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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 5  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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Documents related to » i part 5


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

i part 5  battleground sooner or later. I have seen that trend in many other enterprise applications markets, especially in enterprise resource planning (ERP ), and there is no reason that BPM should not follow suit. While Pega has not traditionally focused on the SMB market space, many of its customer implementations have focused on divisional or business unit projects to automate and assist groups of 50 users or fewer. Pega has historically derived a significant portion of its revenue from the “who's who” Read More...
APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 5
Part 1 of this blog series talked about my attendance of the APICS 2009 international conference in Toronto, Canada in early October. I attended few education

i part 5  in early October . I attended few education sessions, as my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that its main  value proposition  this year revolved around the flavors of  demand management , most notably  Sales & Operations Planning (S&OP) .  Part 2 analyzed the traditional shortcomings  and the reasons for the S&OP concept’s (and accompanying software solutions’) current Read More...
Global Trade Hits Home at MegaResistCap-Part I: You’ve Got Mail
Jim, information technology (IT) director of MegaResistCap Inc., was finally getting back to a reasonable schedule 3 months after the “go-live” date of the

i part 5  Sunday. This concludes Part I of our series. Stay tuned for Part II, where we’ll see how Jim responds to MegaResistCap’s growing business needs. Read More...
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 5  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 Read More...
Mega-Vendors Warming Up to the Cloud - Part 4
Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The post ended with

i part 5  budding SaaS offerings described in Part 2 and Part 3 , have been slow to market with SaaS offerings. Thus, the window of opportunity for Progress’ partners is still open. What Does Progress Software Offer On Demand? This link  was recently sent to more than 10,000 Progress Application Partners and independent software vendors (ISVs ) with Progress’ semi-monthly newsletter on interesting applications based on the Progress OpenEdge platform . Corporate strategies, plans, and events at Progress that Read More...
Infor ION-izes its Open SOA Strategy - Part 2
Part 1 of this blog series started by analyzing a certain change of the guard and a related product strategy shift at Infor. Two late June 2010 news

i part 5  play the devil's advocate, I decided to give Infor ample chance to further explain and clarify our discussion from Part 1 , in writing and at its staff’s leisure. What follows are my prodding questions and Infor’s official answers: PJ: What were the reasons for ION taking over from Infor Open SOA.  What additional capabilities did it provide?  Was Infor struggling to deliver OpenSOA so took the cheaper and easier option by adopting the Microsoft technology stack? Infor: Just to recap, the Infor Read More...
Outsourcing Security Part 3: Selecting a Managed Security Services Provider
As the final article in a three-part series on outsourcing security, the following article provides guidelines for selecting a dependable managed security

i part 5  security services provider. This is Part 3 of a 3-part article. Part 1 noted the benefits of outsourcing security. Part 2 evaluated the cost of such an outsourcing. Part 3 provides guidelines for selecting a security services provider. Finding what You Want Businesses turn to outsourced security or managed security services (MSS) in order to protect their information assets more efficiently and effectively. MSS encompasses various types of services, including consulting, remote perimeter management, Read More...
Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For
In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise

i part 5  this series ( part I , part II ), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise resource planning (ERP) system would have to support global trade management (GTM) functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by the project management office, MegaPMO. Now, with some trepidation, he awaited the response from the CIO. The week following Read More...
Taking Stock of TAKE Supply Chain Solutions - Part 2
Part 1 of this blog series introduced TAKE Supply Chain, a supply chain management (SCM) division of TAKE Solutions, Ltd. The TAKE Solutions parent company is a

i part 5  of which were mentioned in Part 1 ): High procurement, receiving, and A/P costs Invoice matching discrepancies Payment delays and errors Supplier claims and payment disputes Errors not discovered until 30 – 45 days after the fact Schedules wrong, delayed and/or not published Commitments wrong, delayed and/or not communicated High inventory, scrap, and rework due to excess purchases, fulfillment mistakes, and early shipments Suppliers do not provide compliant shipping documents and labels Orders are 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 5  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...
Frankie Does ERP, Part 2
[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 5  in my face. “Frankie, I want you to contact SAP now and open negotiations for an ERP system.” “You what.” Theodore starts reading from his printout: “Best-run businesses are using SAP solutions to help close the gap between strategy and execution—optimizing the performance of the business as well as the business network. SAP solutions, along with services and a wealth of extended value from the SAP customer-focused ecosystem, help customers become clear enterprises by providing insight for Read More...
Epicor Claims The Forefront Of CRM.NET-ification Part 1
By harnessing .NET possibly more zealously than its creator Microsoft’s Great Plains and Navision enterprise counterparts, and while difficult market conditions

i part 5  the support team. This is Part One of a two-part analysis of news from Epicor. Part Two continues to examine the Market Impact and makes User Recommendations. Market Impact Unfazed by its partner-competitor Microsoft's blatant intrusion into the enterprise applications space (see Microsoft Throws .NET At SMEs, With CRM As Bait and Microsoft 'The Great' Poised To Conquer Mid-Market, Once and Again ), Epicor has accepted the challenge of co-opetition and has decided to bet on its strong CRM heritage and Read More...

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