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SaaSy Discussions (Part I)
Much has been said and written lately, on TEC's web site as well as on many other peer sites, about the on-demand deployment model, especially about multi

i part 16  I am and what I do at the company). Rapid deployment (measured in weeks -- versus months or years -- and cost-effective) and robust integration (with existing applications & data, support for industry-standard application and data interfaces, and portal-based infrastructure) are other tenets of adaptive CRM. Also critical for adaptive CRM are the inherent business intelligence (BI) capabilities to understand customer and market dynamics, and business process management (BPM) in a multi-tier way (via Read More...
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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 gatheri...
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Documents related to » i part 16

What's in a Name? or Enterprise Systems' Reincarnations (Part I)
Well, the ERP Graveyard blog might sometimes be slightly deceiving, since not all enterprise resource planning (ERP) products necessarily die there. Some of

i part 16  product managers or developers. I recently met with AXIS and Cimnet (parts of Consona) and have vicariously learned that the staff at both places have been with the company an average of 16 years, plus, the founder of Cimnet is still there, now as a managing director of the division. Therefore, Consona is today an enterprise-class application software and services provider for both small-to-medium enterprises (SME) and Global 2000 businesses. The customer size and industry depend on the solutions from Read More...
Frankie Does ERP, Part 1
[Editor’s note: Frank is not a composite character. He is a real person, employed at a real company. I’ve changed certain identifying particulars at his request

i part 16  analysis based on interviews I am currently conducting with him. You may find Frank’s use of language a little colorful. I have toned it down. It's still colorful.] * My name is Frank. I’m a mid-level manager for a manufacturer of scrotchets here in Greenfields, US of A. I have four direct reports, all of whom want my boss’s job after they’ve digested and shat mine out. Thanks to the latest round of layoffs, there are only 300 of us left at Scrotchets, Inc., so upward mobility is at a premium. Read More...
Taming the SOA Beast - Part 1
Certainly, I admit to not being a programmer or a techie expert (not to use somewhat derogatory words like “geek” or “nerd”) per se. Still, my engineering

i part 16  - Part 1 Certainly, I admit to not being a programmer or a techie expert (not to use somewhat derogatory words like “geek” or “nerd”) per se. Still, my engineering background and years of experience as a functional consultant should suffice for understanding the advantages and possible perils of service oriented architecture (SOA). On one hand, SOA’s advantages of flexibility (agility), components’ reusability and standards-based interoperability have been well publicized . On the other hand, Read More...
A Modern Tale of Long (Supply Chain) Tails -- Part I
As a little kid growing up in former (and erstwhile happy) Yugoslavia and watching my elders, day in, day out, downing dozens of strong Turkish coffees with

i part 16  and the neighborhood gossip) I would sometimes naively ask for a sip of coffee. The deterring line (a bogey-man tale) from my folks would be that “kids that drink coffee end up with a tail on their rear side.” A few decades later (being currently admittedly addicted to Starbucks triple-shot espresso drinks), it appears that modern supply chains suffer from long tails, albeit not due to anyone’s premature coffee consumption. That (and much more) was the enlightening conclusion of the recent Webcast Read More...
Social ERP Emerges, Transforms the Way People Work (Part 2)
In part one of this series, we looked at how and why social media capabilities are impacting enterprise resource planning (ERP) solutions. We looked at the

i part 16  the spring of 2013, is part of Infor 10x, which provides major advancements across the entire suite of applications. Ming.le was more than two years in the making and provides the collaborative hub for collaborating across the Infor product suite. Unlike other vendors that have been slow to bring the collaborative capabilities across their product offerings, Infor Ming.le is now available and fully integrated with the entire lineup of top ERP solutions from Infor, including LN, Syteline, M3, Visual, XA, Read More...
UNIT4: The (Largely) Untold Story - Part 2
Part 1 of this series started with my invitation by UNIT4 (formerly Unit 4 Agresso), the second-largest business applications provider in continental Europe, to

i part 16  and UNIT4’s commitment that I might have had (as mentioned in Part 1 ). In hindsight, my initial knee-jerk assessment was way off the mark. UNIT4’s on-premise CODA Financials business continues to provide excellent customer service, while new product updates are being delivered regularly, and the product has a highly professional and experienced team. In fact, not only does on-premise CODA continue, but UNIT4 has been lately putting a lot more “oomph” behind the product in terms of a revamped Read More...
BigMachines: Getting Bigger and Better - Part II
Part I of this blog post series talked about my encounter with BigMachines, a provider of slick software-as-a-service (SaaS) configure, price, and quote (CPQ

i part 16  events at BigMachines, Part I explained the general value proposition of on-demand Q2O and CPQ software solutions . Part II will continue with a discussion of recent developments at BigMachines. From the vibrant SaaS Q2O pack, BigMachines is differentiated by its market leadership with the fastest growth, the most customers, and the  strongest roster of marquee partners . Although the vendor has long been a prominent partner in both Salesforce.com and Oracle CRM On Demand ’s ecosystem, these partners Read More...
SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1
Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly

i part 16  across business boundaries. This is Part One of a two-part analysis of recent SAP announcements. Part Two will further discuss the Market Impact of these announcements and make User Recommendations. Financials On the same day, SAP also announced its preliminary results for the first quarter ended March 31, 2002. In Q1 2002, revenues increased 9% from EUR 1.52 billion in the same period last year to EUR 1.66 billion (See Figure 1). While product revenues in the quarter rose 6% to EUR 999 million from EUR 9 Read More...
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIa)
The first part of this blog series described the opportunity for software as a service (SaaS) or on-demand enterprise applications, especially in the current

i part 16  user creates in month, I am pretty much sure that in most environments these figures would not amount to 70 bucks, at least not in this economy. Thus, even some decent SaaS vendors will then say “Fine, since you insist on a SaaS contract, this is our price per user per month, please tell us for how many users and for how many years would you like the contract signed?” Assumption number four is that SaaS does not integrate well with on-premises software  applications or data sources. This too is Read More...
To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIc)
The first part (Part II) of this blog series described the opportunities for software as a service (SaaS) or on-demand applications, especially in the current

i part 16  e.g., ADP , but I certainly, well, concur (pun intended) with Phil’s assessment. It is interesting to note that these companies have acquired quite large customers, with several thousand seats per site ( as mentioned in Part II ), and those recurring subscription volumes certainly help absorb their hefty research and development (R&D) and marketing investments. The recent merger of Xactly and Centive  might best illustrate how difficult it is for startup SaaS vendors to reach profitability. Namely, Read More...
Global Trade Hits Home at MegaResistCap-Part IV: Blinded Me with Science
At the end of part III of this series, the software selection team at MegaResistCap had turned in their software selection votes to the company’s executive

i part 16  nephew ( see Part I of the series ) for training for his summer internship next year, but they also didn’t have to worry about being out of compliance with deemed exporter regulations. In addition to critical support for global trade operations, there were other benefits realized from the SCM system extensions. A short list of benefits included • improved visibility into the supply chain network, • increased collaboration within the supply chain, • better overall management of the entire supply Read More...
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

i part 16  'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures P.J. Jakovljevic - July 11, 2002 Executive Summary What has long been a general feeling based on rumors, news headlines and some casual survey reports hidden within analyst houses' vaults and largely inaccessible to mass audience owing to exorbitant subscription fees, has recently been confirmed in a more tangible manner. Namely, many major companies are still Read More...
A Tale of a Few Good SCM Players - Part 4
Part 1 of this blog post series followed the genesis of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan

i part 16  Ingredients In broader terms, I think RedPrairie's strategy of expanding its  E2e Solutions (End-to-end) suite  into retail operations, possibly even more in the future with Flowcasting, has been more successful than Manhattan's attempts to leverage  the Evant acquisition to combine planning and execution (mentioned in Part 1) . Manhattan has narrowed its focus too much, i.e., by still focusing on the distribution of finished goods and staying away from the the supply chain upstream (i.e., Read More...

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