Forgot password?
|
|
|
|
Home
We were unable to sign you in.
Please verify your user name and password and try again. If you do not have a TEC account, register now.

Professional Services and Support - 2003

Get insight into industry developments, market trends, vendors, products, business processes, and more, with articles written by our analysts and other industry experts.

1999
Sep
2000
Sep
2001
Sep
2002
Sep
2003
Sep
2004
Sep
2005
Sep
2006
Sep
2007
Sep
2008
Sep
2009
Sep
2010
Sep
2011
Sep
2012

blacksep


Sort Articles by Evaluation Centers
Top 10 Reasons For Having A Project Kickoff - Part I
Joseph J. Strub 12/31/2003 12:00:00 AM
You are about to embark on an important project. Whether the project is software or hardware related, it is a good idea to hold a project kickoff meeting. Don't miss this excellent opportunity to get across important communications and establish the tone for the project. This article discusses the 10 objectives of a project kickoff meeting, how to achieve them, and templates for presenting them. In Part I, the first three reasons are discussed but you will be left on the edge of your seat in anticipation of Parts II and III.

Read Top 10 Reasons For Having A Project Kickoff - Part I

imgHeaderSep
The Many Faces of PLM Part Two: The Future of the PLM Suite
Jim Brown 12/30/2003 12:00:00 AM
The future of the PLM Suite will include more applications that cover product-related functionality and further expand the benefits available. As the PLM Suite matures, companies will benefit from increased functionality and increased integration between business processes. The ultimate expression of this more mature solution will result in a broad suite of focused, integrated applications that leverage a core of unified, structured product data - the PLM Platform.

Read The Many Faces of PLM Part Two: The Future of the PLM Suite

imgHeaderSep
Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part Two: Challenges and User Recommendations
P.J. Jakovljevic 11/22/2003 12:00:00 AM
Although CPM (aka EPM) starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions (for example, PLM, CRM, and SCM).

Read Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part Two: Challenges and User Recommendations

imgHeaderSep
Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part One: Executive Summary
P.J. Jakovljevic 11/21/2003 12:00:00 AM
Enterprise performance management (EPM) is an emerging portfolio of applications and methodologies with business intelligence (BI) architectures and technologies at its core.

Read Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM Part One: Executive Summary

imgHeaderSep
The Hidden Gems of the Enterprise Application Space Part Two: Sorting and Selecting SRM Software
P.J. Jakovljevic 10/30/2003 12:00:00 AM
No vendor provides all (if even a majority) of the required solutions for a full SRM initiative at this stage, so almost all solutions will involve best-of-breed components.

Read The Hidden Gems of the Enterprise Application Space Part Two: Sorting and Selecting SRM Software

imgHeaderSep
Evaluating Enterprise Software-Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Three: Knowledge Bases and User Recommendations
Joseph Strub,Olin Thompson,P.J. Jakovljevic 10/28/2003 12:00:00 AM
RFPs and selection tools typically focus on features and functions. The business process protagonists consider this focus old fashioned. However, users want and need an inventory or check lists of the functions to understand if the business process will work. One always has to start from somewhere, and there is no better place to start researching enterprise software than from its functional and technical capabilities.

Read Evaluating Enterprise Software-Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Three: Knowledge Bases and User Recommendations

imgHeaderSep
Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Two
Joseph Strub,Olin Thompson,P.J. Jakovljevic 10/27/2003 12:00:00 AM
There is certainly room to ask the fundamental question of whether the traditional practice of RFI/RFP-based selection processes has been adequate for the task of selecting complex systems. The record indicates there is much room for improvement. In essence, for complex selections like in the case of enterprise applications, the human-machine combination has to work together to drive the solution.

Read Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps? Part Two

imgHeaderSep
Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps?
Joseph Strub,Olin Thompson,P.J. Jakovljevic 10/25/2003 12:00:00 AM
Owing to learning from the past experiences and to the help of specialized selection service providers, selecting an enterprise package has to a degree, become a routine occurrence in the life of an IT organization. Recently however, there has been much noise created by some pundits and vendors belittling the supposedly "archaic" way of selecting software through functions and features. Contrary to that, they would rather sell "business processes" or "solutions," further confusing the already overwhelmed customer. The nagging doubts and questions like "Have we been selecting software the wrong way all this time?!" naturally abound.

Read Evaluating Enterprise Software - Business Process or Feature/Function-Based Approach? All the above, Perhaps?

imgHeaderSep
Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management
Joseph J. Strub 10/20/2003 12:00:00 AM
Thanks, in part, to the fallout from the financial scandals of Enron, WorldCom, Tyco and others, the corporate spotlight is being refocused on the audit function. However, by waiting until systems are live and in production before applying an audit regimen, you may miss an excellent opportunity to establish effective controls at the outset, when the enterprise software is being implemented. Read on to learn where and how, as an executive sponsor, project manager, or team member, you can instill audit procedures that can continue throughout the life of the software.

Read Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management

imgHeaderSep
Can Auditing and Project Management Co-Exist in an ERP Environment?
Joseph Strub 9/2/2003 12:00:00 AM
It is hard to recall the last time an ERP implementation team included an auditor as an active member. This article explores key points in a project's lifecycle where the audit function should be involved and the deliverables to be expected.

Read Can Auditing and Project Management Co-Exist in an ERP Environment?

imgHeaderSep
12
Displaying items 1 to 10 of 19
Use this index to search for white papers related to commonly used search terms A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others 
Recent Searches
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others
A: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
B: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
D: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
E: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
F: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
G: 1 2 3 4 5 6 7
H: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
I: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
J: 1 2 3 4 5
K: 1 2 3 4
L: 1 2 3 4 5 6 7 8 9 10 11 12 13 14
M: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
N: 1 2 3 4 5 6 7 8
O: 1 2 3 4 5 6 7 8 9 10 11 12 13 14
P: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Q: 1 2
R: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
T: 1 2 3 4 5 6 7 8 9 10 11 12 13
U: 1 2 3
V: 1 2 3 4
W: 1 2 3 4 5 6 7 8 9 10 11
X: 1
Y: 1
Z: 1
Others: 1 2 3


©2013 Technology Evaluation Centers Inc. All rights reserved. Search powered by Google