Saturday, July 31, 2010

Business Intelligence Vendors

The demand for accurate, timely information across disparate systems in an enterprise has been answered by vendors touting some or near total corporate performance management (CPM) capabilities. Yet, while there are plenty of vendors to choose from, there is no overall CPM market leader. Attempting to gain a competitive advantage in the crowded business intelligence (BI) and CPM market, some enterprise resource planning (ERP) vendors are resorting to prudent BI and enterprise process management (EPM) acquisitions.

Geac Goes the Acquisition Route

Geac Computers' 2003 acquisition of former financial analytics provider Comshare has resulted in Geac MPC. Geac MPC is a single, integrated CPM offering that supports dynamic planning and analysis for CFOs, and improves visibility throughout the organization with the aim of a single version of the truth, and no surprises. Although Hyperion and Cognos are the undisputed leaders in financial planning and budgeting, with Oracle (including the former PeopleSoft Enterprise Performance Management product) and SAP also having a sizeable market share, Geac, is still worth mentioning. While not a market leader per se, it is still notable because it has been reinventing itself within the realm of BI.

Part Five of the Business Intelligence Report Status Quo series.

Geac MPC is a centrally-maintained, Web-based application that provides the enterprise's strategy formulation, planning, budgeting, forecasting, financial consolidation, and reporting and analysis functionality that users need to run their business efficiently and effectively. It is a unified, comprehensive solution that enables management to set strategic goals and translate them into action plans, track results, and take corrective action as needed—all based on a continuous flow of near real-time performance data. In other words, with the solution, organizations should be able to model business plans to develop effective strategies, link these strategies to budgets for better resource allocation, automate global financial consolidation to see accurate results faster, generate statistically accurate budgets and plans, and report and analyze data in the most meaningful ways. All this should reduce the time spent performing manual tasks, and free managers to spend more time analyzing results, evaluating alternatives, and implementing business decisions.

Although integration should be one of the cornerstones of CPM offerings, unfortunately, solutions offered by most vendors are not often integrated. Instead, the solutions are made up of multiple diverse (acquired) applications and administration tools that focus on making interfaces, audits, and reconciliations more efficient. This requires companies to have separate IT and finance department support for each of these applications, with the result being that both the financial and IT staff spend most of their time trying to ensure that each system has the same data, and that the users are accessing the correct, most recent data. Needless to say, these types of solutions could be unnecessarily expensive, may require multiple implementations, and are difficult to administer and maintain, and as a result, they struggle to promote collaboration and do not maximize return on investment (ROI).

To remedy this problem, Geac MPC stores business information on a single platform, using a single business model. Data is contributed only once, which eliminates the need to re-key or link data, copy and distribute templates, and guess which version of the data is correct, as is often the case with error-prone spreadsheet-based management systems. Enterprises should benefit from data integrity, one version of the truth creating confidence in the produced numbers and figures, and a clearer line of sight into operational performance. Furthermore, business professionals, with proper user security, can access data immediately via a Web browser, MS Excel, and a personal digital assistant (PDA), which all should in turn lead to improved productivity. When modifications to structures, business rules, calculations, or the application are necessary, they need to only be made once and are automatically reflected throughout the application. Geac MPC can do this all by leveraging the data stored in existing underlying transactional systems which will allow everyone across the enterprise to work with the same version of accurate, up-to-date information.

In May, Geac launched a major new release, Geac MPC 7, which should offer Global 2000 companies multiple benefits, including improved enterprise-wide planning and alignment, streamlined reporting, and simplified compliance. The product, which has already been delivered to early adopter customers, will be generally available worldwide this summer, and should further advance how enterprise-wide strategic and operational business planning is done. Rather than just periodically updating a scorecard with operational results, Geac MPC 7 will help organizations transform and communicate their strategic plans into quantifiable objectives, tactics, and supporting activities with assigned ownership at the correct responsibility level throughout the enterprise. Consequently, the result will be a collaborative environment for planning, tracking, and predicting progress toward key management objectives.

To that end, Geac Planning is an enhanced planning application that is geared toward making the planning process easier, from a single planner creating "what-if" operational plans to multiple teams of collaborative planners around the world. The application is driven through a fairly easy-to-use Excel interface, whereby a planner may, for example, set a high-level target needed to achieve a desired profitability percentage and then let the system adjust ("spread") the values of the chosen plan variables to achieve the goal. Planners may also add, delete, or change business assumptions and structures at will and in near real time, leveraging Excel's strong and flexible data gathering, reporting, and formatting capabilities. This should create a much more nimble planning environment that should also drive changes in operational plans and budgets for the enterprise. As a result, alignment throughout the organization should occur more quickly and efficiently, and communication should be quite enhanced. Because the application is built with centralized controls on the Geac MPC financial application foundation, business users can collaborate on the same plan without having to keep track of how the changes made through the planning process will be driven into the "system of record". Geac Planning also organizes and manages the sharing of structures and data across the planning environment, allowing the information to be used to seed the budget, measure operational plans, or build long-range strategic planning models.

Further, meeting the need for sophisticated formalized reporting, Geac MPC 7 offers a new management reporting capability featuring a creation wizard, which streamlines initial report design and shortens the time to create and deliver critical enterprise reporting. Excel power users often want to do highly personalized analysis and reporting from their performance management systems, and, to that end, the product extends the current Excel Services functionality to deliver Excel cell-based reporting capabilities. Users can leverage the data in the centralized application without giving up any of the flexibility they need and can create virtually any layout they choose without the need for pre-built views, templates, or formatting requirements. In addition, Geac offers a production reporting module that integrates Microsoft SQL Server 2000 Reporting Services, broadening the range of reporting options available to Geac MPC customers.

Last but not least, Geac MPC OpenLink is a Web-based mapping tool that simplifies the process of accurately moving data from multiple ERP and other transactional source systems to the Geac MPC application. The tool helps to relatively quickly define the mapping profile using either a basic or advanced pattern-matching syntax for one or more data sources; processes the mapping profile, loads the information into the application, and provides an audit trail of the mapping process. OpenLink is designed to work with the most popular and widely deployed ERP and general ledgers on the market. Along these lines, Geac MPC Fast-Track is a set of packaged application integrations between the Geac MPC performance management software and several Geac ERP offerings, such as Geac E Series, Geac M Series, Geac SmartStream, and Geac System21.

Yet, as seen with Geac MPC, financial reporting, budgeting, forecasting, and planning are at the heart of a CPM solution, however, without these features, true CPM cannot be achieved (see Financial Reporting, Planning, and Budgeting as Necessary Pieces of EPM). Moreover, although CPM starts with strong financial management, it will eventually extend beyond financial planning to almost all areas of corporate activity. Therefore, organizations choosing BI suites should consider both their financial management tools and future integration with key business-area solutions, such as, product lifecycle management (PLM), customer resource management (CRM), supply chain management (SCM), etc. Thus, eventually, more organizations will turn away from best-of-breed BI point solutions to pursue integrated CPM suites, possibly with the idea of having a corporate-wide BI/CPM standard, as they seek to source components from a single vendor rather than integrate disparate product sets themselves.


SOURCE:-
http://www.technologyevaluation.com/research/articles/business-intelligence-vendors-18058/

Intentia Prepares for Merger

Not waiting for the merger transaction with Lawson Software, Inc. (NASDAQ: LWSN) to close, Intentia International AB (XSSE: INT B) announced the release of Intentia Application Suite (IAS) 5.1. IAS is a full integration of Intentia's entire application portfolio that, like Lawson's upcoming Landmark product, uses service-oriented architecture (SOA) to create business processes and develop applications flexibly, while enabling Web services and a faster return on investment (ROI). For details on the merger announcement, see "New" Lawson Software's Transatlantic Extended-ERP Intentions. IAS is a solution aimed specifically at companies in the manufacturing, distribution, and maintenance industries. Particular focus is placed on those companies in food and beverage, fashion, wholesale distribution, and asset and maintenance intensive industries that include enterprise asset management (EAM) and product service management (PSM). It consists of eight Intentia application areas, including customer relationship management (CRM), enterprise management (ENM), supplier relationship management (SRM), supply chain management (SCM), enterprise process management (EPM), workplace management (WPM), value chain collaboration (VCC), and foundation and tools (FTO).

Part two of the "New" Lawson Software's Transatlantic Extended-ERP Intentions series.

Intentia points out that the product is further evidence of the company's ongoing commitment to SOA (for more of pertinent information, see SOA-based Applications and Infrastructure--The Next Frontier?). Intentia invested early in Java technology and currently has over 250 live customer implementations, and it already delivers a fully Web services-enabled application suite.

The latest release boasts many new features within the CRM, SCM, and FTO applications. Within the CRM applications, the Intentia e-Sales product has a new advanced channel, category, and market analysis functionality, which is provided through Cognos ReportNet. It is designed to improve a user company's ability to implement sales strategies in order to increase revenue and profit. In addition, new capabilities should help fast-moving consumer goods (FMCG) and consumer packaged goods (CPG) companies improve category, space, and promotion management. Information from both the sales and order fulfillment processes is now available in the field sales solution, which should enable salespeople to improve individual efficiency during customer visits, and ultimately, create opportunities to increase sales.

This is Part Two of a four-part note. Part One detailed the merger. Part Three will analyze the market impact. Part Four will cover challenges and make user recommendations.

Supply Chain Management

Within the supply chain planning (SCP) realm of the SCM applications, Intentia has introduced sales quotas, transport rules, and purchase agreements functionality. These constraints aim at increasing planning efficiency and optimizing profit by controlling what, how much, when, and to whom products are purchased, processed, moved, and sold. Lastly, Movex Adaptation Kit (MAK), a tool within FTO, has new features that reduce the time, effort, and cost involved in supporting and maintaining IAS. These new features include validation wizards, improved language editing, and one-click analyses.

As to further vertically differentiate its functional scope, mid-July, Intentia also released a stock build optimization solution that strives to maximize food and beverage manufacturers' stock mixes and reduce the surplus of finished goods inventory by up to 20 percent to avoid stockouts and product waste. In other words, the solution tackles one of the major issues facing the food and beverage industry—the need to build stock to meet seasonal peaks and promotional spikes. According to reports from the Food Marketing Institute and Grocery Manufacturers of America, product waste is estimated to have cost food manufacturers $2.57 billion (USD) in 2004, and $6 billion (USD) in lost retail sales from stockouts, which run as high as 13 percent during promotion periods.

To that end, the Intentia solution processes a wide spectrum of business variables that impact stock exposure risk. Today, manufacturers still rely heavily on spreadsheets to calculate stock builds, which becomes unmanageable given the number of products and factors that must be navigated. These include changes to capacity, shelf life and cost constraints, margins, new products, and recipe and manufacturing process changes. In fact, according to a measurement formula created by Intentia, the level of stock build complexity increases exponentially with the number of production lines and products planned. For example, increasing the number of products from two to four over a twelve week planning period increases data complexity by a factor of 100, and from two products to six by a factor of 10,000.

To calculate the optimum target stock per period, by product stock keeping unit (SKU) and to meet peaks based on demand forecast, available production capacity, existing inventory, and costs, the stock build optimization solution creates a time-phased stock plan—reportedly in a matter of minutes. This plan optimizes customer service levels and profit margins, thus eliminating over-stocking and the risk of product waste. The solution also incorporates the shelf life of each product, regardless of whether the products are stored under room temperature, chilled, or frozen conditions.

During the stock build optimization process, the solution evaluates the cost impact of alternative manufacturing processes, production costs, and stock holding costs to ensure that all possibilities are explored. Maximum and minimum stock levels and the days' coverage of stock are taken into account during the stock build process. In addition to managing these complex variables, Intentia's stock build optimization solution provides manufacturers with the opportunity to collaborate with retailers by creating promotional scenarios and proposals that can utilize spare capacity and inventory. The solution might have the added advantage of requiring little or no alteration to current business processes, as it runs on a personal computer (PC) with Windows XP, and takes approximately 15 to 20 days to install, while using only limited resources from the user company.


SOURCE:-
http://www.technologyevaluation.com/research/articles/intentia-prepares-for-merger-with-lawson-18237/

Product Life Cycle Management (PLM) in ProcessPart 3: Process PLM Requirements

In Part One of this series, we discussed Product Life Cycle Management as a proven concept in the discrete industries and as a growing concept in process. In Part Two we examined the motivations for a process company to undertake a PLM project. In this part, we explore the requirements for PLM in the process enterprises.

In Part Two of this series, we stated that a comprehensive approach was required in order to meet the time-to-market requirement. Key to that comprehensive approach is a central repository that completely defines the information needed for the life cycle of the product. This repository must store the information to support the entire cycle, from idea, through R&D, through commercialization and into the many revisions and eventual retirement of the product.

Some of the data stored in the repository is common with the needs of discrete PLM systems but much is unique to the process industry. Common data includes project information such as workflow, basic project management information, approval information, and high-level product concepts. The data unique to the process industry includes product information such as formula (ingredients only) and recipe (formula plus processing procedures), packaging specifications, processing steps, test procedures, and plant independent production requirements.

A comprehensive approach also means that many organizations and individuals must collaborate in the process. Because this collaboration spans different levels of the organizations, the solution requires seamless integration between the project information and the product information in order to allow for a coordinated, collaborative business process. The organizations and individuals are both internal (marketing, legal, advertising R&D, production, etc.) and external (testing labs, outsourced production, ad agencies, etc.).

Specific Process PLM Requirements include:

* Web-Based Deployment

* Process Specific Tools

* Global Standards

* Centralized, Integrated Project and Product Information

* Product Portfolio Management

Web-Based Deployment

In today's environment, these internal and external entities are often combined into ever changing virtual teams to meet the requirements of a specific product or project. Today, this is very true in discrete manufacturing and a growing trend in process. . Therefore, the PLM system must accommodate rapid, global deployment of the system. This need drives a requirement for web-based deployment in order to minimize both the start-up and the long-term cost of ownership of the system.

Process Specific Tools

The productivity of the various collaborators must be addressed with a variety of tools. R&D personnel require process specific tools to build and search material specifications to enable them to locate candidates that are similar to existing products or ingredients. A variety of formula analysis and balancing tools will speed the calculation intensive process of formula development, leading to both greater productivity and the ability to evaluate more alternatives. Some of these tools are specific to an industry, like nutritional analysis and label development in the food industry.

To speed the product commercialization phase, the data repository must provide support for production scale up and tools to enable the knowledge transfer to production facilities. Since these facilities are increasingly outsourced locations, a plant independent and ideally standards based (SP88) approach must be supported. To select production facilities that allow for the maximization of profit across the extended enterprise (including outsourced location) tools must be available to intelligently match production requirements with the available capacity.

Global Standards

To continually drive out cost, the PLM system should contribute to the global standardization of recipes to reduce redundancy and global standardization of ingredients to increase the impact of the buying power of the enterprise and drive down the investment in redundant inventory.

Centralized, Integrated Project and Product Information

Since the development of a new product or the revision of an existing product is conducted as a project, the PLM system must provide project management capabilities designed for the needs of PLM, for example automating the stage-gate processes common in product development processes. Much of the benefits of a PLM system come from synchronizing the business process that companies use across departments and enterprises. This synchronization needs to include both project and product information, for example the automated routing of new recipes for approval across multiple departments. This drives the need for centralized, integrated project and product information.

Product Portfolio Management

Another key area of integration is portfolio management. The management of the product portfolio represents an additional level of requirements. The above requirements deal with individual projects or products. Portfolio management manages the conflicting objectives of many projects and products. Portfolio management must allow a managerial view of all products and projects in order to achieve balance with the company's strategic objectives. For a valuable comparison of often disparate project to be made, it is very important that the data used for decision making is strongly tied to the reality of the project, allowing key decision makers to drill down into the necessary details of the projects as required.



SOURCE:-
http://www.technologyevaluation.com/research/articles/product-life-cycle-management-plm-in-processpart-3-process-plm-requirements-16837/

Product Life Cycle Management (PLM) in Process Part 2 Process PLM Motivation

In Part One of this series, we discussed Product Life Cycle Management as a proven concept in the discrete industries and as a growing concept in process. In this part, we explore the business motivations for PLM in process enterprises by reviewing business strategies. In part three, we will look at requirements for Process PLM decisions.

The business strategies reviewed are:

* Accelerating Time-to-Market

* Increasing the success rate of new products

* Increasing the profitability of products

* Increasing return on assets

Accelerating Time-to-Market

Time-To-Market is the delay between an idea, from the marketing department or a customer, to the general availability of the product. The compression of this time leads to greater responsiveness to market demand, greater market share and greater profitability. Time-To-Market can be broken into two periods, idea to final product design and the decision to commercialize the product to its availability on the market. Speeding Time-To-Market encompasses both time periods.

Time-To-Market is not only important for new products. The Director of R&D of a leading food company tells us that 50% of her R&D efforts are for new products. The remaining 50% are on changes to existing products. These changes are demanded from a variety of reasons including cost reduction programs and reacting to changes in raw material supply.

To speed Time-To-Market, a comprehensive approach is required. The business processes involved include many internal and external organizations. Internal organizations often include marketing, R&D, production, quality and others. External organizations may include third party R&D, testing facilities, customers, suppliers, outsourced manufacturing and others. These many organizations must be managed as a single entity sharing in a single process with a single view of the product and project (with the appropriate security concerns.)

Speeding Time-To-Market requires providing the creative team with appropriate productivity tools. Providing the chemist, flavorist, food engineer, nutritionist, and others with the right tools increases productivity and speeds Time-To-Market. These tools include the ability to identify existing materials or products with appropriate or similar characteristics, formula analysis and balancing tools that help to more efficiently develop the optimal formula, label generation tools to comply with regulatory labeling requirements, and more. In addition, the integration of administrative functions into the processes can minimize unproductive administrative workloads.

Once the final product is approved for commercialization, the task of transferring the product from R&D to full commercial viability is required. Much of this task is a transfer of technology. The product and processes must be transferred to the appropriate system or organization, be they internal or external. The appropriate plant or plants must be selected for production and the product data and processes transferred and implemented. This includes plant and corporate level systems like ERP, SCP, quality, MES and others. Automating the technology transfer is a key weapon in speeding Time-To-Market.

Increasing the Success Rate of New Products

In some markets, like CPG and food, the failure rate of new product introduction is very high, one source places it a 70%. A major motivation for Process PLM is decreasing the rate of failure or increasing the rate of success.

The most obvious way to increase the success rate is to not bring the failures to market. Actually, killing off products or projects that are doomed to failure as early as possible is a key to many objectives. This requires a management approach that looks at all projects and products as a portfolio to be managed together. It requires tools to evaluate the competing projects and products objectively.

These management tools must address the development process itself. Which projects are behind schedule? What are the steps to be initiated once a particular step in the process is approved and who approves. These management processes must be automated thought workflow approaches to define and ensure best practice, reduce handoff times and to allow for clear accountability and continuous improvement.

To be successful, a product must meet the needs of the customer. The marketing organization or customer defines these needs as a set of requirements. These requirements can include final product cost, physical or chemical specifications, customer perceptions and others. These requirements must be used continually to project the success of the product. A key is the early identification of "losers" to maximize the attention spent on the eventual "winners."

SOURCE:-
http://www.technologyevaluation.com/research/articles/product-life-cycle-management-plm-in-process-part-2-process-plm-motivation-16822/

How Project Portfolio Management Can Deal a Winning Hand to the SMB Project Manager

As organizations fight tenaciously for every inch of market share, IT departments have had to deploy technology that assists these dynamic organizations to remain competitive. One of these technologies is project portfolio management (PPM): a set of processes to analyze, recommend, authorize, activate, expedite, and monitor projects to meet organization improvement goals. Figure 1 provides a visual of these processes and how they flow during a project.
According to The AMA Handbook of Project Management (2nd edition), PPM, when used to its full potential, can assist organizations to realize the following goals:

*

an estimated 20–30 percent reduction in the time it takes to develop new products
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significant improvement in completing projects on time and on budget
*

improvements in research and development (R&D) productivity

How Organizations Should Support PPM

To support a PPM system, organizations must have an internal process for each of the following:

1. Governance—the executive role in the decision-making process, usually conducted by a C-level executive who determines

*

what projects to approve or reject, as priorities are determined
*

when to activate projects, and establishes their completion dates
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what resources are required (both capital and human), and sets the project budget

2. Management—the process that monitors a project to ensure it is fulfilling its stated goals and that it is running on time and on budget. Such monitoring is usually the responsibility of the project manager (PM) and the project management office.

3. Administration—the management and updating of project portfolios according to their deliverables and resources (planned and used) in order to document the project status, note key milestones, and ensure adherence to the schedule for project deliverables. Usually the mandate of the PM.

The Democratization of PPM

Long before the digital age, British novelist G.K. Chesterton wrote: "You can never have a revolution in order to establish a democracy. You must have a democracy to start a revolution."

This paradox holds true when you consider the modern business landscape, which has seen the decision-making process transform from being the responsibility of a mere handful of top-level executives, to include a greater number of people across many departments and levels within the organization. To a large degree, this transformation has occurred because of the ever-increasing number of methods corporate data is collected and processed to allow greater visibility for management and to support the business process.

The average small to medium business (SMB) has many of the same strategic needs as Fortune 500 organizations have for processing data into information. Consider an SMB's need to integrate technologies to support its manufacturing and supply chain issues, which affect the organization's ability to generate revenues. These SMBs may sell to larger organizations, which demands greater integration with these organizations' business processes and systems. The requirements have an impact on everything from product design to engineering, to sourcing and procurement, to sales and distribution, coupled with greater compliance issues and regulatory concerns.

The mid-market has limped along with rigid systems and processes that were developed on platforms and architecture now about 20 years old. As a result, organizations have had to create a variety of ad hoc reports by using spreadsheets, replete with the constraints of inaccurate and static data. When managing projects, spreadsheets are a poor way to track changes, as they leave no audit trails, and they are an inadequate medium for interpreting data.

Until recently, PPM was viewed as a solution only larger organizations could benefit from, the logic being that PPM was time-consuming and costly to deploy. For SMBs, the cost of software licensing, hardware, and consulting services, as well as disruption to a business's day-to-day operations during implementation of PPM, were simply too high.

So what alternatives to using spreadsheets, with all their inherent flaws that risk the loss of valuable revenues to increasing global competition, do SMBs have?

The Hosted PPM Alternative

Many PPM vendors that originally sold on-premise solutions have made a transition into the on-demand marketplace. The primary reason for this change is that they have realized the potential value of this untapped market space, as software as a service (SaaS) offers a number of advantages to the client in the SMB market:

*

No software needs to be installed.
*

No infrastructure is required to support the application.
*

The SaaS vendor manages all network issues and all software version updates.
*

SaaS applications result in a lower total cost of ownership (TCO). On-premise software can cost a substantial amount in implementation fees and user support.
*

SaaS applications allow scalability. Many of the features designed for an on-premise PPM system may be too robust for the small business user. But users can derive the benefits of a PPM system with an on-demand application, even if at first they are using only the parts of the software they require. Features and functionality can be added later, as users become more familiar with the application.

A Snapshot of Some PPM Solution Providers in the SaaS Space

1. Genius Inside

Established in 1997 and headquartered in Lausanne, Switzerland, Genius Inside creates and sells enterprise project management solutions, known as Genius Project.

With over 70,000 North American users and close to 400 installs worldwide, Genius Inside also has a vast network of resellers, and the company is a certified IBM Business Partner. The software is designed for the Lotus Domino Collaboration server, and has won numerous awards, such as the 2008 Lotus award for Best Mid-Market Solution. The product is a comprehensive set of integrated applications across ten modules.

Genius Project: Features and Benefits

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User-friendly software with a customizable user interface.
*

Numerous standard templates, such as Project Management Institute (PMI), PRINCE2, and Six Sigma, which easily integrate to an organization's existing processes within its enterprise resource planning (ERP) system, such as procurement, accounting, etc.
*

A complete project management solution, including portfolio management, project tracking, cost and budget tracking, planning tools, etc.
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A resource management system, with user-friendly and customizable time- and tracking-sheets, advanced reporting, process and workflow support, a document management system, and the ability to use rich collaboration.
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A cross-industry solution that can be used in both process and discrete manufacturing environments, and that is scalable to both large global locations and small offices having two or three users.
*

Reports that can be exported to MS Project, and vice versa.
*

Project information work breakdown schedule (WBS) that can be displayed in Gantt chart format.
*

Multi-project milestones and key performance indicators (KPIs) that can be displayed and that support rich analytics using online analytical processing (OLAP) tools through a business intelligence (BI) interface.

For more information on this vendor, please visit www.geniusinside.com.

2. Innotas

In 2000, this Silicon Valley, California (US)-based vendor was acquired by venture capital firm Com Ventures, and formed a joint venture with Arrow Path Venture and Cedar Circle. This venture provided the seed capital to launch the Innotas solution, which made its market debut in 2006. The success of this product was recently documented by Gartner in its June 16, 2008 edition of Magic Quadrant for IT Project and Portfolio Management, a notable achievement for an organization in its early stages. As stated in Gartner's report,

PPM prospects small and large (based on the number of potential PPM end users) increasingly are considering SaaS/on-demand as an alternative option for deploying PPM technologies, which will lead to more market consolidation and more competitive pricing.

Innotas's main thrust is in the area of managing IT project portfolios, which can differ in some respects from non-IT-based PPM. SaaS model PPM isn't usually the most obvious choice for outsourcing, given the complexities of managing large-scale projects. However, Innotas, with its product known initially for being a tool to manage projects within the IT sphere, has recently announced that its new application's management capabilities will permit the vendor to broaden its industry and customer base.

Innotas Features and Benefits

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Three core modules that fall under the portfolio management umbrella.
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Project Portfolio Management permits organizations to select and indicate the priority of various project portfolios, to align themselves with strategic business goals.
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Application Portfolio Management helps firms determine what the costs are according to budget and resource allocation in order to support critical processes and work flows and which applications not supported further beyond strategic objectives.
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Project Portfolio Management and Application Portfolio Management include flexible and structured hierarchy-based portfolios that permit users to integrate their business process change scenarios according to customer-driven KPI metrics or relationships.
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Resource Management gives a global, macro, and micro view into overall resource capacity for staffing projects and applications, both at the project development stage and while the project is in progress.

For more information on this vendor, please visit www.innotas.com.

3. Meridian Systems

Meridian, based in Folsom, California (US), provides software solutions for construction projects and to facilitate physical infrastructure improvements. Meridian has been ranked as the market leader for project management software within the construction industry by Constructech magazine, which also ranked the vendor's solutions as top products in March 2008.


SOURCE:-
http://www.technologyevaluation.com/research/articles/how-project-portfolio-management-can-deal-a-winning-hand-to-the-smb-project-manager-19410/

Supplier Logistics Management (SLM) Part 3

Supply chain executives are in the hot seat given the flat economy and a slowdown in revenue growth. They are challenged by senior executives to find new and innovative ways to reduce cost, while still meeting customer needs. However, in today's customer-centric environment, meeting customer's expectations is not a competitive advantage, but a fundamental necessity of existence. Delivering products on time, at a higher level of service, is now a standard expectation, leaving limited room to leverage performance as a sustainable competitive advantage.

To reduce costs and gain a competitive advantage, supply chain executives need to focus on supplier management inefficiencies in their supply chain. Ignoring upstream supply chain activities can be costly. For instance, it has been estimated that the food and beverage industry loses $7 to $12 Billion per year through incorrect data flows between suppliers and retailers. Additionally, when European consumer goods and food retailers lost more than $17 billion in inventory last year, they could only explain about 41% of these losses. Results like this point to the strategic advantage supply chain executives can obtain by focusing on improving their fragmented and complex supplier logistics networks. Through improved supplier logistics management, supply chain executives can provide senior management the silver bullet they are looking for to minimize operational inefficiencies, reduce costs and gain a sustainable competitive advantage.

This is Part Three of three-part note.

Part One covered how Technology Enables Supplier Logistics Management.

Part Two covers the Seven Fundamental Issues Targeted by Supplier Logistics Management.

(1) Kraft In Sync with Shaw's Supermarkets' Consumer Goods Technology, Ralph Bernstein, June 2001
(2) Unexplainable Losses', Traffic World, John Parker, June 4, 2001

Supplier Logistics Management Targets Seven Fundamental Issues

With the Internet as the road and Net-Native applications the vehicle, supply chain executives have the opportunity to drive significant efficiency improvements and cost reductions through Supplier Logistics Management (SLM). SLM enables companies and their suppliers to successfully synchronize information; thereby, allowing companies to extend supply chain optimization and process flows to their supplier base. With SLM in place, companies can target seven fundamental supply chain issues facing the management of successful supplier fulfillment:

1. Order Visibility and Event Management
(see Part Two of this article)
2. Inbound Planning and Optimization
(see Part Two of this article)
3. Information Synchronization
(see Part Two of this article)
4. Supplier Management and Compliance
5. Available-to-Promise
6. Forecasting and Capacity Management
7. Resource Scheduling

Supplier Management and Compliance

Historically, supplier management and compliance have been an administrative and labor-intensive headache for both companies and their suppliers. Companies typically devote teams of individuals to ensure suppliers comply with corporate routing guides, ordering instructions and appointment scheduling. Suppliers, on the other hand, are flooded with frequently updated paper based routing guides from multiple customers. (For example, one large retailer sends its' suppliers routing guide updates as frequently as every two weeks.) In addition, long hours are spent on the phone waiting to schedule appointments. SLM brings efficiencies to both suppliers and their customers by reducing overhead for both entities. By leveraging a customized on-line, inbound routing guide, paper correspondence is rendered obsolete and inbound carrier selection and shipment tendering is completely automated.

Through appointment scheduling automation, suppliers and carriers, can schedule pickup and delivery appointments without human intervention. On average, shippers and consignees spend upwards of 40% of their time on the phone scheduling and managing appointments(3). (As an example, one large grocery chain frequently keeps suppliers on hold for upwards of an hour to schedule an appointment, while one large retailer does not answer appointment requests of suppliers until the next day).

By adopting technologies such as integrated voice response and PDAs, carriers have the opportunity to reschedule appointments when they anticipate pickup or delivery problems due to weather, traffic or other operational problems. Mutual benefits exist as companies become more flexible to free dock space. In addition, for carriers, excessive wait time due to late pickups or deliveries is eliminated. Companies enjoy improved labor management at facilities as well as strengthened relationships with carriers.

Automating routing and appointment scheduling processes allow companies to successfully measure and monitor supplier and carrier routing guide and appointment compliance. By proactively identifying and addressing potential weak points, these types of metrics enable companies to keep a pulse on their supply chain. Taking full advantage of the compliance benefits that SLM offers enables companies to redirect employees from tactical operations, such as appointment scheduling and vendor compliance, to more strategic operations such as process improvements and customer care.

(3) Overdriveonline, Martin Labbe Associates Study for Truckload Carriers Association, August 1999

Available-To-Promise (ATP) Commitments

The goal of ATP is to ensure that companies make real-time service commitments to customers through a quick evaluation of supply chain constraints.

Too often companies commit to order delivery dates without considering all supplier constraints. Transportation service restrictions are typically not considered when committing to delivery dates. This overlook results in a trickle-down effect that communicates unrealistic delivery dates and creates a disruption in the flow of goods; sending ripple effects down the supply chain.

SLM circumvents this issue by factoring supplier sourcing locations and transportation transit and service restrictions to determine accurate delivery dates. By providing accurate transit and service requirements, companies can produce an achievable plan with compliant supplier dates and attainable customer commitments.




SOURCE:-

http://www.technologyevaluation.com/research/articles/supplier-logistics-management-slm-part-3-16574/

SOA From a Management Perspective: Part One

We have been hearing about service-oriented architecture (SOA) for some time. Now, major software players are starting to lay out their plans and strategies. Some are even willing to assign delivery dates. As a company, you cannot ignore SOA, since we are constantly told that, from a software perspective, it is the best thing since sliced bread or, to use an updated analogy, the TV remote control. Regardless of your views, chief information officers (CIOs) need to outline their plans and be prepared to respond to executive management's question: "What are we doing?" This note sounds the alert, raises the flag, or fires the warning flare as to why converting to SOA does not appear to be an easy transition and cannot be accomplished with smoke and mirrors. Accordingly, we will look at the basics of SOA; the rollout plans of major software vendors; the benefits of SOA; concerns about SOA; and why the implementation of SOA won't be easy.

This is Part One of a two-part research note. Part Two addresses concerns about SOA and how your organization can migrate to an SOA environment.

What is SOA?

SOA is a collection of services or groups of components that perform business processes such as credit verification, currency conversion, or inventory availability. SOA employs an architectural style for building applications by combining loosely coupled and interoperable services. By being loosely coupled, an application does not have to understand or even know the technical details of a service to call it. As a result, SOA attempts to deliver platform independence, and is not tied to a specific technology.

Examples of SOA can be found in our everyday lives. A common example is a DVD player. The player offers the service of playing a DVD. You can play multiple DVDs in the player. You can even play the same DVD in another player, but the sound quality may not be the same. SOA, however, should not be confused with object-oriented programming (OOP). Following our DVD example, in OOP the DVD would come with its own player, not to be separated. This diminishes one of the primary advantages of SOA, namely reusability. To understand the evolution of SOA, see research note Architecture Evolution: From Mainframes to Service-oriented Architecture.

Being loosely coupled also helps to screen some of the technical complexity of programming, a potentially big boost for productivity. For example, you do not need to know how a credit check is performed to complete a customer's order. You just need to know what information, such as customer ID and order amount, the credit checking service needs to return an approval or rejection. The process is similar to when televisions were built with individual electronic components and repair meant replacing a component and not the entire set.

With SOA comes new terms and concepts, or old concepts with a new lexicon, both of which mean some difficult decisions lie ahead. With the use of services you can expect a lot of messaging traffic. Accordingly, you will need technology to manage this traffic and its flow on the information highway. An enterprise service bus (ESB) facilitates the connection of legacy systems to services. It also transforms and routes traffic. ESBs are particularly effective for long-running processes, invoking multiple services such as purchasing, which can encompass item look-up, pricing, discount terms, and more. After being developed and tested, services must live somewhere. Typically, services are published in registries or directories while being stored in repositories. This combined infrastructure controls secured access, specifies the input parameters, and enforces run-time performance parameters. Relative to performance and after services enjoy wider and wider acceptance, reporting and alerts are needed to ensure that applications are taking full advantage of SOA. Other difficult choices such as development platform, integration with web services, and testing and debugging protocols remain, and must coexist with your current technology and network topology.

Major vendors are starting to lay out their visions for SOA. Based on its NetWeaver development and integration platform (see research note Multipurpose SAP NetWeaver), SAP's approach is to deliver narrowly defined models or packages rather than release large-scale updates of closely interlinked components. By providing business process models, SAP provides the means of getting you up and running quickly, assuming that the models can fit within the constraints of your business.

Attempting to merge the software code resulting from its recent acquisition of PeopleSoft, Oracle's Project Fusion endeavors to provide a more open environment. Accordingly, Oracle's approach is to provide tools to model your business processes. These tools include a business process development platform and middleware and database components, which are open to third party vendors. This business process management (BPM) approach can deliver a more open framework, resulting in components tailored to your environment. So, while SAP's approach could simplify and accelerate the overall process of implementing SOA, Oracle's plan may provide greater adaptability of the unique aspects that make a company successful.

Referring to the "real approach" to SOA, Microsoft advocates a more incremental method, using advancements in .Net Framework, SharePoint, 2007 Microsoft Office System, Exchange Server, and Vista (see research note Subtle (or Not-so-subtle) Nuances of Microsoft .NET Enablement). Unlike the enterprise infrastructure-centric approach, Microsoft touts a wave approach to deliver SOA interoperability gradually to the Microsoft Dynamics product lines. Microsoft Dynamics, formerly known as Microsoft Business Solutions, includes Axapta, Great Plains, Navision, and Solomon. In so doing, some features will be available now instead of waiting for the full rollout. Originally known as Project Green, Microsoft has committed to an initial phase called Wave 1, which is nearing completion. It is expected to achieve a common look and feel throughout Microsoft Dynamics. Obviously, this is where Office 2007 and Vista will set the tone. Expect to see left-pane navigation bars for easy access, top-page trails for traversing back to a previous point of reference, and user ribbons, which will replace the traditional menus and toolbars with a set of tabs of common and most relevant commands. Wave 2 is expected for release in 2008 or 2009 as product lines continue to move away from coding to model-based development using Visual Studio .Net tools and languages. Once this transition is complete, Microsoft can consider merging product lines. Microsoft shares two potential obstacles with Oracle. First is seamlessly integrating acquired software packages to present a consistent and familiar theme. Second is adopting a model building capability as opposed to delivering the models, potentially sacrificing delivery speed for the sake of flexibility. While Microsoft's architecture vision appears to be clearer due to our familiarity with and the release of Office and Vista, the starting point for merging product lines is vague, particularly when compared to SAP and Oracle.


SOURCE:-
http://www.technologyevaluation.com/research/articles/soa-from-a-management-perspective-part-one-18864/