Documents » concepts rfq poc.
Abstract: This article explores how the proof of concept (
POC) fits into the software selection process, when a
POC should be undertaken, structural variables, and the advantages and disadvantages of the
POC from the client and value-added reseller point of view.
PubDate: 7/12/2004
Abstract: In December 2008, Advanced Systems Concepts commissioned Forrester Consulting to examine the potential return on investment (ROI) that companies may realize by deploying ActiveBatch, an IT job scheduling and management solution. Learn about the financial impact in a midsized financial services company with global operations, in which ActiveBatch is used to manage its mission-critical job scheduling environment.
Abstract: A proof of concept (POC) should be completed as part of the selection process when the risk of project failure is comparatively high. Risk can be measured by two key variables. These variables are complexity of requirements and level of expertise of the selection/implementation team. The more complex the system requirements, the greater the benefit obtained from a POC.
Abstract: The IT landscape has grown into a complex system of servers, networks, locations, products, and processes. Making all these systems work efficiently and securely has become an enormous task. This four-chapter e-book can help you identify the issues surrounding the design, control, and management of jobs, and give you insight into best practices for an efficient, maintainable job scheduling and workload automation system.
Abstract: For Technology vendors, credibility is the ability to sell. Credibility is vital, is hard to build, and easy to lose. Building credibility doesn't have to be costly. This article touches on the concepts you can employ to build your credibility. These concepts are the basis for a seminar presented by The Credibility Forum.
Abstract: In the larger schema of things, SOA would espouse general, more abstract concepts of software reusability and encapsulation within certain boundaries (as to then provide access to that software via defined interfaces), Web services would then make these SOA concepts vendor-independent due to their use of generally accepted standards, while BPM and BPEL would be some of the engines making the whole system work.
Abstract: Like so many Internet conventions, the Application Service Provider (ASP), is really a combination of two 'old' concepts, turn key applications and outsourced services. Many of the lessons learned from these areas are directly applicable to ASP provided applications, and many of the same questions need to be asked and answered before a determination can be made on whether an ASP application should be considered.
Abstract: Product Lifecycle Management (PLM) solutions have to work with many other systems, not just ERP, so integration is not a new issue for PLM vendors. Most PLM vendors recognize the need for integration and have addressed the need in their toolkits. The additional work comes from integrating the concepts and semantics of one system to the next, if this business level integration has not already been provided between the two systems. This can be a big challenge for best of breed vendors, who may need to rely on systems integrators for much of this conceptual and semantic integration.
Abstract: Today, global manufacturers have all but abandoned traditional vertical supply chain management to adopt the more flexible horizontal and virtual supply chain concepts. But in changing their business model, they have given up a fair amount of control over their supply chain processes.
Abstract: If you are not experiencing organizational stress in some of the areas where the benefits may occur, then perhaps a decision to invest in supply chain management software should be postponed. If you do have some pain in one or more of these areas, then you can follow the concepts in this article to understand the potential of supply chain management software to fix the cause of the pain and improve your bottom line. This part discusses the challenge of limited time to perform analysis.
Abstract: Analog Devices was the first company to implement a balanced scorecard company-wide on an Executive Information System. In fact, it has been running for 13 years. One of the major lessons that Analog learned was to trust the lead and lag relationship between non-financial and financial measures. This note was based in part from an interview with Art Schneiderman, pioneer of the balanced scorecard concepts at Analog Devices and Bob Stasey, VP of Quality at Analog Devices.
Abstract: Real-time data warehouses are common in some organizations. This article reviews the basic concepts of a real-time data warehouse and it will help you determine if your organization needs this type of IT solution.
Abstract: MicroStrategy has recently added CRM applications to its offerings. The company’s new CRM suite, eCRM7, will be generally available in December. MicroStrategy is also employing CRM concepts within its own organization to increase customer satisfaction.
Abstract: Process industry companies could benefit from many of the PLM concepts that have accrued to discrete industries. But PLM has had minimum penetration into the process industries. Why?
Abstract: IFS was one of the first ERP vendors to incorporate concepts of component technology and a high-level of integration with both its own and other vendors' components, all providing for flexibility, modularity and ongoing post-implementation system agility and incremental deployment. The Company supports most of the IT industry-accepted middleware standards and is well poised for future technological developments and requirements.
Abstract: Using the service-oriented architecture concepts of reusability and standards-based interoperability, and based on extensive experience with legacy systems and packaged applications integration, Eqos can deliver pre-configured, cross-enterprise business processes that blend new and legacy functionality into a more coherent process.
Abstract: To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
Abstract: Small and medium enterprises (SMEs) are facing new challenges and opportunities. By linking people, processes, and workflows from inside and outside your company, business management software can help you drive success. Learn about key drivers in the “extended enterprise vision” strategy and how to integrate newer concepts, such as service-oriented architecture (SOA) and Web 2.0 capabilities, with existing applications.
Abstract: For many companies, a network analyzer with application analysis capabilities is the essential tool in the IT administrator’s toolbox. No other tool can provide you with the level of individual transaction detail that is often necessary for solving problems. Learn the concepts and technologies behind effectively managing application performance, so you can identify and correct issues before they affect your business.