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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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 n part 6

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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Outsourcing Security Part 2: Measuring the Cost


Evaluating the cost of outsourcing can be challenging because most organizations cannot fully estimate the financial impact of such a decision.

n part 6  Security Part 2: Measuring the Cost Introduction For organizations of all sizes, outsourcing security is becoming an increasingly attractive method for maintaining a strong security posture. In fact, outsourced security is the fastest growing segment of the information security services market, according to a recent Gartner Dataquest study. Often, the decision to outsource security is based on cost: Can the company effectively outsource or co-source security management functions while still Read More

SSA Global Forms a Strategic Unit with an Extended-ERP Savvy Part One: Event Summary


SSA Global seems to be doing some proper thinking while continuing to acquire new software companies. Recent unification of its broadening collection of supply chain management (SCM) solutions under the SSA SCM brand and formation of a specialized Strategic Solutions division--which also includes other extended enterprise capabilities, such as customer relationship management (CRM), product lifecycle management ([PLM), and more—are both aimed at nurturing existing customers while attracting new prospects with products that exceed far beyond mere enterprise resource planning (ERP) capabilities.

n part 6  Global Forms a Strategic Unit with an Extended-ERP Savvy Part One: Event Summary Event Summary Just when many might have begun to think that SSA Global , a Chicago, IL-based extended enterprise solutions and services provider for process manufacturing, discrete manufacturing, consumer, services, and public companies worldwide, which had turned into a ravenous enterprise applications market consolidator over the last few years, had finally satisfied its voracious urge, the vendor struck again. To be fair, Read More

ROI Systems MANAGE-s Well Past 2000 Part 1: Recent Developments


ROI Systems' strategy in terms of enhancing its MANAGE 2000 product and its geographic coverage has apparently been paying off, which comes as a welcome news these days when many of its peers that have traditionally touted more glitzy products are facing the moment of truth. Its recent solid financial performance puts the company in the position of being able to move forward with its plans for further needed product enhancements, staffing expansion and company growth, at a time when many of its peers continue to struggle.

n part 6  1 of a two-part news analysis.   Part 2 will continue the discussion of the Market Impact and make User Recommendations. Research & Development Commitment The company also reports that its commitment to invest in research and development remains a high priority as it continues to evolve its MANAGE 2000 ERP software product to be fully Web-based. In 2001, a number of Web-based applications were introduced, best-of-breed supply chain applications were integrated, and the product was migrated to an n-tier Read More

ROI Systems Defies The Odds Through Delighted Customers Part Two: Market Impact


ROI's approach has always been to offer proven but not necessarily leading-edge product technology, which has allowed the vendor to provide its customers with easy migration paths to updated technology.

n part 6  Two of a three-part note. Part One detailed recent announcements. Part Three will discuss Strengths, Challenges and make User Recommendations. Securing the Customer Base Thus, its very delighted customer base has become much more to the vendor than a pool of excellent references. Namely, without any unusual, fine print'' contractual terms, ROI''s typical days of sales outstanding (DSO) figure is at most the half of the industry average (i.e. 50 vs. 100 days), which indicates happy customers gladly paying Read More

Syspro Hatches 'Encore' IMPACT On SME Manufacturers. Part 2: Market Impact


While Syspro’s recent product release does not necessarily represent a major ground breaking, its broad and well-attuned offering for small enterprises should certainly give other incumbent players a run for their money.

n part 6  Two of a two-part note on Syspro. Part One detailed recent developments. This part discusses the Market Impact and makes User Recommendations. Market Impact  Although it has been present in the market since 1978, Syspro has not been a very vocal vendor, however the latest blitz may prove that the company is changing its marketing approach. Syspro has recorded significant growth in its client base since 1997, which has led to the IMPACT product becoming one of the most widely used ERP solution in the Read More

Dreamforce 2010: Of Cloud Proliferation - Part 2


Part 1 of this blog series talked about my attendance of Dreamforce 2010, salesforce.com’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the cloud computing

n part 6  2010: Of Cloud Proliferation - Part 2 Part 1 of this blog series  talked about my attendance of Dreamforce 2010 , salesforce.com ’s annual user conference, which has over the past several years become a highly anticipated and entertaining end-of-the-year fixture for enterprise applications market observers. My post concluded that while Dreamforce 2009 was mostly about continued growth of the  cloud computing  trailblazer and unveiling of Salesforce Chatter , the company’s nascent social pl Read More

How Some ERP Vendors Demonstrated - Warts And All Part 2: Results


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n part 6  is a two part note with Part One covered the Scripted Scenario Demonstrations. Part Two discusses the specific results of the demonstrations with recommendations for users facing a similar selection process. Rating of Vendor Preparation and Performance  Here we examine the preparation and performance of each vendor, giving each a general rating. The categories we examine are: Show vs. Tell Preparation of Script Items Ability to Follow Scripts or Mapping Document Ability to Finish During the Allotted Read More

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

n part 6  administrator would creates a new layer for a part of the operations, designates the appropriate users (or channel) and the specialized rules they should use. Administrators can also limit the application of those rules to certain customers or products. In this way the deployment is managed by the system, and training is minimized because Pega’s layered situational architecture will guide users through new process variations. Once the company has been able to verify and fine tune the results, a simple Read More

KANA Connect 2014—Morphing into Verint’s Engagement Vision: Part Two


In the second part of a two-part series about the KANA Connect 2014 conference, TEC's P.J. Jakovljevic takes a look at what has transpired since the KANA-Verint merger announcement and what we should expect from the actionable intelligence solutions vendor in the near future.

n part 6  Connect 2014—Morphing into Verint’s Engagement Vision: Part Two Part One of this blog series set the background on KANA ® Software, A Verint ® Company, and Verint Systems , two companies that merged in early 2014. KANA Connect 2014 was the first joint event by the two companies, which will in the future be subsumed by the annual Verint user conference.   Nancy Treaster, SVP of strategic operations at Verint, opened the KANA Connect 2014 event, which had the tagline “A New View,” meaning Read More

BigIdeas 2011: Of BigMachines’ Quantum Leap - Part 2


Part 1 of this blog series talked about my very first attendance of BigIdeas, BigMachines’ annual user conference that takes place in the fall in Chicago. I wasn’t the only one that attended BigIdeas 2011 for the first time, as in May 2011 the company’s financial backers brought in David Bonnette, a seasoned Oracle executive in the customer relationship management (CRM) realm, as the new president

n part 6  2011: Of BigMachines’ Quantum Leap - Part 2 Part 1 of this blog series talked about my very first attendance of BigIdeas , BigMachines ’ annual user conference that takes place in the fall in Chicago . I wasn’t the only one that attended BigIdeas 2011 for the first time, as in May 2011 the company’s financial backers brought in David Bonnette, a seasoned Oracle executive in the customer relationship management (CRM) realm, as the new president. Mr. Bonnette has since gradually replaced the Read More

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.

n part 6  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. 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 difficult economic milieu. Part II and Part IIa then analyzed the top five SaaS assumptions (misconceptions) recently outlined by Gartner. Part IIa and Part IIb also analyzed the major technical considerations that any vendor has to go

n part 6  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 difficult economic milieu. Part II and Part IIa then analyzed the  top five SaaS assumptions (misconceptions) recently outlined by  Gartner . Part IIa and Part IIb also analyzed the major technical considerations that any vendor has to go through before it can embark on Read More

Finding the Key to Small Manufacturer's Profits - Part 2


Part 1 of this blog series discussed the genesis of ProfitKey International, one of the longest-standing enterprise resource planning (ERP) providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings, ProfitKey was recently bought out by Phoenix Asset

n part 6  the Key to Small Manufacturer''s Profits - Part 2 Part 1 of this blog series discussed the genesis of ProfitKey International , one of the longest-standing  enterprise resource planning (ERP)  providers for small to midsize discrete manufacturers that has never been merged with another peer product. After the protracted bankruptcy saga of its former parent company, HALO Technology Holdings , ProfitKey was recently bought out by Phoenix Asset Management , and is now keen on starting a new chapter. Read More

Top 6 Enterprise Software Trends to Watch for in 2008-And What It all Means for You


You may still be feeling a little woozy from showing 2007 out the door. Make sure you’re not caught off-guard by 2008, with the top 6 trends you should watch for in the year ahead. 1. ERP—The Technology Matures Granted, ERP vendors have been defining the technology as “mature” for quite a while now, but with limited room for ERP feature and function innovation (from a transactional

n part 6  6 Enterprise Software Trends to Watch for in 2008-And What It all Means for You You may still be feeling a little woozy from showing 2007 out the door. Make sure you’re not caught off-guard by 2008, with the top 6 trends you should watch for in the year ahead. 1. ERP—The Technology Matures Granted, ERP vendors have been defining the technology as “mature” for quite a while now, but with limited room for ERP feature and function innovation (from a transactional point of view), they can no longer Read More

The Wizardry of Business Process Management - Part 3


Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM's) necessary parts and parcels, and the software category’s value proposition. At the end of the article, I mentioned my recent attendance of a witty presentation that attempted to explain the essence of BPM via some humor and metaphor of the classic “Wizard of Oz” movie. Namely, on March 23, 2009,

n part 6  Wizardry of Business Process Management - Part 3 Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM''s) necessary parts and parcels, and the software category’s value proposition . At the end of the article, I mentioned my recent attendance of a witty presentation that attempted to explain the essence of BPM via some humor and metaphor of the classic “Wizard of Oz” movie. Namely, on March 23, 2009, Alan Trefler, Pegasystems ’ founder and CEO, gave Read More