| 1. |
CMMS Templates for Effective Implementations Part Three: 7 Steps to Rapid More Successful Implementations ( Pages)
by Daryl Mather
Apr 3, 2003
Abstract : With the advances today in technology it has become obvious that there is a need for maintenance management theory and practice to catch up with the advances made in business management theory and practice generally. The current state of CMMS technology is at a very advanced level, in a lot of cases far more so than our ability to apply it. This tool has very strong and provable results.
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| 2. |
The 'Joy' Of Enterprise Systems Implementations Part 1: Inexorable Statistics ( Pages)
by P.J. Jakovljevic
Jul 8, 2002
Abstract : We take the liberty to expand further on the findings of a report, which was recently released by a renowned research organization, and which pinpoints enterprise applications implementations’ dissatisfactions in no uncertain terms. One may expect even more bad news in the future given the intricacy of collaborative inter-enterprise business.
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| 3. |
Remote Implementations--Why They Can Make $ense ( Pages)
by Joseph J. Strub
Apr 28, 2005
Abstract : Everything in the computer industry seems to be going off-shore, why not software implementations? This article looks at reasons why remote implementation of software packages can make both logical and fiscal sense, particularly in the United States. Read on to learn why your organization may want to look at this implementation alternative more closely and not be so quick to dismiss it as a passing fad.
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| 4. |
The 'Joy' Of Enterprise Systems Implementations Part 2: Implementation Key Success Factors ( Pages)
by P.J. Jakovljevic
Jul 9, 2002
Abstract : Enterprise systems, in fact, are devised to operate by codifying a set of business processes and employees have to learn the whys, wheres, and whos of the business process (workflows) rather than hows of the software screens.
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| 5. |
Fast-path Implementations - Are They Good or Bad? ( Pages)
by P.J. Jakovljevic & Olin Thompson
Jul 5, 2002
Abstract : Over the last few years the market has seen a plethora of fixed-scope and fixed-price applications, pre-packaged vertical solutions with industry templates, limited education and training, implementation tools, attractive support programs and hosting services with catchy names, all aimed at making it faster, simpler and cheaper for enterprises well under $500 million to use them. Is this approach good or bad for the user?
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| 6. |
The 'Joy' Of Enterprise Systems Implementations Part 4: User Recommendations ( Pages)
by P.J. Jakovljevic
Jul 12, 2002
Abstract : System integration service provider selections and project planning should involve the same amount of due diligence as business IT strategy definition and software evaluation.
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| 7. |
The 'Joy' Of Enterprise Systems Implementations Part 3: Causes of Failures ( Pages)
by P.J. Jakovljevic
Jul 11, 2002
Abstract : This part discusses the causes of ill-fated implementation
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| 8. |
ERP and SCM Implementations Part Two: Interfaces and Priorities ( Pages)
by Joseph Strub
Apr 9, 2004
Abstract : To a large extent, software packages do work out of the box. Packages that do not perform perfectly or as users would expect is when dissatisfaction arises. These can be dealt with in a rational manner through the employment of effective project and change management procedures. However, an area that typically creates problems, whether expected or not, is the development of interfaces between proprietary software that cannot be replaced.
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| 9. |
ERP and SCM Implementations Part One: Doing Too Much Too Soon ( 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.
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