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MB-500 Microsoft Dynamics 365: Finance and Operations Apps Developer

EXAM NUMBER : MB-500
EXAM NAME : Microsoft Dynamics 365: Finance and Operations Apps Developer
Candidates for this test are Developers who work with Finance and Operations apps in Microsoft Dynamics 365 to implement and extend applications to meet the requirements of the business. Candidates provide fully realized solutions by using standardized application coding patterns, extensible features, and external integrations.

Candidates are responsible for developing business logic by using X++, creating and modifying Finance and Operations reports and workspaces, customizing user interfaces, providing endpoints and APIs to support Power Platform apps and external systems, performing testing, monitoring performance, analyzing and manipulating data, creating technical designs and implementation details, and implementing permission policies and security requirements.

Candidates participate in the migration of data and objects from legacy and external systems, integration of Finance and Operations apps with other systems, implementation of application lifecycle management process, planning the functional design for solutions, and managing Finance and Operations environments by using Lifecycle Services (LCS).

Candidates should have a deep knowledge and experience using the underlying framework, data structures, and objects associated with the Finance and Operations solutions.

Candidates should have experience with products that include Visual Studio, Azure DevOps, LCS tools, or SQL Server Management Studio.
Candidates should have experience in developing code by using object-oriented programming languages, analyzing and manipulating data by using Transact-SQL code, and creating and running Windows PowerShell commands and scripts.

The content of this test will be updated on April 2, 2021. Please get the test skills outline below to see what will be changing.
Plan architecture and solution design (10-15%)
Apply developer tools (10-15%)
Design and develop AOT elements (20-25%)
Develop and test code (10-15%)
Implement reporting (10-15%)
Integrate and manage data solutions (10-15%)
Implement security and optimize performance (10-15%)

Plan architecture and solution design (10-15%)
Identify the major components of Dynamics 365 Finance and Dynamics 365 Supply Chain Management
 select application components and architecture based on business components
 identify architectural differences between the cloud and on-premises versions of Finance and Operations apps
 prepare and deploy the deployment package
 identify components of the application stack and map them to the standard models
 differentiate the purpose and interrelationships between packages, projects, models, and elements
Design and implement a user interface
 describe the Finance and Operations user interface layouts and components
 design the workspace and define navigation
 select page options
 identify filtering options
Implement Application Lifecycle Management (ALM)
 create extension models
 configure the DevOps source control process
 describe the capabilities of the Environment Monitoring Tool within Lifecycle Services (LCS)
 select the purpose and appropriate uses of LCS tools and components
 research and resolve issues using Issue Search
 identify activities that require asset libraries
Apply Developer Tools (10-15%)
Customize Finance and Operations apps by using Visual Studio
 design and build projects
 manage metadata using Application Explorer
 synchronize data dictionary changes with the application database
 create elements by using the Element Designer
Manage source code and artifacts by using version control
 create, check out, and check in code and artifacts
 compare code and resolve version conflicts
Implement Finance and Operations app framework functionality
 implement the SysOperation framework
 implement asynchronous framework
 implement workflow framework
 implement the unit test framework
 identify the need for and implement the Sandbox framework
Design and develop AOT Elements (20-25%)
Create forms
 a dd a new form to a project and apply a pattern (template)
 configure a data source for the form
 add a grid and grid fields and groups
 create and populate menu items
 test form functionality and data connections
 add a form extension to a project for selected standard forms
Create and extend tables
 add tables and table fields to a project
 populate table and field properties
 add a table extension to a project for a table
 add fields, field groups, relations, and indices
Create Extended Data Types (EDT) and enumerations
 add an EDT to a project and populate EDT properties
 add an enumeration to a project
 add or update enumeration elements
 add or update enumeration element properties
 add an extension of EDT and enumerations
Create classes and extend AOT elements
 add a new class to a project
 create a new class extension and add new methods
 add event handler methods to a class
Develop and test code (10-15%)
Develop X++ code
 identify and implement base types and operators
 implement common structured programming constructs of X++
 create, read, update, and delete (CRUD) data using embedded SQL code
 identify and implement global functions in X++
 ensure correct usage of Display Fields
 implement table and form methods
Develop object-oriented code
 implement X++ variable scoping
 implement inheritance and abstraction concept
 implement query objects and QueryBuilder
 implement attribute classes
 implement chain of command
Implement reporting (10-15%)
Describe the capabilities and limitations of reporting tools in Dynamics 365 FO
 create and modify report data sources and supporting classes
 implement reporting security requirements
 describe the report publishing process
 describe the capabilities of the Electronic reporting (ER) tool
Describe the differences between using Entity store and Bring your own database (BYOD) as reporting data stores.
Design, create, and revise Dynamics Reports
 create and modify reports in Finance and Operations apps that use SQL Server Reporting Services (SSRS)
 create and modify Finance and Operations apps reports by using Power BI
 create and modify Finance and Operations apps reports FO by using Microsoft Excel
Design, create, and revise Dynamics workspace
 design KPIs
 create drill-through workspace elements
 implement built-in charts, KPIs, aggregate measurement, aggregate dimension, and other reporting components
Integrate and manage data solutions (10-15%)
Identify data integration scenarios
 select appropriate data integration capabilities
 identify differences between synchronous vs. asynchronous scenarios
Implement data integration concepts and solutions
 develop a data entity in Visual Studio
 develop, import, and export composite data entities
 identify and manage unmapped fields in data entities
 consume external web services by using OData and RESTful APIs
 integrate Finance and Operations apps with Excel by using OData
 develop and integrate Power Automate and Power Apps
Implement data management
 import and export data using entities between Finance and Operations apps and other systems
 monitor the status and availability of entities
 enable Entity Change Tracking
 set up a data project and recurring data job
 design entity sequencing
 generate field mapping between source and target data structures
 develop data transformations
Implement security and optimize performance (10-15%)
Implement role-based security policies and requirements
 create or modify duties, privileges, and permissions
 enforce permissions policy
 implement record-level security by using Extensible Data Security (XDS)
Apply fundamental performance optimization techniques
 identify and apply caching mechanisms
 create or modify temp tables for optimization
 determine when to use set-based queries and row-based queries
 modify queries for optimization
 modify variable scope to optimize performance
 analyze and optimize concurrency
Optimize user interface performance
 diagnose and optimize client performance by using browser-based tools
 diagnose and optimize client performance by using Performance Timer

Microsoft Dynamics 365: Finance and Operations Apps Developer
Microsoft Operations education
Killexams : Microsoft Operations education - BingNews https://killexams.com/pass4sure/exam-detail/MB-500 Search results Killexams : Microsoft Operations education - BingNews https://killexams.com/pass4sure/exam-detail/MB-500 https://killexams.com/exam_list/Microsoft Killexams : What metaverse infrastructure can bring to hospitals What metaverse infrastructure can bring to hospitals image

Health and life science providers are exploring how the metaverse can help optimise patient and clinician experiences.

Digital, cloud and advisory service provider Avanade is exploring how the metaverse can help healthcare providers reimagine hospital operations

The metaverse is the current buzzword in the tech industry, with businesses within multiple verticals planning to shift towards the emerging infrastructure to drive value. One such area is healthcare, with providers looking to personalise and enhance patient and clinician care experiences.

Using immersive and data science capabilities, Avanade offers a personalised digital experience using extended reality technologies to merge the digital and the physical worlds. An expert in Microsoft immersive technologies, Avanade works with clients to transform these realms into mixed reality, which will allow for access to the metaverse in the future in the same way as we would access the internet today.

Benefits for healthcare driving interest

Just like the advent of telehealth and mobile device integration in the past, the Metaverse stands to be a massive gamechanger for healthcare. While this concept dates back to the 1990’s, the metaverse is rapidly becoming a real avenue for healthcare organisations and providers to explore in large part to the maturity of the technology designed to support it.

“The technologies supporting the metaverse are reaching a stage of maturity, moving from experimental stages to being operational. Opportunities are becoming real,” said Bruno Fernandes dos Anjos, Manager and Mixed Reality & Immersive Technology Specialist at Avanade.

Bruno Fernandes dos Anjos, Manager and Mixed Reality & Immersive Technology Specialist at Avanade

In his experience, dos Anjos has seen two major benefits being realised by providers:

“Firstly, [the metaverse] provides a new way to access information — grounded in a set of technologies — that can then be visualised and manipulated. Data from many different systems can be brought together and used as simply and intuitively as picking up an object.

“Secondly, the metaverse brings this sense of presence, where patients can be projected in front of the clinician. This hologram — or what Microsoft calls a ‘holoportation’ — can be interacted with, and complications can be found and diagnosed as if the patient is physically in the same room.

“Both of these benefits will, without a doubt, revolutionise medicine and patient-doctor interaction.”

Wagner Amaral, Senior Director and Health Industry Lead at Avanade Brazil, believes that digital twins and blockchain will prove key drivers for maximising the potential of the metaverse for providers: “With digital twins, we can establish where the best locations would be to place equipment and build new rooms within hospitals. This kind of technology can simulate how any changes made will affect day-to-day operations.

“Blockchain, meanwhile, can be an enabler for purchases and financial transactions inside the metaverse.

“The overall advantage is that these different kinds of information being made available in one place makes care processes and delivery more powerful.”

Wagner Amaral, Senior Director and Health Industry Lead at Avanade Brazil

Key demands to be met

When it comes to the most prominent use cases being explored alongside Avanade in the aim to drive value, this depends on the operational areas and scenarios being mapped out, according to dos Anjos. It’s vital that implementation is conducted in line with the specific needs and goals of each client.

“Today, the most common demands are for remote assistance, and guided assistance,” he said.

“Another common scenario being looked at is helping doctors prep for surgery. This is aided via a surgical plane powered by Microsoft HoloLens, which includes a 3D projection of the patient and all the data necessary in one interface. Users can interact with this without needing to touch anything.”

For Amaral, opportunities in this trending area of tech can also expand to education purposes, with medical school lecturers being able to record footage of surgeries for students to view and interact with.

“This would provide a 360-degree view of the surgery and allow students to zoom in and out where needed,” he explained. “This makes for a more immersive experience for medical students.”

Future applications bolster telemedicine

Going forward, metaverse infrastructure is set to bolster the value of telemedicine for providers and patients. Healthcare providers quickly realised the benefits of innovating with digital capabilities such as remote check-ups during the pandemic. Now the metaverse is poised to transport telemedicine into a new age of immersive healthcare experiences for providers and patients.

Dos Anjos commented: “The metaverse will be the next step for organisations. Doctors across the world will be able to collaborate on surgeries in real-time, from wherever they are.

“Microsoft is doing a lot of work in telemedicine to help achieve this — its strategy is based on mixed reality, merging physical and digital worlds. The HoloLens is just a glimpse of the future, and while it’s still an expensive device for many companies, it demonstrates the potential of the technology.”

Additionally, as well as education in the medical space, Amaral believes that the offering of treatments, from wherever the doctor and patient are located, will prove key.

Finding the right metaverse partner

While the metaverse shows exciting potential for healthcare organisations for the future, knowledge gaps remain regarding proper implementation, data privacy and security and establishment of concrete use cases. To mitigate this, it is up to digital services providers like Avanade to demonstrate how value can be driven using immersive technologies and data science.

Considering what makes Avanade the right partner for many providers in the sector, Amaral explained: “At Avanade, there is a big shift towards proofs of concept both regionally and globally. Together with healthcare companies, we look at how we can develop a more immersive experience.

“We bring the right combination of technology, industry expertise, platform alongside Microsoft, and use cases. We have the experience necessary to help healthcare organisations create immersive services for today, and in the future.”

This article was written as part of an awareness campaign with Avanade.

Related:

Connected home health: how telehealth is enabling patient care in homes — Christiana Voelker, healthcare industry lead at Avanade, spoke to Information Age about the value of connected home health for patients and providers.

How digital technology is innovating clinical trials — Avanade and Microsoft are collaborating to use digital technology to innovate and Excellerate personalised clinical trials for patients and achieve equity and diversity in the patient pool.

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Sun, 07 Aug 2022 21:00:00 -0500 Aaron Hurst en text/html https://www.information-age.com/what-metaverse-infrastructure-can-bring-to-hospitals-123499707/
Killexams : Embracing ‘The Road Not Taken’

It would be accurate to say that Frank McCann, founder of Edison, N.J.-based McCann Systems, is a bit of a contrarian when it comes to groupthink. The design-build integration company, which boasts more than a half-dozen offices around the country and a team of 150-plus, isn’t content to follow the crowd.

For one, McCann and other members of executive management describe themselves as occupying the lowest tier of the organizational pyramid: In short, customers sit at the top, with the operations group existing to serve them, and with management serving the operations group.

What’s more, McCann Systems has unreservedly embraced managed services as a fundamental part of its business model. In fact, 99% of customers have an ongoing relationship with McCann after completion of a capital project. Finally, the integrator’s approach to the pandemic — in short, no layoffs, no furloughs, no pay cuts, no benefit cuts — flew in the face of conventional wisdom but proved that McCann Systems backs up its words. 

Here, we’ll explore all of the above, illuminating how McCann and his executive team, including Josh Bittner, senior vice president of sales and marketing, have created the kind of firm that attracts not only top industry talent but also world-class clients looking for everything from experiential AV to bread-and-butter UC&C deployments. Along the way, McCann Systems will illustrate how a small business, started in 1996, can become a global integration leader with clients spread across the globe. 

Company Culture 

McCann Systems’ company culture is perhaps its greatest distinguisher. The integrator recognizes that its operations team in the trenches — salespeople, project managers, installers, programmers and managed-service providers — are customers’ day-to-day points of contact. Thus, the organization acknowledges and treats them as its public face. “The people who see the customer every day,” McCann begins, “they’re the people who run McCann Systems.” On this view, operations decisions don’t originate in the C-suite; rather, the operations group tells executive management what they need to do their job, and executive management’s function is to fulfill that through dedicated accounting, HR and logistics teams.  

“We have embraced our staff’s ability to lead,” Tom Treichel, president and COO, says. “We developed a self-managed workgroup that allows autonomy.” Seeded by that approach, a natural mentorship has blossomed within the company’s ranks. “Mentoring each other through the struggles that we face during the life of a project brings us closer as a team and as a family,” he adds. The inversion of authority at McCann Systems not only breeds intraorganizational closeness but also empowers associates to serve clients well. It does, however, invest team members with real responsibility to identify and meet customers’ needs — and there’s no room for ifs, ands or buts. 

Bittner describes the thread that runs through McCann Systems in four words: take the pain away. He means that, these days, customers must contend with many stressors. At its best, McCann Systems can act as an extension of the customer, mitigating those stressors and yielding excellent outcomes. Doing that requires employees to wear many different hats; accordingly, associates don’t have role-centered job titles. “The words ‘not my job’ don’t come out of anybody’s mouth at McCann Systems,” Bittner adds, emphasizing that the team exists to meet customer needs. 

“We are so proud to have surrounded ourselves with individuals who care about one another, [and that] is reflected in how they care for our customers,” Treichel observes, noting that lending a helping hand runs deep in McCann Systems’ culture. “We have a true partnership with our clients, and [we] encourage the natural friendships and camaraderie that develops….” 

With a laugh, McCann adds that, if the customer asks you to fix a leak under the sink because the CEO is coming in tomorrow, you should get a pair of pliers and fix the leak! Turning more serious, he boils down the company’s foundational ethos: If the client has a problem, and if you can make their life easier, that is your job. “Don’t worry about if it’s on the list of rooms covered in the contract,” McCann exclaims. 

A glimpse of Proscenium, McCann Systems

A glimpse of Proscenium, McCann Systems’ connected studio environment, which offers a live, in-the-round experience. This allows meaningful connections with team members, regardless of the vertical market or setting.

Impressive List of Clients 

McCann Systems’ customer-centricity and its industry-leading technology designs have helped it attract an impressive list of clients. For example, the integrator has worked on legendary sports facilities like Madison Square Garden and Yankee Stadium; on engaging children’s museums and historic state theaters; in storied Ivy League universities and business-focused Executive Education centers; and for broadcast giants and financial powerhouses.

Sportsbooks represent another vertical in which McCann Systems had made a name for itself; in fact, in recent years, its work in the category has grown fourfold. With pride, McCann says, “We’re probably the biggest player in the sportsbook implementation business.” And bettors can see the firm’s work for themselves if they visit one of the more than 40 dazzling brick-and-mortar implementations for an array of clients, stretching from South Dakota, to the Bahamas, to China.

What’s interesting is that, although McCann Systems is known for totally customized, experiential solutions for high-end customers, the lion’s share of its revenue comes from bread-and-butter AV and UC&C business — namely, design, integration and maintenance of environments in the corporate, education, command and control, and healthcare verticals.

Related: Best Higher Education Project: The Forum – Berkeley Executive Education at UC Berkeley

“We really have a good breadth and dynamic of what we can achieve,” McCann states. “We have a great track record, and we have a great portfolio.” And Bittner hastens to add that no brick wall exists between the experiential team and the bread-and-butter AV team. “We bring that creative mindset into the standard huddle room,” he declares. That carries us right back to company culture: At McCann Systems, it’s equal parts customer commitment and visionary creativity. 

Part of maintaining that culture is finding clients who buy into it and believe in it. McCann Systems is 100% focused on organic growth, but, even as its footprint expands, project choices are inevitable. Leads come in every single day, Bittner reveals, adding, “[That’s when] we look at a customer or project and ask, ‘OK, is this a good fit for both sides? Are they going to see our added value? Can we make an impact with them? Is this a long-term relationship?’” Simply put, McCann wants to be able to focus their team on what challenges and excites them the most. “The team we’ve assembled is the best and brightest,” Bittner emphasizes. “We want to use them to their fullest potential.” 

Services Side Growing Rapidly 

McCann Systems executive leadership team 2022

At McCann Systems, operating decisions don’t originate in the C-Suite. Instead, the operation group tells executive management what they need to do their job, and executive management’s function is to fulfill it.

At the outset, we noted that McCann Systems has ongoing interaction with virtually all its clients. These services-based relationships have various permutations — break-fix, box sale, maintenance, remote helpdesk and full-time staffing — to meet clients’ budgets and needs. “We take the approach of asking, ‘What managed service is right for the customer?’” Bittner observes. “We don’t go to the customer with a pitch piece.”

That, of course, reflects McCann Systems’ aversion to doing anything in a cookie-cutter way. And the formula is clearly working, with the integrator earning 15% to 20% of its revenue from services — a number that grows every year. Speaking of growth, given McCann Systems’ view that the customer is the project, the firm positions itself to grow its partnership and its services offering along with the customer. “We’ll grow with them from 30 people all the way up, and so does their service need,” Bittner says. 

For companies whose needs grow to the higher end of the spectrum, McCann Systems offers what might be called Cadillac tier offerings. Full-time staffing, an option that ensures large campuses get the most from their integrated technology, is a perfect example. Bittner phrases the value proposition in the form of a question, asking, “What can we do to augment your likely understaffed department, and how can we help you keep your systems running better?”

Mike Mariano, director of managed services, oversees a growing team of 40 to 50 people who, if the customer buys a staffing contract, will staff the campus full time. And unlike with general staffing companies, where someone might drive a truck one day and be your “AV expert” the next, McCann Systems staffing is composed solely of trained AV support experts. That’s part of protecting the integrator’s brand reputation. As Bittner puts it, people who work for McCann wear many different hats, but they all wear the same color hat. 

Related: Is AV-as-a-Service the Same as a Lease?

One option that McCann Systems is eyeing is AV-as-a-subscription (AVaaS), calling to mind the Netflix, Apple Music and Microsoft Office model. This centers on the idea of moving integrated systems from the capital expenditure (CapEx) category to the operational expenditure (OpEx) column.

According to McCann, given that his firm works with many cash-flush Fortune 500 companies, “It’s a very small percentage of our customers that require that.” At this point, it’s about 5%. But, for smaller customers, it can be very attractive to get a fully integrated system, with ongoing service and support, for a fixed monthly payment.

To that end, Bittner says that every bill of materials or quote has attached options, like leases, buyouts and rolled-in managed services. Bittner notes that the speed of technology evolution these days makes AVaaS more appealing than ever; it gives clients confidence that their systems will always be at the forefront. 

Living Up to Its Values 

From attention-getting resort brands like Foxwoods to prestigious growth equity firms, clients of McCann Systems are assured of attention to the finest details.

McCann Systems implements inventive technology, to be sure, but it’s also forward-thinking in terms of caring for its employees. McCann put it simply, saying, “McCann Systems management team’s job is to provide a quality work life balance, including a robust benefit program, taking additional worry off the staff’s mind.” Although many companies might echo similar words, the COVID-19 pandemic gave the management team an opportunity to live up to those values. 

Bittner recollects McCann calling a meeting of the executive team in mid-March 2020, right at the pandemic’s outset, and almost 12 months prior to any PPP announcements. He recalls, “He basically said, ‘This is going to be a really short meeting. We’re not laying anybody off. Nobody’s taking any pay or benefits cuts. We’ll go to the mattresses. Go do your jobs.’ And that was our COVID-19 meeting.” And the company stuck to that; indeed, only executive management sacrificed, voluntarily choosing to freeze their own compensation until things stabilized. In fact, McCann Systems added 12 people in 2020, and the firm provided bonuses, too. 

Some business owners memorizing this might be thinking, “Boy, I wish I could have done that, but it just wasn’t possible.” When I pose this to McCann, he says they tapped some cash reserves. “We still had revenue coming in,” he says, “because the revenue always lags.” Thus, McCann’s questions are simple: Are you willing to take the risk for your staff? Are you willing to spend the money? “If you’re able to bet on your people the company and customer is paid back in spades,” he states.

McCann also points to groupthink at the time, indicating that some industry groups seemed to coalesce around laying off a certain percentage of staff or cutting pay by a particular percentage. McCann Systems — not a member of any such consortiums — went the opposite way. “It was time for the company to step up to the plate and support the staff,” McCann declares matter-of-factly. 

Although it’s hard to say anything good emerged from COVID-19, McCann Systems capitalized on some other integrators’ approach, attracting and acquiring personnel as quickly as they became available. “We found some great talent out there who were very disillusioned by the approach some firms took — that they either got furloughed or had a 20% cut in pay,” McCann says. Amplifying the point, Bittner notes that executive management knew the pandemic wasn’t going to last forever.

“We took it as an opportunity to go out and hire people,” he adds. And, during the lockdown period when site work was largely suspended, executive management urged team members to pursue education, training and self-betterment. “[I wanted them to] get every certification they could get while they were sitting at home,” McCann explained, citing CTS and Crestron credentials. It all goes back to wearing that “McCann Systems” logo; it means you have to be your best. 

McCann Systems’ executive management team, including president and COO Tom Treichel, committed themselves to living up to McCann’s core values during the COVID-19 pandemic, protecting everything from jobs and pay rates to benefits and bonuses.

Reaping the Benefits 

With society emerging from the pandemic years, McCann Systems is seeing the benefits of its investments, including its commitment to customers and staff alike. Through Q1/22, the integrator is topping its 2019 numbers, and it’s on track for 2022 to be its best year yet.

“We’re back into our 2019 growth cycle again,” McCann enthuses. That includes new customers being up about 15%; indeed, more than a dozen new Fortune 500 customers have contributed massively to revenue. McCann says auspicious signs began materializing at the end of 2021 despite ongoing supply-chain snarls.

Pointing to the China-centered manufacturing problem, he explains, “We’re starting to get different channels of access to equipment, and we’re starting to get different avenues where equipment is starting to flow a little bit better.” That puts McCann Systems in an enviable position. As Bittner puts it, “In terms of workload, backlog and projects that are in-house, we are operating at pre-pandemic levels or better.” 

Distilling things to the essence, McCann Systems tries to do things right — that is, integrate systems right, service them right, treat the customer right and do right by the staff. That’s part of the reason why virtually every customer has an ongoing relationship with the integrator. It’s also why, once people join the company, they rarely seek greener pastures.

“We have almost zero attrition,” Bittner says with pride. “People don’t want to leave us.” In the event someone does accept another offer, however, the former McCann Systems employee doesn’t have to worry about a non-compete clause. These people work in our industry, McCann says, and their opportunities shouldn’t be constrained. 

It’s a vision that’s refreshing…that’s bold…that’s contrarian. And it is core to Frank McCann — a leader who, Bittner says, calls to mind “The Road Not Taken,” by Robert Frost. But, even more importantly, that vision is woven into the DNA of the company that Frank McCann founded — a company whose aura shines far beyond one man.

“McCann Systems is not the corporate office,” he concludes. “McCann Systems is every last employee of the company. That’s who McCann is. Everybody carries the brand.” With that mindset, the venerable integrator will continue to pioneer sophisticated, innovative approaches for years to come. 

Wed, 03 Aug 2022 02:19:00 -0500 en text/html https://www.commercialintegrator.com/business_resources/operations/mccann-systems-embracing-the-road-not-taken/
Killexams : Empired brought in to upgrade ERP for Brisbane Catholic Education
Leigh Williams (Brisbane Catholic Education)

Leigh Williams (Brisbane Catholic Education)

Credit: Brisbane Catholic Education

Empired has been brought in to help Brisbane Catholic Education (BCE) upgrade its enterprise resource planning (ERP) system across 177 entities.

BCE offers services, programs and resources to 146 schools in South East Queensland and roughly 30 schools in the Diocese of Cairns.

The education group decided in 2021 to upgrade from Microsoft Dynamics AX 2012 to Dynamics 365 Finance, opting to go for a reimplementation project.

Empired and Microsoft’s FastTrack advisory service helped to deploy the new finance and operations systems for BCE over an eight-month time period.

“I can’t speak highly enough of the support that FastTrack provided as we carried out this project,” said Kerry Edwards-Williams, BCE’s manager of business information services.