Abstract: Many oil and gas industry suppliers chose enterprise software prior to 1999, when software designed to meet the needs of the oil and gas industry didn’t exist. This affects the efficiency of these companies—and will prevent them from pursuing new revenue streams in the future. However, project-enabled solutions can now cater to the oil and gas industry’s needs, helping you adjust to current market demands. Learn more.

Abstract: The FDIC imposes IT integrity ratings on financial institutions. These ratings are known as URSIT ratings and are not disclosed to the public. There is no easy discernable way to know how safe your on-line transactions are.

Abstract: This Business Engine white paper provides a technical account on the process behind scoring, selecting, and scheduling the technology portfolio. The document offers additional insight into weighting criteria that should be considered as part of the portfolio management and optimization process. The document further provides insight into considerations for alignment, and how to know if the portfolio is in fact properly aligned with business objectives.

Abstract: JDA Portfolio 2004.1products have been developed or acquired by JDA in order to present customers with an enterprise offering that might currently be the broadest, most functional set of industry leading retail demand chain software solutions available to retailers and their suppliers.

Abstract: With its new business model, JDA plans to build upon the broadening collective JDA Portfolio product lines to enable its customers to achieve a new level of operational excellence.

Abstract: The unveiled product set, JDA Portfolio 2004.1 should help retailers and their suppliers optimally plan and execute the selection, quantification, assortment, procurement and placement of finished goods at the point of sale (POS).

Abstract: Project portfolio management (PPM) is a tool-supported process for optimally managing an organization’s “portfolio” of projects. And although PPM can provide real value, many organizations are finding PPM implementations difficult. However, there are key approaches that can increase your likelihood of success, as well as an effective step-by-step process for implementing PPM within your organization.

Abstract: Today’s technology and application leaders are pressured to deliver functionality that drives efficiency, innovation, and growth—while reducing costs. As a result, technology and application portfolio management (APM) are top business priorities. Learn about a framework for implementing an APM program that can enable your company to monitor and analyze the impact of application changes and reduce portfolio complexity.

Abstract: High-tech and electronics, chemical, and oil and gas industries each have their fair share of regulatory requirements to meet, and an increasing number include environmental directives. Enterprise applications designed to meet their distinct needs should help pave the way to compliance.

Abstract: Simply visit tec's eam comparison reports to compare ifs eam for oil and gas against two other eam solutions of your choice.

Abstract: The history of the oil and gas industry is one of meeting relentless changes and overcoming obstacles. Traders are expanding into emerging markets in remote locations with high energy consumption demands. The complexities of meeting those demands has compounded the need to drive profitability with accurate forecasting, risk mitigation, and increased integration and visibility up and down the value chain.

Abstract: Computerized maintenance management system (CMMS). Enterprise asset management (EAM) system. Computer-aided facilities management (CAFM) system. Integrated workplace management system (IWMS). Each type of facility management solution offers different functionalities and features, and one may be better than another for your company’s needs. Learn more about the differences and how an integrated solution is a “must have.”

Abstract: The 2006 PMI Research Conference was an excellent venue for gauging the direction in which project management research is heading. The presentations of the areas of portfolio management and program management confirm the rising demand for project portfolio management solutions.

Abstract: The core components of a retail information system are inventory management, inventory optimization, revenue management, sales management, and reports and inquiries. Non-core components can include financial, supply chain management, enterprise resource planning, customer relationship management, and warehouse management systems.

Abstract: Customer Relationship Management (CRM) systems are software systems that cover the range of interaction a company has with its current, or potential customers. Its functionality can include marketing automation, sales force automation, help desk, customer service and support, partner management, contract management and creation, project and team management, Internet sales, e-mail response management, analytics, and important technical criteria.

Abstract: Managing growth is a monumental undertaking—and one that Valero Energy Corporation has mastered. But as one of the largest oil refinery companies in North America, with revenues exceeding $90 billion (USD), the company needed to find a way to fit new applications into its existing infrastructure in a quick and cost-effective manner. By switching to SAP’s NetWeaver platform, Valero saved $480,000 (USD) in the first month.

Abstract: Effective IP management requires proper allocation of address space for adequate address capacity as needed, as well as accurate configuration of DHCP and DNS servers. Along with flawless configuration and management of each of these foundational elements of Internet protocol (IP) address management, address managers must also integrate these management functions into the broader IT network management environment.

Abstract: Since our research-driven beginnings, Johnson & Johnson Advanced Sterilization Products (ASP) has continually improved the new product development (NPD) process. Detailed process mapping has revealed three tiers of business metrics, starting with drivers and moving up through execution metrics to business performance metrics. When driver metrics improves, so does business performance. Six Sigma tools helps identify specific metrics at all tiers and the causality linkages among them. Each NPD process step at ASP results in a deliverable, and each deliverable relates to a trade-off triangle (cost-time-resources) and, ultimately, to investment dollars. To track performance, ASP calculates how actual NPD decisions and what-if scenarios affect deliverables, alter investment triangles, and thereby influence business results. ASP uses similar process and tools, including the investment triangles and Six Sigma QFD, to make idea management decisions. The IDweb real-time software environment enables both the NPD and idea management processes at ASP. By deploying the strategic planning, idea management, portfolio and pipeline management, process management, and resource management modules of IDweb, ASP has increased throughput by 20 percent and reduced cycle time by 40 percent.