Authorization concepts take time
Have you ever tried to develop an authorization concept?
Before I go to IMS I worked for a large facility management service provider and had to do exactly that: to develop authorization concepts.
Well wanted is not well done
Of course everyone wants to make their concept good. So look: what roles are there? Which functions are relevant? Which accesses may who have and under what conditions?
The consequence of this care was foreseeable: If you ask many questions, you will get many answers. And who gets many answers, tries to consider all these answers. This resulted in about 30 roles in the specific case - too many, if they are to be administered over a long time.
And fine differentiation carries a risk that should not be underestimated - there are further requirements and thus additional roles: "If the colleagues of" Property A "get an extra sausage for X, we would like to have an extra sausage for Y from" Property C " . "
Now FM is not a sausage factory, and also there one works standardized. This is also the key to a functioning and practicable authorization concept. Standardization, which basically means reduction to relevant basic aspects. These could be represented in our case in only seven roles:
- Managing directors
- area manager
- coordinating staff
- executive employees
A limitation of these roles exists at the most at the object data level. Thus, one person may only view data from "Object A" and another person only from "Object B". And only if the restriction is really necessary.
Reduction is sometimes barren, but ...
I admit, reduction is often barren. It is much nicer to be able to work in detail. It conveys a sense of transparency, precision, control and security. But at the same time it creates an administrative burden that binds too much time and in the end even limits the operational staff in the field too much.
That's why I always advise my clients to plan and take less time. Because there is not the super solution from the beginning. It develops with the increasing practical experience, through the own dynamic in the daily work routine and it is adapted and adjusted by the growing experience accordingly.
And one more thing is very important: constancy. Those who develop concepts should not exchange employees in the middle of the project. And every project manager needs a deputy at his side, since division of labor means faster progress and thus the knowledge of the authorization concept is not exclusive.
If you take that all to heart, you should make headway and yours CAFM system unfolds its productive benefits earlier.
Not despite, but because of the deliberate reduction.
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