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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.
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Visit the TEC store to compare leading software solutions by funtionality, so that you can make accurate and informed software purchasing decisions.
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 human resources software in visual basic free


Bite-sized Apps-A New Trend in Enterprise Software
TEC principal analyst P.J. Jakovljevic reviews the latest offerings from UNIT4 and SYSPRO, which appear to mark a new trend in enterprise software—small

human resources software in visual basic free  will target strategy management, human resources, project management, and sales management. Do Bite-sized Apps Measure Up? Compared with solutions from SYSPRO and QAD app stores, UNIT4 apps offer a much deeper level of complexity that is made simple in the solution store—it is a three-part role-based offering with data aggregation, analysis and decision making, and reporting. In other words, these solutions have been given much more forethought—they are not just simplistic extension apps tossed

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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

Discrete Manufacturing (ERP)

The simplified definition of enterprise resource planning (ERP) software is a set of applications that automate finance and human resources departments and help manufacturers handle jobs such as order processing and production scheduling. ERP began as a term used to describe a sophisticated and integrated software system used for manufacturing. In its simplest sense, ERP systems create interactive environments designed to help companies manage and analyze the business processes associated with manufacturing goods, such as inventory control, order taking, accounting, and much more. Although this basic definition still holds true for ERP systems, today its definition is expanding. Today’s leading ERP systems group all traditional company management functions (finance, sales, manufacturing, and human resources). Many systems include, with varying degrees of acceptance and skill, solutions that were formerly considered peripheral such as product data management (PDM), warehouse management, manufacturing execution system (MES), and reporting. During the last few years the functional perimeter of ERP systems began an expansion into its adjacent markets, such as supply chain management (SCM), customer relationship management (CRM), business intelligence/data warehousing, and e-business, the focus of this knowledge base is mainly on the traditional ERP realms of finance, materials planning, and human resources. The foundation of any ERP implementation must be a proper exercise of aligning customers'' IT technology with their business strategies, and subsequent software selection. 

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Documents related to » human resources software in visual basic free

Solomon Software: Breaking Away from Perception as “Best-of-Breed-Accounting” Vendor


Due to its late expansion into the ERP world, the company has been trailed by its reputation of a best-of-breed accounting software vendor. While Solomon has accelerated its schedule of new functionality, it will be hard pressed with tight “time-to-market” constraints.

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ROI Systems Defies The Odds Through Delighted Customers Part Two: Market Impact


ROI's approach has always been to offer proven but not necessarily leading-edge product technology, which has allowed the vendor to provide its customers with easy migration paths to updated technology.

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BI State of the Market Report


IT departments rarely know as much about a business as the business people themselves. But business people rarely take action on numbers alone: they share the information with others, soliciting their feedback and performing external research before taking action. Business users still depend on IT to deliver answers related to the information that they receive. Business intelligence (BI) 2.0—also known as collaborative BI—uses the collective intelligence of the user community to enrich existing information. Learn how business intelligence (BI) 2.0 is helping business users create and modify their own reports, share and enrich information, and provide feedback to each other and to information producers.

When the community helps itself, information is turned into actionable information more quickly than when using purely “traditional” methods of community support, such as meetings, phone calls, and e-mail. And when actions are taken more quickly, the entire organization becomes more nimble and ultimately more competitive. This overview discusses how BI 2.0 can provide real benefits within your organization and what product features to look for in a BI solution in order to realize those benefits.

We hope you’ll find this guide a useful tool in determining which BI solution is best suited to your company’s business model and particular needs.


Table of Contents


Executive Overview
Using BI 2.0 to Increase your Competitive Advantage

Case Study
LogiXML Helps to Power its Real-Estate Reporting and Analysis

Thought Leadership
How Smart Marketers Succeed Online

Market Insight
Mashups and Pervasive BI

Report Sponsors
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About TEC



Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.



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Using BI 2.0 to Increase Your Competitive Advantage


Business users know their data better than IT does. They know the meaning of the data, its history, and its relationship with other data. Yet traditional BI solutions have business users referring to IT for assistance with their data. Also, they are forced to work in silos. Sure, they can create their own reports and maybe even share them with other business users, but when it comes to sharing their own knowledge about the data, they have to rely on e-mail, telephone, and face-to-face meetings. By enabling the sharing of data-related knowledge through the BI system itself, business users become more self-sufficient and actions can be taken more quickly.

The raison d’être of BI is to provide business users with information that enables them to take action. Even if business users are self-sufficient when it comes to creating and sharing data, data on its own is rarely sufficient to take action. Identifying an opportunity in the market through numbers alone is not sufficient to justify investment in a new product or geography. Identifying a bottleneck in a business process is not sufficient to justify changes in the business process. Information about a business issue or opportunity is merely a part of the overall “solution domain.” Action is usually only taken after considering a number of factors in addition to the data, such as human knowledge and experience, the economic environment, and the competitive environment.

In this section, we lay out the capabilities to look for in a BI solution—and specific functional requirements needed to support these capabilities—that contribute to the goal of “harnessing collective intelligence.” In general, the more recent entrants into the BI market are paying the most attention to BI 2.0. Some vendors, such as Good Data, have it as a central component of their solution offerings.

The following are key capabilities of BI 2.0:

  • Collaboration
    Business users are able to share information within the user community and create discussion threads relating to the information.


  • Identification of useful information
    Business users can flag information that is likely to be of use to others within the community.


  • Enriching of Information
    Business users can enrich the information through their knowledge and experience in addition to other external information sources in order to explain trends and generally assist other consumers of that information.


The community of “business users” needn’t be restricted to internal users. User collaboration is already mature within the Web space, under the guise of Web 2.0. With Web 2.0, collective intelligence is harnessed through comments on blog posts; contributions to wikis such as Wikipedia; and tagging of content, such as photos on Flickr. BI 2.0 takes these methods and applies them in the BI space by making data the focus of user collaboration.

The following sections take the capabilities above and list the functional requirements that support them. Bear in mind that each of these functional requirements is a business user requirement and not an IT or development requirement.


Download the full copy of the TEC 2009 BI Buyer’s Guide for businesses.

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Improving Business Integration for a Competitive Advantage in the Mid-market


Mid-market companies can level the competitive playing field by using business integration technology. Integrated processes reduce costs by decreasing data entry errors, improving supply chain responsiveness, and increasing inventory accuracy—not to mention eliminating document processing fees and customer charge-backs. But how can mid-market companies leverage the capabilities of "high-end" integration solutions?

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Keeping Projects in View and Costs in Line


In construction and services, matching the right people to the right projects is mission-critical if those projects are to show actual profits. But determining profitability takes time—not a common commodity today. What’s needed are tools to track, identify, and report all contract and project activity—an integrated view of all job details, including the critical factors that determine profitability.

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Blending Transactions and Analytics in a Single In-Memory Platform: Key to the Real-Time Enterprise


This white paper discusses the issues involved in the traditional practice of deploying transactional and analytic applications on separate platforms using separate databases. Rather than using separate transactional and analytical applications built on separate platforms, a single data management environment for both systems of record and systems of decision would yield numerous benefits. These include real-time data analysis and accelerated decision making, and the potential to transform and innovate the business.

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Software-as-a-service Overview


The software-as-a-service platform enables users to access software applications anytime, from anywhere, via an Internet browser. A SaaS business model enables companies to purchase business software on a monthly subscription basis, and eliminate the need for servers or on-staff support personnel. This fact sheet gives you a quick run-down of what SaaS is, what kind of company it’s best suited for, and why.

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Professional Service Strategies that Win: IT’s New Role in the Cloud


Successful enterprise resource planning (ERP) deployment demands a focused examination of the professional services provided by your organization, and the most efficient infrastructure required to support them. You must provide your most important asset—your people—with effective tools that can be accessed remotely, securely, and immediately. Professional service organizations that understand this will be in a strong position to determine the best cloud-based solution for their needs.

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UA Business Software


Advanced Software Development was founded in 1992. Its UA Business Software became a Cloud ERP Software solution that was adopted by over 4,000 companies across dozens of industries around the world. ASD’s partner network grew to consist of over 400 resellers and service partners. For nearly two decades, UA Business Software resellers implemented and extended UA Business Software’s Cloud ERP Software for industry-specific purposes. The UA community of users and partners forms the nucleus of a growing ecosystem for its software. As these customers seek to move their ERP implementations to the cloud, and as UA partners seek to create cloud businesses, its Cloud ERP Software provides a natural migration path for companies.

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California Software Labs,


Located in Pleasanton, California (US), California Software Labs (CSWL Inc.) is a customer software solutions provider and a wholly owned subsidary of California Software Co. Ltd. (Calsoft), located in Chennai, India. Calsoft is a public company listed on the Indian stock exchanges and is certified Capability and Maturity Model Integration (CMMi) level 5. Founded in 1992, Calsoft is financially supported by Chemoil Corporation (US), Itochu Corporation (Japan), and Industrial Development Bank of India (IDBI). CSWL has over 50 software engineers in the US and over 400 software professionals in India, in Chennai, Bangalore, and Cochin. It has operations in the United Kingdom (UK), Japan, and Singapore.

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