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Gerry

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Gerry last won the day on July 3

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About Gerry

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    Senior Member
  • Birthday 03/19/1966

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    UK

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    http://www.hornbill.com/
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  1. Gerry

    error when logging/updating/cancelling

    @davidrb84 You are most welcome. I take an interest in every single issue that is escalated because in truth we actually have very few of them. The effort in design and implementation of our platform really paid off in that regard. I and the team will always go above and beyond when there is a serious problem. We are not perfect and we can get things wrong ourselves from time to time, but it is our obligation to provide an outstanding service so when things don't go well it matters a lot to us. I am extremely grateful to you and our other customers who always give us the space to resolve issues when they arise, that is worth its weight in gold and I cannot tell you how much we appreciate that when we are under pressure this end. That sense of mutual partnership and trust makes all the difference. Thanks, Gerry
  2. Gerry

    error when logging/updating/cancelling

    @davidrb84 We ended up rebuilding your index which solved the immediate problem. We do have a software problem that we can sporadically re-create, this can cause our index writer process to fail which seemingly *can* corrupt the index when the system is under heavy load. By doing a full rebuild of the index we solved your immediate problem. We are looking at ways of fixing the other issues which generally do not show up in production, so that's probably a longer-term prospect. For now, I would suggest you should consider the problem is resolved unless it reoccurs in the next couple of days. My apologies for the disruption this problem caused you, if its any consolation to know, we have not seen this problem before so it is as new to us as it was to you. I would not expect this to be a problem in the future, and on the odd chance it does re-occur on your instance (or any other instance for that matter) its now a documented known issue and we would be able to respond with a resolution much faster than we were able to this time. Hope that's ok. Gerry
  3. Gerry

    error when logging/updating/cancelling

    @davidrb84 I just wanted to give you an update. Firstly I wanted to assure you that we have now escalated this as our number one development priority, we have a cross-functional team looking at the problem from a number of angles and we are of course committed to getting to the bottom of it as quickly as possible. Its a technically complicated issue that almost certainly exists within a third-party component, and while we have the source code, getting to grips with the design intent is one of the problems we face. We have a number of threads of activity ongoing. First we are looking to identify and isolate the specific problem to alleviate the short-term problem, second, we are looking to identify a code fix, possibly in the third party component, and lastly, I am looking at alternative strategies/approaches to our architecture to achieve the same or improved implementation. In all cases I just wanted you to know that this is as important to us as it is to you and we will not stop until we have a resolution. Thank you for your ongoing feedback and your patience. Gerry
  4. Gerry

    Virtual Showroom for Hardware Purchase

    Hello @Giuseppe Iannacone At the moment there is no way of implementing this. We have a product catalog capability in our roadmap, its some month away but it will be there, probably during the first half of 2019. Gerry
  5. @Dan Munns I would not underestimate the importance of leadership here. The thing most people don't understand about leadership is you do not have to be an appointed leader to lead, most people have a lot more power to effect change than they realize, but most people do not naturally stand up and put yourself out there. I am delighted to see what you have been doing, you demonstrate exactly what is possible, people really just need to be shown the way, and that means helping them to be better, to do better. You appear to do that quite naturally which must give you a hell of a lot of job satisfaction. Beats resetting printer queues and freeing up space in peoples mailboxes all day don't you think Would you say that by helping those other departments/teams improve the way you work has helped your success personally? Do you feel like you have done more for your organization as a result of being able to help them? and do you think your organization has recognized you for the work you have done? I sincerely hope then answer to at least some of those questions is yes, you have clearly done some good stuff there and you deserve to be recognized for it. Gerry
  6. @Dan Munns Thanks for the feedback I can see from the work you are doing over there you get this 100%, I just want more IT people to see the opportunity before them. Gerry
  7. Gerry

    Email single sending to connections

    @Cizzling We are discussing internally to see what options we have to improve this, we will post back here once we have a way forward. Gerry
  8. @Keith I know I have had similar conversations myself internally and it is not always easy, but it might be worth talking to your purchasing/accounts department. SaaS is obviously very common now and the old PO way of working does not really fit with SaaS billing. If you think about it, your account people have no idea what the cost is for your telephone services, I presume your organization does not raise a PO for the BT bill. You might want to talk to purchasing about that and see if there is anything they can facilitate to make it easier for you. Perhaps they could work on an annual budget like I imagine they do for telephone and other variable PAYG services. Just a thought... An alternative might be to come up with a number of collaboration users you think you need and just subscribe to create a pool, you could then allocate/deallocate them as needed. That way you have a known fixed cost for which you can raise a PO internally. Gerry
  9. Gerry

    New email features - feedback

    @Lyonel Thank you for taking the time to post the feedback, we love to hear that, there is nothing better for a development team to hear first hand that their work is being used and is appreciated. Thanks Gerry
  10. Be the change you so desperately seek! I love the idea of this quote, attributed to the wise man Mahatma Gandhi this simple quote is profound because it strikes right at the heart of human behavior.   In every part of our lives, there is change, and most of it is outside of our control; change happens, and we must adapt.  So why is it so many people shy away from change, what is it about change that people don't like?   The most common idea I have heard is that people fear change, they fear the unknown and are happier doing what they are currently doing, just like that saying I have heard so many times "if it ain't broke, don't fix it", and that seems like a rational philosophy on the face of it.   The problem is though; change is essential because change is the mechanism of evolution, the only way you can make something better is to change it; otherwise it will always remain the same, and innovation is born out of the idea that nothing is perfect, it can always be better.  In the world of IT, the world is changing fast, and we do not have time to procrastinate.  Organisations need to not only keep up, but they need to step up and embrace the changes before them.  Digital transformation is a real thing and its happening now, and the most significant barrier to moving forward is the fear of change.  Technology and consumer engagement is driving these changes. This environment is not a problem for IT as its often seen, it is making IT in business is a more powerful force now than it has been for the last decade or more.   Digital Transformation is what the market has labeled it, and it is probably the best opportunity for "IT" since the idea of "IT" was conceived.  Digital Transformation sounds big, but there is nothing fancy or clever here, figure out ways of applying technology to give your organization cost savings, a meaningful competitive advantage or a stronger future vision to help attract new customers, if you can achieve all three then expect a place at the strategic table. Don't let your executive outsource IT to the cloud because cloud companies are more innovative or offer more hope for the future, stand up and lead your organization into their next IT revolution. Your executives want to be innovators, future seekers, and visionaries, so if you're working in IT, grow some leadership b***s show them how.  The bottom line is this.  Don't just complain about something not working or moan that something should change, make the change happen, do whatever you can in your power to entice, encourage, coerce or act to drive change, make change happen.  If you genuinely feel something needs to change and you cannot effect change, try really hard, and if you fail that's fine, walk away defeated, but knowing you have done everything in your power to do the right thing by your organization, and go and find somewhere else where you can actually make a difference. The harsh reality is, not every organization will survive the speed of change.  Everyone can effect change, don't give up, be the change you so desperately seek!
  11. @carlt That sounds very much like the browser or fed settings. even if the browser authenticates with the Fed Server it should still redirect, otherwise its not following the SAML protocol so there must be a setting or something, I am sure your network team will be able to solve the issue. Gerry
  12. Hello Carl, Is it always the same users? is it always the same iDP? are there users on the same iDP that are not affected? Once you select the SSO profile, the Hornbill server will re-direct the browser to the related Fed server. The return redirect URL (that is the URL that the browser must go to after authentication is done on the Fed server) is returned to the browser by the Fed server, the browser then redirects to that URL which should be the Hornbill app, in that part of the SSO process, Hornbill is out of the loop, its just the Fed Server and the Browser so either the URL that the Fed server is returning is invalid, or the web page/return HTTP headers served by the Fed server are wrong - or finally, the browser is being told to re-direct but for some reason (likely local settings) the browser is not doing the redirect correctly. Here is the wikipedia diagram that shows the SSO flow under SAML 2.0 It is almost certainly related to the federation server or specific settings on the browsers in question. Can you get one of the same users to try a different browser like Chrome or Firefox to see if you see the same thing? If you do, then its probably the fed server, if not then its probably the local browser settings. Gerry
  13. @Keith @nasimg @Lyonel Following up on a discussion that was started at INSIGHTS 18 with regards to subscriptions to Collaboration, I said this was something I would take away and look at and I am aware that you guys have been pro-actively asking about where we are with this. To recap, my recollection of the discussion was in relation to Collaboration users and making it easier to subscribe to collaboration, and there are a number of things I recall were part of that discussion. * Ease of adding/removing subscriptions - As much as we want to add a self-service here there is still some work to do, in the meantime I believe its as simple as we can make it currently, you can simply ask, we can give you a quote for the difference and once you e-sign its applied pretty much within a few minutes most of the time. * Cost of subscriptions - I think I mentioned this before, in relation to collaboration/process users, the volume discount curve on these users is very aggressive as volume goes up, although they start at around £7.5/user/month, with volume in the 100's these fall to around £2/user/month reflecting the idea that those that wish to expand the use of Hornbill beyond the application (Service Manager, Customer Manager etc...) power users, the cost of enrolment for collaboration/process/ authorizer/email/task users becomes very economical. * Difficulty of knowing how many subscriptions are required and budgeting/raising PO's for the same. - I looked that the possibility of having some kind of variable billing here, I believe one suggestion was to have a "bill for whats used at the end of each month" type approach. There are a number of things that make this type of thing difficult for us to implement, firstly our billing systems are largely automated, charges and volume discounts are applied across all users for any given billing level, so trying to do the math here would be erroneous and difficult to explain to people, so I have no practical way of implementing such a scheme at this time. Secondly, and probably more importantly, in the vast majority of cases our customer base cannot handle the notion of variable billing, many organizations need to know exact costs up front, and then need to raise a PO that will exactly match the invoices we send out, when there is a mismatch we are often burdened with the task of trying to navigate each individual customers purchase ledger processes. Based on the difficulties we currently have in dealing with invoices that match customers PO's I cannot imagine how it would be even possible to transact on this basis, I would suggest, while not all, a significant number of our customers own procurement and accounts payable processes could not tolerate variable billing. Finally, our contracts/terms of service also do not cover this type of arrangement so there would be some work to do there too - the whole thing would be quite a task. The truth is I am not sure where to take this next so I wanted to open the discussion as I am obviously keen to make it as easy and frictionless as possible for our customers to transact with us - I an looking for ways to improve and meet these types of requirements. Please let me have your thoughts?
  14. Gerry

    CI linking to external site

    @HHH We are going to create the integration in our iBridge for you which will give you OOTB one-way integration with Aha! right within the BPM, you can then raise a service request and have it fire off the request to Aha! This will be a premium integration so you will require the iBridge premium subscription (which you already have on your instance) in order to make use of it. We have also contacted Aha and they are not willing to build an Aha! -> Hornbill integration at this time, if you would like to ask your users they could upvote our request and maybe it would make a difference. https://big.ideas.aha.io/ideas/APP-I-6709 One of our awesome engineers' will follow-up with you to find out what integration between Hornbill and Aha! you require. Gerry
  15. Why do people struggle to follow processes? Many a great manager has asked themselves the time-honored question; How do you make people follow procedures and not miss things?  Having more or less documented the processes, and having put them into your knowledge base tool, and having created internal training courses to make sure everyone is aware of the procedures and so on.  Despite all this effort, still the most basic things get missed. There is no glaring flaw in the process, and it seems random, sometimes its done, sometimes not, and when you ask why (assuming you or someone else has the time to monitor the process) there is always an excuse, everything from "I did not know" to "Oh, I forgot!" The answer to this is quite simple, you are dealing with people, and people are fundamentally variable in their behaviors, they are not robots, and even the best people will make mistakes from time to time.   Processes are typically designed based on logic and flow, and most often without considering the human factor,  because how do you account for the fact that a particular step in your process might get missed because of an unexpected event in a co-workers life - and that is where even the best most elegantly written procedures can fail.  I wanted to share my thoughts on the things you should be considering to make your processes work better.  You cannot rely on documenting your process Most people do not read documents, that's a fact. If you give someone a documented procedure,  they will read it once and file it away.  What you can be sure of though, is no one will have the process document in hand while they follow the process day-to-day.  Now that is not to say you should not document your processes, you absolutely should, and you should accept that the development of your process document serves two primary purposes. Firstly, it is your design document, its the physical manifestation of your thoughts and your process design, its the basis upon which you get organizational buy-in, its the thing that you "sign-off" before your process goes into operation.   Secondly, it is the "reference" to your process and its intent, its the thing you fall back to when the procedure is not working, and you need to change your process. Improving a process means, changing the document, and re-training people - in that order. Simplify your procedure portfolio We have all seen the case where over time an organization builds a mountain of processes and procedures, where each process makes sense in isolation, has already been approved and has a rational reason for existing.   You must work to reduce and simplify the things people are expected to follow.  If you have an extensive process portfolio, people will struggle with the library of process documents, let alone the procedures themselves. The truth is, processes work in an industrial setting, say manufacturing where you are re-creating the same widget over and over again, but in the case where you are dealing with knowledge workers, then process that aim to make your workers into robots are significantly less effective.  Allow Yourself to be Agile I have heard many times people refer to being agile as a lazy way of managing, or as a way to avoid having to follow a process.  The essence of being Agile is allowing your workers to think for themselves, to break away from what can be restrictive shackles of command and control and to "trust" your people will do the right thing.  It is a cultural thing because it requires your people to exhibit fundamentally different behaviors, and they need to be allowed to behave in that way.  But if you are pragmatic, being Agile can absolutely (and should) co-exist in a process controlled environment. The smart organization will know how to blend the two, in essence, be Agile where its possible, but rely on a smaller and more simplified process portfolio where its necessary to meet organizational efficiencies, regulatory or compliance needs.    Automate The go-to solution for continuous process failure is automation, but even today people, in particular, the people who are tasked with the design and deployment of processes misunderstand how Automation fits in.  In the world of IT, there are so many tools that are touted to automate everything, like software deployment or patches or creating user accounts or whatever, so it is easy to assume that automation is all about these types of things.  Now while automation can easily be applied here, it is worth taking a moment to think about the three words "Business Process Automation" and what they mean.  A great way to start to think about this is to think of your processes as concerning automating "human activity only," in other words, take the robot players like the IT automation tools out of the equation and work only with human activity.   Then you introduce a new idea into your thinking "Human Task Orchestration," and this is the most powerful weapon at your disposal when it comes to ensuring your processes are correctly followed.  A useful business process tool (like Hornbills obviously) will differentiate between human task orchestration and systems automation.  A well-designed process and the right business tool will make it possible for people (actors) to participate in a given process - without the need to understand the bigger process picture, they just need to do the tasks assigned to them, and the process will take care of orchestrating who has to do what, and when.  In summary, people are always going to make mistakes, the thing to do is to recognize and accept that, and design your processes to be tolerant of that fact. Automate the mundane work; when you have that tedious job that has to get done to keep the lights on, remove the thinking required and give people a list (of insular tasks) to work through, most people work a lot better with a simple list of jobs before them.  Life will be a lot better for everyone if you get your process strategy right. 
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