Habitâmega Construções, SA
Habitâmega Construções, SA

IT Manager

2009 - 2011


» Curriculum Vitae » Employments

Main Activities and Responsibilities

ERP Implementation and Business Intelligence

The ERP solution used at Habitâmega, was much more configurable than many other solutions in the market. Not only it was possible to develop panels from scratch (user forms, dashboards, etc), and almost full-control reports, but we could also perform several tasks over the database, not directly but via the ERP itself, incorporating these changes into the system. These changes were not seen as foreign to the system. I could create new tables, change existing ones, create indexes and triggers. Due to the fact that we didn't have any external support for the system/infrastructure, all the implementation was done in-house.

Although the development editor was very precarious (no syntax highlighting, no intellisense, no debugging system, ...), and even-though I didn't had 100% control over the forms/dashboards, it did allow me to develop some complex forms. The application also had a very good data dictionary.

Habitâmega, being a construction company, and having multi-million euros projects, gave a strong emphasis in cost control, process/work-flow control and user accountability. Besides ERP maintenance and upgrades, Access Control configuration and existing Form and Database maintenance, my main function was to create a paperless environment, capable of becoming our Decision Support System (DSS), delivering KPI's via Reporting and improving the company's Business Intelligence. User accountability was also very important, to identify departmental performance issues, and improve work-flow circuits.

IT Infrastructure administration

Our infrastructure was composed of only two servers, and about 30 user machines.

When I arrived at Habitâmega, I was faced with an environment where everyone was an administrator of he/she own machine. More than half the staff, installed the OS themselves, and managed most of the software in the computer, they only needed the keys supplied from whom ever managed the software licenses. This didn't really shocked me, since the company wasn't huge, and there seamed to be a lot of trust between the employees. It would increase user responsibility, needed skills set for this tasks, and manual information sharing which was very time consuming, but it's not an impossible way to work with.

Problems usually start, when the information in the machine starts to become too valuable. Backups, information storage methodology, office suites coherence, office suite's ERP integration plug-ins, data versioning, cloud based synchronization, license management, and malware protection, just to name a few, were factors that made a machine cleaning and hard disk formating less viable... Not only this decreased control over IT in the company, but whenever someone had a problem with their machine, both the user and my predecessor had to stop their production to bring the machine back to par.

I implemented a different philosophy I have in IT. "What the user can't do, he/she can't be blamed for." To do this, IT had to be a lot more conditioned and controlled. All machines became members of the domain, and I developed an uniform pattern for file storage, and several login scripts to customize every aspect of the machine where GPO wasn't sufficient.

After all the network was taken care of, IT support tickets dropped to less than 20%, and the amount of time spent by ticket was a fraction of what it was before... That allowed me to dedicate more of my time into the ERP's implementation and development.

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