Documents » example of non routin problem in logic.
Abstract: Enterprise architecture is a technology
problem, not the business
problem. The business
problem is time, money, and quality. Focusing on modifications as an
example, the reason that modifications are bad is that they take too long, cost too much, and often have quality issues.
PubDate: 1/30/2003
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: The effort needed to manage a non-durable consumer goods company is more strenuous than ever. Business issues such as expanding product portfolios, complex distribution channels, and compliance requirements can impede your ability to compete in the global supply chain. Does your current business application enhance your sales and marketing, and enable demand-driven supply chains? Learn what you need to compete—and win.
Abstract: Typically, there are two approaches to managing public access and workplace workstations: the lock-down approach, and the reactionary approach. However, despite the variety of public access or corporate computer environments that exist, non-restrictive technology is applicable to all of them. With this technology in place, users can use workstations as they desire, but downtime and technical support costs are eliminated.
Abstract: Part of Made2Manage Systems acquisition strategy includes taking on a more global presence through acquisition of non-US companies that offer software, services, and support, particularly companies that sell direct into non-US countries, although not limited to that. Its growth strategy states that it plans to grow organically via new system sales, customer sales, and customer retention, and also growth via acquisition.
Abstract: The root of creativity rests in the people, the management, and the culture of the organization. A better tool will not help an organization that is resistant to change and stifles creativity. It is important to remember that while management can solve a technical problem, technology will never solve a management problem.
Abstract: On November 23, QAD Inc. reported that its total revenue for the third fiscal quarter ended October 31, 1999, rose 56 percent to $56.7 million, from $36.4 million in the same quarter last year. License revenue was $20.6 million, an increase of 21 percent compared with $17.1 million in the prior-year period. Excluding non-recurring tax charges totaling $1.3 million, QAD reported a net loss for the third fiscal quarter of $3.2 million, or $0.11 diluted loss per share. Including the $1.3 million of non-recurring tax charges, QAD's net loss for the third quarter was $4.5 million, or $0.15 diluted loss per share. This compares with last year's
Abstract: Because companies focus primarily on new product development and promotion, the problem of excess and obsolete inventory, once addressed, often leads to both the inventory and dollars flying out the door. There should be smarter ways of handling this problem.
Abstract: Financial service institutions spend thousands of dollars every year on securing their networks from external breaches, but often fail to think about possible internal threats. Employee fraud has become a growing problem in the financial sector—one that many institutions are not fully prepared to handle. Implementing automated detection technologies, however, can be their first line of defense to eradicating this problem.
Abstract: For many firms, continually moving people to new projects under different leaders is the only possible way to operate. The formal boss on the org chart may only rarely get a chance to observe employees in work situations. This isn’t normally a problem; direction is provided by whoever is leading the project. Where it is a problem is when it comes to performance appraisal—there is no one person who can do that appraisal.
Abstract: Today’s n-tier infrastructures make significant demands on the problem management process. Isolation of performance problems in these environments is difficult at best, and traditional monitoring tools are not equipped to deal with the multiple dependencies and complexities they present. Indeed, even effective problem management processes may not be sufficient without improved tools.
Abstract: Today’s information technology (IT) organizations are dealing with the consequences of exploding infrastructure complexity. At the root of the problem is uncontrolled server sprawl—servers provisioned to support a single application. Organizations that have implemented hardware virtualization have unwittingly created a new problem: operating system (OS) sprawl. IT organizations have to find ways to address this critical challenge—today.
Abstract: SuperPharm, a Trinidad-based pharmacy chain, was having a problem with replenishment and risked losing customers. The problem lay in the point of sale (POS) and enterprise resource planning (ERP) for distribution systems—and that users couldn’t easily access the systems’ functionalities. After TEC helped SuperPharm with a software evaluation, SuperPharm realized it already had the best systems for its needs. Find out why.
Abstract: Traditional enterprise systems have proven difficult to change and extend. The inherent problem of old core code and business logic duplication is part of the reason traditional enterprise resource planning systems have not readily taken to e-commerce.
Abstract: Despite the logic behind combining customer relationship management (CRM) and business intelligence (BI) elements, the implementation of marketing automation (MA) has been stunted by slow markets, and pessimistic investors. Vendors in CRM and BI are building alliances in order to gain market share and illustrate the value of MA.
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: Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the implementations fail to meet functional, return on investment (ROI) and total cost of ownership (TCO) expectations. Many companies have consequently been stuck with under-performing software products and dejected users, and are still unable to gauge their system to determine how far they are from the ideal solution for their business requirements.
Abstract: Software Technology evolves in phases. The fundamental assumptions of the current era change dramatically, rendering existing solutions inadequate. This creates an
Abstract: Although a combination of factors bodes well for HighJump's success, a key differentiating word at its camp is 'adaptability'. HighJump's approach to adaptability starts with an application platform designed to manage change. The combination of a set of adaptability tools and the ability to embed business logic into reusable Lego-like 'building blocks' brings a level of system configurability that is relatively rare in application software today.