Project Components

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 ... http:/.../Research/ResearchHighlights/ERP/2007/04/research_notes/MN_ER_NS_04_09_07_1.asp - 16k - 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.

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 ... http:/.../Research/ResearchHighlights/projectManagement/2006/01/research_notes/TU_PR_NS_01_02_06_1.asp - 23k - 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

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 ... http:/.../ResearchHighlights/professionalServices/2006/04/research_notes/TU_SP_NS_04_13_06_1.asp - 19k - 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

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 ... http:/.../Research/ResearchHighlights/ppm/2005/11/research_notes/TU_SP_NS_11_10_05_1.asp - 14k - 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.

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 ... http:/.../Research/ResearchHighlights/ppm/2006/09/research_notes/TU_SP_NS_09_04_06_1.asp - 14k - 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.

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. ... http:/.../ResearchHighlights/professionalServices/2006/03/research_notes/TU_SP_NS_03_24_06_1.asp - 17k - 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

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 ... 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.

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 ... 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.

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. ... http:/.../Research/ResearchHighlights/projectManagement/2006/01/research_notes/TU_PR_NS_01_06_06_1.asp - 20k - 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.

IT Project Risk Assessment

by J. Dowling ... delivery of critical networking components was traced to a finance executive who wanted capital expenditures held up until he could challenge the project in an ... http:/.../Research/ResearchHighlights/ExecutiveView/2002/08/research_notes/MI_EV_JFD_08_22_02_1.asp - 16k - 2002-08-22 Summary: Information technology project risk often comes from non-technical aspects of the initiative. Assessing the impact of technology on people, management systems and other initiatives is essential to assure project success.