Seven Steps to Silicon Serenity

Maybe it is a result of celebrating another birthday recently. Possibly it is the fact that my daughter will soon enter junior high school for the first time. I must blame something for my yearning for the simple past. Remember mailing a single check to Ma Bell each month for everything related to your telephone? In 2002 several companies offer local, local long distance, intra-state and interstate long distance calling plans. And don't even get me started with cell phones. I still haven't joined the ranks of the constantly connected-partially because I enjoy escaping from the telephone and partially due to phone plan overload. I have become completely fossilized by inaction because there is absolutely no way I can make an informed decision without usurping two weeks of vacation to spend every waking moment researching each offer. Whenever I travel, I still kick myself for not effectively using my vacation time this way.

I write these words on my family's 233 mHz Pentium II computer for similar reasons. It serves its current purposes well, but I know that eventually it won't. Especially with a 12-year-old daughter who recently asked for her own latest and greatest laptop. At that age, I occasionally asked my folks for a pack of baseball cards.

When is the best time to start over with computer equipment, trying to balance technology and price? If I knew that answer, I'd be in futures. In the volatile world of business computing, it is even more critical to get as close to the correct answer as possible. That doesn't mean it is easy.

Even though we can't boldly make such crystal ball predictions, ask yourself questions regarding the following steps. Honestly answer each one, and you will well be on your way-without sacrificing your vacation plans.

Step One

Analyze your business needs. This advice that we should all constantly heed is hardly a revelation and advice that we should all constantly heed. What is your most important business category? What is least important? Look for trends. Consider competition, regulatory issues and employees. See how your responses line up with your short and long-term business goals.

Step Two

Learn software strengths and limitations. You can't make a decision to upgrade your current computer system without

You can't make a decision to upgrade your current computer system without considering its primary function: to run your HME business.
considering its primary function: to run your HME business. Even the most basic HME software package most likely won't operate very well on your dusty Commodore 64.

How well does your current HME software match your responses to step one? If you can give it five stars, contact your current software vendor for hardware recommendations. Minimum requirements listed on a software vendor's Web site are just that-the least you can get away with to run their system. You need to find out what equipment will give you optimum performance.

We aren't simply talking about computing speed and hard drive space. You need to be as specific as possible about every aspect of your system. What options do you have regarding operating systems? Which modem works best to send electronic claims? The tangled web of printing is a discussion in itself. For example, can you print laser CMNs? Front and back in the same print job using a duplex unit? What printer is recommended for bar code labels? How about retail sales receipts? If your vendor recommends a particular brand of printer rather than the one you can buy down the street for $100 less, believe the recommendation. Honestly, no one will know better than the software developers. Chances are that they know how various configurations work or don't work through extensive testing and through other customers who may have tried something on their own. By asking for recommendations, you can benefit from either a great discovery or from not making the same mistake. Don't take these recommendations lightly. Your business will run more efficiently if you make the tried-and-true, proven hardware decisions from the start.

If you do decide to become a modern-day Magellan and leap into the uncharted technological realm, be certain that your local hardware vendor and your software provider are both willing to allocate plenty of time to assisting you along the way. Ask yourself, "When something goes awry, am I willing to hold up my business until the issue can be addressed?" At that point, your hardware and software vendors must communicate with you and with each other, possibly even involving a manufacturer or two. Hopefully, this dialogue will identify and solve the problem without interrupting your workflow for any length of time.

While you have your software vendor's ear regarding each of our step two questions, ask about future development of the software package to meet regulatory deadlines and technological advances. A current five-star software package won't help you if your business won't be regulatory compliant a year from now. And since you're designing, investing in and depreciating a new computer system around the software that runs your business, you need to know now if you will be trying to retrofit horseshoes hardware to a new Mercedes HME software package in the short-term future.

Again, ask specific questions. Start with HIPAA, e-CMNs or whatever issues that may be important to your business both now and down the road.

If you are not satisfied with the responses you receive (or if your software needs have been redefined by step one), find another software vendor now. Take the time to research each of your choices by beginning again with step two. Armed with your knowledge of step one and the responses you receive in step two, you should be able to narrow the field fairly easily. The possible employee grumbling over change now will result in a much stronger, much more viable business following the initial learning curve.

Step Three

If you like new toys, this is the fun part: Selecting new hardware. Armed with the information you have gathered from thoroughly conducting both steps one and two, you are almost ready to go shopping with your hardware vendor.

Now it's time to determine your system configuration and office design, but don't simply think about the present. Plan for future business growth. Plan for technological advances. Work closely with your hardware vendor to allow your new system to grow effectively. Will a network best suit your needs? A single workstation? How will office design affect workflow, both now and in the future? Keep in mind the efficient location of certain equipment. For example, who needs to be closest to which printer(s)? It is imperative that your hardware vendor becomes familiar with the recommendations as outlined by your software vendor. You may even get the two entities to communicate regarding certain details.

These configuration and design aspects are much more involved than presented here and they can frequently change. You need to discuss operating systems, speed, storage space, backup procedures, modems, printers, possibly linking bar coding technology, point-of-sale and document imaging. That is why you need to work with knowledgeable people who know what is currently available and how that equipment can best serve your business.

Step Four

Write checks. Ouch. But at least you know (based on the above steps) that it is the right decision at the right time for your business to succeed.

Step Five

Open the boxes of new equipment. Unfortunately, the most fun part of the process is better left to the experts. Your hardware vendor should handle all setup functions from de-bagging and wiring, to installing software and sharing appropriate network drives at each workstation.

Step Six

If training is necessary for any employee to use the new system, get it. There is no reason to invest many hours and dollars in an appropriate system if no one knows how to best use it. Invest a few hours (if you feel that everyone can be brought up to speed in-house) or a few dollars in some type of education.

Appropriately trained employees will feel more at ease with the new equipment and use it correctly, increasing your business efficiency, which is the overall point to all of this. Empowered employees who now possess more knowledge also feel more control over their careers and will view the changes more positively.

Step Seven

Reap the benefits. Let's analyze the results. You now have new computer equipment which should be upgradeable as business growth and technology warrants. You now have better educated, more efficient employees who understand that you've invested in their futures as well. Overall, you have a more effective working environment, which will ultimately affect your customers more positively. You also have learned how to take the pulse of your business every so often to keep all aspects of your business on track.

When should you begin this process to overhaul or replace your current system (or parts thereof)? Only you can answer that, based on the factors listed previously.

The good news is, you can make it a point to constantly recognize fluctuations in steps one and two so you can make educated decisions when you realize that the time to act is imminent. Reevaluate your long-term business projections at least annually. When you are confident that you have a handle on the direction of your business and its computer equipment, please contact me about the best cell phone and calling plan for me. I hope you have about two weeks to talk.

This article originally appeared in the July 2002 issue of HME Business.

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