Best practices

“Our old software” syndrome

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A few days back, while prototyping a new solution for a customer, one of the key users said: “But in our old software it didn’t work like that.” I was about to try to explain why the change, but then the user’s boss said:

– We aren’t implementing a new solution so that everything can stay the way it was.

How often does it happen to you that your customers say to you a similar thing: “But in our old system…”? What do you say to them? How do you approach change when your consultant proposes a new way of doing things, or a new approach to a common problem?

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Standard enemy

  • Reading time:4 mins read

The biggest jeopardies often lurk where we least expect them. When implementing an ERP system such as Microsoft Dynamics NAV, what should be one of our best allies, turns out to be our mortal enemy. It has a simple name: The Standard. Standard processes, standard functionality, standard documents, standard system. All these gizmos can turn into gremlins in a blink of an unattentive eye.

Standards are tricky. If during due dilligence, or diagnostic or analysis phase, we hear the prospect or customer utter the word “standard”, what do we instinctively do? Well, in a standard system, it’s pretty obvious what the standard is, and when the customer says that they “just have standard processes” it means that these processes are just covered with such a standard system, right? So we instinctively tend to skip the more detailed analysis of these, because after all, they are standard.

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Business case – do I eat it or?

  • Reading time:7 mins read

It’s a well known fact that IT projects fail every so often. Standish Group has been researching the success and failure factors of IT projects for a decade and a half, and they publish their results in their CHAOS report every two years or so. According to their 2006 report, only about 35% of projects can be categorized as successful, while 65% are declared unsuccessful. In this report, word unsuccessful can mean anything from exceeding time and/or budget (46% of projects) or failing altogether (19% of them). With such a huge proportion of projects going astray, maybe there was something wrong with these projects from the very beginning. Were the time and budget unrealistic? Were the project requirements, or even objectives, unrealistic? Maybe. Or maybe not. How can you tell?

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Not-so-elementary costing: The Change

  • Reading time:5 mins read

They say the only constant is change. I’d say that the only other constant is error. We humans tend to err. Give a repeatable task to a human, and they’ll mess it up every once in a while. Some call it the human factor.

One of the many repeatable tasks in Microsoft Dynamics NAV is setting up items. If you remember my rant about mandatory fields, and how I said they were baaad, there might be an even more baaad kind of fields: the default value fields. Because the system simply inserts a value into these fields without asking for your say, and if anything is easy, it’s only so easy to overlook these. Yep, you have a chance to voice your oppinion on these, but having got to hurry for a cup of coffe with Mary from accounting, admit it, you’re gonna leave that default FIFO costing method for an item every once in a while, even though it should really have been Average. Then you’ll start posting. Then your phone rings and starts screaming at you about a moron who screwed up items again.

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Scrap doesn’t just happen

  • Reading time:6 mins read

In reality, if you need 1,000 of whatever product, the manufacturing process is rarely going to yield exactly 1,000 of it, even if you feed into the first operation the exact quantities of raw materials system calculated as gross requirements. The process may produce 980 or 1,020, but is hardly ever going to be exactly 1,000. If you didn’t take scrap into account, or you took incorrect scrap into account, your actual output from the process might be much more unpredictable, with huge variances. Variances are always a problem, only they don’t have to be that big a problem in all scenarios.

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Why are “mandatory” fields baaad?

  • Reading time:9 mins read

Last time, I gave you a recipe on how to do a bad thing. If you really need to do something bad, I figure it’s better to do it the way that would hurt the least, or the way that isn’t so bad after all. I wouldn’t have dreamt of a comment on that blog post, but Ian came, and gave the perfect example which really explains why things like that *ARE* bad. Funny thing is, how many customers really go for such a requirement, and even funnier, how many consultancies give in. I gave in once, most of you probably did. But, why are mandatory fields so bad after all?

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Code of coding 4: Die, hard(coding) 2

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In Croatia, most of roads resemble battlefields. They are so full of holes and patches from all kinds of repairs over time, that they have to re-pave them every five years or so. It is an awful waste of taxpayer’s money, and makes you wish for the world of Jennifer Government to come be. Anyway, as soon as they re-pave the roads, not a week usually passes before they come again, with jackhammers and heavy machinery of all sorts, and start drilling away, blocking the road in process and causing mass-frustration, just because some wacko has suddenly remembered that it would be nice idea to pass the optic cable underneath, or some valve started leaking.

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Version management

  • Reading time:9 mins read

When I posted my last relevant post on this blog, I’ve got a comment from infonote (a visitor) how bad it was that Microsoft Dynamics NAV can’t use a versioning system. Well, as the matter of fact, it can.

One of the nice things in NAV is that at any given moment, the development environment is just a Shift+F12 away. When you are a single developer on your team or on a project, this keypress is your best friend. But if there are other people on your team pressing it with an agenda, then this keypress might as well be a combination made in hell.

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Code of coding 2: Documenting changes

  • Reading time:9 mins read

Few days ago, when I wrote about coding, I didn’t have a slightest idea that at the same time, at the completely opposite part of the globe, Dave was blogging almost about the same thing. It is interesting to know that I am not the only one out there actually worying about code, and how it looks like.

The most common thing I used to hear when I asked bad coders about their code was: “It works, why shoud I care.”

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Code of coding

  • Reading time:5 mins read

Code is boring. It is geeky. And it’s ugly, too. In C/AL it is especially ugly. While contemporary development tools come with all sort of gizmos which make coding easier, such as color-coding, auto-completion, refactoring, etc., C/AL editor seems like having awaken from a thousand-year sleep. Take a look at the color coding: there is none. Or there is, but palette is limited to that of Charlie Chaplin’s. There is some functionality which looks like auto-completion but it is not, and the text editing capabilities make you dream about Notepad at night. But you can look at it from a different angle. C/AL editor is the way it is for a reason: to keep programmers away. It’s the defence mechanism developed over twenty or so years of evolution of the system, to protect the system from rookie knowitall programmers ripping away that stupid Gen. Jnl.-Post Line codeunit and rewrite it the way it should be. With this, we come to Rule No. 1: Know what you are doing.

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