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Abstract: Today's usage of Decision Support Systems (DSS), combined with vetted SCM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...
Abstract: Software
implementation can be complex. Even when it seems all your business processes and systems are “go” after the
implementation of an enterprise resource planning (ERP) solution, there might still be room for improvement. Find out how a post-
implementation system assessment of technical and functional systems can improve data capture accuracy, increase user buy-in, and boost your return on investment (ROI).
PubDate: 11/21/2007 6:47:00 AM
Abstract: It’s crucial to define the scope of an electronic medical system implementation, as well as to outline each stage of the project and the resources that will be needed. A failed implementation will paralyze the operational capabilities of a health care organization, but the right methodology will help ensure a successful implementation.
Abstract: Because of the risks inherent in any financial implementation, it’s essential to get back to business basics. These implementations need to be understood and planned for. Thus, there are a few premises that must be addressed in the planning stages of a financials implementation. If these premises are followed in a disciplined manner, the nosebleed of implementation can be avoided.
Abstract: The Microsoft Dynamics NAV Rapid Implementation Methodology (RIM) automates standard processes, speeds up implementation time, and drives the sharing of best practice knowledge and solutions between partners. But in order to understand how RIM can be used in an implementation project to get implementations up and running smoothly and quickly, it is important to understand the different components of RIM.
Abstract: White papers offer no shortage of advice about what best practices can lead to enterprise resource planning (ERP) implementation success. But equally important is a thorough understanding of what practices are to be avoided during an implementation. This white paper reviews four “worst practices” that should be avoided at all costs—unless you want to go out of your way to cause your ERP implementation to fail.
Abstract: It’s a sad but well-known fact that many software implementation projects run out of time and money. Certain crucial activities tend to have striking effects on the cost of an implementation. But it’s possible to stick to plans and budgets, provided that you do the right things and avoid the traps. Discover which parts of a software implementation are worth spending extra money on in order to minimize risk and cost.
Abstract: Are you preparing to oversee an enterprise resource planning (ERP) implementation project? Are you worried about the statistics that report less-than-successful ERP implementations? While there are many reasons a given implementation project may be less than perfect, there are a few steps you and your ERP implementation team can take to increase your chances of success. Learn about the five steps to a positive outcome.
Abstract: Implementation of a radio frequency identification system is best approached in four phases to ensure its success. Discussed here are the second and third phases, which deal with testing and validation, and the importance of setting up a pilot implementation.
Abstract: 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.
Abstract: Here are four worst practices that can contribute to the failure of an enterprise resource planning implementation—or the implementation of any other enterprise software, for that matter. Protect your investment and prevent disaster by steering clear of these major mistakes.
Abstract: At the Connections 2000 Logility user conference in New Orleans, users recounted implementation stories. Few were as striking as that of the Komatsu’s DRP implementation modifications, a testament to human ingenuity.
Abstract: webMethods, Inc. has released a set of Packaged Integrations — pre-built software solutions that can be used to rapidly automate common cross-application business processes. The company claims Packaged Integrations make it possible to accelerate implementation by up to 80 percent and reduce implementation costs by up to 70%.
Abstract: The biggest single issue in ERP is the failure of a successful implementation. It is mind-boggling to continually encounter companies who make major ERP gaffes in this day and age, especially since most of the trials and tribulations of MRPII implementation were suffered and learned from in the early 1980's with alpha, beta and gamma releases. The pertinent question is what are the main causes of ERP failure and what can be done to prevent this from happening to you? There are twelve major reasons for why companies get bogged down or fail in implementing ERP. This white paper addresses them.
Abstract: Successful implementation of an extended ERP system is the result of knowledgeable and dedicated people working together. It entails company-wide commitment, openness to change, good planning and experienced guidance. Three primary criteria determine the probability of recognizing significant return on investment (ROI) from an ERP system. Using these criteria as guidelines during the system selection process and subsequent implementation can ensure that the chosen system will support and enable the business improvements envisioned. That’s ROI.
Abstract: Successful implementation of an extended enterprise resource planning system (ERP) is the result of knowledgeable and dedicated people working together. It entails company-wide commitment, openness to change, good planning, and experienced guidance. Learn about the three primary criteria of recognizing return on investment (ROI) from an ERP system and how using them during the system selection process and subsequent implementation can ensure that the chosen system will support and enable the business improvements envisioned.
Abstract: For midsize firms seeking more value in a shorter period of time, a rapid enterprise resource planning (ERP) implementation may be the way to go. If you’re unsure this is the right choice, you need to consider some important factors. The best candidates tend to be ERP solution first-timers. Learn more about how to work closely with ERP partner vendors for a rapid—and successful—ERP implementation.
Abstract: Strategic implementation can have a huge impact on success in the online environment. It can mean the difference between a successful or unsuccessful launch, and can greatly affect end results in terms of usability, functionality, and impact on the bottom line. Learn more about a Web site implementation strategy that can transform business processes, maximize return on investment (ROI), and improve efficiency.
Abstract: Most articles about the pitfalls of software implementation projects highlight the mistakes made during implementation. Examples include poor project management, scope creep, uncommitted users, or lack of an executive sponsor. All of these areas of focus are valid, but often we forget that before starting the implementation, somehow we had to choose a package and sign a contract.
Abstract: A radio frequency identification implementation is a major undertaking for any organization—a project with ample risk of failure. This entire series is a step-by-step guide to the process, with this final part including a comprehensive glossary of key terms for better understanding.