| 1. |
A Case Study and Tutorial in Using IT Knowledge Based Tools Part 2: A Tutorial (7 Pages)
by E. Robins
May 31, 2001
Abstract : This tutorial, part 2 of a two part series on Knowledge Based Selection, demonstrates the selection processes and capabilities of Knowledge Based Selection Methods and Tools. These tools, integrated with business decision making procedures, can arguably reduce selection risk and improve chances for success in IT projects. Given the appalling rate of IT project failures, selection can potentially help reduce risk in some 30% of cases, with an associated estimated cost of about $30B annually to industry according to some sources. In this tutorial, we illustrate a number of the procedures for rapid decision processing through the real-life selection of a PDA device. The process gave confidence to the argument to wait for the solution, while weighing risk against return.
Type: Article
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| 2. |
Sales Force Automation, Customer Relationship Management, and Sales Training: A Fusion of Methodology and Technology (3 Pages)
by Dave Stein and Al Case
May 23, 2006
Abstract : Many organizations find it challenging to adopt sales force automation and customer relationship management solutions. Formal sales training and the related reinforcement tools can make the difference. We examine the key challenges and propose some solutions.
Type: Article
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| 3. |
CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part One: The CRM Selection Challenge (4 Pages)
by Lou Talarico & Kevin Ramesan
Apr 18, 2003
Abstract : Two of the greatest challenges IT decision makers face when selecting a CRM package is first, having a comprehensive understanding of their functional and technical requirements and second, identifying the vendors that best match their requirements. This article will focus on determining the functionality and technology required to enable business processes, and how to compare vendor offerings once those requirements have been documented.
Type: Article
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| 4. |
ERP Selection Facts and Figures Case Study Part 1: Business Model Scenarios (3 Pages)
by P.J. Jakovljevic, L. Talarico & B. Spencer
Nov 19, 2001
Abstract : During a recent Enterprise Resource Planning selection engagement with a large aerospace and defense manufacturer TEC had the opportunity to evaluate and compare the offerings of four top vendors. Each vendorﾒs offering differed in such areas as functionality, flexibility, process fit and ease of use. Find out what TEC learned as a result of the selection engagement.
Type: Article
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| 5. |
e-Business Service Provider Evaluation & Selection (16 Pages)
by R. Krause
Aug 10, 2000
Abstract : This is a transcript of an audio conference on E-Business Service Provider Evaluation and Selection presented by TechnologyEvaluation.Com. The presentation used the TEC patented selection engine WebTESS to conduct a live real time evaluation and selection. It then reviewed the critical differentiating service provider criteria, as well as detailed comparisons of competing vendors within the various types of DBSPs.
Type: Article
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| 6. |
Software Selection Processes—Accelerating Vendor Identification (3 Pages)
by Jeff Gusdorf
Sep 11, 2006
Abstract : Software selection is complex and time-consuming. Taking shortcuts or skipping steps in the process increase the risk of making a wrong choice. Attending a virtual trade show can accelerate the selection process, increase vendor interaction, and reduce risk.
Type: Article
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| 7. |
Should Your Software Selection Process Have a Proof of Concept? Part One: Structures and the Selection Process (4 Pages)
by Robert Rudd
Jul 12, 2004
Abstract : This article explores how the proof of concept (POC) fits into the software selection process, when a POC should be undertaken, structural variables, and the advantages and disadvantages of the POC from the client and value-added reseller point of view.
Type: Article
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| 8. |
Should Your Software Selection Process Have a Proof of Concept? Part Two: Advantages, Disadvantages, and Conclusion by Robert Rudd
Jul 13, 2004
Abstract : A proof of concept (POC) should be completed as part of the selection process when the risk of project failure is comparatively high. Risk can be measured by two key variables. These variables are complexity of requirements and level of expertise of the selection/implementation team. The more complex the system requirements, the greater the benefit obtained from a POC.
Type: Article
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| 9. |
CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure Part Two: Using A Knowledge Base To Reduce The Time, Risk And Cost Of A CRM Selection (6 Pages)
by Lou Talarico & Kevin Ramesan
Apr 19, 2003
Abstract : Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a tested selection methodology reduce the RFI process from months to weeks, eliminate data quality issues and allow an apples to apples comparison of vendor offerings.
Type: Article
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