True Tales from a One-Man Tech Team
- by David Wisor, SAP HR, Time, and Payroll Analyst, Mannington Mills, Inc.
- February 6, 2012
Learn tips and techniques to help you get organized and manage your projects better.
For the past five years I have supported my company’s SAP ERP HCM initiatives without the help of a single outside resource — even completing an acquisition during this period. I do have the assistance of an ABAP programmer, who has written or revised several programs, and a Basis team that applies my transports.
The plus side of this model is that if you are the sole source of configuration, you are always familiar with what’s going on in your system. It also means that projects can be moved through linearly — if something needs to be done immediately, I don’t have to rely on someone else to do it. From the business perspective, paying one resource is obviously less expensive than paying multiple resources.
Admittedly, this approach also carries some risks. It can be extremely stressful having to manage multiple projects and their deadlines and not having someone else in the company with which to discuss and resolve issues. For the company, there is the risk of having only one point person, which can pose problems if that resource is unavailable. In short order you could go from 100 percent staffed to 0 percent staffed, without an appropriate transfer of knowledge. All resources are finite, but a one-person team is a particularly finite resource.
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