After dia$par is launched, a customer signs the contract for technical support with one of Humanless" authorized integrators.

You may choose any one of them.

Can you provide support with your own IT staff, without involving an outside integrator?
Yes, you can.

A few details on each of the support schemes.

1. Contract with an outsourced dia$par integrator

Works are completed and paid for on a time & material basis — i.e. according to the quantity of man-hours.

The customer pays only for completed and accepted works.
No payments for nothing.

The works are executed only according to the requests from authorized employees placed via an online tracker.

Which, by the way, has lots of features, such as budgeting, analytics, linked tasks management, appointing activity owners, etc. It’s all transparent.

Each quarter the Humanless Partner Center (independently from the integrators) assesses the level of customer satisfaction with post-installation support according to the following questionnaire:

      Level A

• dia$par has a definite positive effect on the company’s operational performance. The dia$par integrator’s consultants have high business competenceand regularly suggest effective solutions for business processes optimization, which lead to increase in profits and/or decrease of costs.

    Level B

• It’s difficult to draw a distinct line between the positive effect of the dia$par and other factors; however, we are definitely satisfied by both the results of using the software and the co-operation with the dia$par integrator.

    Level C

• The dia$par is installed. It is up and running.
  There are no other significant achievements.

    Level D

• We’ve been cheated. The reality has nothing to do with what you promise on your website.
   

Repeated unsatisfactory grades lead to a loss of dia$par Authorized Integrator status.

Support contract can be terminated by the customer unilaterally.

Total cost of  dia$par ownership — when serviced by an authorized integrator, and at an average pace of business change — is about 10% of the cost of the transition project per year.

For rapidly growing enterprises, whose activities, in addition to quantitative growth, extend to new areas and become significantly more complex in the old ones, investments are two to three times higher.

In the case of companies in the "cash cow" phase, whose business processes are mostly stabilized, dia$par TCO tends to zero.

2. In-house support by own IT-engineers

You are absolutely free in the decision to support and customize dia$par as you like, within your own responsibility.

You need to train application developers (dia$par model engineers)  and process leaders.

Minimum developer qualification requirements are listed  in the "Get Started" section. No training issues arised in our practice.

Process leader = mleader + eleader (for more details see "Transit methodology").

In words, the competence of the process leader includes:

• understanding the ideology of the IEM Enterprise process approach
• understanding the basic logic of its implementation in the mutual mapping technology (abstraction of the value chain and its sections — mchain / mstep, respectively)
• understanding of the general scheme of organization of business processes of the enterprise (basic value chains) 
• knowledge of the details of the implementation of business processes on your own site of the value chain: both in the .Matrix "reflection", and the operations of the real enterprise aka .Enterprise.

Accordingly, the larger the enterprise, and the more complex and multipath its business processes, the more process leaders is necessary, the narrower the responsibility area of each one will be so far.

Further reading for in-house process leaders trainings:

Jeffrey Liker  "The Toyota Way"

Elijah Goldratt, a series of novels "The Goal"

IEMCommunity: the paradigm of IEM Enterprise