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 i part 4


APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 4
Part 1 of this series talked about my attendance of the APICS 2009 international conference in Toronto (Canada) in early October. I attended only a few

i part 4  in early October . I attended only a few education sessions, and my conference visit focused more on exploring the expo floor and talking to the exhibitors. My overwhelming impression from the conference's expo floor was that its main  value proposition  this year revolved around the various flavors of  demand management , most notably  Sales & Operations Planning (S&OP) . Part 2  analyzed the traditional shortcomings and the reasons for the S&OP concept’s (and accompanying software solutions’)

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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.

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Documents related to » i part 4

Grape Escape 2010: Of Cloud & Angels, Fun & Games, and “In Vino Veritas” - Part 4


Part 1 of this blog series talked about the historical background of the JRocket Marketing Grape Escape(TM) event. Grape Escape has become a June fixture over past several years, after the high traveling season to major vendors’ events subsides and before everyone takes their summer vacations. It is a signature event that showcases the intimate analyst relationships (AR) and

i part 4  getting the “cloud religion.” I am still amazed to see some of these vendors’ businesses transform from “Our customers do not ask for it!” to “We are in the cloud too!” in just a couple of years. Indeed, it has been interesting and satisfying for me to watch the increased traction and the shifts in company size, applications footprint, and vertical markets that are looking to  cloud computing  technologies. And all that mindset change took place in a manner of a few years, from the times Read More

PLM (Vendors) and Lean Product Development-Part 4: PTC


If you have followed my previous posts of this blog series (Part 1, Part 2, and Part 3), I guess you may have an idea about who will be the third vendor I’m going to discuss concerning the relevance between its product lifecycle management (PLM) offerings and the lean product development (LPD) concept. Yes, it is PTC. Like Dassault Systèmes and Siemens PLM Software, PTC is also located in the CAD

i part 4  and Part 3 ), I guess you may have an idea about who will be the third vendor I’m going to discuss concerning the relevance between its product lifecycle management (PLM) offerings and the lean product development (LPD) concept. Yes, it is PTC . Like Dassault Systèmes and Siemens PLM Software , PTC is also located in the CAD-PLM camp (read this article if you want to know more about how I categorized major PLM vendors into two categories) that provides both PLM tools and PLM as the management Read More

A Tale of a Few Good SCM Players - Part 4


Part 1 of this blog post series followed the genesis of Manhattan Associates from its inception in 1990 throughout the mid-2000s. During this time, Manhattan Associates was the epitome of an impeccable supply chain management (SCM) software company in terms of market share, growth, profitability, and its product capabilities. Indeed, the company set the industry standard for the supply chain

i part 4  Ingredients In broader terms, I think RedPrairie's strategy of expanding its  E2e Solutions (End-to-end) suite  into retail operations, possibly even more in the future with Flowcasting, has been more successful than Manhattan's attempts to leverage  the Evant acquisition to combine planning and execution (mentioned in Part 1) . Manhattan has narrowed its focus too much, i.e., by still focusing on the distribution of finished goods and staying away from the the supply chain upstream (i.e., manufacturin 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

i part 4  of the day, if I have to recap Pega’s differentiation from most of its BPM competitors in two concepts, those would be 1) unified business rules and processes, and 2) the declarative modeling capability. Both concepts aim to significantly reduce the need for manual programming (coding). Declarative modeling  means that business people can set the business goals while the system figures out how to execute processes (based on Pega's Solution Frameworks that offer pre-built configurations and industry 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

i part 4  announcements were quite interesting, I was most impressed by UNIT4’s UK division’s breakthrough into the government software market space. According to Anwen Robinson, UNIT4 has won multiple deals with local UK governments. Moreover, it looks like Agresso ERP is becoming a new conventional platform for governments in the UK and Northern Europe as a replacement of products from the traditional vendors SAP and Oracle. Another Grape Escape guest from the UK, Paul Ringham, who manages UK Local Read More

Jaspersoft 4, New Year . . . New Gear


On January 11, 2011, Jaspersoft launched a new version of its BI suite named Jaspersoft 4. The open source software provider will be promoting its new business intelligence (BI) suite designed to provide users with self-service BI features via its Web Application user interface (UI). Built on open Web standards, Jaspersoft 4 is a complete Web application, and it’s ready to be deployed on premise

i part 4  tablet, or smart phone. I welcome your thoughts—leave a comment below, and I’ll respond as soon as I can. Read More

Can Technology Make CFO's and Controller's Jobs More Strategic? (Part 2)


Part 1 of this blog series established that by offloading non-essential and non-value-adding routine tasks to third-party business process outsourcing (BPO) specialists, many human resource (HR) and payroll managers are now able to focus more on strategic and more important tasks of managing talent and human capital of the company. The discussion then went into the possible liberation of chief

i part 4  and BPO parts), but I am not aware of anyone else having both SaaS accounting and BPO parts together with an assembly line-style platform approach. This performance visibility platform is replete with best practices and workflows on a pre-built technology layer. What Corefino's founder (a seasoned ex-CFO) has done is to take a car manufacturing style (an assembly line or cell) approach. This approach affords pertinent expertise in each part of the process, which is then handed off to the next person who 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

i part 4  Good At? As described in Part 1 , ProfitKey's flagship Rapid Response Management (RRM) product is more than 90 percent home grown and mostly offers out of the box functionality, which is critical to attaining new customers in the company's sweet spot market segment – conservative small and medium discrete  make-to-order (MTO)  manufacturers. In spite of the turbulent times that ProfitKey has experienced for over a decade (see Part 1) , its critical executives and employees have had long tenures. Read More

To SaaS or Not, Is That a Question? - SaaSy Discussions (Part IIa)


The first part of this blog series described the opportunity for software as a service (SaaS) or on-demand enterprise applications, especially in the current difficult economic milieu. But before any vendor can embark on delivering a SaaS offering, it must understand several misconceptions about SaaS. Part two then analyzed the first two of the top five SaaS assumptions that Gartner recently

i part 4  user creates in month, I am pretty much sure that in most environments these figures would not amount to 70 bucks, at least not in this economy. Thus, even some decent SaaS vendors will then say “Fine, since you insist on a SaaS contract, this is our price per user per month, please tell us for how many users and for how many years would you like the contract signed?” Assumption number four is that SaaS does not integrate well with on-premises software  applications or data sources. This too is Read More

Optiant Going to a (Much) Better Place: Logility - Part 3


Part 1 of this series analyzed the late-March acquisition of long-struggling inventory optimization (IO) provider Optiant by long well-performing supply chain management (SCM) provider Logility. I then discussed Logility’s acquisition history to set the stage for the current offerings that Optiant will join.The 2004 acquisition of Demand Management, Inc. (DMI) and its Demand Solutions brand was

i part 4  (SCM)  provider Logility . I then discussed Logility’s acquisition history to set the stage for the current offerings that Optiant will join.The 2004 acquisition of Demand Management, Inc. (DMI) and its Demand Solutions brand was especially valuable as it provided more than 800 active customers in the growing  small and midsize enterprise (SME)  market for Logility. Today, Logility’s customer base encompasses about 1,250 companies located in more than 70 countries, which gives Logility the largest Read More

Global Trade Hits Home at MegaResistCap-Part III: Be Careful What You Ask For


In the first two parts of this series (part I, part II), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise resource planning (ERP) system would have to support global trade management (GTM) functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by

i part 4  this series ( part I , part II ), Jim, director of IT at MegaResistCap, learned that the company’s recently rolled out enterprise resource planning (ERP) system would have to support global trade management (GTM) functionality more quickly than expected. He had sent an e-mail off to his chief information officer (CIO), Mike, suggesting a new project be set up and managed by the project management office, MegaPMO. Now, with some trepidation, he awaited the response from the CIO. The week following Read More

Optiant Going to a (Much) Better Place: Logility - Part 2


Part 1 of this series analyzed the late-March acquisition of long struggling inventory optimization (IO) provider Optiant by long well-performing supply chain management (SCM) provider Logility. The blog post then discussed Logility’s acquisition history to set the stage for the current offerings that Optiant will join. The 2004 acquisition of Demand Management, Inc. (DMI) and its Demand

i part 4  a Two-brand Product Strategy I am not sure whether Demand Solutions has been a major growth engine within Logility, but it certainly is an important division that serves the lower end of the market (although it only offers SCP solutions). Demand Solutions is run as an autonomous division, which even has its own marketing and press/analyst relationship (AR) teams (and its own set of competitors, such as Smart Software, Forecast Pro, Demand Works, Preactor , etc.). In addition to solid financial performanc 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

i part 4  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

PLM (Vendors) and Lean Product Development-Part 3: Siemens PLM Software


After talking about Dassault Systèmes in Part 2 of this blog series, I’d like to move to another prominent player in the product lifecycle management (PLM) field—Siemens PLM Software. In this blog post, I will give my personal interpretations about the major relevancies between Siemens PLM’s offerings and lean product development (LPD). My first impression of Siemens PLM is the

i part 4  In this blog post, I will give my personal interpretations about the major relevancies between Siemens PLM’s offerings and lean product development (LPD). My first impression of Siemens PLM is the comprehensiveness of its product offerings. The company provides both PLM tools (e.g., computer-aided design [CAD], digital manufacturing, and simulation) and PLM (i.e., collaborative Product Definition management [cPDm]). Also, Teamcenter is one of the few PLM solutions that provide the broadest Read More