During the implementation, the latest implementation of the product was demonstrated to the customer on a monthly basis and discussed in detail. In this way, maximum feedback on the product could be obtained with a minimum of effort on the part of the customer. According to the rule, attack the biggest risks first, the most difficult and important functions of the product were started. Thus, the first step was to start with the instrument list with all the complexity of the historization of the data sets. Also at this point the linking and interconnection of different data was at its highest.
Furthermore, the presentation and the operation adapted to the customer's needs were connected with a lot of effort. Excel was chosen for the interactive interface between the plant CAD and the ProMa. This allows any corrections and adjustments to be made before importing into the ProMa. Excel was also chosen for the reporting. ProMa set up specific views in the database, which provide the necessary data for Excel.
The infrastructure tools Subversion and Gemini, operated by EPS, were used for project management. The issue tracking tool Gemini was also accessible to Burckhardt Compression employees without restrictions. In this way, data and documents could be managed and maintained without redundancy problems, as often happens via e-mail. Both the domain and the database model were defined via UML and generated from Enterprise Architect.