Software Selection: A Third Alternative Part Two: Seller's ...

by Joseph J. Strub ... Failed projects do not bode well for the vendor. Their sales cycle costs can only rise even more and their reputation can suffer or, at least, become suspect. ... http:/.../Research/ResearchHighlights/ExecutiveView/2004/08/research_notes/MI_EV_XJS_08_24_04_1.asp - 15k - 2004-08-24 Summary: Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become suspect. Surely, the consequences can be much more severe for the client where an incorrect software selection can lead to business losses. Acco

Software Selection: A Third Alternative Part Two: Seller's ...

by Joseph J. Strub ... Failed projects do not bode well for the vendor. Their sales cycle costs can only rise even more and their reputation can suffer or, at least, become suspect. ... http:/.../Research/ResearchHighlights/ExecutiveView/2005/05/research_notes/MI_EV_XJS_05_16_05_1.asp - 16k - 2005-05-16 Summary: Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become suspect. Surely, the consequences can be much more severe for the client where an incorrect software selection can lead to business losses. Acco

IT Project Risk Assessment

by J. Dowling ... posted on my office door (the inside) for several months while I and other managers in the department struggled to break out of a string of failed projects. ... http:/.../Research/ResearchHighlights/ExecutiveView/2001/02/research_notes/MI_EV_JFD_02_07_01_1.asp - 16k - 2001-02-07 Summary: Information technology project risk often comes from non-technical aspects of the initiative. Assessing the impact of technology on people, management systems and other initiatives is essential to assure project success.

IT Project Risk Assessment

by J. Dowling ... posted on my office door (the inside) for several months while I and other managers in the department struggled to break out of a string of failed projects. ... http:/.../Research/ResearchHighlights/ExecutiveView/2002/08/research_notes/MI_EV_JFD_08_22_02_1.asp - 16k - 2002-08-22 Summary: Information technology project risk often comes from non-technical aspects of the initiative. Assessing the impact of technology on people, management systems and other initiatives is essential to assure project success.

A Case Study and Tutorial in Using IT Knowledge Based Tools Part 1 ...

by E. Robins ... These failed projects do not bode well for the vendor, since the sales cycle costs can only rise, and their reputation can suffer. ... http:/.../ResearchHighlights/TechnologySelections/2001/05/research_notes/CS_TS_ESR_05_30_01_1.asp - 17k - 2001-05-30 Summary: In going through a business decision process for complex technology selections, more and more use is being made of technologically driven processes using Decision support tools and captured knowledge. The use of these systems and the capability to drive a solution from them assumes an ability to accurate

A Case Study and Tutorial in Using IT Knowledge Based Tools Part 2 ...

by E. Robins ... These failed projects do not bode well for the vendor, since the sales cycle costs can only rise, and their reputation can suffer. ... http:/.../ResearchHighlights/TechnologySelections/2001/05/research_notes/CS_TS_ESR_05_31_01_1.asp - 30k - 2001-05-31 Summary: This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection Methods and Tools. These tools, integrated with business decision making procedures, can arguably reduce selection risk and improve chances for succ

Facing A Selection? Try A Knowledge-Based Matchmaker Part 1 ...

by P.J. Jakovljevic, Louie Talarico ... These failed projects do not bode well for the vendor, since the sales cycle costs can only rise even more, and their reputation can suffer. ... http:/.../ResearchHighlights/BusinessApplications/2002/03/research_notes/TU_BA_PJ_LJT_03_05_02_1.asp - 22k - 2002-03-05 Summary: Since a 'one-size-fits-all' product is still not quite a viable possibility, almost every product can win provided a certain set of requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right opportunity in this ongoing 'dating game'. An RFP/RFI selection process can streamline

Selecting PLM Software Solutions Part 2 - Problem Overview

by Jim Brown & P.J. Jakovljevic ... These failed projects do not bode well for the vendor, since the sales cycle costs can only rise even more, and their reputation can suffer. ... http:/.../Research/ResearchHighlights/Erp/2003/05/research_notes/TU_ER_XJB_05_23_03_1.asp - 19k - 2003-05-23 Summary: 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 s

CRM, Success, and Best Practices: A Wake Up Call Part One ...

by Glen S. Petersen ... If the industry wants to reduce the "road kill" of failed projects and help user organizations get on track, it needs to adopt a new set of best practices that ... http:/.../Research/ResearchHighlights/Crm/2004/10/research_notes/MI_CR_XGP_10_21_04_1.asp - 24k - 2004-10-21 Summary: Customer relationship management is a sophisticated set of customer-facing tools; however, its technology has outpaced the management strategy used to implement it. Moreover, murky definitions and objectives have caused varying degrees of success and failure to emerge from the same initiative. Clearly de

How Supply Chain Projects Morph Into Black Holes

by Steve McVey ... live setting. The vendor consistently failed to meet its expected release dates due to other projects and clients. Resellers could ... http:/.../ResearchHighlights/BusinessApplications/2000/05/research_notes/CS_BA_SRM_05_10_00_1.asp - 18k - 2000-05-10 Summary: For all but a few astronomers, black holes are unknown in the realm of ordinary experience. Analogs do exist, however, in the more terrestrial domain of business process reengineering and take the form of supply chain management implementations. Real-life examples offer insights that may help prevent y