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TEC Products
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CMMS Templates for Effective Implementations Part Two: The CMMS ...
| by Daryl Mather |
... This is further given credibility by recent moves of major ERP producers to develop
and market EAM style
systems. The Market. ... Reasons for Failure. ...
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| http:/.../Research/ResearchHighlights/ExecutiveView/2003/04/research_notes/MI_EV_XDM_04_02_03_1.asp - 18k - 2003-04-02 |
| Summary: The implementation of an enterprise level system is a tumultuous event with far reaching consequences throughout an organization.
Therefore we can see the implementation process as a means of taking the quantum leap in maintenance management techniques.
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Project Failure—The Numbers, Why, and What It Means
| by Jim Brown & Olin Thompson |
... However, the second through seventh reasons all focus on ... those things that reduce
the odds
of failure. ... management, supply chain management, and ERP to improve ...
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| http:/.../Research/ResearchHighlights/ExecutiveView/2005/06/research_notes/MI_EV_XJB_06_11_05_1.asp - 15k - 2005-06-11 |
| Summary: IT projects fail regularly—considerably missing expectations, drastically overrunning budgets, significantly missing deadlines,
and far too often having to be abandoned entirely. Research shows us that this is the rule, not the exception. Research also
tells us why.
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Who to Blame for Project Failure? Look Up - Not Down, Not Left ...
| by Olin Thompson |
... Failure can be many things and the definition is what the ... They fail from many different
reasons.
... Olin Thompson, a principal of Process ERP Partners and co ...
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| http:/.../Research/ResearchHighlights/ExecutiveView/2002/09/research_notes/TU_EV_XOT_09_20_02_1.asp - 14k - 2002-09-20 |
| Summary: Projects do fail. They fail from many different reasons. But the person at the top of the organization can stop or fix most
of these problems before they derail the project. That person is the only one with the power to do so.
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BI Market Consolidation Compared to ERP Market Consolidation
| by P.J. Jakovljevic |
... CRM markets, these advantages will diminish as the ERP vendors continue ... the whole
process,
and one of the major reasons for BI projects failure) before you ...
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| http:/.../Research/ResearchHighlights/DataWarehousing/2003/08/research_notes/TN_DW_PJ_08_09_03_1.asp - 23k - 2003-08-09 |
| Summary: The BI market is ripe for consolidation, but not necessarily for the reason of capturing the scarce remaining market share
like in the ERP case, but more likely for the reasons of garnering the most complete CPM portfolio.
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Four Ways to Botch Your ERP Implementation Process
| by Jeff Kugler |
... Another way that failure to appreciate the strategic ... Some ERP vendors and implementation
providers advocate the “big ... but what the underlying reasons are for ...
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| http:/.../Research/ResearchHighlights/ERP/2009/06/research_notes/TU_ER_XJK_06_29_09_1.asp - 18k |
| Summary: Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the
implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering
clear of these major mistakes.
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Four Ways to Botch Your ERP Implementation Process
| by Jeff Kugler |
... Another way that failure to appreciate the strategic ... Some ERP vendors and implementation
providers advocate the “big ... but what the underlying reasons are for ...
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| http:/.../Research/ResearchHighlights/ERP/2008/11/research_notes/TU_ER_XJK_11_26_08_1.asp - 18k |
| Summary: Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the
implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering
clear of these major mistakes.
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Four Ways to Botch Your ERP Implementation Process
| by Jeff Kugler |
... Another way that failure to appreciate the strategic ... Some ERP vendors and implementation
providers advocate the â ... but what the underlying reasons are for each ...
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| http:/.../Research/ResearchHighlights/ERP/2008/02/research_notes/TU_ER_XJK_02_13_08_1.asp - 18k - 2008-02-13 |
| Summary: Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the
implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering
clear of these major mistakes.
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Four Ways to Botch Your ERP Implementation Process
| by Jeff Kugler |
... Another way that failure to appreciate the strategic ... Some ERP vendors and implementation
providers advocate the â ... but what the underlying reasons are for each ...
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| http:/.../Research/ResearchHighlights/ERP/2008/05/research_notes/TU_ER_XJK_05_26_08_1.asp - 17k - 2008-05-26 |
| Summary: Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the
implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering
clear of these major mistakes.
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Selecting a PLM Vendor
| by P.J. Jakovljevic and Jim Brown |
... on the relative value of innovation versus integration, see Can ERP Speak PLM? ... of
the whole
process, and one of the major reasons for the failure of many ...
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| http:/.../Research/ResearchHighlights/PLM/2004/08/research_notes/TU_PL_PJ_08_21_04_1.asp - 16k - 2004-08-21 |
| Summary: PLM enterprise applications should not be selected in a vacuum. The needs and requirements of multiple departments and even
business partners must be represented in the documented requirements and also on the selection team, which should attempt
to examine different functions and methods involved in crit
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Who to Blame for Project Failure? Look Up—Not Down, Not Left ...
| by Olin Thompson |
... Failure can be many things, and the definition is what ... They fail for many different
reasons.
... articles on enterprise resource planning (ERP) and manufacturing ...
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| http:/.../Research/ResearchHighlights/ExecutiveView/2008/07/research_notes/TU_EV_PR_XOT_07_25_08_1.asp - 12k - 2008-07-25 |
| Summary: Project failure is not a nice topic. None of us wants to be involved in a failure. But when a failure occurs, we feel compelled
to assign blame. But who really is to blame, and how can a company avoid the same problems in the future?
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CART 
