Cloud Migration: 4 Principles for Success- Tempemail – Blog – 10 minute

Over the last few years, cloud platforms have enjoyed spectacular success. Not only are they a revolution in infrastructure management; but they leverage automation, cost optimization and high availability. Cloud platforms are changing IT as a whole by promoting cultural shifts, such as DevOps, or new approaches to programming, such as serverless.
For these reasons, cloud migration is currently one of the major trends in IT. It is a trend that should only grow in coming years, according to the Cloud Migration Market Forecast published by Mordor Intelligence: “The cloud migration services market was valued at USD 119.13 billion in 2019 and is expected to reach USD 448.34 billion by 2025, at a Compound Annual Growth Rate (CAGR) of 28.89% over the forecast period 2020 – 2025.”
Migration benefits from a lot of technically oriented resources – guides and how-to’s. But there is a significant lack of content about how to structure workflows and ensure efficient governance along the way. Those organizational matters are critical to ensure success on any IT project. This article is aimed at providing some insight on this topic by sharing experience and lessons learned from the multitude of cloud migration projects managed by Pentalog.

Caption: Looking for a better-designed architecture and more reliable technical solutions? Learn more about the DevOps services powered by Pentalog.

4 Principles for a successful cloud migration project
Pentalog applies different types of Agile frameworks, such as Scrum or Kanban, depending on the projects’ context. Furthermore, the DevOps collaboration flow can vary. For example, infrastructure engineers can be onboarded along with developers inside multi-disciplinary teams, or they can be grouped by specialty.
So even if we must adapt to different organizational contexts, we also need to ensure consistency. It is for this reason that we have standard and consistent approaches to kick-off, tracking, and validating progress. We can summarize these approaches under four principles:

Focus on teamwork

Plan – and re-plan

Refine the architecture, continuously

Assess quality, regularly

 
Principle #1: Focus on teamwork
Build a team out of every team or individual involved in the migration
A migration project is often seen as an infrastructure-specific subject; therefore, a common mistake is to make it an operation-specific matter. The rise of DevOps has shown that the best value emerges from multi-disciplinary collaboration. Furthermore, any infrastructure migration will impact, among others, the code setup, security rules and data integrity.
It is crucial that every specialist be involved, so that the effort is conducted as a team with full awareness of every challenge or impediment, and progress. A team that works with a collaborative mindset in the same direction and with the same goals. In our experience, there is always a direct connection between a successful migration and the level of team coherence.
To achieve such an enlarged team, make sure that you:

Identify the people that should compose it. In the case of larger corporations with a lot of teams, they could be represented by a technical lead or “ambassador”.

Share a common backlog for the entire team.

Conduct short daily meetings that involve all members of the enlarged team.

Involve the enlarged team in regular organizational ceremonies, such as grooming, planning, reviews and retrospectives.

Ensure that the project is understood, achievable and vouched for by everyone
Clearly, the more your teams are motivated, the better and faster they will work! This is especially true in a context of changes that might be perceived as a danger. You should make sure that all the people involved in the project understand its purpose and its benefits.
First, involve all the people concerned, or at least, some representatives, early in the decision-making and architecting processes. Then, regularly verify that the project is understood and that your team is comfortable with achieving it. It is often helpful to provide mentoring and coaching so that the right level of skillsets and understanding is acquired to embrace and achieve the project. 
Principle #2: Plan and re-plan 
Fight against uncertainties
A migration effort always involves uncertainties, as new environments result in new behaviors. However, uncertainties are risks, and to ensure success, risks should be mitigated as much as possible.
The first piece of advice would be to aim for a step-by-step process that injects changes little by little, so that it is easier to control each risk that the changes introduce. Two main approaches are possible:

Start with a lift-and-shift, and re-architect iteratively to a cloud-native solution.
This is especially advisable for monolithic applications.

Migrate services one by one onto the cloud.
This approach is more suitable for SOA or microservices.

Furthermore, any identified risk should be recorded in writing, along with a severity rating. Ideally, the entire list should be cleared before the final switch. Any remaining risks should include a mitigation plan.
Of course, there will always be risks and uncertainties, but full awareness of them and keeping them under control are the necessary path to a successful migration. We have seen many projects where risks were exposed, then either forgotten or ignored. In most cases, they turned systematically into bugs and issues.
Maintain and regularly revisit an iterative roadmap
No matter what framework is in use to organize the workflow, any IT project should be organized in small delivery chunks, so that it is easier to track progress and adjust to impediments. Whether or not you organize into sprints, you should have a roadmap of deadlines that are not more than a month apart. Each deadline should contain a clear chunk of the backlog to deliver, with realistic estimations based on the team velocity.
As much as possible, for all the features to complete for the scope of work, try to track them, estimate each of them, and organize them by chunks of deliveries. As you would do in Scrum, revisit the backlog and the roadmap regularly. Make sure you update and re-estimate to always make certain your timeline is achievable or to take account of any change or update in the organization. This is the condition to ensure you react early on to any impediment, and you do not keep your team under too much pressure or increase the technical debt by forcing unachievable goals. 
Principle #3: Refine the architecture – continuously 
Ensure a permanent architecture governance
Cloud solutions provide new capabilities that can take time to adjust properly. For example, auto-scaling is an awesome feature that allows your infrastructure to be sized to the proper resources consumption required at any given moment. But such a capacity can require some tweaking to adjust in the most timely and effective manner.
An inadequate approach can result in negative effects. For example:

It takes too long to scale properly (triggers are using the wrong metrics or too long setup time) so your services can be too slow.

Your infrastructure is overprovisioned too often, which causes useless and unreasonable expenses.

In addition, the multitude of services provided by the major cloud platforms (AWS, Azure, and so on) and the multitude of ways they can interact, offer a multitude of different approaches to address a similar need. Sometimes, it is advisable to explore several paths to find the most optimal.
Therefore, it is highly advised to revisit your architecture frequently. At Pentalog, for example, we regularly organize Architecture Review Boards. This ceremony brings lead technicians and architects together to discuss the impediments encountered, review the technical debt, consider new available or discovered technologies … And if required, refine the target architecture. Whenever possible, the team should build a POC to test and validate a specific solution.
Ensure you have a Solution Architect who masters the targeted technology
Even if your architecture should be dynamic and open, some changes can bring increased costs and longer cycles. Therefore, you should make sure that you have an architect with enough skills, knowledge and experience to advise on the most relevant and efficient approaches as early as possible.
Such specialists can be rare, especially when the project is complex. However, a good way to select the right profile is the certification level. Nowadays, cloud platforms such as AWS or Azure provide a wide range of skillset assessments through dedicated exams and tests. Ideally, anyone recruited to lead an architecting effort should have a Solution Architect certificate (or equivalent) along with certifications on specific relevant domains, such as Big Data or Machine Learning.
Of course you should involve the architect early in the project to draft your first architecture and migration roadmap. Then you should ensure their regular presence, for example in the Architecture Review Board, in order to validate the architectural changes. 
Principle #4: Assess quality – regularly
Unified Continuous Integration workflows
Cloud platforms offer full Infrastructure as Code capabilities. This offers multiple advantages:

Efficient change tracking, especially when combined with a version control system

Rollback in case of issues (or roll forward)

Easy-to-replicate environment

Safer deployments (blue-green, canary…)

Not only is full infrastructure a best practice which should be mandatory, but it promotes collaboration with development teams. Thus: DevOps, using similar workflows such as Continuous Integration. In most cases, the infrastructure code will be stored in a dedicated repository and have its own validation pace. But for better consistency and unified culture, it is strongly advised to use common tools and cycles throughout the project (for example, branching models, code reviews and pull requests, automated testing…).
Track the technical debt
As on any development project, technical debt should be tracked regularly to ensure full visibility over the technical quality of the project. In rare cases, use a tool such as SonarQube to provide an automated assessment, especially if using AWS Cloud Development Kit that provides the ability to write infrastructure code in a programming language such as TypeScript, Python or Java.
At Pentalog, we always write down any issue that could alter the quality of the technical outcome. We have a dedicated backlog that is regularly estimated, so that we have awareness and control over the technical debt.
Assess your excellence level and always aim for improvement
You should always try to reach the level of technical excellence that fits with your timing and financial capabilities. At Pentalog, we use a custom “Maturity Model to regularly assess and improve the level of excellence for a project. We define all the criteria and classify them into four categories, from ‘insufficient’ to ‘best state of practice’. Usually the artifact is contextualized to every project to ensure it is properly scaled to the capability and business value.
Assessing your options to set up a Cloud migration project?Let’s get in touch to discuss more.
 
Further reading:
Serverless CI/CD Pipelines with AWS Services, for Your DevOps Needs
DevOps Implementation: How to Fail in 5 Steps
Agile Methodology: 4 Ways to Set your Project up for Success

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Safaricom Partners with Amazon in Bid to Bring More Cloud Services to East Africa – Tempemail – Blog – 10 minute

Sourced from Amazon and AfrichRoyale

Amazon Web Services (AWS), the largest cloud computing platform on Earth, has been planning to set up an Edge location in Kenya for some time now. However new developments in Nairobi between Kenyan President Uhuru Kenyatta and AWS execs have seen the signing of a strategic agreement between the Amazon service and Kenya’s largest mobile operator, Safaricom. This new deal will allow the operator to resell AWS services, reports Techweez.
This agreement aims to accelerate Safaricom’s internal IT transformation, cut operational costs and provide it with “a blueprint and skilled resources to assist customers with their journey to the cloud,” says Safaricom, who have attained Advanced Consulting Partner Status in the AWS Partner Network – its first member from the East Africa region.
Safaricom will also be able to offer, not just Kenya, but also to other East African customers. Cloud services, according to Safaricom, are some of the increasingly most valuable for a business that wants to go beyond boundaries with their innovation.
Amazon says that AWS Partner Network (APN) consulting partners are “professional services firms that help customers of all types and sizes design, architect, build, migrate, and manage their workloads and applications on AWS, accelerating their journey to the cloud.’
“We chose to partner with AWS because it offers customers the broadest and deepest cloud platform, overall commitment to security excellence, and a strong culture of customer obsession. This agreement will allow us to accelerate our efforts to enable digital transformation in Kenya,” said Michael Joseph, CEO of Safaricom.
Edited by Luis Monzon
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Bank of Queensland bets on $440m core overhaul – Finance – Cloud – Hardware – Networking – Software – Storage- Tempemail – Blog – 10 minute

The beleaguered Bank of Queensland has finally bitten the upgrade bullet and will abandon sweating its disparate legacy IT stack, telling investors it’s preparing to shell out $440 million in fresh capex over five years on a digital-led transformation to drag it into the cloud era.
Revealing its “refreshed” five year strategy on Thursday, recently appointed chief executive George Frazis committed the once proudly branch-based shop to an intensive digital rehab including new, standardised cloud core systems across multiple arms and new apps.
Whichever way you look at it, it’s a big-ticket IT rebuild cut into small pieces to help investor digestion.
“We are not having any large programs that go on for multiple years… which is where I have seen, in my past experience in my experience, where you get a little unstuck,” Frazis said.
Except that it’s $440 mil in indicative capex over five years. Which is not small or short.
In official investment parlance, the $440 million is anticipated capex rather than firmly committed spend. The hard number will come in the next set of financials.
“We will deliver results while transforming the bank,” Frazis said, carefully eschewing any notion of a big drop which has come to haunt rivals like Suncorp.
“This is not about promising something that is going to be delivered in 5 years time,” Frazis said.
 “There will be no customisation.”
Notably, like the CBA, it’s the CEO attempting to talk-up the institution’s tech-savvy rather than leaving it to the IT crowd – although Frazis sound less comfortable than Matt Comyn when dropping the nerd nomenclature.
The only brand drop was core banking specialist Temenos, which BoQ has recently discovered also does a real-time and cloud based version rather than just batched on prem.  
That’s a sure sign that piles of ageing kit and software will soon be headed for the scrap heap as part of a root-and-branch overhaul of products, processes and foundational technology that has devolved into a disparate and disconnected mess that holds BoQ back.
And it’s quite a pile too.
“On the retail side we have two core systems and about seven systems that interact with our customers,” Frazis said.
 And it gets worse.
“On the business banking side that picture becomes even more complex. We have ten core systems and eleven systems for how we interact with our customers,” the BoQ head complained.
“That’s been described as a ball of spaghetti
“What we are not doing is fixing that ball of spaghetti
“We are about building the new and then migrating to that new,” Frazis said.
BoQ’s strategy to date has been buying in value from more nimble plays, like Virgin Money, rather than taking the more capex intensive route of building its own.
Which means it has a quicker, cheaper way of upgrading but may not have crucial road memory to dodge the potholes.
Frazis reckons there’s plenty of upside, though he did not rule out a merger with core systems misery mate Suncorp, that cannot get Oracle to work.
“Development in technology…gives us the opportunity to successfully compete against major players,  enabled in part by standardised cloud technologies and the customer’s shift to mobile,” Frazis said.
“Our digital transformation will be methodically staged initially for the retail bank. We are staring off with our Virgin Money brand.”
Frazis said BoQ will progressively “migrate the rest of the bank as each stage is successfully completed”, referring back to the five year plan that aimed to “deliver us the strength of and established bank and the agility of a neo bank.”
But the Conradian horror of failed IT empire building is still there.
“We have got a got a very, very complex environment,” Frazis said, talking to BoQ’s propensity to acquire businesses without integrating them.
“The complexity and costs are there as a result of that,” Frazis said.

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CBA loses its digital chief – Finance – Strategy – Cloud – Software- Tempemail – Blog – 10 minute

Pete Steel, the Commonwealth Bank of Australia’s outspoken chief digital officer, has quit Australia’s biggest institution and will take up a role at consultancy behemoth Boston Consulting Group from July.
A 16-year CBA veteran, Steel’s departure comes as the bank sets into play its post-Royal Commission battle plan that includes a major effort to become a one-stop financial shop for customers, including getting closer to government agencies to access information like tax data to inform credit scoring.
Highly regarded by his peers and respected by competitors, Steel’s move to consulting leaves a major hole for a digital and technological evangelist at the CBA as the institution seeks to double down on the competitive advantage it’s extracted through its real time core system.
At the launch of the CBA’s rejuvenated customer app, Steel was the arguably the most vocal protagonist of its new outbound functionality including a so-called benefits finder that hunts for citizens’ eligibility for government entitlements and rebates – and helps them lodge claims.
That functionality, at the time of the app’s launch, could help Australians access a pool of up to $10 billion in underclaimed entitlements from the government.
Steel also revealed at the launch that the CBA would seek to use the government’s biometric holdings to help onboard customers and verify identity, part a wider play by banks to move towards using digital identity to authenticate transactions.
A major issue all banks have is that the creation of a digital identity credential for institutions is an expensive undertaking at an individual level and arguably more suited to a common utility service.
On Wednesday eftpos, of which the CBA is a foundational stakeholder, revealed it is preparing to enter the digital ID fray as part of its wider digital overhaul to modernise its products and services.
Australia Post has also been a major proponent of its own digital identity credentialing service, though that project has lost much of its prominence following the departure of former chief executive Ahmed Fahour and Post’s chief information officer Andrew Walduck to Lattitude.
Notably, Fahour is BCG alumni and much of Post’s Digital iD build was based on thinking promoted out of BCG.
Despite the creation of Post’s Digital iD, the federal government pursued its own project dubbed GovPass through the Digital Transformation Agency and Australian Taxation Office, though the official line is that there is room for both products to exist.
Despite holding the title of chief digital officer, Steel’s rank at the CBA is at executive general manager level, a rung down the executive committee membership.
In recent weeks, CBA’s CEO Matt Comyn has made a point of personally advocating the bank’s tech credentials ranging from its ongoing development of CommSee to the launch of its new wholly owned venture builder X15.
The CBA’s operating model for X15 is also regarded as strikingly similar to BCG’s Digital Ventures, which incubates digital start-ups withing existing businesses.
“I’ve had an amazing 16 years at CBA and been privileged to lead digital and technology teams that deliver great experiences every day for 1 in 3 Australians,” Steel said on social media.
“Time to find a new hill to charge up. Thanks to all the wonderful folk at CBA, you guys really do rock.”

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Sliced Tech to host Defence’s new TechOne core student system – Strategy – Cloud – Software- Tempemail – Blog – 10 minute

The Australian Defence Force has selected Sliced Tech to host its new enterprise-wide TechnologyOne student management system.
The Canberra-based cloud provider will “implement and sustain” the system on its secure cloud capability over the next three years.
TechnologyOne’s EducationOne software platform was chosen as the basis for the system last October following a proof of concept in 2017.
It will consist of three interlinking systems for student management, enterprise content management and stakeholder management.
The new Defence-wide system will replace more than “50 separate databases, spreadsheets and other software programs” that have been developed by individual Defence learning centres.
These systems currently lack the ability to interact with the Defence Human Resources system.
Australian Defence College commander Major General Ryan AM said the new system will make the “learning environment more continuous, accessible and adaptive” at Defence’s 115 learning centres.
“The new platform will enable us to streamline student administration and better track the qualifications attained by our people throughout their Defence career,” he said.
Ryan said Sliced Tech’s secure cloud platform would give Defence the “security, stability and flexibility required to modernise and further develop the Defence learning environment”.
The Australian Defence College, Australian Defence Force Academy and Royal Military College – Duntroon will become the first to use the system from April.
The remaining 112 centres will then follow over the next two years.
Sliced Tech, along with Vault Cloud, were the first two cloud service providers to gain protected-level certification from the Australian Signals Direction in March 2017.

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Google to invest over US$10bn in 2020 on US data centers, offices – Finance – Cloud – Hardware – Networking- Tempemail – Blog – 10 minute

Alphabet Inc’s Google said on Wednesday it would invest more than US$10 billion in offices and data centers across the United States this year.
The company added that the new investments will focus on 11 states including Massachusetts, New York and Ohio.
“These investments will create thousands of jobs – including roles within Google, construction jobs in data centers and renewable energy facilities, and opportunities in local businesses in surrounding towns and communities,” Chief Executive Officer Sundar Pichai said in a blog post.
Last year, the company said it would spend over US$13 billion on data centers and offices in the United States in 2019.
The tech giant’s total costs and expenses surged about 19 percent at US$36.81 billion for the recently reported fourth quarter ended Dec. 31.

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Got empathy? ANZ’s cloud lead draws on early frontline days as a teller – Training & Development- Tempemail – Blog – 10 minute

When Michelle Dobson worked as a bank teller, she found herself serving the victim of a break-in whose bank cards and ID documents had been stolen from her home in a brazen overnight heist.
Now head of technology at ANZ Banking Group’s cloud business office, Dobson still recalls that experience of helping a customer at a moment of crisis and being able to offer comfort and make a difference.
Dobson became a teller after initially studying nursing, deciding it was not for her, before finding herself as a manager of a Strathfield Car Radios store. Still in her early twenties, progression deeper into management was blocked by her youth and lack of qualifications.
So Dobson returned to University to study business and information systems, and applied for part-time work as a bank teller.
She’s been with ANZ ever since, exploring small business banking on an internship but eventually deciding that she wanted to put her information systems studies to work. To make that happen, she sought entry to ANZ’s graduate program. Dobson’s frontline experience offered no shortcuts: she had to go through the same assessments as all other applicants.
Her last rotation in that program involved infrastructure project management and a major Windows migration. She liked it, stayed in tech, and quickly found herself working on major projects.
“I got to travel and I was on the ground in Vietnam, China and Cambodia on go-live weekends,” Dobson told iTnews. And she found that in those situations her experience as a teller meant a lot.
“I was in an infrastructure program working with infrastructure people on a program that impacted our end-users,” Dobson recalled.
“To be able to understand what the teller is doing with a customer made a difference.” It also surprised tellers, who were pleased to work alongside a colleague who could both empathise with their lot and explain how changes would improve it.
“If you come from a straight IT background and had a tech degree, sometimes it is hard to connect to the customer and what they want,” she told iTnews. “I personally know what the impact is like when the system doesn’t work in the branch.”
Those experiences have taught Dobson to see technology as a business inside ANZ’s wider business.
“It is about how we make sure that what we are delivering is what our internal customers need,” she said. “Are we making the right investments? Is our risk profile right?”
Her answers to such questions are clearly correct prescient: in late 2019 she was appointed head of technology at ANZ’s new cloud business office, an effort to enable the bank’s use of cloud and empower teams to put it to work.
“I say to my team that half my role is succeeding in serving internal customers – making sure it is easy for them to use cloud at ANZ,” she explains. “The other half is about the people. I think more than half of being successful is knowing how what they are working on links to the business’ strategy.”
She’s also taken on a leadership role developing talent for ANZ, and that includes leading a women in cloud group that aims to encourage cloudy careers.
“We have noticed it is hard to find cloud skills in the industry – for us and others. If we can drive more talent it helps everyone.”

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Facebook to ban misleading ads about coronavirus – Cloud – Networking- Tempemail – Blog – 10 minute

Facebook Inc said on Wednesday it would ban advertisements for products offering any cures or prevention around the coronavirus outbreak, and those that create a sense of urgency around the situation.
The disease, believed to have originated in the Chinese city of Wuhan late last year, has killed more than 2,700 people.
The announcement by the social-media giant comes as it faces increasing regulatory scrutiny over the type of content posted on its platform, specifically items reflecting extreme ideologies and fake news.
Ads with claims like ‘face masks are 100 percent guaranteed to prevent the spread of the virus’ will not be allowed, a company spokesperson said.
The US Centers for Disease Control and Prevention (CDC) on Tuesday alerted Americans to begin preparing for the spread of coronavirus in the United States after infections surfaced in several more countries.
Last month, Facebook said that it would remove content about the virus “with false claims or conspiracy theories that have been flagged by leading global health organizations and local health authorities”, joining companies like TikTok and Pinterest.

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MLC Life suddenly loses tech chief Sarv Girn – Finance – Strategy – Cloud- Tempemail – Blog – 10 minute

MLC Life Insurance has unexpectedly lost its most senior technology executive, Sarv Girn.
In an shortly worded statement, MLC Life Insurance said it had “decided to part with its current Chief Innovation and Transformation Officer, Sarv Girn, with immediate effect.”
Appointed in early 2018 Girn, the former chief information officer at the Reserve Bank of Australia, had been leading a major $400 million architecture and systems overhaul of the insurer.
At the time of Girn’s hiring, which was trumpeted by MLC as a major coup, the insurers said it was aiming to “deliver the most advanced digital and process infrastructure” to improve customer experience.
The man that hired Girn into the transformation role, David Hackett, has also parted company with MLC Life Insurance, replaced by, Sean McCormack, the insurer’s chief of group and retail partners, as acting CEO and managing director.
Speaking to Girn’s departure, MLC Life Insurance said it “will maintain its momentum in transitioning off Tempemail Australia Bank platforms, as well as delivering the most advanced digital and process infrastructure in the industry so as to create great customer experience across its group, retail and direct channels”.
An MLC Life Insurance spokesperson added that it would not provide comment an an individual’s departure.
The insurer also named Tahir Tanveer as an interim “chief innovation and transformation officer” saying he would “commence shortly, pending regulatory approvals.”
Tanveer’s current LinkedIn profile cites him as being the principal of consulting firm  Digital Frontier Partners having formerly been the head of business technology at Australian Unity.

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Funeral giant InvoCare almost at peace with delayed Oracle ERP – Strategy – Projects – Software – Cloud- Tempemail – Blog – 10 minute

Australia’s funeral behemoth InvoCare has finally neared the end of its Oracle enterprise resource platform (ERP) rollout, even as costs once again rise in the drawn out project.
In the company’s full-year results for the 2019 calendar year, Invocare revealed its technology costs had increased 20.1 percent to $11.28 million over the previous year, reflecting the cloud-licensing costs associated with the ERP rollout.
The ‘Compass’ project to replace the hodgepodge of ERPs including Salesforce and Epicor had been completed across “99 percent” of the InvoCare’s funeral locations, as well as to the corporate functions including human resources, payroll and finance.
Despite prompting this year’s bump in tech expenditure (and prior increases of almost 500 percent), Compass is expected to deliver efficiencies and improvements to customer service across InvoCare’s brands which include White Lady Funerals, Simplicity, and Value Cremations.
“It should be noted that as with most new business system implementations of this scale, the project has not been without its challenges,” the company said in its annual financial report.
“Perhaps the biggest challenge has been to manage the impact that the implementation has had on our staff and suppliers who have had to learn new work practices and procedures. Whilst difficult to assess the cost of these factors it should be recognised that the implementation had a negative impact on the business in 2019.”
One of the positives mentioned in the report is the new ERP comes with customer relationship management capabilities that will help “avoid repetitious paperwork for the [funeral] arranger and ensure that we are able to quickly and efficiently amend the arrangement,” allowing them to spend less time on paperwork and more time with client families.
And there sure are a lot of client families.
Listed as the top pillar of growth for the business, deaths rose by 2.9 percent in InvoCare’s ledgers compared to a 3.3 percent drop in 2018 that was attributed to a milder winter and pesky effective flu vaccine.
InvoCare record strong performance from the 106 renovated ‘locations’ (funeral homes, crematoria, memorial parks and gardens) from its Protect & Grow strategy, in which the Compass ERP rollout was included.
Overall business performance more than made up for the growth in technology costs, with the net profit after tax up 54.6 percent to $63.8 million based on sales revenues of $494.1 million.
At the end of trading on Wednesday InvoCare’s share price had risen to 13.6 percent to $14.48.

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