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SaaSy Discussions (Part I)
Much has been said and written lately, on TEC's web site as well as on many other peer sites, about the on-demand deployment model, especially about multi

i part 5  I am and what I do at the company). Rapid deployment (measured in weeks -- versus months or years -- and cost-effective) and robust integration (with existing applications & data, support for industry-standard application and data interfaces, and portal-based infrastructure) are other tenets of adaptive CRM. Also critical for adaptive CRM are the inherent business intelligence (BI) capabilities to understand customer and market dynamics, and business process management (BPM) in a multi-tier way (via Read More...
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Documents related to » i part 5


The Wizardry of Business Process Management: Part 5
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

i part 5  battleground sooner or later. I have seen that trend in many other enterprise applications markets, especially in enterprise resource planning (ERP ), and there is no reason that BPM should not follow suit. While Pega has not traditionally focused on the SMB market space, many of its customer implementations have focused on divisional or business unit projects to automate and assist groups of 50 users or fewer. Pega has historically derived a significant portion of its revenue from the “who's who” Read More...
Global Trade Hits Home at MegaResistCap-Part I: You’ve Got Mail
Jim, information technology (IT) director of MegaResistCap Inc., was finally getting back to a reasonable schedule 3 months after the “go-live” date of the

i part 5  Sunday. This concludes Part I of our series. Stay tuned for Part II, where we’ll see how Jim responds to MegaResistCap’s growing business needs. Read More...
The Automotive OEMs Might Soon Contract “BRAIN” Damage Part I
While BRAIN North America may have created a notable customer base due to its products’ functional appropriateness for the lower tiers of the automotive

i part 5  Contract “BRAIN” Damage Part I The Automotive OEMs Might Soon Contract 'BRAIN' Damage P.J. Jakovljevic - August 12, 2002 Event Summary While all eyes and ears have recently been on WorldCom 's bankruptcy, another insolvency under way is sending shockwaves throughout middle and lower tiers of automotive suppliers despite its insignificant financial magnitude in comparison to the WordCom's. On July 5, the board of BRAIN International AG , a German provider automotive and industrial business solutions, Read More...
APICS 2009 From the Expo Floor: Is S&OP Coming of Age? - Part 5
Part 1 of this blog series talked about my attendance of the APICS 2009 international conference in Toronto, Canada in early October. I attended few education

i part 5  in early October . I attended few education sessions, as 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 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’) current Read More...
Nothing Succeeds Like Success(Factors) - Part 3
Part 1 of this series introduced SuccessFactors, a public provider of software as a service (SaaS) talent management solutions. The article first analyzed the

i part 5  the product editions (mentioned in Part 1) as required. Ease-of-Use Drives Adoption . SuccessFactors’  user interface (UI)  is designed to be intuitive, requiring limited training for end-users. The company regularly conducts usability testing to ensure attractive and easy-to-use screens. Additionally, it implements workflows that are easy to follow and broadly applicable so that employees across an organization will more easily embrace the solution. Continual User-Centric Innovation . The vendor Read More...
Will 2013 Be IBS’ Comeback Year? Part 2
In part 1 of this series, we took a look at IBS, some of the challenges the company was facing, and its software offerings for the business community. To

i part 5  Comeback Year? Part 2 In part 1 of this series, we took a look at IBS , some of the challenges the company was facing, and its software offerings for the business community. To discuss the aforementioned issues (see part 1 ) and IBS’ ongoing turnaround, we recently spoke to Doug Braun, the chief executive officer (CEO) of IBS. As CEO, Mr. Braun is responsible for translating business needs into products that solve customer supply chain problems. TEC: How would you describe IBS’s current state of Read More...
They do it like that in the Balkans-Select and deploy ERP, I mean (Part II)
The Part I of this blog topic concluded with SAP's supremacy in the upper-end of the regional market. What also helps SAP ERP [evaluate this product] is a

i part 5  Balkans-Select and deploy ERP, I mean (Part II) The Part I of this blog topic concluded with SAP 's supremacy in the upper-end of the regional market . What also helps SAP ERP [ evaluate this product ] is a number of well-established value added resellers (VARs) that cover the entire former Yugoslavia region, some of which have a few dozen renowned installation sites (customer references) and a roster of experienced consultants. Some of these are the earlier mentioned S&T Group from Austria and Read More...
Top 5 Reasons Professional Services Organizations are Embracing the Cloud
In the webcastTop 5 Reasons Professional Services Organizations Are Embracing the Cloud, find out why cloud technology has so captivated PSOs and l...

i part 5  5 Reasons Professional Services Organizations are Embracing the Cloud Cloud computing adoption rates are sky-rocketing. And professional services organizations (PSOs) are leading the way. In the webcast Top 5 Reasons Professional Services Organizations Are Embracing the Cloud , find out why cloud technology has so captivated PSOs and learn about: the central role of knowledge workers in PSOs, and their reliance on the cloud today the ways cloud technology is impacting PSOs, both internally and with 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

i part 5  e.g., ADP , but I certainly, well, concur (pun intended) with Phil’s assessment. It is interesting to note that these companies have acquired quite large customers, with several thousand seats per site ( as mentioned in Part II ), and those recurring subscription volumes certainly help absorb their hefty research and development (R&D) and marketing investments. The recent merger of Xactly and Centive  might best illustrate how difficult it is for startup SaaS vendors to reach profitability. Namely, Read More...
How Some ERP Vendors Demonstrated - Warts And All Part 2: Results
This is part two of a case study from a recent selection engagement for an ETO mid-size manufacturer; we assess Oracle, J.D. Edwards, SAP, and IFS in terms of

i part 5  Figures 1 & 2 in Part 1) indicate that one vendor's Yes may be less valid than the other vendor's Yes, but , and the importance of putting the products through their paces. However, a neutral expert's presence is preferable as to discern the substance from a mere ability to demonstrate. When more than one vendor ranks close within a given set of areas, the decision model provides the supporting material required to justify further investigations. These include scripted scenario demonstrations Read More...
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures
This part discusses the causes of ill-fated implementation

i part 5  'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures P.J. Jakovljevic - July 11, 2002 Executive Summary What has long been a general feeling based on rumors, news headlines and some casual survey reports hidden within analyst houses' vaults and largely inaccessible to mass audience owing to exorbitant subscription fees, has recently been confirmed in a more tangible manner. Namely, many major companies are still Read More...
I Did It the iWay
After attending the iWay seminar on Enterprise Information Management (EIM) yesterday, I was thinking that a CIO who implemented their system might sing the

i part 5  Information Management (EIM) yesterday, I was thinking that a CIO who implemented their system might sing the following after the implementation: [Editor's note: sincere apologies to Frank Sinatra.]   I did it the iWay And now, the end* is near; And now it’s done - the integration. My friend, I’ll say it clear, We were so close from devastation. I did all that they said. I even built a data warehouse; And more, much more than this, I did it the iWay. And bugs, they had a few; But then again, too few Read More...
Prescient 5
Prescient 5, the company's flagship software, covers four areas of supply chain planning: demand, supply, collaboration, and performance measurement

i part 5  5 Prescient 5, the company's flagship software, covers four areas of supply chain planning: demand, supply, collaboration, and performance measurement. Prescient 5 is a fully integrated supply chain planning suite, architected with a common data model and user interface across all modules. The company intends its solution's thin client footprint, n-tiered architecture, and auto-update features to require minimal IT resources. Read More...

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