| 1. |
U.S. vs. Microsoft - Breaking Up Is Hard To Do, But Not That Hard (3 Pages)
by C. McNulty
Mar 10, 2000
Abstract : An updated study projects a potential Microsoft antitrust breakup to increase software costs US$30B. It's not nearly that high.
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| 2. |
Application Erosion: Eating Away at Your Hard Earned Value (5 Pages)
by Olin Thompson
Nov 23, 2001
Abstract : Installed applications suffer with time. The value you fought so hard for during the implementation erodes, losing the value that you already paid for. What is Application Erosion, how does it happen and what can you do to avoid or reverse it?
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| 3. |
Let Your Hard Drives Tell You Where they Are! (3 Pages)
by L. Taylor
Jul 13, 2000
Abstract : Dogs, books, dolphins, and khakis are all being tracked. What about those hard drives at Los Alamos?
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| 4. |
Run your Business with no Software! (3 Pages)
by Jim Brown
Feb 14, 2004
Abstract : Picture your business today without software applications. It's hard to imagine, isn't it? But maybe you should try - and not for the reason you may be thinking. Think about how hard it would be to run your business if your software applications weren't working - and then build a plan to provide total application availability.
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| 5. |
Application Erosion: Eating Away at Your Hard Earned Value (4 Pages)
by Olin Thompson
Mar 25, 2005
Abstract : Application erosion starts the day you turn on any new system, and it continues constantly. To prevent it, you need a plan. If you suffer from it today, you need a plan to regain the value you once had.
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| 6. |
Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part Two: Materials Requirement Planning and Master Production Scheduling (6 Pages)
by Ashfaque Ahmed
Oct 12, 2004
Abstract : Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.
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| 7. |
Master Requirement Planning and Master Production Scheduling Software: Hard Facts Part One: Planning and Scheduling Concepts in Manufacturing (3 Pages)
by Ashfaque Ahmed
Oct 11, 2004
Abstract : Most of the manufacturing software vendors have planning and scheduling software which assume either infinite production capacity for calculating quantities of raw material and work in progress (WIP) requirements or infinite quantities of raw and WIP materials for calculating production capacity. There are many problems with this approach. This paper discusses the pitfalls of this approach and how to avoid these by making sure that the software you buy indeed takes into account finite quantities of required materials as well as finite capacities of work centers in your manufacturing facility.
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| 8. |
Customization Drives Complexity - Why It's Hard to Design, Sell, and Produce 'Simple' Products (8 Pages)
by Jim Brown
Sep 9, 2003
Abstract : It seems counterintuitive, but the process of selling, designing, and producing what appear to be 'simple' products becomes surprisingly complex when manufacturers introduce high levels of customization. How can manufacturers of configured products address this complexity to streamline their processes, reduce cost and increase customer responsiveness?
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| 9. |
Why CRM Is So Hard and What To Do About It: Data is key to making CRM work (3 Pages)
by Barry Briggs
Dec 25, 2002
Abstract : Making a CRM investment work is a two-step process that begins with unifying disparate systems by creating and managing standardized, reusable business definitions mapped to the different CRM system schemas throughout the organization.
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