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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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 the project selection process


Should Your Software Selection Process Have a Proof of Concept? Part One: Structures and the Selection Process
This article explores how the proof of concept (POC) fits into the software selection process, when a POC should be undertaken, structural variables, and the

the project selection process  the project. The greater the project risk, the longer the POC process. Please see the last section of this paper for a method of determining project risk. Sales or Consulting Exercise The POC can be performed by pre- or post-sales consultants. Pre-sales consultants are responsible for assisting the sales team and typically do not perform implementations. If the POC is completed by pre-sales consultants, the POC becomes an extension of the sales process. Optimally, the consultants responsible for

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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

Process Enterprise Resource Planning (Process ERP) RFI/RFP Template

Financials, Human Resources, Process Manufacturing Management, Inventory Management, Purchasing Management, Quality Management, Sales Management, Product Technology 

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Documents related to » the project selection process

How a Jerk at Work Can Put the Kibosh on Your ERP Software Selection Project


The old software selection “how-to” horse may not have been beaten to death yet, but it’s certainly received a few good whacks. As you already know, particularly if you peruse the TEC site or subscribe to TEC’s newsletters, there are myriad articles on the challenges of software selection from various sources, offering advice to everyone from worried delegators at the top of the corporate food

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3 Mantras for Starting Your Software Selection Project on the Right Foot


Is your organization looking to buy software—now or at any time in the future? If so, how do you go about starting your software selection project? TEC's Denis Rousseau, who has extensive experience helping companies like yours with their software selection process, offers up three mantras to help your initiative get off to a good start.

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5 Common Hurdles During the ERP Selection Process-And How You Can Avoid Them


With so many different enterprise resource planning (ERP) applications on the market, selecting the right solution can be extremely time-consuming and daunting. In fact, according to a recent study, nearly three-quarters of manufacturers are dissatisfied with their current systems. However, following a clearly defined selection process—and learning from the mistakes of others—can drastically improve your chances of success.

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That’s No Ordinary RFI-Why BPM and the TEC RFI Are So Important to Your Software Selection Project


If you’re currently involved with your company’s software selection and implementation project, then I’m sure you can appreciate how difficult this process is. From figuring out what you want your new system to accomplish, to “go-live”—and everything in between—enterprise software selection is no easy feat. In fact, it can be downright grueling. To start your software selection project off on

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Your 360-degree View of the Customer: Keep the Customer in View


Vendors of customer relationship management solutions, and the companies that use those solutions, praise the advantages of having a 360-degree view of the customer. The approach is meant to provide a company with a full picture of its customers in order to enhance the customer experience, provide better customer service and support, and improve the company’s sales and marketing initiatives to

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Business Process Management and Optimization


Business processes are strategic assets. They not only generate revenue, but also represent a significant proportion of operational costs. Managing them properly is key to your organization’s success. Find out how business process management and optimization (BPMaO) can help you understand, manage, and improve your business processes in order to deliver value-added products and services to your clients.

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Seeing the Future in Discrete Manufacturing: Paving the Way for Success


The evolution of global discrete manufacturing is ongoing. How executives at manufacturing companies answer questions and anticipate what will be the right answer six months, a year, or two years from now will determine the success of their company. Infor examines current industry trends and identifies what it believes to be the seven trends producing the greatest stress and change in discrete manufacturing today.

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JOVACO Project Suite


The integration of JOVACO's Project Suite to Microsoft Dynamics GP provides users with all the functionality needed for project control, resource management, and budget tracking, while the shared technological platform offers a wealth of opportunities with other Microsoft applications such as Office, SQL Server, SharePoint Services, CRM, and others for a uniform and fully integrated solution.With JOVACO Project Suite, management rules and parameters can be set for each project, enabling project-based management of any department as well as any subdivision that makes up its structure. Administrative services, proposals, and employee benefits (vacation, holidays, etc.) can all be managed on a project basis, similarly to client projects.

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Business Process Management Notations within Business Process Management


Business process management notation (BPMN) is an initiative to increase standardization within process modeling. What are the principles of BPMN, and what is the value of BPMN to vendors and organizations using business process modeling?

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The Future of the Manufacturing Supply Chain—Networked, Mobile, and Collaborative


As we move through 2015, the subject of the future of the supply chain has come back into focus. What does the future supply chain look like, and what do we expect some of the essential characteristics to be? Although this requires a degree of speculation, there are also some trends and technologies that clearly are having, and will continue to have, an enormous impact on the supply chain:

  • The next-generation supply chain will be a networked supply chain that will sit at the center of three lobes—demand aware, supply visible, and innovation networked.
  • Mobility, as well as modern mobile tools, continues to transform the way supply chains conduct their business.
  • Collaboration, via traditional or modern social media tools, is a critical capability for the future of the supply chain.
The ability to fully integrate the demand, supply, and innovation aspects of the supply chain into one networked entity is both exciting and unnerving. Data identification, capture, and analysis play a huge role in this future supply chain, and unless manufacturers plan to add employees (which we can assure you, they do not), the only practical solution is the deployment of technology solutions. In this white paper we discuss the importance of networks, mobility, and collaboration and the role we believe they must play in the future of the supply chain and the benefits that can accrue.

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