| 91. |
Paradoxes of Software Estimation (6 Pages)
by Murali Chemuturi
Aug 18, 2006
Abstract : Software development has spawned an independent industry in its own right. But the processes of asking for service, offering service, and pricing are all somewhat haphazard. Perhaps it's time to focus efforts on resolving the key paradoxes of software estimation.
Type: Article
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| 92. |
What Is Software as a Service? (6 Pages)
by P.J. Jakovljevic
Mar 15, 2006
Abstract : Though born from the ashes of traditional hosting models, software as a service differs fundamentally from its predecessors. Its software is designed to be delivered as a service, security is better, rich user interfaces are available, and it has greater interactivity.
Type: Article
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| 93. |
ICICI-Infotech's North American Strategy for Success Part Two: Customer Focus and Innovative Pricing (3 Pages)
by Joseph J. Strub
Nov 23, 2004
Abstract : ICICI-Infotech is starting to make its presence felt in North America and raise some ERP eyebrows. In this research note, you'll also learn about the company's strategy to target small and medium-size enterprises in order to enlarge its footprint in North America. It is targeting companies migrating from legacy systems or software that is simply out of gas.
Type: Article
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| 94. |
What's Wrong With Application Software? Business Changes, Software Must Change with the Business. (4 Pages)
by Olin Thompson
May 31, 2004
Abstract : Business changes constantly in small ways and large. It is rare to find an application product that can change once it is implemented. This gap is a reality leading to dissatisfaction and the application being a drag on the business. This gap, the lack of the ability to change, costs the business dearly. Software needs to be the agent of change, not the enemy of change.
Type: Article
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| 95. |
ERP and SCM Implementations Part One: Doing Too Much Too Soon (3 Pages)
by Joseph Strub
Apr 8, 2004
Abstract : In order to get ahead of the systems development power curve, companies are attempting what is equivalent to executing a quadruple jump in ice skating; running a sub 3:50 minute mile in track; and winning the Tour de France in cycling--all in the same year. How? By trying to implement enterprise resource planning (ERP) and supply chain management (SCM) software at the same time. Read on why this is an ill-advised course of action with an extremely low probability of success.
Type: Article
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| 96. |
What's Wrong With Application Software? - A Possible Solution? What Is It, Why And How Does It Fit Into Your Future (3 Pages)
by Jim Brown & Olin Thompson
May 12, 2003
Abstract : The series, 'What's Wrong With Application Software' explored key challenges found in enterprise applications and also discussed the characteristics of next generation architectures that would provide better support for applications. Once such solution, model based architectures, deserves to be on an enterprise's 'technologies to watch' list.
Type: Article
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| 97. |
Optimizing the Supply Chain and Increasing Customer Satisfaction: An Interview with Robert Abate of RCG Information Technology (2 Pages)
by Lyndsay Wise
Aug 8, 2007
Abstract : Manufacturers must constantly address how to increase customer satisfaction, identify supply chain issues before they become problems, and lower production costs. In this podcast, Lyndsay Wise and Robert Abate discuss the benefits business intelligence provides to help address these topics.
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| 98. |
Will User Enterprises Ever Get onto an Easy (Support and Maintenance) Street? by P.J. Jakovljevic
Mar 27, 2007
Abstract : Vendors' traditional pricing strategies aren't going to work much longer. Sooner or later, prices will be determined by what the market is ready to bear rather than be based on what vendors think is a profitable way to deliver solutions.
Type: Article
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| 99. |
AccountMate Software An International Product No One Knew About (3 Pages)
by Charles Chewning Jr.
Jan 19, 2005
Abstract : AccountMate Software has been a player in the middle market for over twenty years. In the past several years it has been acquired by several global companies. Recently AccountMate's management has purchased the company and once again it is independent and able to chart its own course.
Type: Article
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| 100. |
N-Tier Demand Management (4 Pages)
by Bill McBeath
Dec 23, 2004
Abstract : The classic bull-whip effect means that the further a supplier is removed from the end consumer, the worse are the fluctuations in demand that they see. This has led many to recommend an n-tier approach to demand management, where everyone gets visibility to the end-customer demand at the same time. In practice, very few companies have been able to actually realize this vision. There are some practical approaches that a few leading suppliers deep in the supply chain are have taken to successfully mitigate the bull-whip effect.
Type: Article
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