Abstract: Today's usage of Decision Support Systems (DSS), combined with vetted ERP knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...

Abstract: Everyone wants the biggest bang for their IT buck—the most functionality and ease of use, deployed to the widest audience, for the lowest cost. But for years, packaged software, despite high up-front and recurring costs, has been a must-have. However, business professionals are beginning to recognize a more efficient approach to their software needs: the smart client.

Abstract: The frequency of breakdowns in the IT client relationship is reaching epidemic proportions. Indeed, an IT client breakdown is comparable to the onset of an illness. If caught early enough, treatment is often relatively painless. However, if left to advance to the later stages, or full maturity, the treatment will not only be invasive, but also require significant recovery time.

Abstract: When The Clientele Group of Epicor Software Corporation was faced with scalability and performance limits in their CRM software, they redesigned their application around the Microsoft® .NET Framework. A server architecture based on SQL Server™ 2000 and XML Web services removes their scalability limits, and supports multiple client applications. A smart client built with Windows® Forms gives customer support personnel a responsive application that is easy to deploy and update. A Web portal built with ASP.NET Web Forms gives authorized customers access to the same records as customer support sees internally. The new architecture can support 500 users on a single dual-CPU server, and offers many ways to scale up and out.

Abstract: Process manufacturers can no longer rely on purely reactive strategies to product safety. Now, reactive strategies such as lot tracking need to be incorporated into holistic strategies that include proactive measures to assess risk and prevent costly quality assurance (QA) events like product recalls. Learn how you can develop a product safety master plan that reduces risk, protects products, and improves profitability.

Abstract: Product architecture can ensure product scalability, endurance, and the incorporation of emerging technologies. Consequently, LANSA 2005 offers Web Application Modules (WAM), to give developers a shorter learning curve and lower development costs to produce browser-based commercial enterprise applications and even Web services.

Abstract: Product Lifecycle Management (PLM) addresses the full lifecycle of a product. The focus of most of the current PLM solutions, however, does not make the most of the value available from servicing products after they have been sold. Service Lifecycle Management (SLM) promises valuable business benefits after a product has been shipped to the customer, tapping into the value of the product aftermarket.

Abstract: Diverse groups have been discussing PIM from the perspective of data synchronization and syndication, product lifecycle management (PLM), and enterprise publishing. Each of these product categories includes the management of product information, but each uses product information for a different operational role.

Abstract: An enterprise that wants to shift to a global product development strategy must invest in modern product lifecycle management (PLM) technology. Therefore, the PLM software market could be on the edge of a significant growth cycle.

Abstract: Within its marketing and proposal automation product, Deltek espouses an emerging CRM derivative known as client relationship management, which should help firms track client relationships in a more sophisticated manner than through methods such as referral or word-of-mouth, which were appropriate during their start-up phases.

Abstract: Because products ultimately define a manufacturing company’s success, product development is mission-critical by definition. It’s also expensive—in most manufacturing sectors, companies annually reinvest between 3 and 8 percent of their total revenues back into product development. Find out how to leverage global product development to gain a dramatic increase in productivity within your product development operation.

Abstract: Research shows that companies implementing product portfolio management (PPM) solutions achieve greater success in profitability because of their ability to monitor product value throughout the product selection and development processes. With the ability to evaluate this information through PPM capabilities, companies can take corrective action to maximize product value during new development—or kill projects that won’t deliver sufficient returns.

Abstract: Products may fail to meet expectations for many reasons—most of which are self-inflicted wounds (such as unclear product definitions) by the company bringing them to market. What’s more, politics and inertia all too often win the day when it comes to making difficult product portfolio decisions. What actions can you take to rank among those companies which realize margin advantages of over 50 percent for new products?

Abstract: Product roadmaps can mean the difference between success and failure in product delivery. Done correctly, they can help win large customers, and guide strategic planning efforts. Unfortunately, most product roadmaps are created under pressure when company management makes a last-minute request. As a result, they don’t have the impact they should, and can be a source of product management misery.

Abstract: Companies are turning toward product innovation to achieve revenue growth, but to generate return on an innovation idea, the idea must be fully developed. When the concept has been fully defined, validated, and transformed into a product, it is then ready for commercial launch and execution from a sales, marketing, manufacturing, and logistics perspective.

Abstract: Rapid market fluctuations; changing customer and channel requirements; pressures from shareholders, executives, and partners; and continued competition are forcing high-tech companies to re-examine not only what products and services they sell, but also their processes and tools for developing, deploying, monitoring, and managing products and services. To deal with these challenges, product managers need to leverage product management processes and tools. This white paper introduces the concept of enterprise product management and the process of requirements gathering automation; the product management continuum; and the creation of a collaborative environment.

Abstract: Product lifecycle management (PLM) enables companies to manage all information regarding a product, from the initial design and engineering through to manufacturing, sourcing, support, and run down. Traditionally, enterprise resource planning (ERP) solutions have successfully managed manufacturing-related information, but have at best, limited integration to the engineering systems such as product data management (PDM). Learn how the Vantage manufacturing solution offers a complete end-to-end solution that manages all aspects of a product's life.

Abstract: To address questions for a TEC customer, we interviewed Dr. Peter Barth, Technology Marketing Manager for SAP AG in Walldorf, Germany. The conversation covered issues in the areas of client/server architecture and database management used by the SAP R/3 Enterprise Resource Planning suite of products.

Abstract: To address questions for a TEC customer, we interviewed PeopleSoft's Michael Daniels. The conversation covered issues in the areas of client/server architecture and database management as they relate to the PeopleSoft Enterprise Resource Planning suite of products.