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Software Functionality Revealed in Detail
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 example of selection process


CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part Two: Using A Knowledge Base To Reduce The Time, Risk And Cost Of A CRM Selection
Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a

example of selection process  knowledge base. In this example a threshold of Supported is set to the criterion Multi-user scheduling. Note from Figure 4 that a rating of Supported indicates that the functionality is provided out of the box. The capability to set thresholds is useful because it allows the selection team to set minimum requirements for important end-level criteria. One of the challenges of working with a large knowledge base is that a selection team may find a specific end-level criterion to be extremely important,

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Process Enterprise Resource Planning (Process ERP) RFI/RFP Template

Financials, Human Resources, Process Manufacturing Management, Inventory Management, Purchasing Management, Quality Management, Sales Management, Product Technology 

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Documents related to » example of selection process

The Subjective Criteria of ERP Selection


I hope our readers, to greater or lesser degrees, are familiar with our business software selection methodology—as we have been writing a lot on this matter. But the lion’s share of these publications often refer to either the functional or technical sides of the selection process, or what type of business processes a future system can support and how can be achieved. Here, I would like

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Should Your Software Selection Process Have a Proof of Concept? Part One: Structures and the Selection Process


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.

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The 7 Deadly Sins of Software Selection


Q: How many doomsday prophets does it take to change a light bulb? A: None. The light is still on. “Knock knock.” “Who’s there?” “The Raptured. SURPRISE!” Thank you, thank you, don’t forget to tip the archangels, I’ll be here all week (according to best estimates). You may have heard recently about Harold Camping, the radio host who predicted that The Rapture would take

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Seeking Vendors, the Early Part of Selection


How do you figure out, from within a large range of software vendors, which vendors to start evaluating? I'm curious to see some feedback on what most people use to start researching and narrowing down their list of software vendors before going into an RFI process. A few years ago we were thinking about this issue and came up with the idea of a preselection questionnaire that could narrow down

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Bizagi BPM Suite 9.1.6 Business Process Management Certification Report


Bizagi BPM Suite 9.1.6 is now TEC Certified for online evaluation of business process management (BPM) solutions in the Project Portfolio Management Evaluation Center. The certification seal is a valuable indicator for organizations relying on the integrity of TEC research for assistance with their software selection projects. Download this report for product highlights, competitive analysis, product analysis, and in-depth analyst commentary.

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The Development Process Made Easy


Life cycle development can be a complicated and intimidating process for many organizations. Are you struggling to adapt the development process successfully to your own projects? Do you want to use various formal life cycle processes such as Agile, Incremental, Spiral, and Waterfall, or various informal processes, such as extreme programming (XP) and others? Are you burdened by the development process? This paper will explain how you can simply and easily adopt any life cycle process.

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Managing the Total Cost of Ownership of Business Intelligence: A 360-Degree Perspective


For many companies, total cost of ownership (TCO) of business intelligence (BI) solutions is out of control. And the problem is growing, fueled by ever-increasing demands from the user community, massive new sources for data, new capabilities, shadow it landscapes, and the cost of keeping people abreast of all the changes. This paper focuses on developing a framework for monitoring and managing the TCO of BI.

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Ultimus Adaptive BPM Suite 8.3 for Business Process Management Certification Report


Ultimus Adaptive BPM Suite 8.3 is TEC Certified for online evaluation of business process management (BPM) solutions in the Enterprise Resource Planning (ERP) Evaluation Center. The certification seal is a valuable indicator for organizations relying on the integrity of TEC research for assistance with their software selection projects. Download this report for product highlights, competitive analysis, product analysis, and in-depth analyst commentary.

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Process vs. Discrete


When researching the right enterprise resource planning (ERP) software for your business, it is essential to realize there is a difference between process and discrete ERP software. The first step is to identify the type of manufacturing operation, either process or discrete, and specific manufacturing requirements. This white paper will help you determine if your software is truly meeting your process manufacturing needs.

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Instead of Discounting, Back Some Value Out of Your Proposal


Last minute discounting has become so prevalent that many companies have come to depend on it as their default sales strategy. Employing a go-to-market strategy of being the lowest cost provider is one thing, but dramatic, tactical discounting on every deal will erode your company's margins and leave you digging a deeper and deeper hole in which your company will ultimately bury itself.

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