Overview One of the most common points of confusion in the CDM is the relationship between Person and Employee. At first glance, they appear similar. In practice, they serve different purposes, operate at different levels of detail, and must not be joined using the same keys. Getting this wrong leads to: This article explains the … Read more
Overview As part of the continuing development of get.myview, we can now expose historical records from current CDM views through a controlled parameter-driven approach. This enhancement allows users and report developers to move beyond the current-state snapshot and review how values have changed over time, using the same trusted view structures already in use today. … Read more
🟥 Tier 1 — Foundation / Programme‑Critical If these are unclear or unstable, everything else becomes noisy. These views establish identity, structure, and comparability.They must come first. 1️⃣ Project (Core Project / Delivery Context) Why it’s #1 Minimum viable preparedness If Project is wrong or ambiguous, nothing downstream can be trusted. 2️⃣ Order / Contract … Read more
Purpose This statement defines what “prepared” means for the IFS Cloud datamart during the ERP transition period. Its intent is to: This is a deliberately scoped definition. It describes minimum viable preparedness, not full production readiness. What the IFS Cloud Datamart Is For At this stage of the programme, the IFS Cloud datamart exists to … Read more
Effective change management depends on clear ownership, timely decisions, and coordinated delivery. Delays are often caused less by technical complexity and more by uncertainty over who is responsible for action. This page defines the typical roles involved in managing changes across data, reporting, and analytics services. The objective is to ensure requests are progressed efficiently, … Read more
The Emergency Change Route provides a controlled mechanism for implementing urgent changes where waiting for the standard delivery cycle would create unacceptable business risk. Emergency changes are exceptions to the normal change process. They should be used sparingly, assessed quickly, and managed with discipline. Urgency alone does not automatically qualify a request as an emergency. … Read more
This area defines how changes to data, reporting, and analytics services are requested, assessed, delivered, and communicated. Effective change management protects trusted outputs while enabling continuous improvement. It ensures low-risk improvements can move efficiently, while higher-risk changes receive the appropriate level of review, validation, and visibility. The objective is simple: deliver change with confidence, clarity, … Read more
This page describes the standard operating rhythm for change delivery across data, reporting, and analytics services. A predictable delivery cadence supports stable operations, clearer expectations, improved planning, and safer releases. Rather than operating through ad-hoc change activity, work is managed through a structured weekly cycle. This approach helps balance delivery speed with service reliability. Purpose … Read more
This register provides advance notice of approved changes that may materially affect users, reports, integrations, or operating processes. A breaking change is any change that may require user action, report amendment, process review, or technical adjustment in order to maintain continuity of service. The purpose of this page is to provide early visibility, clear ownership, … Read more
This page provides the formal record of recently delivered changes across data, reporting, and analytics services. It is the primary reference point for understanding what has been released into service, what assets were affected, and whether any user awareness or follow-up action is required. All users, analysts, and support teams should use this page as … Read more