Authorization concepts take time

Authorization concepts take time

Have you ever tried to develop an authorization concept?

Before I go to IMS I've been working for a big Facility Management service provider and had to do exactly that: develop authorisation concepts.

Well wanted is not well done

Of course, everyone wants to do their concept well. So they look: What roles are there? Which functions are relevant? Which accesses may who have under which conditions?

The consequence of this diligence was foreseeable: If you ask a lot of questions, you get a lot of answers. And those who get many answers try to take all these answers into account. In the concrete case, this led to about 30 roles - too many if they are to be administered over a long period of time.

And fine differentiation harbours a risk, which is not to be underestimated - there are more demands coming and therefore more roles: "If the colleagues from "Property A" get an extra sausage for X, we from "Property C" would like to have an extra sausage for Y".

Sausage factory?

Now is FM not a sausage factory, and they also work in a standardised way. This is also the key to a functioning and at the same time practicable authorisation concept. Standardisation, which essentially means: reduction to relevant basic aspects. In our case, these could be mapped in only seven roles:

  •   administration
  •   Management
  •   area manager
  •   Objektleiter
  •   coordinating staff
  •   implementing coworkers
  •   Customer

A restriction of these roles exists at most on the object data level. Thus, a person may only dates of "object A" and another person only those of "object B". And only if the restriction is really necessary.

Reduction is sometimes meagre, but...

I admit, reduction often seems meagre. It is much nicer to be able to work in detail. It gives a feeling of transparency, precision, control and security. But at the same time it creates an administrative burden that ties up too much time and ends up restricting even the operational staff in the field too much.

That is why I always advise my clients to plan in a reduced way and to take their time. Because there is no such thing as a super solution right from the start. It develops with increasing practical experience, through the momentum in everyday work and it is adapted and fitted accordingly through growing experience.

...pays off!

And something else is very important: consistency. Those who develop concepts should not leave the staff in the middle of the Project exchange information. And every project manager needs a deputy at his or her side, as division of labour means faster progress and thus knowledge of the authorisation concept is not exclusive.

If you take all this to heart, you should make swift progress and your CAFM system unfolds its productive benefits earlier.

Not despite, but because of the considered reduction.

Best regards

Authorisation concepts need time signature DB RIB IMS

IMS Team Dominique Bellwon
Contributed by: Dominique Bellwon

Dominique is a studied Master for Facility Management and has previously completed her FM bachelor's degree in dual studies. She also has a heart for practice: she also uses customer visits to get to know the places where work is done with IMSWARE. Her passion for travelling complements her job well. This also applies to another of Dominique's hobbies: running. Because even half marathons and open competitions definitely have parallels to sales and consulting.

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