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Documents related to » common process framework


xRM: One Framework. Many Applications.
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COMMON PROCESS FRAMEWORK:
5/21/2010 3:53:00 PM

Project Management Office: Framework Strategy
IT initiatives driven within silos, where each department maintain its own project management office, inhibits the overall cohesiveness and effectiveness of corporate strategy. This document outlines best practices to centralize and deliver a scalable and robust project management framework strategy.

COMMON PROCESS FRAMEWORK: project management execution using common terminology, standards, processes, and policies. As the related primary goals are achieved, project managers can be moved across business units with little disruption. Furthermore, it will be expected that a project manager could be parachuted into a project, taking it over, and becoming productive fairly quickly. This is often referred to as matrix resourcing. Project Portfolio Management Software Solutions Most of the key PPM vendors are mature and well
9/21/2005

The SHL Universal Competency Framework
The SHL Universal Competency Framework (UCF) incorporates a model of performance at work that defines the relationships between competency potential, competency requirements, and competencies themselves. This paper outlines the key benefits of using a model for competencies and how such a model can be used to assess people in the workplace and, ultimately, to improve organizational performance.

COMMON PROCESS FRAMEWORK: The SHL Universal Competency Framework The SHL Universal Competency Framework Source: SHL Document Type: White Paper Description: The SHL Universal Competency Framework (UCF) incorporates a model of performance at work that defines the relationships between competency potential, competency requirements, and competencies themselves. This paper outlines the key benefits of using a model for competencies and how such a model can be used to assess people in the workplace and, ultimately, to improve
2/6/2013 4:52:00 PM

Fujitsu s Pervasive Retailing Framework
Enterprises are facing escalating challenges to personalize interaction with their customers. Unlike approaches that centralize retail technology integration, which can stifle innovation at the customer level, retail solutions should be driven from the edge of the retail experience to better serve customers.

COMMON PROCESS FRAMEWORK:
5/11/2006 3:24:00 PM

A New Development Framework on iSeries or i5/OS: Architecture
It is feasible to create native, intuitive and graphical business applications using just available software in i/OS and Open source Java. Using iSeries as an integrated business server is more than just a dream.

COMMON PROCESS FRAMEWORK: speakers on IBM and Common conferences. Dierckx can be reached at ludo.dierckx@ldc.be and Van Leuven can be reached at wim.van.leuven@ldc.be .
5/18/2005

It’s About Process (or Ability to be Responsive) – Part I » The TEC Blog
It’s About Process (or Ability to be Responsive) – Part I » The TEC Blog TEC Blog     TEC Home     About TEC     Contact Us     About the Bloggers     Follow TEC on Twitter    RSS   Discussing Enterprise Software and Selection --> Fast, Accurate Software Evaluations TEC helps enterprises evaluate and select software solutions that meet their exacting needs by empowering purchasers with the tools, research, and expertise to make an ideal decision. Your software selection starts here.

COMMON PROCESS FRAMEWORK: BPM, business process management, CRM, ERP, Microsoft Dynamics CRM, salesforce.com, workflow, TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
21-07-2008

Process Manufacturers--Great Batch, Every Batch
If you run one hundred batches, some will be great, some will be terrible. But what causes some to be great and some to be terrible? Knowing the answer to that question can mean no more terrible batches, many more great ones, and making more money.

COMMON PROCESS FRAMEWORK: can show us the common elements that can improve the profit potential. What can we find and how can we use that information? Consider the simple example in figure 4. When we look at parameter 3 of all lots of ingredient D (D3), we see that all lots of were in spec (between the lower and upper limits of the specification). We also see a very high correlation between the actual specification for each lot and the ranking of the corresponding batch (The lower quality batches correlate to the D3 ingredient
8/30/2004

An Analyst s View of Process Industry SMB Challenges
Process manufacturing industries have distinct needs from an enterprise resource planning (ERP) system. Here’s an overview of what process manufacturing requires from an ERP solution, including business intelligence capabilities.

COMMON PROCESS FRAMEWORK: the use of a common module to support production, sales, inventory, supply chain, finance, and analytics. These sophisticated discrete modules, adapted to accept process data, can go a long way toward helping the manufacturer reduce inventory, improve cash flow, and improve manufacturing yields. The optimization of manufacturing and distribution processes for larger enterprises often involves business intelligence (BI) and business performance management (BPM) functions. These new ERP functions are typica
9/7/2009

Optimizing the Lead-to-order Process
Optimizing the Lead-to-Order (LTO) Process. Download IT Analysis Guides about the Lead-to-Order (LTO) Process. A superior lead-to-order (LTO) process is essential in today's environment of mass customization. Companies striving to build and maintain market share require an LTO process supported by robust IT and product configuration capabilities. Learn how optimizing your LTO process can help you implement a successful mass customization strategy, and how the benefits of an optimized LTO process relate to lean manufacturing.

COMMON PROCESS FRAMEWORK: silos of information are commonly found. These conditions cause lengthened quoting and ordering lead times, unacceptable error rates, and higher costs, to cite a few; a process that is neither effective nor efficient. A prime example of unnecessary inefficiencies in legacy selling processes is the struggle to develop customer-unique bills of material (BOMs) . This semi automated activity, using spreadsheets, little black books, and out-dated product catalogs is fraught with possibilities for errors. It
9/19/2008 11:41:00 AM

Four Ways to Botch Your ERP Implementation Process
Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering clear of these major mistakes.

COMMON PROCESS FRAMEWORK: project resources accordingly. Another common error is to heavily load the team with C-level executives. These senior players have an excellent grasp of where the company is today and where it needs to go tomorrow, so their buy-in is vital to the project. However, senior executives often lack an understanding of the specific processes and activities that are used within the company. A hands-off manager will be at a loss when it comes to discussing precisely how things are done within the company today, an
6/29/2009

Process ERP Market Loses PRISM and Protean
Wonderware is reducing the staff dedicated to the ex-Marcam PRISM and Protean products from approximately 400 to less than 100. They will also cease to offer these products, but have indicated a transition to a new product. What impact will this have on existing customers and the Process ERP marketplace?

COMMON PROCESS FRAMEWORK: Process ERP Market Loses PRISM and Protean Process ERP Market Loses PRISM and Protean P. Catz - December 7, 2000 Read Comments P. Catz - December 7, 2000 Event Summary In early October Wonderware , a division of Invensys , announced to employees and customers that it was significantly cutting the headcount and discontinuing marketing and sales efforts for the PRISM and Protean product lines. These products, part of the acquisition of Marcam Corporation in 1999, address the ERP needs of process companies
12/7/2000


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