Dgtrista, LLC is a computer integrated systems design consultancy based at 1337 E 750 N, Orem - 84097-5480, United States (US). The drafting board plans how client systems connect, how data flows between them, and how new workflows are adopted without disruption. Below are the six services we draw, each one a scale on the pantograph that turns a traced original into a buildable result.
Ask the drafting room about a project →Systems architecture planning is the first bar of the linkage, and everything else depends on it being set true. We begin by cataloguing the whole estate: the applications your teams use, the databases and files that hold the real records, the runtime environments where code executes, and the networks and boundaries between them. For each element we record its owner, its purpose and its lifecycle, because an architecture plan that ignores who maintains a system is only half a plan.
From that catalogue we build a target architecture in plain language. We state which systems remain, which retire, which combine and where new boundaries should fall. We mark the interfaces that must exist, the data that must cross them and the direction of every crossing. Crucially, we separate the relationships that are deliberate from the ones that grew by accident, because accidental coupling is where most integration trouble hides.
A blueprint is the drawing a builder trusts. For every interface in the target architecture we specify the direction of flow, the shape of the payload, the event or schedule that triggers it, the retry behaviour when a call fails and the path a failure takes when retries are exhausted. Where asynchronous messaging suits the problem, we say so and sketch the queue. Where a direct call is simpler and safer, we say that instead rather than adding machinery the team does not need.
We also fix the contract. Field names, types, optionality and validation rules are written down once, so that two teams building opposite ends of the same interface cannot drift apart. The blueprint names the systems involved, the sequence of interactions and the points at which a human must confirm or correct. When the build begins, the argument about what was agreed has already been settled on paper.
Automation only earns its keep when it removes work that genuinely costs the business. We trace the manual steps that surround your systems, the re-keying, the copying, the checking and the chasing, then score each one by volume, risk and effort. That scoring produces a map of where automation should be built first, where a lighter assist is enough and where a human should stay in the loop by design.
We are careful to distinguish doing something faster from doing it well. An automation map that makes a broken process run at speed simply produces errors more quickly. Our mapping ties each candidate step back to a business outcome, so the effort lands where it changes a number the business actually watches.
The data flow document answers one question for every field that matters: where does this value come from, who may change it and where does it go next. We document lineage, ownership and transformation in a form your reporting, audit and reconciliation teams can all rely on. When a report disagrees with a source system, this document is the reference that ends the debate.
We pay particular attention to the transformation steps where silent errors breed: unit conversions, time zone handling, rounding, null treatment and identifier matching. Each is written down with its rule, so a future developer can reproduce the logic without guessing. The result is a data flow record that survives staff turnover and vendor changes.
Before you sign a contract, we test each product against the architecture you have just drawn. We examine the integration surface the vendor really offers, not the one its marketing describes, and we check how well it exposes the data your blueprint needs. We review who owns the data, how easy it is to export and what leaving the vendor would cost in time and money.
We then report which vendors fit the blueprint and which would force you to redraw it around their limits. That comparison includes total cost of adoption, not merely licence price, because the integration work around a cheap product is frequently the largest line in the budget. You enter the negotiation knowing exactly what each option demands of your systems.
A correct blueprint still fails if the people who run the business cannot use it. We design the rollout so that new integrated workflows arrive in stages the team can absorb, with role based guides that speak to each person job rather than to the system diagram. We build practice exercises drawn from real work, so learning happens against the cases people actually handle.
We then stay on the board through the first measured weeks after go live, watching where the new lines hold and where they need adjustment. Adoption support is not a handover meeting. It is a period of steady attention during which ordinary habit replaces the old workaround, and the integrated system finally becomes the way the business runs.
Dgtrista, LLC opens its autumn planning window for computer integrated systems design engagements across professional, scientific and technical services.
We draw in order, because a pantograph stays true only when the bars are set one after another. Each stage ends with a document you keep, whether or not the project continues to the next scale.
We pin down the current systems, their owners and the paths data follows today, producing a source sheet and a shared vocabulary for the work ahead.
With you we choose how much to change in the first release and how much to stage later, so the scope matches real capacity and real risk.
We design the architecture, interfaces, data flows and automation map at the agreed ratio, then proof every line against production constraints.
We deliver the reduction sheet to your builders and support the rollout until new workflows settle into ordinary daily habit.