funding must be made, and that justification must necessarily be balanced against the potential implications and impacts of not implementing. This is the only formula which can ultimately describe the value of IT investment in the business.

Make Sense?