Monthly Archives: December 2014

Fitrix ERP developer toolkit an effective method of software development

A software development company or firm nowadays has to use the latest trends in software tools and methodologies in order to stay ahead of the competition. Developing software continues to be a very important aspect in different fields and has created a great niche in the software industry.  One of the tools that are used at present is the Fitrix ERP Developer’s Toolkit. It is an advanced RAD or Rapid Application Development app workbench. It enables developers to design an app and get a computer to generate code in order to create it.
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The process minimizes costs, lessens the time of development and ensures superior design consistency. The toolkit ascertains that all programs are created in a standardized manner. Moreover, it also automates a lot of the programming process and considerably reduces the costs and time related with improving and maintaining software in time. The toolkit begins with a library of reusable parts. A developer could define app changes to the standard Fitrix product and the toolkit will generate the tailored app. Its powerful 4GL environment could make any business-logic additions. The whole suite of the software apps is designed to enable complete customization of software that ensures forward compatibility with future releases.

What makes the developer’s toolkit different is that the new code additions could also be part of the app library. Meaning that in later code versions, additions could be reused. Moreover, it also means that one could redefine the app by changing specification parts. The system plugs in a logic where it belongs in a new code version. This enables one to use the Toolkit for maintain code without losing manual additions. The Toolkit includes form painter, menu generator and report generator. The tools enable a technical person to learn to modify any screens or business processes fast.

The Form Painter enables the development of data-entry forms or screens. It’s an interactive visual front-end that feature a full-screen form editor, point and shoot selection capacities from the database definition and a boxed definition dialog. The Menu Generator allows using menus to develop a feature-rich user interface app easily and control access of program for all groups and users. Moreover, it also creates help text, enables creating audit trail and supports hidden menu options for sensitive areas as well. The Report Generator is a tool that produces a report that takes in image of the report and generates a 4GL code to make the report code for programs required.

Also included in the Fitrix ERP complete is full apps source code. It provides self-sufficiency and peace of mind to have complete control over future business apps. It is thoroughly customizable app architecture means that Fitrix could well be the last back-office system one would purchase. The Fitrix suite is mature and a solid product that is proven over the years by small and medium companies. Furthermore, the apps are industrial-strength solutions engineered to perform daily with less maintenance. Its low cost characteristics make the toolkit the perfect choice for companies.


What are some of the best practices that should be used in the development of software projects?

When companies undertake software implementations, they don’t anticipate failure regardless of the risks associated with such complicated undertakings. Instead, they plan for success governed by budget, deliverables, expectations and go-live deadlines. Still, despite the best efforts, failure rates remain high.

Implementing software fails for various reasons, such as lack of top management commitment, poor definition of requirements, unrealistic expectations, unrealistic schedules and projects, poor project management, poor communication and more. The key to success in the software projects development is to use some best practices.

Some of the best practices in developing software ventures include the following:

S 21. Defining the goal. Goals have several facets, like timescale, functionality and cost. Through all further planning, these goals should be always sin mind. It is vital that the goals meet the requirements of the stakeholders such as the users and customers. The best way to ensure this is to include goal planning.

2. Identifying the real issues. On a leadership level, one has to develop an executive dialog that enables organizational issues that must be identified and analyzed with clarity and without emotion. This should continue through the implementation process. Both parties must be aligned with the common goal of the success of a venture.

3. Setting realistic time frames. Do not rely on the current schedule. Most organizations would set overly optimistic go-live dates in spite of the limitations and realities of the actual project. An organization should monitor scheme progress throughout the implementation and begin discussions about key concept dates early on.

4. Dealing with change. When leading a S 3project, the key to success is flexibility. There are so many changes that could happen during the lifetime of an undertaking. The most typical include change in goals due to a change in stakeholder needs, change in resources, etc. Systems do not come into existence immediately, so expect the content and number of files to change as the system is developed.

5. Aligning the work streams. One has to identify, align and continuously monitor work streams to ascertain smooth progress via the organization. Understanding dependencies between work steams during program plan development is important to ensure proper resource allocations and undertaking time frames. Continue monitoring the interdependence all throughout the task.

6. Managing expectations. Critical to maintaining concept control requires managing the confluence of overly optimistic go-live dates versus outside interdependencies and influences, including realistic expectations and available resources. One should set realistic expectations upfront and keep them current in the minds of the members of the task team.

7. Employing project assurance method. This empowers a company to go beyond traditional project management barriers and provides the answers needed to ensure success of the endeavor. It helps identify and resolve the tactical, strategic and intangible issues and manage the human factors before concerns become overwhelming. Best of all, program assurance offers peace of mind that the endeavor is on the right track.

Developing new code as well as maintenance of existing ones is easier if one adopts the best practices which have evolved over the years. Exactly in what way these practices must be implemented would depend on the nature of the undertaking.

Learn how to develop the right business model and software services strategy for a business

Today, the software industry is about renovation instead of innovation. The business is becoming a service business. As the industry grew, it focused on building proprietary apps that did not work together. Now, service providers must work within the new market constraints, being focused on client requirements and developing products that seamlessly work together.

The usage-model-driven analysis for developing software services strategy and business model could find the optimal market fit for the solutions. The critical inputs to the enterprise replica are customer needs, software usage model, the competition, and skillsets and existing partnerships. It is important to determine who the consumers of the end product will be and how they are going to use it. They could be ‘mobile’ workers accessing the app remotely such as a sales force. In this scenario, a SaaS or Software-as-a-Service route definitely makes sense and would have minimal or no impact at all on the users.

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Users could be in-house ‘power users’ with huge amounts of data, plenty of I/O, and performance sensitive. An SaaS model is unlikely especially if network latency sensitivity is a concern. Another factor that should be considered is how the app will be actually used. It is necessary to determine if consumers are individuals or if they have to work collaboratively, share sessions or data perhaps, etc. It is also important to find out if real-time interactivity is a vital factor or otherwise. All these could help determine the corporation model and services strategy options.

An organization should also consider the technical usage characteristics of the application. Considerations like intensive data I/O, network latency sensitivity or tight integration with other apps make a move to SaaS unlikely. Determine if there are other end users who could use the program, perhaps in a different method if it is offered as a service. There are instances when new users and sales growth grow more obvious when one steps out of the box of what the framework is and does. There should also be some up-front planning on additional value-add business program services that could be offered with the process and data aggregation that occurs as a result of a hosted service prototype. This could ensure a company to maximize the client value and thus price the task.

Customer’s requests and needs should be evaluated. Determining if they ask for a different approach to use the program, historically early adopters, taking risks with new technology or new approaches or late adopters is vital for the kind of strategy to build. Keeping tabs of the competitors is another vital factor. One should be able to keep a close eye on the changes in models that the competitors are making. If they do make changes, it is necessary to determine what works and what does not.

A switch in software services strategy would often mean a change in the set of skills required of the owner and the company and/or the vendor partnerships needed. There is also the issue of capital and financial resources. Would a change in the business replica require investment in software product development, marketing or sales? Are there resources that could support this? Any change therefore should be planned and funded properly; otherwise it makes no sense despite the potential organization opportunity.

Some points to take into consideration when choosing the right vendor for custom software project

When it comes to choosing a custom software development company, the first thing that could come to mind is to Google it. For better optimization of results, it needs adding in one’s location to get fewer results. So, how does one choose the right software development firm for custom freeware project? It all depends on the size of the project that is going to be undertaken.

Projects may be small, medium, large or huge. An organization should bear in mind that not all service providers would be keen in taking tasks of all size. Some may be interested in colossal only, multi-year, multi-enterprise projects whereas some specialize only on specific types of projects such as enterprise systems integration or mobile media apps.

The right software app could efficiently run a business and enable more time to focus on one’s business. Custom package is designed around the organization and does not need to waste time with all the hassles of buying an out-of-the-box solution that falls short of company expectations. Choosing the right vendor is the first step in the critical path of developing customized applications. Below are some points to choose the right software vendor for customization requirements.

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1. Having the right experience. It is not only years of industry experience but an experience within that kind of program that will be developed as well. A service provider should be competent in understanding customer requirements and needs and then offering insight to translate them to a workable solution for the organization.

2. Knowing the vendor’s reputation. Gauging the development firm’s reputation is one of the trickiest tasks. Simply doing a quick search on the web will not provide the information needed to make the right decision. It is necessary to go through the company site, check the clientele and accomplishments and give importance of client reviews and feedbacks. The easiest way would be to ask at least three client references on similar tasks done.

To Select3. A good portfolio of work. All portfolios vary. A vendor’s portfolio would reveal a lot about the firm’s skills in designing, developing and how complex projects they have worked on before. Vendors that one want to work with would have a huge range of sample work spread among a lot of industries and enable one to get an understanding of what one would receive if choosing a certain provider.

4. Consider the cost effectiveness of the vendor. It is another important factor in choosing the best software firm. It is necessary to measure cost effectiveness of the services of the company and as to what they could provide.

Right Vendor for Custom Software Development5. Timeline of the project. Projects could take months or even years to complete. The time span depends greatly on how fast the firm could develop, test and deliver the package. An effective service provider should work with the client the way the latter wants. Software Development methodologies should also be taken into consideration. Most providers have ideal methods in place and define the flexibility that they could offer the clientele.

The top five mistakes that a business organization should avoid when choosing an ERP software

Deploying an ERP or Enterprise Resource Planning system is a costly proposition, not only in terms of licensing fees and maintenance but also in terms of dedicated time and resources. And yet, most often, business organizations are dazzled by the promise of the vendor, that is to deploy the framework and the business would instantly run smoother and boost profits. However, this is not always the case. That is why it is very important for any organization planning to integrate the software to determine the top five mistakes that should be avoided.

The following are the mistakes to be avoided when choosing an Enterprise Resource Planning framework.

1. Not knowing what the company truly needs in the software. For any organization, it is paramount to take the time to understand what it truly needs before plunging ahead. To start with, it should determine whether it requires a fully integrated package or best-of-breed freeware. Often, this would depend on the problems one is trying to solve or the chances one is trying to capture and the structure and size of the firm as well. This kind of package would enable streamlining the processes and achieve enhanced productivity at a lower cost and lesser resources.

2. Not selecting the most qualified ERP vendor. When searching for an ERP package, choosing the right vendor could make a difference between a successful implementation and ending up with a system that falls short on meeting business requirements. One of the most common mistakes in choosing a vendor is choosing one who does not know the client business. Settling for a partner with in-depth understanding of the industry could help achieve a more rapid deployment, more cost-effective and more efficient. Service providers who are not in synchronization with where one’s industry is heading should be avoided.

Choose Right ERP Software

3. Failure to recognize the uniqueness of the business. Every industry is unique and lack of industry specialized capacities within the software is a common cause for failure of ERP implementation. An organization should refrain from selecting a program that limits the firm’s capabilities and growth. It should enhance the enterprise and not hinder it. Moreover, it should have specialized capabilities necessary for addressing all company needs. By opting for a solution that is specialized for one’s industry, one is able to acquire a specific targeted solution to meet unique enterprise requirements.

4. Not giving the software implementation the attention it requires. A common issue during ERP implementation is the lack of a committed project manager on the customer’s end. Majority of successful implementations happen when the client’s project manager dedicates eighty to ninety percent of their time for implementing the project. Lack of support and commitment from the top is another area where organizations fall short. A robust commitment from the top would flow through the firm to make implementing the new package a success.

5. Not investing in the enterprise resource planning software for the long term. A company should be realistic about perceptions of cost and expectations when selecting a solution. While hard dollars spent are vital, the key is choosing the right package and the right vendor who would provide an effective and fast implementation, high ROI and low TCO after implementing the process.

Growing Trend of Cloub Base Enterprise Resource Planning Solutions

Things are getting serious when ERP goes to the Cloud. A few years back, few people could have envisioned that businesses and organizations would be going full-force to the method for ERP or Enterprise Resource Planning applications. It was just not conceivable since the package was for edge-of-the-enterprise, simpler functions, not the paramount, muscular core systems that the program represented.
N 7With cloud ERP, there is a lot of more use cases available, and fundamentally, there is more desire from the end user community to take on cloud ERP as a whole complete solution, or a discreet bits of functionality. Things are changing rapidly. Most organizations are considering making their first steps into cloud-based system, and the vendors are right behind them. Running the framework in it means that for all purposes and intents, the very core of the organization is now cloud-borne.

This is a really big shift. The way a business keeps its books, track and project sale,  hire and keep employees, process customer transactions and produce service and good could be handled in some else’s data center. For small to medium-sized companies, the computing system has moved beyond and is now moving to a slope of enlightenment. For bigger companies, cloud resource planning is on the very pinnacle of the hype cycle. It means that it is moving beyond the slick sales chatter and entering a roll-up-your-sleeves-and-make-things-work stage.

Singing into the service is not as simple as signing up for edge-of-the-enterprise services. Bringing the framework to the business requires selling a concept to management aside from integrating work with current systems. Many components of the framework have been moving steadily towards the computing system. The momentum is truly toward the system as a primary platform.

In terms of core enterprise apps, there is a requirement for integration of data in and out. Security and integration and things like data model and cleanliness will also be a part of the decision criteria. Every industry, company has different kinds of requirements that they would seek in this kind of solution. Vendors have their challenges as well as they have to provide solutions in the computing style.

The pace of deploying in the computing style is affected by the fact that most configurations are based on the three system layers. Systems of records are the core infrastructure of businesses, which do not change often. Systems of innovation and differentiation are more amenable to change and are the more probable candidates for enterprise resource planning implementation.

The move however needs utmost care, particularly on the integration side and when it comes to vendors with numerous products. Often, there is a favored choice of platform for older products and these may not be easily transmitted forward. The new method could completely disrupt the framework market and it will become the most vital factor in developing the method over the next ten years and even more. For the next five years or so, there would be deployment of what is termed as hybrid-ERP, which is a mix of on-premise and cloud.