| 1. |
Software Selection: A Third Alternative Part Two: Seller's Perspective and the Third Alternative (4 Pages)
by Joseph J. Strub
May 16, 2005
Abstract : Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become suspect. Surely, the consequences can be much more severe for the client where an incorrect software selection can lead to business losses. Accordingly, it is in everyone's best interest to select the right enterprise software and do it economically but with confidence.
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| 2. |
Software Selection: A Third Alternative Part Two: Seller's Perspective and the Third Alternative (4 Pages)
by Joseph J. Strub
Aug 24, 2004
Abstract : Failed projects do not bode well for the vendor. It can cause their sales cycle costs only to rise even more and their reputation to suffer or, at least, become suspect. Surely, the consequences can be much more severe for the client where an incorrect software selection can lead to business losses. Accordingly, it is in everyone's best interest to select the right enterprise software and do it economically but with confidence.
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| 3. |
The People Factor: Accelerating Supply Chain Transformation Through Education (8 Pages)
by Sree Hameed and Marc Escande
Jul 31, 2004
Abstract : This article summarizes the findings from a study of why customers failed to attain the full value potential of their SCM projects. Most SCM projects continue to focus much of their energy on technology implementations and simply pay lip service to end-user training and executive alignment. Learn the pitfalls causing SCM project failures and how to avoid them.
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| 4. |
Gain More from Your IT Projects (5 Pages)
by Freddy Fam
Jan 26, 2006
Abstract : IT investments are not a magic pill that will remedy business problems, but if used properly, they can help. Businesses should set business-oriented objectives for their IT projects and measure returns through the use of return on investment techniques.
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| 5. |
Project Portfolio Management for New Product Development: Tracking the Project Cycle from Idea to Launch (4 Pages)
by Neil Stolovitsky
Jan 6, 2006
Abstract : Resource allocation and phase-based processes are key features to consider when selecting a project portfolio management solution for new product development (NPD) projects. More importantly, NPD projects demand a best practices framework, like Stage-Gate®, for their success.
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| 6. |
Rapid Prototyping Or Simply Over-hyping (4 Pages)
by Joseph J. Strub
Nov 1, 2003
Abstract : Having to install an entire suite of software before the strike of Y2K may have made rapid prototyping impractical. However, because we now have the luxury of taking on projects with narrower scopes and a return to popularity of the 'best of breed' solutions, rapid prototyping should be considered as a viable approach for implementation. Accordingly, it is important to understand what can make rapid prototype projects successful, thereby possibly enabling your organization to achieve expected results more quickly.
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| 7. |
Caution! Will A Traditional ERP System Help You Deliver Projects? ( Pages)
by David Smith, GDBS BEng(hons) AMIEE
Mar 12, 2003
Abstract : Companies who build specifically for a customer have unique requirements that are often not understood or dealt with well by some ERP vendors, particularly in the mid-market, who think that systems designed around volume manufacturing fit everywhere.
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| 8. |
Overcoming The Roadblocks To Hearing YES On New Projects (3 Pages)
by Olin Thompson
Jan 16, 2003
Abstract : The money issue was usually caused by too much risk and too much time required. Since it is simpler and more understandable to talk about money, people use the money excuse as a proxy for risk and time.
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| 9. |
How Supply Chain Projects Morph Into Black Holes (5 Pages)
by Steve McVey
Oct 19, 2002
Abstract : For all but a few astronomers, black holes are unknown in the realm of ordinary experience. Analogs do exist, however, in the more terrestrial domain of business process reengineering and take the form of supply chain management implementations. Real-life examples offer insights that may help prevent your supply chain project from collapsing into oblivion and taking your enterprise with it.
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