Abstract: With tight budgets and spending restrictions affecting education, there has been increased interest in using a tool that has achieved significant success in the business world—customer relationship management (CRM) for schools. This approach involves taking a 'customer-concentric' view to develop strategic plans. The key, however, is to take advantage of these capabilities without creating additional 'information technology' overhead.

Abstract: Project portfolio management (PPM) software can provide a dynamic decision-making process for assessing projects such as portfolios, prioritizing projects, and allocating limited resources to meet key organizational objectives. Using PPM can also help you better align and manage your people, projects, and processes—giving you the ability to react quickly to change and minimize risk in the current declining market.

Abstract: Burdened by reporting and tax compliance issues with its legacy financials system, Duke Corporate Education (Duke CE) needed a replacement solution to support its structure of international subsidiaries, and address multicurrency operations and intercompany transactions. Learn how Technology Evaluation Centers (TEC) helped Duke CE accurately define its requirements, and develop a detailed and efficient project plan.

Abstract: Project portfolio management (PPM), once a solution only larger organizations could afford, enables companies to analyze, recommend, authorize, activate, expedite, and monitor projects. In recent years, however, small to medium businesses have been able to benefit from PPM too, through software-as-a-service models of this tool.

Abstract: There are two types of project portfolio management (PPM) solutions for professional services organizations (PSO). For smaller PSOs, best-of-breed vendors provide hosted solutions with out-of-the-box integrations, while integrated PPM solutions provide the complete back-office systems preferred by many larger PSOs.

Abstract: Many companies recognize the need for project portfolio management (PPM) and implement a solution, but encounter cultural resistance to the initiative. Yet other companies can integrate PPM with virtually no resistance. The difference is the readiness for and acceptance of change in the company. Learn how to avoid the pitfalls, adhere to proven best practices, and realize the benefits and huge return on investment (ROI).

Abstract: Research shows that companies implementing product portfolio management (PPM) solutions achieve greater success in profitability because of their ability to monitor product value throughout the product selection and development processes. With the ability to evaluate this information through PPM capabilities, companies can take corrective action to maximize product value during new development—or kill projects that won’t deliver sufficient returns.

Abstract: Project portfolio management (PPM) is a hot topic, and there’s no shortage of related advice. However, much of the current advice is incomplete—or flat-out wrong. Before purchasing a tool, buyers should familiarize themselves with established theories for valuing projects. Armed with understanding, they can avoid getting 'burned' by the unsuitable PPM tools that are being pushed in the marketplace.

Abstract: Project portfolio management (PPM) has become a critical component in the IT business lexicon. It provides structure and consistency to the process associated with the planning, prioritization, management, and control of project portfolios. By using PPM, IT departments can align their IT and business strategies and improve performance in project-based work, and enhanced corporate governance.

Abstract: In our new “wired” world, software is no less important than other products and services in our everyday lives. But people are generally more used to buying other products and services than software. In many ways, however, selecting software is similar to selecting other products and services. Find out the key factors and criteria you should include—and what you should leave out—when you’re in the market for a new software solution.

Abstract: Predictions of the death of software are overstated. In reality, businesses are becoming more reliant on technology, not less. What’s changing, however, is the number of options available for managing, delivering, and paying for software applications. Many independent software vendors recognize the benefits of offering software as a service--a delivery alternative that can present long-term benefits for all parties.

Abstract: After dealing with the over-hype of Y2K, companies have started to reconsider the best of breed as a viable solution to satisfy their software needs. This comes as a shock to the corporate systems culture when user communities were told that fully integrated software such as ERP, SCM, and EAM were the only way to meet their software needs. After developing a level playing field, this article examines the pro’s and con’s of one alternative over the other. Read on to see if you agree with the merits of the best of breed or fully integrated software approach to software selection.

Abstract: The Delphi technique—drawing wise counsel from senior and experienced software developers—can help you prepare estimates for software development projects. With this method of software estimation, project specifications are given to a few experts, depending on their availability. Learn about the essential steps involved in this software estimation methodology for more accurate estimates of software development effort.

Abstract: Software developers need a powerful tool to control and plan the quality of their software applications. With a solution that offers project analysis, testing, and bug administration, you have options that can help increase the quality of your software products. Read about a software test tool that has administrative functions to help you more effectively plan, control, and evaluate your software as it’s developed.

Abstract: The requirement that enterprise software vendors deliver a measurable return on investment (ROI) has never been greater than right now. Customers are demanding that ROI analysis be a critical factor in their decisions to acquire new enterprise software. Without a demonstrable return, few customers are willing to invest scarce capital and human resources in new enterprirse software. A more complete analysis of return can be had by looking at the overall payback that enterprise software can offer to a company. Enterprise software payback includes not only quantifiable improvements in bottom and top line functionality, but also more qualitative measures-—such as new business opportunities, improved customer and partner relations, and improved time to market—-that contribute significantly to the success of a company's enterprise software implementation and use.

Abstract: Having just completed implementing your enterprise-wide software, you are about lean back, put your feet up on the desk, and enjoy the fruits of your labor. Not so fast! While you were completing your implementation project, a new release of the software may have already hit the street or, for sure, there is one in the pipeline. Now you are faced with the decision as to if and when to take on the new release. Maybe now is the time to look at how a new class of software tools, enterprise process improvement (EPI), can assist you in the upgrade decision.

Abstract: The conventional unit of measurement for software size is the point. Unfortunately, the point-based measurement system fails to account for many of the complexities of software development. This paper proposes software size units (SSUs) as an alternative to points, defines their component elements, and explains how to use SSUs for more accurate software estimations and easier productivity assessments.

Abstract: Using Serena Mariner for Project and Portfolio Management (PPM), Brigham Young University was awarded the 2006 IQPC IT Financial Management Excellence Award for Best IT Governance Structure. Learn how Brigham Young University established its award-winning IT governance structure as a foundation for improving the business value of IT.