Documents » analisis gap fit.
Abstract: Based in Cleveland, Ohio (US), Fuserashi International Technology, Inc. is a manufacturer of precision nuts, bushings, inner metals, piston blanks, and specialty cold-formed steel products. The company achieved significant return on investment within the first two years of using the Made2Manage Enterprise Business System. In fact, as revenue climbed, F.I.T. made a name for itself as a quality benchmark leader.
PubDate: 8/25/2006 11:48:00 AM
Abstract: Business changes constantly in small ways and large. It is rare to find an application product that can change once it is implemented. This gap is a reality leading to dissatisfaction and the application being a drag on the business. This gap, the lack of the ability to change, costs the business dearly. Software needs to be the agent of change, not the enemy of change.
Abstract: Bridging the gap between an application’s problem domain and its code can be difficult, even for the best software engineers. Bridging these two diverse worlds—each with its own language—requires a finished application that creates an intersection between the two. By building a domain-specific modeling (DSM) language and generator using MetaEdit+, engineers close the gap and pave the way to better productivity.
Abstract: The history of telecommunications management is rife with examples of good technology failing to meet business requirements. Historically, while business has needed management of service definitions, technology has focused on element management, leaving a gap between what is desired and what is possible. If operational expenses are to be lowered, this gap must be closed.
Abstract: As your company grows, you must continually evaluate whether your work processes and IT solutions can solve your problems and help grow your business. By performing a gap analysis, you can look at where your business is headed and whether you have the right tools to get there. This white paper can help you perform a preliminary gap analysis to determine whether you need to upgrade your IT solutions and business processes.
Abstract: For over a decade, organizations have struggled with a gap between IT and business due to shifts in perceptions of what business intelligence (BI) should be. Often, skilled IT workers get stuck in low-level reporting roles, while business workers can’t access and analyze information fast enough to make strategic decisions. This discussion with an industry technologist offers some ideas for bridging the IT/business gap.
Abstract: Retail software vendors face the challenge of how to provide an “out-of-the-box” solution that satisfies the unique requirements of a wide spectrum of organizations. So the real question retail IT executives face when making package selection decisions is this: do I change my business processes to fit the software solution, or change the software solution to fit my business processes?
Abstract: Wilden began to investigate several customer relationship management (CRM) packages in the market including: Maximizer Enterprise, PeopleSoft, Siebel, Pivotal and Oracle. The Company knew it would require some customization assistance from the vendor but it also wanted the capability to manage the new technology in-house. Maximizer Enterprise was the only one that was flexible enough-it fit their sales channel model and had the knowledgeable Professional Services staff that the Wilden team felt comfortable with - along with the overall package to fit within their budget.
Abstract: Metadata (“data about data”) is essential for data warehousing. Metadata standards allow different products to interact. Without standards, different vendors’ tools cannot work together seamlessly and the customer’s warehousing effort is greatly complicated.
Abstract: The series, 'What's Wrong With Application Software' explored key challenges found in enterprise applications and also discussed the characteristics of next generation architectures that would provide better support for applications. Once such solution, model based architectures, deserves to be on an enterprise's 'technologies to watch' list.
Abstract: Does your company do things exactly like your competitor? Does your company do things like another company who is a totally different business? For some applications, the answer is YES, but for most they answer is either, NOT VERY or NO WAY. Then can we expect any single application product to be the best for all companies?
Abstract: During the process of product selection a great deal of attention is given to the functional capabilities of the software being evaluated. While this aspect is obviously important, ignoring the technical mechanisms by which the software actually operates can be fatal to a project. In this document we explain how to avoid the pitfalls.
Abstract: Retaining good IT staff for clients is no easy task. They face issues regarding competitive rates, contracts, benefits, liabilities, and more. So how do companies determine if they have the right model of retained staff? Or how much of a firm’s IT should be outsourced? What are the typical billing models used by service providers? Get help with these and other questions, addressed from the service provider’s perspective.
Abstract: High-performance digital video recorders (HPDVRs) solve a range of business and scientific challenges. The ability to capture, play back, correlate, measure, and analyze visual events can be invaluable for various industries. Learn key guidelines for selecting an HPDVR from amongst the multitude of DVR solutions on the market today—very few are designed and built to meet the demands of high performance video recording.
Abstract: Announced over two years ago, SAP's Advanced Planner and Optimizer (APO) is geared toward the supply chain management market, where it will compete head-to-head with established best-of-breed vendors like i2 and Manugistics. With a massive 190 pilot implementations underway around the globe, a picture of SAP's new supply chain suite is beginning to emerge.
Abstract: Manufacturers today need to react quickly in order to remain efficient and competitive, given that the biggest problem they face is that change is the only constant in manufacturing. For those who are lucky, only minor changes will happen between the
Abstract: At sites where both planning and execution modules are stand-alone implementations, neither deliver enough benefit because there are almost always manual connections and processes between these two crucial supply chain management (SCM) areas. Yet, planning and execution in the supply chain are slowly but surely converging because no plan is useful if it cannot be executed.
Abstract: Why has Infor been successful at tacitly nurturing and growing acquired companies when many more noisy competitors have not?
Abstract: 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 larger PSOs.