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Software Functionality Revealed in Detail
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 i part 13


Deltek's Second Bite at the IPO Cherry (Part I)
In the last decade or so of covering the enterprise applications market, I've witnessed so many products and vendors disappearing and reappearing under a

i part 13  repositioning time in 2003.  I think the apex was when Deltek's then enlightened marketing engine churned out such cheeky gems as challenging the likes of the Big 3 ERP leaders at the time, by taking the entire back page of the June 6, 2003 Wall Street Journal business section with a signed “come to us” letter authored by Ken deLaski, the former Deltek CEO and President. The Part II of this topic will thus analyze the recent times at Deltek and whether the company has lately evolved and separated

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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

Software Test Tools

Tools exist to support software testing at all stages of a project. Some vendors offer an integrated suite that will support testing and development throughout a project's life, from gathering requirements to supporting the live system. Some vendors concentrate on a single part of that life cycle. The software test tools knowledge base provides functional criteria you might expect from a testing tool, the infrastructure that supports the tool, and an idea of the market position of the vendor.  

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Documents related to » i part 13

One Year Later at Deltek: More of the Same (And Then Some More) - Part III


Part I of this blog series explained Deltek’s ebullience despite a hostile and depressed environment, and also analyzed the recent developments (and anticipated future developments) at Deltek’s Professional Service line of business, which is largely represented by Deltek Vision [evaluate this product]. Part II then analyzed the recent developments (and anticipated future developments) at Deltek’s

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Traffic Audits Make Strange Bedfellows: Part I - The Why’s and What’s of Auditing


Have you heard the one where the Director of Product Marketing, the CIO and the auditor are found together in a small conference room? Couldn’t happen, you say? Au contraire! With traffic being the lifeblood of an e-commerce site the Marketing crew knows that the traffic numbers are going to be audited. And they look to the CIO to make sure that the numbers pass muster. If there’s a problem with the numbers, the CIO may be blamed.

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IT Project Management Tools: MS Project and Its Alternatives (Part 1)


In a previous blog post, I wrote about the Project Manager’s role and some of the constraints that affect the daily life of a PM, namely: scope, time, and cost. This post will focus on some of the tools a PM uses on a day-to-day basis (and why), and some of the limiting factors that these tools present. In order to understand the use of PM tools it is essential to have an understanding of the PM’s

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The Wizardry of Business Process Management - Part 1


The business process management (BPM) market is sizzling hot, with Gartner Dataquest estimating its compound annual growth rate (CAGR) at 13 percent in 2009. In fact, almost all leading BPM vendors have been buzzing about their unprecedented growth and profitability, especially amidst the ongoing economic drought. It is truly difficult to argue against the need for companies from all walks of

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The Wizardry of Business Process Management: Part 5


Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing focus on Pegasystems (also known as Pega) as one of the leading BPM suite providers. Part 2, Part 3, and Part 4 then analyzed in depth a number of the vendor’s “BPM secret sauce” ingredients. Pega is one of the leading vendors in the

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The Wizardry of Business Process Management - Part 4


Part 1 of this blog series started a lengthy discussion about the value proposition and parts-and-parcels of business process management (BPM), with an ensuing focus on Pegasystems (also known as Pega) as one of the leading BPM suite providers. Part 2 then analyzed in depth the vendor’s ability to help business users capture (and then realize) business objectives and intent, while Part 3 focused

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Compiere ERP Becomes Part of Consona


In the enterprise open source space, a notable change came to light today affecting Compiere users and partners. Consona announced its acquisition of Compiere. Compiere started back in 1999. One of its founders explained to me that the company's business (circa 2004) largely came from support, migration, and priority requests from clients. An integral component of the delivery model was

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Facing A Selection? Try A Knowledge-Based Matchmaker Part 3: Comparing Three ERP Vendors


This part illustrates how selecting the right ERP product depends on each client's requirements. Epicor, QAD, and Ramco Systems' rank can change with different sets of client requirements.

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Lean Manufacturing: Part Two


Part One of the "Lean Manufacturing" series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part Two, you'll be taken through the action stage of lean practices: implementing lean. Understand the "5S" program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban.

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A Tale of a Few Good SCM Players - Part 3


Part 1 of this blog post series followed the progress of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan was the epitome of a well-managed supply chain management (SCM) software company in terms of market share, growth, profitability, and its products’ capabilities. Indeed, the company set the industry standard for the

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