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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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 j part 2


The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for

j part 2  covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones, digital set-top boxes, and car navigation systems. JDBC - Java Database Connectivity . JDBC technology is an API that lets you access virtually any tabular data source from the Java programming language. It provides cross-DBMS connectivity to a wide range of SQL databases. There is also a

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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 » j part 2

The Lexicon of CRM - Part 1: From A to I


C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.

j part 2  Lexicon of CRM from J to Q. Part 3 covers the Lexicon of CRM from R to Z. Read More

Mega-vendors Warming Up to the Cloud - Part 2


Part 1 of this blog series depicted the three evolutionary phases (or waves) of software as a service (SaaS) and cloud computing adoption. The article ended with some glimpses into the future and likely implications for SaaS users. Part 2 explores the apparent opportunities and accompanying challenges (and inevitable soul-searching exercises) that SaaS aspirants face in their endeavors. Some

j part 2  Pack (FP) 2.0 was j ust announced . The key enhancements of the FP 2.0 release are as follows: increased footprint for professional service industries integration of BusinessObjects functionality (i.e., Crystal Reports   and the Xcelsius dashboard ) make-to-specifications capabilities 35 end-to-end business process scenarios Web services  mashup capabilities FP 2.0 was a major functionality release. The next one (FP 2.5, slated for some time in 2010) will focus on extensibility for partners, Read More

Audit Considerations for Enterprise Software Implementations Part 2: Applying Controls and Audit Emphasis


Whether audit expertise is provided by an internal staff or an independent, outside agency, calling in an audit specialist is as normal as calling in a kicking specialist in a penalty or field goal situation in football. Particularly when you consider the majority of an enterprise software implementation is all about testing, the present of an auditor as a functioning member of the project team makes perfect and logical sense.

j part 2  If you are the project manager or the project sponsor, possibly the company's CEO or CFO, it is in your best interest to create a financially healthy environment from the start of the implementation project. The expectation is that this good inbreeding will continue with the software into production and throughout its entire life cycle. Considering the extensive scope of enterprise software such as enterprise resource planning (ERP), supply chain management (SCM), and warehouse management systems (WMS) Read More

VAI Explains Its (Quiet) Success in a Hotly Contested ERP Market -- Part 2




j part 2  Executives Strut Their Stuff PJ : What has been your secret sauce, and how have you managed to remain independent since 1978 (in light of many larger and once better known peers having since been acquired)? VAI : VAI is a privately owned, family run business, with non-family members serving in key executive and management positions. This structure plays very well with the mid-market customers that we serve who require a high level of personalized support and service. Consolidators are very visible in the Read More

Case Study: J. Schmalz GmbH


Established in 1910, J. Schmalz GmbH is a leading provider of vacuum technology. Over 25 years, the company has been through two reorganizations and entered the international market—all with the same enterprise resource planning (ERP) system. Find out how the system has grown with Schmalz over the years, and how the company employs the system at its headquarters, as well as all of its international offices.

j part 2  Study: J. Schmalz GmbH Established in 1910, J. Schmalz GmbH is a leading provider of vacuum technology. Over 25 years, the company has been through two reorganizations and entered the international market—all with the same enterprise resource planning (ERP) system. Find out how the system has grown with Schmalz over the years, and how the company employs the system at its headquarters, as well as all of its international offices. Read More

Tier 1 vs. Tier 2 vs. Tier 3 ERP: What’s the Difference, Anyway?


In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3 vendors. Though the distinction may seem obvious, definitions of software vendor tiers are sparse. Those that exist vary from source to source and are mainly based on the vendor’s clients’ company size, the number of the vendor’s remote

j part 2   Read More

It’s About Process (or the Ability to be Responsive) -- Part V


Part IV of this blog series further analyzed Webcom ResponsAbility, the on-demand workflow automation and business process management (BPM) solution. Anyone interested can take the product for a free trial test drive here. The vendor just released the ResponsAbility p4 release. Competitive Offerings Do Exist Still, Webcom’s first-to-market (or close to) BPM on-demand advantage has already

j part 2  here . The vendor just released the ResponsAbility p4 release. Competitive Offerings Do Exist Still, Webcom’s first-to-market (or close to) BPM on-demand advantage has already been challenged by the solutions from Skemma, Appian [ evaluate this product ], Lombardi [ evaluate this product ], Colosa ProcessMaker [ evaluate this product ], Pipevines , and The Process Factory (powered by Cordys ), to name only a few. Even the likes of QPR Software , although not necessarily multi-tenant software as a Read More

UCN inContact Selected as the First Hosted System to Support a Statewide 2-1-1 Intelligent Call Handling Platform


Washington Information Network 2-1-1 (WIN 211), was the non-profit organization tasked with implementing an integrated call center solution in the State of Washington (US). WIN 211’s challenge was to define system requirements, and select a vendor that could interconnect eight call centers into a single, cohesive information service system. For a solution, it turned to UCN inContact.

j part 2   Read More

What's in a name? or Enterprise systems' reincarnations (Part II)


While the Part I of this topic focused on Consona Corporation (former M2M Holdings), this time the discussion continues with the recently minted Solarsoft entity, privately owned by Marlin Equity Partners. True, in Part I, besides Infor, I could have also mentioned as old news the renaming of Verticent ERP Plus (formerly PowerCerv [evaluate this product]) as part of the ASA International parent

j part 2  (MES) subsidiary, and the joint venture business in China, which will not change their names at this time. Since Solarsoft is in its early developmental stage compared to Consona or Infor, it intends to extend its manufacturing and distribution ERP software range through a series of point solution acquisitions over the next year or so. While time will only tell what possible target purchases these will be (given that someone has recently said that the current ERP market is like a post-Thanksgiving turkey Read More

Grape Escape 2013: Customer Value a Priority for Both SYSPRO and UNIT4-Part 2


This is part 2 of a 2-part blog post on Grape Escape 2013, with my analyst take on the announcements and conversations with UNIT4 at the recent analyst event in Boston. UNIT4 Representing UNIT4 at the event were two top managers: regular attendee Ton Dobbe, the company’s vice president of product marketing, and Anwen Robinson, managing director in UK and Ireland, who was invited to share

j part 2  interesting announcements. Below are major ones: Firstly, UNIT4 introduced the newly developed Agresso ERP user interface concept. Though the Agresso ERP user interface is slated for commercial availability in October of this year, UNIT4 was able to divulge the new ideas that spurred the development of the product. UNIT4 has dedicated several years to creating and developing this new user-software interaction concept. The company also involved third-party experts to interview and record the work of Read More

Outsourcing 101 - A Primer Part Three: Approaches and Recommendations


Outsourcing is a very diverse market, and there are many different outsourcing options and outsourcing service providers to choose from. This part discusses recommendations for companies looking to outsource, and recommendations for outsourcing providers.

j part 2  per unit, cost per project, or annual cost. Companies choose to outsource for many reasons. It is common for companies to embark on an outsourcing effort in order to lower costs, improve service, obtain expert skills, improve processes, or improve focus on core activities. Nevertheless, outsourcing is not right for every company. A company may be too small to effectively outsource. The company's culture may not appropriate for outsourcing or there may be customer reasons that limit or prevent the Read More

Whose ROI is it Anyway? Part One: Introduction


With growing frequency, we hear business and IT managers asking a technology vendor to "justify the expenditure" or "demonstrate the ROI" on their particular hardware, software or service offering. In some cases, this may be possible.

j part 2  hotel will accommodate. None—but just try putting in the guest rooms without that infrastructure. This concludes Part One of a two-part note. Part Two will continue the discussion. About the Author Dennis J. Crane is the President of Business Navigation Group. BNG assists clients as they chart a course and get underway with new initiatives—products, markets, partnerships, and entire businesses. Over the past twenty years, Mr. Crane has held executive positions in information services and software Read More

It’s About Process (or the Ability to be Responsive) -- Part III


Part II of this blog series continued the introduction of the concepts of workflow automation and business process management (BPM). It also zoomed in on similarities and subtle differences between the two related software categories. Finally, the idea of on-demand workflow and/or BPM solutions was introduced. To that end, Webcom Inc. has leveraged its vast expertise earned while addressing

j part 2  Webcom had used the JIRA issue tracking system , which at the time allowed users to create a workflow based on a set of offered statuses. However, at the time (the things might have meanwhile changed though) there was not the user’s ability to create statuses and workflows at will. For instance, the offered statuses were “open,” “in progress,” “closed,” etc., but the user could not create a custom status like “material returned”, “in engineering”, “being analyzed” or so. Read More

What Makes a Good White Paper Good… (Part 4)


Here's the final point in a series of four aimed at identifying a "good" IT white paper (and providing helpful hints, should you need to write one). The previous points addressed the importance of the white paper's introduction, of writing to a specific audience, and of proposing a viable solution. The final point, appropriately enough, considers key features of an effective conclusion. 4. All

j part 2  selections?). Don't revert to jargon, because you figure that if your readers have actually made it to the end of the white paper, they must have telepathically acquired everything you learned in your electrical or software engineering degree. Don't allude to a solution, shout it out loud . And don't cram a bunch of irrelevant diagrams or illustrations in around the concluding paragraphs, as though to distract from the fact that you don't really have much to offer in the way of a solution. Savvy readers Read More