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Abstract: Professional services firms are not like other businesses. They have unique ways of working, unique challenges, and unique opportunities. While progressive project-based businesses have already embraced
professional services automation (PSA)—achieving results and return on investment along the way—there are still many firms that have yet to fully automate their key business processes or integrate their knowledge base.
PubDate: 1/19/2007 3:26:00 PM
Abstract: This white paper highlights key challenges facing the professional services industry, and discusses how the 2007 Microsoft® Office system can help professional services firms enhance business performance by maximizing employee contributions. It also offers examples of firms realizing business impact from their early use of the 2007 Office system, which provides innovative and powerful enterprise-scale capabilities that extend far beyond improving personal productivity.
Abstract: Not so long ago, professional services were a predictable domain. However, the world has changed, and professional services firms must strive to understand the shifts that are driving their businesses now, especially the seven “MegaTrends.” This will provide a sound foundation for reacting strategically to these fundamental changes. But what are these MegaTrends, and how do we respond to them?
Abstract: 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.
Abstract: 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.
Abstract: The CRM market is shifting. Instead of looking for an all-purpose and horizontal oriented CRM application, customers are seeking a more specialized and industry specific tool. From the larger organization to the smallest customers, CRM buyers are expecting their applications to follow their business model with limited need for customization. Interface Software, which is focused on the professional services market, is an example.
Abstract: 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 challenge.
Abstract: FREE Professional RFP Letters Toolkit - Accept, disqualify, decline, reject responses to a Request for Proposal, protest against unfair contract award
Abstract: In the short term, Microsoft Dynamics SL will likely follow the professional services automation (PSA) trend of extending functionality to the Web. In the long term, its eventual absorption into the Microsoft Dynamics product line may affect Microsoft's strategy in the project portfolio management marketplace.
Abstract: Professional services organizations (PSOs) currently face a number of financial and resource management pain points. Discover the benchmarks PSOs can use to improve management capabilities and how business applications can help PSOs achieve their goals, including streamlining their businesses, increasing operating margins, and meeting the internal and external challenges posed by today’s fast-paced global marketplace.
Abstract: To address the needs of customers as well as emerging workplace trends, Microsoft focused the design of Microsoft Office Professional Plus 2007 around four key goals. They are: working more efficiently with better results, collaborating with others across boundaries, making better use of information, and streamlining processes and controlling content. These goals correspond to long-term investment areas that Microsoft began with Microsoft Office 2003 and continues to focus on today.
Abstract: Professional service providers are starting to apply supply chain management concepts to their strategies for hiring and retaining talent. Adapting to market demands such as globalization and a more sophisticated client base means human resources departments need a complete and integrated process of talent management. But hiring and keeping top talent can also help you increase revenues and increase client loyalty. Find out how.
Abstract: How can a professional services firm grow profitably while providing clients with the services and project pricing they demand? The firm must rely on best-practice solutions to gain control over every aspect of business—from business development to resource planning to billing. Firms that plan and staff projects by relying on combinations of spreadsheets and management instinct will fall behind.
Abstract: The intensity of global competition in the professional services market has just begun. As the Internet takes its rightful place as the platform for communication and collaboration, it has also increased commoditization and competitiveness in services. To compete in this changing business environment, more organizations need to adopt integrated information platforms to gain enterprise visibility and improve operational efficiency.
Abstract: The lifeblood by which executives in professional services organizations (PSO) manage their businesses has traditionally centered on the concept of realization, measured through metrics. Predictive Service Execution enables firms to deliver consistent and timely services while maximizing cash flow, engagement profitability, and customer satisfaction.
Abstract: While an electronic data interchange (EDI) initiative improves supply chain communication and speeds up the exchange of goods and services, it is a complicated undertaking. To get started, learn how Inovis Professional Services array of consulting and training offerings, including assessments and technology planning, can help you implement mission-critical integrated solutions efficiently and cost-effectively.
Abstract: Despite technological advances, users are dissatisfied with customer relationship management (CRM) systems. Ambiguous terms do not provide the vocabulary for concrete action and measurable expectations. Thus, CRM is perceived to be about intangibles, and is approached with a let's-hope–for-the-best mentality.
Abstract: On February 29, PeopleSoft Inc. took the wraps off its Professional Services Automation (PSA) product, software that aims to help services firms better manage financial and human-resources systems. On March 6, Lawson Software reaffirmed its position as a “premier total solution provider for the professional services industry”.
Abstract: Lawson is sticking to its focus on selected vertical markets, but going forward the tenets of that focus will likely be more finely tuned. Namely, the vendor has lately accelerated development, in part through a number of appetizing acquisitions, of its traditional vertical functionality to ensure continued success in its target industries.