Results 1 - 10 of about 626 for Project Components
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The Evolution of Enterprise Resource Planning Includes Service ...
| by Neil Stolovitsky |
... for services applications provide complete functionality for both the transactional
(or operational) components,
and the project-oriented components of service ...
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| http:/.../Research/ResearchHighlights/ERP/2007/04/research_notes/MN_ER_NS_04_09_07_1.asp - 15k - 2007-04-09 |
| Summary: Enterprise resource planning (ERP) vendors have extended their functionality to service vertical markets in the service industry.
As a result, ERP for services has emerged as a viable software category competing with the best-of-breed vendors serving professional
services sector industries.
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Project Portfolio Management for Service Organizations: Bridging ...
| by Neil Stolovitsky |
... Major ERP players entering this space are swapping their manufacturing and distribution
components for
portfolio and project management functionality in order ...
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| http:/.../Research/ResearchHighlights/projectManagement/2006/01/research_notes/TU_PR_NS_01_02_06_1.asp - 22k - 2006-01-02 |
| Summary: There are two types of project portfolio management (PPM) solutions for professional services organizations (PSO). For smaller
PSOs, best-of-breed vendors provide hosted solutions with out-of-the-box integrations, while integrated PPM solutions provide
the complete back-office systems preferred by many l
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Enterprise Resource Planning for Services, and Professional ...
| by Neil Stolovitsky |
... ERP for services applications provide functionality for both the transactional
(or operational) components,
and the project-oriented components of service ...
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| http:/.../ResearchHighlights/professionalServices/2006/04/research_notes/TU_SP_NS_04_13_06_1.asp - 18k - 2006-04-13 |
| Summary: Since the late nineties, enterprise resource planning (ERP) vendors have developed functionality for vertical markets in the
service industry. Simultaneously, professional services automation (PSA) became a viable software category. Consequently,
deciphering the difference between ERP and PSA remains a c
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Professional Services Organizations Automate their Processes
| by Neil Stolovitsky |
... portfolio by incorporating project management, resource planning, time and expense
tracking, billing,
and accounting functionality as core components to the ...
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| http:/.../Research/ResearchHighlights/ppm/2005/11/research_notes/TU_SP_NS_11_10_05_1.asp - 13k - 2005-11-10 |
| Summary: Major vendors are entering the professional services software market and small niche vendors are repositioning themselves
to compete. This changing market is conveying mixed messages; however, users can navigate this space by separating market
messages from vendors' functional capabilities.
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Professional Services Organizations Automate their Processes
| by Neil Stolovitsky |
... portfolio by incorporating project management, resource planning, time and expense
tracking, billing,
and accounting functionality as core components to the ...
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| http:/.../Research/ResearchHighlights/ppm/2006/09/research_notes/TU_SP_NS_09_04_06_1.asp - 13k - 2006-09-04 |
| Summary: Major vendors are entering the professional services software market and small niche vendors are repositioning themselves
to compete. This changing market is conveying mixed messages; however, users can navigate this space by separating market
messages from vendors' functional capabilities.
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Business Engine: Driving Project Portfolio Management for IT ...
| by Neil Stolovitsky |
... In addition to its primary market strategy of bringing financial governance to
project-driven organizations,
Business Engine plans ... Business Engine Components. ...
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| http:/.../ResearchHighlights/professionalServices/2006/03/research_notes/TU_SP_NS_03_24_06_1.asp - 16k - 2006-03-24 |
| Summary: Business Engine provides best-of-breed PPM functionality for internal IT departments, focusing on financial governance. For
organizations seeking flexible workflow and IT governance capabilities, BEN delivers functionality in the financial services,
health care, government, manufacturing, telecommunicati
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IT Governance and Project Portfolio Management: Vendor Delivers a ...
| by Neil Stolovitsky |
... Mariner product does a good job of covering the main components of PPM ... and provides
highly
configurable views to monitor financial metrics of project portfolios ...
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| http:/.../Research/ResearchHighlights/projectManagement/2006/06/research_notes/PN_PR_NS_06_20_06_1.asp - 15k - 2006-06-20 |
| Summary: Although most vendors provide organizations with the project portfolio management tools to meet their objectives, few provide
strategies to implement an IT governance framework successfully. Pacific Edge offers a three-stage approach to implementing
IT governance, based on an organization's maturity.
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SupplyChain.Oracle.com And The 20-Day Implementation
| by Steve McVey |
... that Oracle really expects installs to happen in 20 days start to finish, but its
failure to delineate where
timelines for other project components end and ...
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| http:/.../ResearchHighlights/BusinessApplications/2001/07/news_analysis/NA_BA_SRM_07_17_01_1.asp - 7k - 2001-07-17 |
| Summary: In their zeal to convince buyers that their products are easy to implement, vendors are making extraordinary claims. But
as the old saw goes, if something sounds too good to be true, it probably is.
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Project Portfolio Management for New Product Development: Tracking ...
| by Neil Stolovitsky |
... Artemis for NPD delivers PPM, lifecycle management, financial management, idea
management, project management,
and resource management components. ...
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| http:/.../Research/ResearchHighlights/projectManagement/2006/01/research_notes/TU_PR_NS_01_06_06_1.asp - 19k - 2006-01-06 |
| Summary: Resource allocation and phase-based processes are key features to consider when selecting a project portfolio management solution
for new product development (NPD) projects. More importantly, NPD projects demand a best practices framework, like Stage-Gate®,
for their success.
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Professional Services Automation: Affordable Hosted Solutions for ...
| by Neil Stolovitsky |
... Its PSA components bridge project management and CRM capabilities with the back
office. Its focus
on IT also provides integrations hook to help desk solutions. ...
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| http:/.../ResearchHighlights/professionalServices/2006/09/research_notes/MN_SP_NS_09_13_06_1.asp - 14k - 2006-09-13 |
| Summary: Although technology is pivotal in maintaining a competitive edge, many smaller professional services organizations (PSOs)
have limited time and resources to dedicate to their IT infrastructure. For this reason, the application service provider
model can be a very attractive offering.
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