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Software Functionality Revealed in Detail
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 w part 3


Lawson Software-IPO and Several Acquisitions After Part Two: Retail and Professional Service Initiatives
Lawson is sticking to its focus on selected vertical markets, but going forward the tenets of that focus will likely be more finely tuned. Namely, the vendor

w part 3  investments. The above delivery was in great part a result of the July 2002 acquisition of certain assets of Armature Holdings Ltd., a then bankrupt provider of merchandising/category management and supply chain management (SCM) solutions for retailers, consumer goods manufacturers, and wholesalers. The Armature suite had been focused on grocery and hard line retail sectors, specifically those sectors with complex product/item definition and rapid inventory management. The assets acquired included all

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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

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 » w part 3

Lawson Software-IPO and Several Acquisitions After


Lawson Software, almost two years since a successful IPO amid adverse conditions at the time, has had its share of difficulties while rounding up its vertical offerings via a slew of focused appetizing acquisitions. While the last two quarters have seen license revenue revive and profits, certain ongoing challenges will have to be overcome so that Lawson can see again its best days of a few years ago.

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Architecture-Centered Information Systems In The Manufacturing Domain - Part V - Applying the Methodology


Architecture bridges the semantic gap between the requirements and software. Application software systems must be architected in order to deal with the current and future needs of the business organization. Managing software projects using architecture-centered methodologies must be an intentional step in the process of deploying information systems - not an accidental by-product of the software acquisition and integration process.

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6 Key Challenges Solved With End-to-end Human Resource Management


Human resource (HR) departments have an increasingly strategic role within an organization, particularly in the areas of recruiting, compensation, benefits cost containment, and employee development. But often the HR staff finds itself burdened with too many administrative tasks and never-ending paperwork. Learn about solutions that can help your HR department reduce routine administration and cut through complexity.

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An Overview of Product Lifecycle Management Implementation Challenges


Product lifecycle management (PLM) implementation brings its own set of challenges, whether considering vendor selection, employee perception management, or actual implementation. However, based on experience and study, it is possible to describe the best practices for overcoming these challenges.

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Will Servigistics Click on More Service Cylinders? - Part 2


Part 1 of this blog series depicted the rise and fall of of erstwhile public software company Click Commerce based in Chicago, Illinois, United States (US). At the end, the article mentioned the July 2009 merger of Servigistics and Click Commerce's Service Network Services (SNS) division. The private equity firm Marlin Equity Partners acquired both entities recently with the idea of forming a

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Some Belated Insights from, well, Deltek Insight 2010 - Part 2


Part 1 of this blog series started with me lamenting my inability to attend the Deltek Insight 2010 conference. However, I recently had an in-depth post-event recap instead with Deltek’s in-the-know staff members. What then followed in Part 1 were descriptions of the major developments that transpired at Deltek Insight 2010 in terms of already released products and those

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IFS Continues Its Reinvention Through Pruning Part Two: Background, Challenges, and Response


IFS could be an object case of how a great product (in terms of functionality scope and technological foundation) and knowledgeable employees are only part of the wholesale success in the finicky enterprise resource planning (ERP) market.

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The Path to ERP for Small Businesses - Part 1: The Research


Most consultants agree that there are three stages that precede a software implementation project: research, evaluation, and selection. This three-part article will describe each of them, providing tips and real life examples that will help small businesses better understand what they need and how they can find the best product and vendor for them.

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AribaLIVE 2012: What Was Jolly Good (and What Could Improve) - Part 2


Part 1 of this blog series analyzed the positive impressions from my attendance of the AribaLIVE 2012 user event. Still, while it might appear that Ariba is firing on all cylinders, as is typically the case, Ariba is not all things to all people and no company is without issues. Thus this post will discuss some challenges and related rooms for improvement. To date, Ariba has been

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PROACTIS: The Best-kept Secret in Indirect Spend Management? - Part 2


Part 1 of this blog series introduced PROACTIS, a UK- and US-based specialist vendor of spend control and e-procurement solutions with accredited partners worldwide. I had the chance to meet the company during my attendance of UNIT4’s UK user event in early 2010, where PROACTIS was an exhibiting partner. The article then expanded on the company’s history, its procure-to-pay

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