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Software Functionality Revealed in Detail
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 it hierarchy


Choosing Between Linux and Microsoft Windows Using an Analytical Hierarchy Process
Because small to medium enterprises are limited in their resources, they must carefully consider which of the two major operating systems available—Microsoft

it hierarchy  compatibility. From the beginning, it is important to mention that the same hierarchy is used in evaluations for servers and for workstations. The only difference is in the weighting values for some factors that are specific for the different types of usage, and the workstation hierarchy excludes the salaries variable. TCO consists of three main components: cost of ownership (CO), management costs (MC), and resource costs (RC). As mentioned before, CO is but a small part of TCO. CO can be further broken

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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

Documents related to » it hierarchy

Facing A Selection? Try A Knowledge-Based Matchmaker Part 2: A Timesaving Solution


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 the initial phase of an ERP selection process while addressing many of the buyer's vital questions.

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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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Reporting Value of IT Services with Balanced Scorecards


A balanced scorecard is a measurement system for management that provides real insight into the status of a business or some part of it. Developed by Kaplan and Norton in the early 1990s, balanced scorecards provide a control system that helps ensure the right balance between different, and often times conflicting, perspectives. For example, an insurance company may increase profitability by offering incentives to claims assessors for taking a tough stance on payout, but will soon find dissatisfaction among its clients that may lead to lost business. Scorecards help ensure this balance and are an improvement over more traditional single dimension approaches that tend to be based purely on expense management and business growth.

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


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 success in IT projects. Given the appalling rate of IT project failures, selection can potentially help reduce risk in some 30% of cases, with an associated estimated cost of about $30B annually to industry according to some sources. In this tutorial, we illustrate a number of the procedures for rapid decision processing through the real-life selection of a PDA device. The process gave confidence to the argument to wait for the solution, while weighing risk against return.

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ERP Software Review: Drink-IT for Mixed-Mode Manufacturing


This enterprise resource planning (ERP) software review report examines the ERP software by NORRIQ Group and its support for mixed-mode manufacturing. It assesses Drink-IT by NORRIQ Group for ERP functionality and reviews the product’s support capacity with a focus on:

  • Financials
  • Human Resources
  • Manufacturing Management
  • Process Manufacturing Management
  • Inventory Management
  • Purchasing Management
  • Quality Management
  • Sales Management

The report also contains an independent analyst’s review of the ERP software based on a demonstration provided by NORRIQ. The review identifies the features of Drink-IT that distinguish it from other ERP for mixed-mode manufacturing solutions, including its tax management capabilities, its deposit organization features, and its tracking tools to monitor serial shipping and container codes (SSCC) and the European Union’s excisable goods and duty free lists.

Drink-IT provides business management support to beverage industry mixed-mode manufacturers through procedures including plant maintenance administration, beverage product manufacturing, and shop and cash register management.

Drink-IT achieved TEC certification status for its ERP software solution by completing TEC’s certification program, which includes a demonstration of the ERP software’s support for specific real-world business process and a detailed functional benchmarking analysis.

Based on a demonstration of Drink-IT, a TEC analyst has assessed the ERP software’s features, evaluating the software against known industry benchmarks, to determine that NORRIQ Group’s Drink-IT is a strong talent acquisition system.

Download this software review report for product analysis and comparison, and in-depth analyst commentary, and to learn more about how Drink-IT can help beverage industry mixed-mode manufacturers achieve their ERP objectives.

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IT Service Delivery: From Basic Automation through to Managed Services


Service companies that want to thrive need to find a better way to deliver services and run their business. Automating IT services is the answer, and it should be the immediate goal of any company that aims to stay in business as market pressures increase. Looking beyond basic automation, becoming a managed services provider (MSP) should be the long-term goal. Discover ways to ensure your service company's survival in today’s competitive IT services market.

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IT Investments and Business Value


The view of technology has evolved over time—from a strategic enabler and a competitive weapon to an operational overhead. IT projects that come in over budget and with missed deadlines and lackluster results do not help matters. It is up to the CIOs to restore the perception of IT in the enterprise, by understanding the company’s goals and showing business leaders how IT projects and services can help reach them faster.

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Attenda's IT Service Management Platform: Attenda M.O. - An Overview


Businesses today demand that their information technology (IT) functions deliver certainty, confidence, and agility while improving efficiency. This white paper explains how Attenda provides a way for businesses to achieve their IT goals while avoiding the pitfalls of wholesale outsourcing or uncontrolled consumption of public cloud services.

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ITIL v3: Supporting the Evolution of IT Effectiveness for Improved IT Operations


IT is often characterized as distinct groups pursuing individual agendas and launching disconnected initiatives to increase operational efficiencies. To overcome this, organizations need a set of capabilities that can help improve coordination between IT and the rest of the business while facilitating effective service management. Adopting foundational technologies and a best-practice benchmark is a good place to start.

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Red Hat Summit 2014: Open Source at the Forefront of IT


For Red Hat, the recent summit that took place in California was special in many instances. It marked the 10th anniversary of the Red Hat Summit and the celebration of a company that has for more than 20 years been a key contributor, consolidator, and promoter of open source technology in the enterprise, and is now a key player in the software and IT industry in general.

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