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The Wizardry of Business Process Management - Part 1
The business process management (BPM) market is sizzling hot, with Gartner Dataquest estimating its compound annual growth rate (CAGR) at 13 percent in 2009. In

b part 21  elements of the business B ottom line improvements E liminate bottlenecks R apidly deploy new services (and processes). Indeed, these are some of the typical benefits of deploying BPM systems, but the trouble, called the lack of clarity and consensus, starts with the quandary about what exactly constitutes BPM, and what exact parts and capabilities of BPM help achieve those benefits? In other words, are there more important and better BPM suites and/or components vs. those that are of less importance? In Read More...
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Documents related to » b part 21


AribaLIVE 2012: What Was Jolly Good (and What Could Improve) - Part 1
A recent blog post talked about my attendance of the AribaLIVE 2012 user event and outlined the main premise of the event: Ariba has become a public cloud

b part 21  rules will no longer be part of the integration layer, but rather in the network layer. The  major announcement was the Microsoft Dynamics partnership along the lines to extend the value of ERP in terms of supplier connectivity, invoice automation, catalogs, etc . In July 2011 the vendor announced Ariba Collaborative Commerce for SAP ERP customers and there were similar attempts with Oracle in the past. But the major difference now seems to be that now 5,000 Microsoft Dynamics resellers will sell Ariba Read More...
Professional Services and Support
Professional services address very specific needs, such as public relations, portfolio management, software engineering, etc. They are provided by specialized

b part 21  Even though support may be considered a part of the professional services business area, a distinction has to be made between the two. Support usually refers to technical support, which is a special type of professional service requiring highly qualified technicians who have experience providing assistance with technology products. While consultants who provide professional services usually charge clients for each project and the amount of time spent for it, support teams are usually paid a monthly or Read More...
EAM versus CMMS: What's Right for Your Company? Part Three: Analysis of IFS and Intentia
Having traditionally done implementations via their product delivery organization, IFS and Intentia also have long exhibited a focus on product quality and

b part 21  market focus, which thereby became part of its identity and a key ingredient in its ability to deliver an even deeper vertical industry functionality. While specific astute modules within the IFS Applications Suite have contributed to IFS' success within certain verticals, one thing that IFS has long had going for it is its product architecture, which is highly component- and standards-based. Also recognizing its scalability limitation, in addition to the rigidity of its erstwhile two-tier client/server Read More...
Talking to (and Learning from) a Retail Store Execution Software Leader - Part 1
My recent post (Software and Human) Help Wanted in Overwhelmed Retail Stores talked about how much attention (and IT investment) retailers pay to their

b part 21  (this story was reported by Computerweekly ) . For its part,  as part of its research into the store-level execution problems retailers face, Reflexis had surveyed 200 store managers working at several chains, and 98 percent of them complained about over-analysis of data. Judging by the high piles of paper on their desks, they should have all been PhD scholars. Reflexis Differentiation In the mid-2000s Reflexis built on the task management solution by developing software for task compliance auditing ( Read More...
The Path to ERP for Small Businesses - Part 1: The Research
Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article

b part 21  to ERP for Small Businesses - Part 1: The Research When looking for business software, small companies might fall into the trap of being selected instead of selecting vendors. This usually happens because small companies do not allocate extensive time and resources to the process and do not have selection methodologies, which help decision makers select a product without further investigation. Not every company takes advantage of a sound software selection methodology. The good news is that other Read More...
Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For
In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise

b part 21  for the most part, been part of the ERP project. The team agreed on the approach it would be using to select the software (whether it was new software or expanded functionality in their ERP system). It would follow the methodology that worked well in the past. In parallel, the team would also develop the corporate governance policies, procedures, and training required for compliance with various global trade regulations. The team quickly researched its needs and pulled together its functional Read More...
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIa)
The first part of this blog series described the opportunity for software as a service (SaaS) or on-demand enterprise applications, especially in the current

b part 21  SaaS applications cater only to basic functional requirements. As said in Part II, SaaS applications are highly configurable at the metadata level, with many customization capabilities coming inherently from within an application platform as a service (PaaS ). In the next parts of this blog series I will talk about some good examples in which complete custom applications have been built using a commercially available PaaS. However, Gartner warns that some gaps might remain for truly complex, end-to-end Read More...
The (NA)Vision of Microsoft Dynamics NAV 2009 - Part 3
Part 1 and Part 2 of this blog series went through the five previous generations of the Microsoft Dynamics NAV (formerly Navision) product. In late 2008, at the

b part 21  or whether that will become the partner game (a la the e-commerce solutions mentioned in Part 2). Frost & Sullivan believes that the UC technology that facilitates anywhere- anytime real-time messaging will become pervasive , driven by businesses seeking new ways to improve workforce productivity and efficiency. Last but not least, and again based on strong customer feedback: there has been inadequate software documentation provided by the vendor. The downside of relying too much on partner’s Read More...
Outsourcing 101 - A Primer Part Two: Outsourcing Categories
Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part examines the

b part 21  growing software, technology and business process outsourcing markets. This concludes Part Two of a three-part note. Part One discussed the history of outsourcing, described outsourcing pros and cons, and introduced offshoring concepts. Part Three will recap outsourcing approaches and categories, and offer recommendations for firms looking to outsource and recommendations for outsourcing providers. About the Author A.B. Maynard has over twenty years of technology, industry, management consulting and appli Read More...
Outsourcing Security Part 3: Selecting a Managed Security Services Provider
As the final article in a three-part series on outsourcing security, the following article provides guidelines for selecting a dependable managed security

b part 21  Part 1 noted the benefits of outsourcing security. Part 2 evaluated the cost of such an outsourcing. Part 3 provides guidelines for selecting a security services provider. Finding what You Want Businesses turn to outsourced security or managed security services (MSS) in order to protect their information assets more efficiently and effectively. MSS encompasses various types of services, including consulting, remote perimeter management, managed security monitoring, vulnerability/penetration testing and Read More...
Grape Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2
This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in

b part 21  Value a Priority for Both SYSPRO and UNIT4-Part 2 This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in Boston. UNIT4 Representing UNIT4 at the event were two top managers: regular attendee Ton Dobbe, the company’s vice president of product marketing, and Anwen Robinson, managing director in UK and Ireland, who was invited to share some of UNIT4’s news in that region with analysts. Similarly to Read More...

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