Statement of Direction for RPS2014. Production Management Software for industrial SME's

1. RPS2014
(Vision)
Statement of Direction
Updated: January 2014

2. Ibermática, S.A. RPS Development Team
January 2014
The information contained in this document is placed at the disposal of RPS distributors for the sole
purpose of providing information on the strategic lines followed in RPS software evolution and to report
on any new functions and changes incorporated into the 2014 and subsequent versions of RPS,
developed according to the criteria of IBERMÁTICA, S.A. as the owner and holder of the software. The
use of the contents of this document for any other purpose is forbidden.
The contents of this document and the implementation or incorporation of functions in RPS software
proposed or identified herein are not binding on IBERMÁTICA, S.A.. We reserve the right to modify,
change or adapt the contents in any way. Nor do we guarantee the accuracy or completeness of the
information contained herein, as modifications may have been made subsequent to its dissemination.
In no case may the contents of this document or the information hereby made available to RPS
distributors be interpreted as a binding commitment on the part of IBERMÁTICA, S.A.. Nor may it be
used by authorised distributors of RPS to make any guarantee, offer or otherwise commit
IBERMÁTICA, S.A. and/or the RPS software to third parties.
All rights are reserved. IBERMÁTICA, S.A. Is the owner of RPS and of the documentation associated
therewith, including the contents of this document.
Enero 2014. RPS2014 Statement of direction

3. Introduction
RPS must consolidate its future
while remaining true to its origins
as a specialised, highperformance ERP solution for
industrial companies”
Enero 2014. RPS2014 Statement of direction

4. Introduction
General points. Drivers
The 4
driving ideas
That resulted in the creation
of RPS and continue to mark
out its future
Industry-oriented functions
A high-capacity tool that provides
specialist
support
for
industrial
companies in planning, management
and analysis.
A solution with a functional concept and
a user interface designed to be familiar
and easy to accept and learn.
High configurability
Fast implementation
An app that is functionally powerful
but can be parameterised and
modulated to meet the needs of each
customer.
Enero 2014. RPS2014 Statement of direction
User-friendliness
A product that can be deployed
extremely quickly and updated easily
to keep the initial investment alive
over time.

5. Introduction
General points. Strategy lines for RPS 2014
The 6
Strategy lines
For RPS2014, the new version
on which we are currently
working …
Business strategy modelling
High-performance engineering
Big Data
Designing new tools to enable our
clients to draw up graphic models of
their businesses, arrange the
implementation of their underlying
processes and assess their
performance in an environment of
continuous improvement.
Going further into one of our
distinguishing features, with a more
functional, more native, more universal
integration between the world of
engineering in CAD/PDM/PLM and
ERP.
Integrating the data generated by the
ERP and that generated in the business
world into RPS and providing clients
with the solutions required to interpret it.
Document management
CRM
HTML5. Multiplatform interface
Reinforcing our document
management capabilities by means
of categorisation, versioning, security
and semantic search functions.
Creating a new CRM module for a
sales environment, designed to
supplement the current functions for
quotes and potential customers.
Trying out a new interface that
enables users to interact with RPS
using any device, anywhere.
Enero 2014. RPS2014 Statement of direction

6. Strategy lines for RPS2014
Business strategy modelling
Reflection
With the advent of RPS2014 business strategy modelling is
set to become the backbone of all RPS projects: from the
pre-sales process up to implementation, from initial design to
maintenance over time. The extensive use of templates in
drawing up high-level business models and their KPIs, lowlevel process orchestration, continuous improvement and
assessment and the integration of all the stakeholders in the
value chain (clients, suppliers & employees) make up the
fundamental core for the development of the RPS of the
future.
Business strategy
modelling
Designing a business, orchestrating its
running & assessing its performance
…in RPS2014…
We multiply the capabilities of our current workflow module
by incorporating the following functions:
• Business strategy: definition & recording by
management areas of your strategy plan, your goals,
your indicators and your initiatives.
• Catalogue of processes: process hierarchies, definition
& design (versions, stakeholders, tasks, applications),
indicators, analysis of problems/consequences and
solutions.
• Process improvements: definition of areas for
improvement, improvement actions and follow-up.
• Queries & follow-ups: process maturity, RASCI matrix.
• Upgrades from RPS2013: Subprocesses, Workflow
Designer 4.5, Incident management.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
In the future we plan to make the app even easier and more
fully integrated. We intend to draw up templates per types of
business, to define KPIs based on standard and to cater for
integration with standard tools in the definition and
management of processes.

7. Strategy lines RPS2014
High-performance engineering
Reflection
Integrating ERP and the world of engineering continues to be
a major strategy line for development in RPS2014. RPS
needs to develop a new connector that is more closely
integrated with ERP, where the functions are developed with
native RPS Development Tools. Integration with CAD
systems needs to be more universal so that two-way
communication is possible via web services with products
such as Solidworks, but also with Autocad and SolidEdge.
Integration with RPS needs to go deeper and include the
initialisation of RPS workflows from engineering and
document management.
High-performance
engineering
More native, more universal & deeper
integration between engineering and ERP
…in RPS2014…
The following functions are to be included:
• Universal integration with any CAD software via the
development of add-ins.
• A configurable data mapping system for the two
environments.
• Consolidation & extension of integration features:
articles, structures, allocation of times to projects &
production tasks, allocation of materials. Quality control
guidelines, graphics, meta-data set displays.
• Integration of the RPS document manager with PDM.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
We plan to go into more depth as regards the integration of
other engineering solutions with RPS functions & modules,
by e.g. assessing the possibilities of integration between
technical manual creation & maintenance systems with our
RPS industrial maintenance & technical assistance module.

8. Strategy lines RPS2014
Big Data
Reflection
Without forgetting who the intended clients of RPS are, and
without neglecting any of our original driving ideas, we want
RPS to reflect the new techniques and solutions known
generically as “Big Data”. By extending the capabilities of our
solutions in the field of BI, we plan to tackle two new
objectives in RPS2014: extracting & structuring internal RPS
information and data from other “social” sources and
interpreting the correlations and the information generated by
massive data analysis and data mining with a view to
providing our clients with a faster, easier way of reaching
conclusions concerning the future prospects of their
businesses.
Big Data
Extracting data, assessing patterns and
drawing conclusions
…in RPS2014…
We are working on the following for RPS2014:
• Data mining and behaviour pattern interpretation tables
for sales, purchases, production and industrial
maintenance.
• Definition of study areas for each module on which the
study of correlations can be based.
• Definition of the algorithm to be used and its links with
pre-defined data capture.
• Definition of an interpretation panel using desktop
panels, on which we aim to define the graphics and the
source of the data to be used.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
We plan to compile our experience in social business in RPS
by integrating information from social networks into the Big
Data module. We will seek to work out how to identify who is
who in these external data sources so that they can be linked
to the transactional data generated in RPS.

9. Strategy lines RPS2014
Document management
Reflection
We want our customers to spend their time making decisions
about their data and documents, not looking for them. We
want RPS to be not just a transactional repository but also a
document container. We want RPS to enable users to
categorise and index documents which are both internal and
external to the app, but above all we want RPS to allow
semantic searches in its document repository that return
contextualised, guided results weighted in line with what the
user actually wants. Our intention is that the semantic search
engine should enable users to categorise and share
knowledge much better in the fields of industrial
maintenance, production, technical assistance, etc.
Document management
Better organising, categorising & indexing so
time is not wasted on searching
…in RPS 2014…
We further explore functions such as:
• Structuring & visual categorisation of folders &
documents
• Corporate group repository accessible from member
companies.
• Extended security: Roles, permits.
• Location & versioning of documents.
• Integration with RPS Workflow.
• Add-in for Outlook. Storage & indexing of e-mail.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
We plan to go further, incorporating artificial intelligence
techniques for automatic document categorisation, thus
enabling our clients to save time in the indexing and
categorisation stages too.

10. Strategy lines RPS2014
CRM
Reflection
We want to complete the functions of RPS in the fields of
quoting and sales opportunity follow-ups with the
development of a new CRM sales module. This module is to
integrate the options already available in earlier versions
such as RPS Workflow associated with quote management,
Mobility, etc. Our aim is to help our clients to produce better
quotes, better follow ups of opportunities generated, etc. And
in short to generate more business.
CRM
Completing the functions for better
knowledge of the market
…in RPS 2014…
In CRM we are working on the following areas:
• Entry channels
• Types of activity. Sorting of types of activity.
• Reasons for closure. Reasons for success or failure.
• Potential clients.
• Competitors.
• Sales methods.
• Opportunities.
• Activities.
• Quotes.
• Task agendas per user.
• Add-in for Outlook.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
As with the rest of RPS, we plan to work on mobile versions
of these tasks and applications. The idea is for part of the
tasks in workflow, potential clients, activities, etc., to be
manageable from any device at any time.

11. Strategy lines RPS2014
HTML5. Multiplatform interface
Reflection
The Cloud, Windows 8, Smartphones, Tablets and a great
many other new technologies, user interfaces and devices
are now available to our ERP clients. Regardless of what
technology they use, we believe that as industrial companies
they will benefit greatly from the potential for interacting with
ERP from multiple devices and locations. With RPS we also
plan to invest in this line of development, and are working to
assess various alternative technologies, mainly Windows
and HTML5.
HTML5. Multiplatform interface
Interacting from any device, anywhere.
…in RPS 2014…
We are now developing a pilot on HTML5 as a model for
trying out the new waves in technology on these RPS
functions:
• Administration: Roles, users.
• Workflow: Outstanding task manager.
• Storage: Articles, inventory queries & locations.
• BI.
• Quality: Supplier assessment, Nonconformities.
• Production: Data capture & attribution of production
times.
• Purchasing: Suppliers, quotes & orders.
• Maintenance: Agenda, maintenance orders, incidents.
• Planning.
• Projects: Agenda, attributions.
• Sales & CRM: Quotes, potential clients, rates.
Enero 2014. RPS2014 Statement of direction
… and what next? 2015/16/…
The rapid spread of new devices continues to surprise us all,
and it is not easy to make long-term provisions. What is
certain is that in the years (or perhaps months or even days)
to come we will need to be alert to what changes and
strategies are best suited to the needs of our type of
customer.

12. Timeline RPS2014
Reflection
Decisionmaking
June – December 2013
January – February 2014
Reflection on:
•Strategy lines for development
•Review of new technologies
•Prototyping
•Feedback on actual
implementations of version
RPS2013
Enero 2014. RPS2014 Statement of direction
Sharing & decision-making:
•Road-map publication
•Convening & deployment of
Technical Committee
•Decision on what functions to
include in and exclude from the
final version
Concretion
Release
September 2013 June 2014
June 2014
Activities concerned with:
• Development of prototypes
• Development of applications &
modules
• Quality control
• In-house pilot testing
• External pilot testing
Final launch:
• Final announcement of
availability
• Commercial launch
• Technical launch, training for
partners
• Availability to clients

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Thank you!
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Enero 2014. RPS2014 Statement of direction