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 u part 1


Oracle Further Orchestrates Its SOA Forays Part Five: Collaxa Acquisition
With the acquisition of Collaxa, Oracle has quickly plugged a hole in its SOA/BPM message by providing new workflow capabilities and monitoring tools to report

u part 1  Further Orchestrates Its SOA Forays Part Five: Collaxa Acquisition Collaxa Though Oracle Corporation (NASDAQ: ORCL) has taken a rather understated position towards service-oriented architecture (SOA) and business process management (BPM), its acquisition of Collaxa highlights that Oracle is factoring them into in its product strategy. Through Collaxa, Oracle will be able to provide new reporting features that will monitor the progress of business processes. It can now offer workflow capabilities,

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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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Documents related to » u part 1

Fujitsu


Fujitsu Transaction Solutions Inc., a wholly owned subsidiary of Fujitsu Limited (TSE: 6702), collaborates with retailing companies to help reduce their costs and facilitate consumer interactions. Fujitsu's pervasive retailing approach helps companies to minimize the time, cost, and risk of creating interoperability between disparate applications and devices that support a multitude of consumer touch points. Fujitsu's offering includes solution software, point-of-sale store technology, U-Scan self-checkout systems, self-ordering systems and multi-vendor lifecycle services. Fujitsu has operated in North America for more than 30 years and has some 1,500 employees in the U.S., Canada, and the Caribbean. As part of the global Fujitsu family since 1992, the company's roots extend back to the early 1970s as a North American distributor for Fujitsu products. Customers include Canadian Tire, Chevron Corporation, Hannaford Bros., H-E-B, Kroger, Loblaws, Nordstrom, Payless ShoeSource, Regal Cinema, Ross Dress for Less, Staples, Stop & Shop and The TJX Companies, among others. The company also has a joint venture with Retalix Ltd. (NASDAQ: RTLX) in StoreNext Retail Technologies LLC.

u part 1  1,500 employees in the U.S., Canada, and the Caribbean. As part of the global Fujitsu family since 1992, the company's roots extend back to the early 1970s as a North American distributor for Fujitsu products. Customers include Canadian Tire, Chevron Corporation, Hannaford Bros., H-E-B, Kroger, Loblaws, Nordstrom, Payless ShoeSource, Regal Cinema, Ross Dress for Less, Staples, Stop & Shop and The TJX Companies, among others. The company also has a joint venture with Retalix Ltd. (NASDAQ: RTLX) in Read More

J.D. Edwards On The Mend; This Time Might Be For Real Part 2: Market Impact


A small-to-medium enterprise simply wants to manufacture and deliver a product in a most efficient way and by utilizing minimal necessary resources, therefore, smaller companies consider planning and execution as one process. J.D. Edwards has resolved many pieces of the puzzle.

u part 1  2: Market Impact Event Summary The following recent announcements by, J.D. Edwards & Company (NASDAQ: JDEC), indicate that J.D. Edwards has been putting it's house in order, expanding its offerings, and executing an aggressive sales strategy, and improving its cash situation at a critical time. The announcements include: Advanced Planning 4.0 Financial results for fourth quarter and fiscal year 2001 (ended in October 2001)  Completed acquisition of YOUcentric CRM version 1.1 This is Part Two of a Read More

Liberty Alliance vs. WS-I; J2EE vs. .NET; Overwhelmed .YET? Part 2: Comparison, Challenges, & Recommendations


The battle for the dominance in Web services has so far largely been a war of words without the clear winner yet (and not any time soon). While interoperability seems to currently be the motivation for bigger players to suspend hostilities and focus on standards adoption, the desire for domination will tempt them to weave dependencies on their products into their strategies.

u part 1  may arise from the u While Web services may make integration easier through some imposed interoperability, they will not eliminate the need for application integration via adapters, connectors or so. They are not any kind of panacea. While they may provide new business opportunities and create some dynamism and efficiency , they are not going to transform businesses on their own, given that they are only a piece of new technology. Likewise with a public and private marketplaces comparison, Web Services Read More

They do it like that in the Balkans -- Select and deploy ERP, I mean (Part I)


The launch of TEC’s blog has somewhat coincided with my visit to Belgrade, Serbia (what used to be Yugoslavia and then Serbia @ Montenegro) for personal reasons. Those several days spent in my homeland in late October/early November (whereby I missed my beloved Boston Red Sox’ winning the MLB World Series ’07 Championship, darn it!) I at least used this time to also learn about the enterprise

u part 1  and Aerodrom Nikola Tesla u Beogradu or the Belgrade Nikola Tesla Airport . Oracle has some additional presence, because one investment fund ( Salford ) has bought a majority of dairies and some food and mineral water plants in Serbia (thereby establishing the Danube Food Group in Serbia). The corporation has been trying for years to implement JD Edwards (first acquired by PeopleSoft, and now part of Oracle) as its ERP standard. There are also a few notable companies with instances of Baan due to its Read More

It’s About Process (or the Ability to be Responsive) -- Part V


Part IV of this blog series further analyzed Webcom ResponsAbility, the on-demand workflow automation and business process management (BPM) solution. Anyone interested can take the product for a free trial test drive here. The vendor just released the ResponsAbility p4 release. Competitive Offerings Do Exist Still, Webcom’s first-to-market (or close to) BPM on-demand advantage has already

u part 1  About Process (or the Ability to be Responsive) -- Part V Part IV of this blog series further analyzed Webcom ResponsAbility , the on-demand workflow automation and business process management (BPM) solution. Anyone interested can take the product for a free trial test drive here . The vendor just released the ResponsAbility p4 release. Competitive Offerings Do Exist Still, Webcom’s first-to-market (or close to) BPM on-demand advantage has already been challenged by the solutions from Skemma, Read More

Tier 1 vs. Tier 2 vs. Tier 3 ERP: What’s the Difference, Anyway?


In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3 vendors. Though the distinction may seem obvious, definitions of software vendor tiers are sparse. Those that exist vary from source to source and are mainly based on the vendor’s clients’ company size, the number of the vendor’s remote

u part 1  Anyway? In the software industry, at least in the enterprise resource planning (ERP) segment, there is an implicit understanding of what is meant by tier 1, 2, and 3 vendors. Though the distinction may seem obvious, definitions of software vendor tiers are sparse. Those that exist vary from source to source and are mainly based on the vendor’s clients’ company size, the number of the vendor’s remote business units, and the vendor’s annual revenue. Nonetheless, it seems that the very short list of Read More

Deltek's Second Bite at the IPO Cherry (Part IV)


Part III of this blog series analyzed the relatively recently launched Deltek Vision 5 [evaluate this product] and Deltek Costpoint 6 [evaluate this product] suites. It also tackled the related potential opportunities for Deltek. For one, key up- and cross-sell opportunities should come from: Additional modules, especially from the newly minted Deltek EPM [evaluate this product] suite: The

u part 1  firms in Canada, the United Kingdom (UK), Australia and New Zealand as potential customers. The vendor is also targeting the construction industry in the Middle East. To that end, Deltek's international sales and consulting staff have recently expanded in part with a completed integration of Welcom International into Deltek in 2006. The company also established 24x5 support in the UK in 2007, while 24x7 support is now available for all customers. The UK staff has more than tripled since 2006 with Read More

SAP Gives in to CRM (Part Time) Matrimony


On May 2, SAP AG, the leading provider of enterprise software applications, announced a strategic alliance with Nortel Networks to develop and integrate industry-specific CRM solutions.

u part 1  May 31, 2000 Event Summary On May 2, SAP AG, the leading provider of enterprise software applications, announced a strategic alliance with Nortel Networks to develop and integrate industry-specific customer interaction solutions that could extend the scope of collaborative customer relationship management (CRM). As part of the agreement, SAP has embedded within mySAP.com customer interaction applications from Nortel Networks' Clarify eBusiness Applications unit to provide extended customer-service Read More

Case Study: SAP Business One Making The Difference For Source 1 Enterprises


For compliance with vendor requirements, Source 1 Enterprises, a supplier of health and beauty products, needed a solution to automate bill-back revenue and current deal sheet promotions. Reporting and alert systems were also needed, to collect potential revenue based on standard vendor terms, in conjunction with the latest promotions. For a solution, the supplier turned to SAP Business One.

u part 1  Study: SAP Business One Making The Difference For Source 1 Enterprises Case Study: SAP Business One Making the Difference for Source 1 Enterprises If you receive errors when attempting to view this white paper, please install the latest version of Adobe Reader. Source 1 Enterprises implemented the SAP® Business One application to replace its existing but limited software package with a robust and integrated application capable of meeting current and future objectives. Source : Vision33 Resources Read More

The Many Faces of PLM Part One: Event Summary


Product Lifecycle Management (PLM) software solutions, like many of the application suites that have come before it, are a collection of different offerings that serve a common theme and contribute to overlapping value propositions. Like previous application suites, there is strategic value in approaching PLM as a set of inter-related requirements as opposed to just a collection of function-specific requirements. This is a report on the observations from the 2003 Product Development Manager’s Association (PDMA) Conference.

u part 1  of the core of unified, structured product information. Far from a collection of disparate point applications, PLM is a vision that encompasses many different avenues to achieving the PLM value proposition. As PLM visions mature, the benefits will continue to expand into new areas. This concludes Part One of a two-part article. Part Two will provide insight into the future of the PLM Suite and discuss the value of the integrated PLM Platform. About the Author Jim Brown has over 15 years of experience in Read More

SCE Leaders Partner To See Beyond Their Portfolio Part Three: Challenges and User Recommendations


One of the biggest challenges facing IT departments today is still unlocking data and processes from a plethora of heterogeneous applications running on different technologies and platforms, from mainframe to Web application servers. Since most SCE solutions involve a complex flow of transactions across a company's information systems network, users need simple to use, graphical tools to help them manage these transaction flows and quickly respond to problems.

u part 1  most important but least understood aspect. This is Part Three of a three-part note. Part One detailed the announcements. Part Two discussed Market Requirements and the Market Impact. Vendor Challenges In addition, the strong downturn in the technology economy has affected many vendors' outlooks. The infrastructure and integration are not easy segments to compete within either, with wealthy and viable competitors coming also from the EAI specialists (i.e., SeeBeyond , Tibco , webMethods , Mercator and Read More

Is MAPICS Getting the Magic of PLM? Part Two: Strategy


During our recent briefing, MAPICS' executives acknowledged that almost all enterprise software companies are either "hunting" or being "hunted".

u part 1  discuss Challenges and make User Recommendations. Link to Part One About the Authors Predrag Jakovljevic is a research director with TechnologyEvaluation.com (TEC), with a focus on the enterprise applications market. He has over fifteen years of manufacturing industry experience, including several years as a power user of IT/ERP, as well as being a consultant/implementer and market analyst. He holds a bachelor's degree in mechanical engineering from the University of Belgrade, Yugoslavia, and he has also Read More

SAP Keeps Traction On Some Tires Of Its Omni-Wheel-Drive Part 1


Although SAP’s recently announced tamed results for Q1 2002, which fit within the current market milieu, may add to some challenges moving forward, particularly seen from sharply reduced license revenue, and while some may question SAP’s justification of assimilating its two former subsidiaries, SAP has meanwhile become much more alert and diverse to spar with difficulties.

u part 1  taking care of its users and, at the same time, is gaining itself a popular image in the public's eye. This concludes Part One of a two-part analysis of recent news from SAP. Part Two will continue to discuss the Market Impact and make User Recommendations. Read More

Cloud Assets: A Guide for SMBs-Part 3


Cloud computing is allowing small to medium businesses (SMBs) to gain access to premium enterprise solutions without the traditional price tag of hardware and software licenses. This third and final part of a guide to cloud assets for SMBs reviews various types of cloud configurations and the ramifications of these setups for your organizations, and also considers some of the challenges of public cloud solutions.

u part 1  Assets: A Guide for SMBs-Part 3 This is the final installment on cloud assets designed to help small to medium businesses (SMBs) looking to incorporate cloud services into their information technology (IT) infrastructure. The two previous entries in this trilogy were about the basics of cloud computing and the procurement of cloud services, which gave you the necessary tools to initiate, broker, and implement a cloud solution to support your business. Now let’s close the loop by formulating a Read More