Decision Analytics > LawsonGuru > LawsonGuru Letter > 2004

March 2004

The LawsonGuru Letter is a free periodic newsletter providing provocative commentary on issues important to the Lawson Software community.

The LawsonGuru Letter is published by-and is solely the opinion of-John Henley of Decision Analytics. Visit Decision Analytics at http://www.danalytics.com. For subscription information, see the bottom of this message.

The LawsonGuru Letter is not affiliated with Lawson Software.

In this issue:
1. Guest Spot: Lawson Bar Coding
2. Lawson Goes Offshore
3. Worthwhile Reading
4. Reader Feedback
5. Survey: How strategic are your Process Flows?
6. Lawson Tips & Tricks

I've been joking recently that it's about time for my mid-life crisis. Heaven knows, I'll get tired of this some day, and I'll have to think about a life after Lawson. Well, this month I got to spend some time in an entirely new venture. Something I'd never done before-jury duty!! I'm willing to share it with you if enough of you are interested in hearing about it.

As a result, I've been a bit rushed this month, and I'm indebted once again to Bill Ianni, who came to my aid by taking another turn in the Guest Spot. Bill also helped guide my thoughts on Lawson's offshoring. If you're looking for an excellent business consultant to help you get the most out of Lawson, Bill's the one.
As always, if you want to take your turn in the Guest Spot--send me an email at letter-editor@lawsonguru.com.

1. Guest Spot: Lawson Bar Coding
(by Bill Ianni, Independent Lawson Consultant; contact Bill at )
Many clients ask if Lawson can accommodate bar code scanning. Hopefully this article takes the mystery out of the process.
Bar code translation is actually a function of the scanning device rather than the business application (i.e. Lawson). A bar code scanner simply replaces keyboarding as a means of data entry, which means your don't require any special software to convert bar coded data into your system. The scanner does this automatically. By the time the data reaches the computer, it has already been translated into a language the computer understands. Thus, while bar code functionality is not delivered with Lawson applications, the technology is certainly easy to implement.
What is a Bar Code?
Everyone knows what a bar code is and how it works, but not many understand that a bar code is really nothing more than a type of font. Have you ever played around with the wingdings font in MS Word? If I type "LAWSON" in the wingdings font, it appears as:

Note: the frowning face and skull-and-crossbones are purely coincidental!

Similarly, a bar code font translates good old-fashioned numbers into universally understood output. For example, the number 1212121212 appears as:

You can purchase a bar code font for under $100. There are many different types of bar code fonts, so don't be alarmed. The purpose for all the variations is to generate bar codes with thicker lines, heavier inks, or other bells and whistles. Today's handheld devices can read most any of them. This leads us to the more important subject of handheld scanners and devices.

What are Handheld devices?
Handhelds are wireless devices (ex. Palm Pilot, Symbol Technologies) that are used to interpret bar codes and then format and store small data files that are later uploaded to Lawson through a standard (delivered) interface. Some devices have sophisticated operating systems, but the key is selecting a device with adequate memory and an easy to use graphical interface. Remember, the device's memory must be large enough to host an operating system plus have the capacity to store plenty of data files.

Why use Handheld devices?
Handhelds allow mobile personnel to instantly access comprehensive customer information at the point of interaction with constituents. Use handheld devices to make processes more efficient by eliminating data entry in dual systems. Imagine toting a PC up and down the aisles of a warehouse or in and out of service areas to capture transactions...with handheld devices you have the convenience to do just that. The most immediate impact the devices provide are productivity improvement and error reduction. In addition, the cost for the handheld devices is usually offset by a reduction in user licensing (and training) costs for the host system(s) because all of this information is interfaced through a standard delivered Lawson program (called an API).

Typical Applications:

Receiving
Inventory Issues
Cart/Par Management
Physical Inventory
Patient Charging
Asset Inventory
Order Entry

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- QUOTE OF THE ISSUE -
"In recognizing the humanity of our fellow beings, we pay ourselves the highest tribute."
- Thurgood Marshall
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2. Lawson Goes Offshore
Several months ago (see http://www.danalytics.com/guru/letter/archive/2003-10.htm) , I wrote about Lawson's offshore development plans. This month let's take a closer look.

As you've probably heard, Lawson has signed an agreement with Xansa to open an offshore development center in India (see http://www.xansa.com/pressreleases/131419?version=4&parent=99616&link=99616).
Peoplesoft's doing it too (see http://msn-cnet.com.com/2100-1022_3-5160332.html), and it?s clearly something Lawson feels they must do in order to remain competitive in the ERP software business.
So, what does this mean for Lawson, and more importantly, for you--its customers?

First, just because Lawson is moving some development offshore doesn't mean that Lawson is anti-American. What's ignored in all the public jawboning about offshore development is that we continue to move manufacturing jobs overseas. How can we as Americans buy foreign cars (even though it may be "assembled" in the US, a Toyota is still a foreign car!) and then complain about the offshoring of our back office or IT jobs? The primary motivation is that companies want to achieve better value and greater profits by outsourcing the work they don't want to do and/or can get done cheaper elsewhere.
Sure, we're seeing an increasing backlash against offshore outsourcing, particularly for the more consumer-oriented companies. But it's the product of politics, media sensationalism and pro-Americanism at a time when America is particularly sensitive to all three of these inputs. However, while that attitude may be held by American consumers, it isn't necessarily reflected by corporate actions, which are driven by a clearer motive-growth and therefore greater profit!
Companies that leverage cheaper offshore labor to expand operations create more profit, and that creates jobs right here at home. And, there's the much-bandied statistic that for every $1.00 spent on offshoring, $1.12 is pumped back into OUR economy. Those that fail to act may well fall victim to those that do.
Development offshore doesn't mean that Lawson plans to move their support offshore. We've all heard the stories about Dell shutting down their India-based support after repeated customer complaints. I can certainly cite other examples of poor support I have received from offshore support facilities. But that doesn't mean you shouldn't offshore NON customer-facing activities. And Lawson has not said anything about outsourcing their support, nor would I expect that.
If Lawson is simply using offshore development as a way to lower their maintenance costs, that's not enough. What they should be (and by all appearances seem to be) trying to do is to use it as a way to expand their development resources and catapult themselves to the next level. Lawson is desperately trying to evolve from being an ERP software vendor to being the driving-force behind your enterprise applications infrastructure. That was the premise for their IPO, as evidenced by their subsequent acquisitions. Perhaps, by outsourcing some if its development and focusing on future products, Lawson can finally make that leap.
Companies staff their development positions based on the goals they want to accomplish. Thus, staffing is a function of projects. And, projects are a function of budgets, and budgets are a function of corporate goals and objectives. If total budgets hold constant (and no one is saying budgets are being reduced as a result of offshore activity), and spending is reduced (as a result of offshore labor savings), then you have a surplus. How is the surplus going to be used? The answer is "more development projects"!
Listen to Peter Drucker:
"The inefficiency of knowledge workers is partly the legacy of the 19th century belief that a modern company tries to do everything for itself. Now, thank God, we've discovered outsourcing, but I would also say we don't yet really know how to do outsourcing well. Most look at outsourcing from the point of view of cutting costs, which I think is a delusion. What outsourcing does is greatly improve the quality of the people who still work for you. I believe you should outsource everything for which there is no career track that could lead into senior management...when you outsource you may actually increase costs, but you also get better effectiveness."
(See http://www.fortune.com/fortune/investing/articles/0,15114,565912,00.html)
Lawson is putting a lot of faith in Xansa's CMM Level 5 certification, and therefore finding the "Holy Grail" that will magically improve Lawson's maintenance quality. Now, I don't know anything specific about Xansa, and they may be fantastic. But I'm a natural skeptic, and I don't take a CMM Level 5 at face value. I have worked with clients who've had this certification, and have found that their development practices are often no better or worse than other companies who don't have the certification. Just because they received a certification doesn't mean they live by it, and will keep it. So, let's assume that the maintenance release quality stays the same or is even slightly worse than it is today. That's still a plus, because it's cheaper, right?
What if the quality turns out to be a whole lot better? That would be fantastic, because Lawson has essentially found a way to triple or quadruple the size of its development team without driving up costs. Application functionality will improve because the St. Paul developers will be focused on new product designs and enhancements.
Will release cycles be faster since Lawson can now throw more (albeit cheaper) resources at an assignment? Remember the adage that just because a woman can make a baby in nine months, nine women can't make a baby in a month? The same holds true here.
Product rollouts will be subject to the smooth integration of a partner that is half a world away. There is zero tolerance for failure. Also, this necessarily changes Lawson's approach to development. How does the St. Paul staff transform itself into the role of analyst and spec writer? It's a huge departure culturally, and hence, a far greater risk. Put it this way: Not only are they trying to pull off outsourcing, they are also trying to pull off the offshore move. Most companies would find each one of those a challenge in and of itself.
What about those costs? While there's been a lot of hype about the "cheap labor" afforded by going offshore, it's the intangible costs (increased management oversight and travel, cultural differences, etc.) that may weigh more heavily in the equation. We're still way too early in this to have any documented and validated evidence that offshoring really does turn out to be cheaper. If it is, how likely is Lawson to pass those savings on to their customers? Even if they don't, and it goes to the shareholders, that's a plus for Lawson and its customers in the long run if this bolsters Lawson's chances for survival and growth.
What about those existing developers? Does Lawson have a moral obligation to see that they are redeployed as analysts or business consultants? Or do they get laid off? In the past, Lawson has taken great pains to present themselves as an employee-friendly company. I had a client once tell me that their employees have a job for life. While they may be removed from a project and reassigned to different position, the client would never fire a loyal employee. It took me a long time to understand and respect this thinking. I think it applies to outsourcing as well. You can't just discard existing employees who are displaced in an offshoring initiative. You owe it to them, to your remaining employees, to your customers, and to your shareholders, to provide them with re-training and to find alterative positions for them.
Xansa now becomes a guardian of Lawson's reputation. Is Xansa fiscally-sound? If the offshoring trend sours, does Xansa suffer? Any hint of a financial scandal would not only damage Xansa, but could ruin Lawson's reputation. Just as any company should and would do when selecting a partner, we have to assume that Lawson has done the proper due diligence.
By far, the biggest risk to Lawson and its customers is that Lawson is entrusting its intellectual property to another company half-way across the world. In the past, Lawson has offloaded some development to closely-watched partner companies; this is a whole new ballgame. Can Lawson ensure the co-managed security? Sometimes clients are asked to submit their own financial data, in part or as a whole, to Lawson for troubleshooting or benchmarking. What if that data makes its way to Xansa, and is somehow compromised? Since Xansa also has partnerships with Oracle, Peoplesoft, and SAP, can Lawson ensure that Xansa won't play favorites? Do they have "Chinese Walls" in place to guarantee it?

While it may be frightening (as any uncertainty is), I think we're in the midst of an exciting and challenging growth period in our economic history. We're essentially "clearing the decks" and setting the stage for what could be the next US industrial revolution. And like it or not, Lawson is a part of it, and we-as part of the Lawson community-are too.

3. Worthwhile Reading
You Sue, You Lose: The High Cost of Litigation
The rise in lawsuits over failed software projects demonstrates a truism-everyone loses in court. CIOs can avoid a legal morass by doing up-front contract work to protect their companies' interests.
CIO, February 1, 2004
http://www.cio.com/archive/020104/vendor.html
An Executive's Eye View of Data Synchronization
Easing the pain of bad data isn't the only reason to move toward cleaner data. The benefits of synchronized data are substantial.
Business Integration Journal, January 2004
http://www.bijonline.com/Article.asp?ArticleID=834&DepartmentID=6
Use the Best Security for SQL Server
Learn tips for administering SQL Server securely.
Windows Server System Magazine, January 2004
http://www.ftponline.com/wss/2004_01/magazine/columns/sqlconnection/
The 100-Million-Mile Network
Think your network is hard to manage? Try remote diagnosis and repair when you're relying on radio signals from Mars.
Baseline Magazine, February 2004
http://www.baselinemag.com/article2/0,3959,1519021,00.asp

4. Reader Feedback

Send your comments to mailto:letter-comments@lawsonguru.com.

Some comments on the February 2004 issue (see http://www.danalytics.com/guru/letter/archive/2004-02.htm):

I received just a few comments on the LawsonGuru Letter make-over--here's one:

"I really love the new look and feel of the LawsonGuru Letter. I read it regularly and save the tips. I wish I was a Lawson user again. I am using Deltek in this gig and I really don't like it at all. Perhaps in the next assignment..."

I also asked for a "progress report" on your upgrades. Here's an earful:

"We have had a painful process of upgrading our Unix system which began back in July and is still not finished. We have experienced several major issues like the "&" character in our data causing problems and the find feature not working and other minor issues like default window sizing being tiny and payment modeling still not working.

But the issue that is still outstanding is the Time Out error - code 500 or 200. These errors send back a time-out message and the user can usually just resubmit or re-query to proceed. We have been working with GSC on this one for months and they can't solve it. It appears they've narrowed it down to a failure of the communication link between the RMI processes (pts.exe) and oracle. It appears this failure happens only in the morning after the server has been shut down for backup and re-started. It also seems that once some number (varying each time) of errors occurs, we won't get anymore for the rest of the day.

We've been told that other companies are live with this and that their people just expect to see a few errors each morning. My company won't go live with a product that produces errors for an unknown reason and causes the users to have to re-do things. We still have to do performance testing and are pushing up against the decommission date.

We are in discussions with Lawson about this date and how we do not plan to pay for support on a decommissioned system until Lawson can resolve all the errors in the new version.

Overall, this has been an extremely painful process, highlighting Lawson's lack of testing on all supported platforms and configurations.

I can't wait to get onto my next project!"

5. Survey: How strategic are your Process Flows?
If you're like many Lawson clients, your implementation team set up some initial Process Flows to approve requisitions. And, you've never revisited the idea of utilizing Lawson's ProcessFlow products to automate more of your business processes, which was a major selling point for ERP.
How many of you are using additional flows, and how so?
If you're not, why not?
Share your experience: mailto:letter-survey@lawsonguru.com.

6. Lawson Tips & Tricks
Share your tips. Send them to mailto:letter-tips@lawsonguru.com.
Changing Inventory Bin Locations
Q: We need to update the bin locations. We don't want to turn off bin tracking. Is it possible to change the bin locations without adjusting all on hand quantities to zero?
A: Try this short cut for changing bin locations on IC12.1 (for items that are maintained in only one bin location):
Change the bin tracking flag to 'N' and change the bin location to the new location.
Click change.
Then go back, change the bin tracking flag to 'Y' and the inventory is now in the new bin location.
The message on the status bar will indicate that the bin has been changed.
If you're on version 8, you can also use Item Mass Change (IC330).

The LawsonGuru Letter is a free periodic newsletter providing provocative commentary on issues important to the Lawson Software community. The LawsonGuru Letter is published by--and is solely the opinion of--John Henley of Decision Analytics. Visit Decision Analytics at http://www.danalytics.com.
For subscription information, see the bottom of this message.

Decision Analytics is an independent consultancy, focusing on Lawson technical projects, and specializing in customization/modification, data conversion, and integration/interfaces. Please visit http://www.danalytics.com for more information.

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