R3Now.com

Displaying 1-28 of 28 results

  • White Papers // Feb 2012

    Sustained Business Value From SAP Business Software

    From time to time, the author reviews academic literature about the application of technology and offer his SAP experience based perspective. Recently, the author was reviewing one of these studies from a few years ago when the authors made a key clarification: they recognized two types of implementations which are...

    Provided By R3Now.com

  • White Papers // Feb 2012

    SAP Landscape Consolidation

    For any number of reasons many companies who run SAP end up with fragmented and piecemeal landscapes. It happens for lots of reasons: rollouts, independent Business Units, mergers and acquisitions, they can all leave one SAP application and business solution looking like someone set off an explosion scattering pieces everywhere....

    Provided By R3Now.com

  • White Papers // Jan 2012

    Why Use the SAP ASAP Methodology?

    In the mid 1990's SAP had gained a significant amount of bad press and publicity around several high profile project disasters that the company knew were completely avoidable. At that time Oracle, Baan, JD Edwards, and PeopleSoft all had sales people making the case that SAP was too expensive, too...

    Provided By R3Now.com

  • White Papers // Jan 2012

    SAP IT Governance, SAP Program Management, SAP PMO Metrics

    SAP Program and SAP Project Management can be tough. In a recent Focus.com expert discussion the issue was raised about who a Project Manager or a Program Manager should be accountable to on business application projects. Should it be the business or IT? To help clarify the accountability the author...

    Provided By R3Now.com

  • White Papers // Jun 2010

    Leading Change (And Change Management)

    This paper will discuss about Leading Change from front by the top man of the organization for betterment of the business. By successfully implementing change, it can create competitive advantage, but the lack of it could put into a death spiral. The companies that look at change as opportunity become...

    Provided By R3Now.com

  • White Papers // Apr 2010

    ERP Project Plan: Getting Real (Part 2)

    In many cases the ERP project plan is not worth the paper on which it is printed. Worse yet, many project managers shoot themselves in the foot by prematurely committing to a project schedule and budget that sets unrealistic management expectations. The problem is once cast, expectations will not go...

    Provided By R3Now.com

  • White Papers // Apr 2010

    Aligning SAP Scope To Meaningful Business Requirements

    Come on now, WHY do so many projects wait until they are live with some new system to figure out what the reporting requirements are? Reporting requirements must become part of the initial SAP scoping exercise. Even if it is not spoken, every business that undertakes a massive ERP or...

    Provided By R3Now.com

  • White Papers // Apr 2010

    Striving For A Customer Focused Approach To Innovation 3 Of 3

    In the first two parts of this series the author looked at the current innovation paradigm. That paradigm consists mostly of two primary approaches being an incremental one that looks more like continuous improvement and a free for all that is more like chaos. They also looked at a possible...

    Provided By R3Now.com

  • White Papers // Mar 2010

    IT Outsourcing, Off Shore Support, Cost Cutting and IT Department Changes

    Businesses everywhere are looking to shore up their bottom lines by cutting costs. As a result, cost centers, like IT departments, are prime targets for outsourcing and off-shore maintenance. The typical business script is that as the IT organization moves into maintenance mode that cost center with high overhead becomes...

    Provided By R3Now.com

  • White Papers // Mar 2010

    Social Media Fads and the Risk to the Enterprise

    Off late IT landscape is filled with hype around Web 2.0. While collaboration is a key forward looking initiative for any organization it requires a specific purpose and goal. Without a clear direction and purpose for social media initiatives they are at best a distracting fad, and at worst an...

    Provided By R3Now.com

  • White Papers // Mar 2010

    Designing Startup Metrics To Drive Successful Behavior

    Great companies are almost always run by great management teams. And great management teams know that the only way to improve a process is to start by measuring it. Good metrics should also be actionable, and drive successful behavior. This paper shows how to figure out which metrics matter the...

    Provided By R3Now.com

  • White Papers // Feb 2010

    ERP III - Is the Integration of Collaboration the Future of Enterprise Applications

    Even the most knowledgeable, talented, and proficient consultants get stuck sometimes. It is the nature of dealing with complex business and technology problems, sometimes one needs a little help. The author recognized the need in the business to have dynamic but high quality tools, templates, and resources available to consultants....

    Provided By R3Now.com

  • White Papers // Feb 2010

    ERP Consultants: Is the Promise of Knowledge Transfer Just Part of the Sales Pitch?

    Most ERP projects are filled with promises of software knowledge transfer from the consultants to the client. Yet once a project is over, in many cases, the client is clueless when it comes to making software configuration changes, and may even struggle with performing basic transactions in the system. So...

    Provided By R3Now.com

  • White Papers // Feb 2010

    What Is The Proper Relationship For The CIO, CEO, And CFO?

    The CIO role in business has been changing almost as fast as technology itself for the last decade. In the past it was enough to focus on business processes and automation. It was enough to satisfy the business needs for operational excellence. By doing this successfully the CIO was given...

    Provided By R3Now.com

  • White Papers // Feb 2010

    Business and IT Alignment - Integrating Technology and IT Spend With Business

    Traditional business schools teach two key concepts around business (once one has settled on a product or service) and those are value propositions and competitive pressures. IT (Information Technology) has NOT integrated with business well EXCEPT in the commodity markets. The universally zealous focus on process improvements, process automation, and...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Why Indexed KPIs Are Critical For Business Performance And Success

    By using the index and tying pay for performance programs to the index rather than a discrete departmental measure you cause the company to pull together in the same direction. Instead of having disjointed goals which sometimes conflict with other departments each area would automatically pull together to push the...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Achieve Breakthrough ERP, SAP, Or IT Project Success: 1 Of 4

    If you are an IT decision maker and you're tired of pressure to achieve results that your system vendors or integrators can't seem to deliver, use these steps which are explained in this paper to get the most for your money and achieve breakthrough results. Much of this paper can...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: 2 Of 4, IT Vendor Proposal RFP

    This paper won't cover a detailed breakdown of RFP sections or RFP strategies but it explains some of the high points. These high points together with a few ways to neutralize some of the vendor sales strategies can help to ensure you are getting the very best vendor or resources...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: 3 Of 4, Vendor Selection And Contracts

    After the early efforts to develop a meaningful RFP and scoring provisions you move to the next step of deciding on which vendor you will engage to fulfill your technology project requirements. Before beginning on this phase of your project it is really important to gain a clearer understanding and...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: Part 4 Of 4, Last Low Risk Chance For Results

    After you have done all of the hard work, selected the vendor, and started on the blueprint path you have one more "Low risk" opportunity to ensure breakthrough project success. Keep in mind here there is more risk involved in this area of the project than in the previous stages...

    Provided By R3Now.com

  • White Papers // Jan 2010

    SAP Implementation Focus, Software Engineering or Business Process Engineering?

    There are two primary ways in which SAP can be installed in the company; one makes the company fit the software or one makes the software fit the existing processes. These two methods provide the end-point markers or goal posts and all implementations fall somewhere between them. They present the...

    Provided By R3Now.com

  • White Papers // Jan 2010

    ERP vs. ERP II vs. ERP III Future Enterprise Applications

    This paper discusses about Enterprise Resource Planning (ERP) vs. ERP II vs. ERP III future enterprise applications. ERP stands for enterprise resource planning which is applied in corporate sector. An ERP structure amalgamates practically all operational trade purposes and procedures. It also mechanizes admissions to reporting and finance in organization....

    Provided By R3Now.com

  • White Papers // Nov 2009

    Corporate And Personal Liability For Fake Consultants

    Too many companies have not considered the potential legal liability to shareholders or other company stakeholders for having "Fake" consultants at involved in their company IT projects. This can be applied personally or coporately for the fake IT "Professionals" that vendors and placement firms bring to company projects. By not...

    Provided By R3Now.com

  • White Papers // Nov 2009

    Competitive Pressures And Value Propositions, Is Lean The Answer?

    Modern technology has lowered the barrier to entry for new competitors by allowing international outsourcing, greater agility, quicker product design to market, and specialized focus on niche markets causing more market fragmentation and specialization. Customers have a wide variety of information from sellers and the Internet about products, design, services,...

    Provided By R3Now.com

  • White Papers // Oct 2009

    The Real Reason Executive Participation Creates IT Project Success

    Most mid to large scale IT projects, whether they are ERP, CRM, Business Intelligence, or other business transformation initiatives last at least 3 months, and most are 6 months to 2 years (or more) depending on the size, scale, and scope of the company and IT effort. Combine this with...

    Provided By R3Now.com

  • White Papers // Oct 2009

    CRM, ERP, BI, and IT Investment - Where Do You Find the Business Benefit?

    Most companies want to use CRM applications as a way to "Supercharge" their sales forces. They want to gain some advantage with customer retention and acquisition, to manage the sales pipeline and to have better market insight. But few companies realize these goals. After going through some of the academic...

    Provided By R3Now.com

  • White Papers // Sep 2009

    Why SAP Projects Fail to Deliver ROI (and How to Change It)

    There are many more mountains of additional things one can do to use SAP to achieve genuine business benefit, find that "Elusive" ROI and make a real difference in the marketplace. But to get there take the first step to changing implementation approach - ; start by defining the business...

    Provided By R3Now.com

  • White Papers // Aug 2009

    Using SAP To Improve Revenue And Profitability

    To successfully move IT and SAP in the direction of revenue and profitability growth it is important to understand where technology fits into the puzzle -, technology is not magic. When SAP is considered in its proper context as a "Change enabler" or "Change lever" rather than a "Change driver"...

    Provided By R3Now.com

  • White Papers // Aug 2009

    Using SAP To Improve Revenue And Profitability

    To successfully move IT and SAP in the direction of revenue and profitability growth it is important to understand where technology fits into the puzzle -, technology is not magic. When SAP is considered in its proper context as a "Change enabler" or "Change lever" rather than a "Change driver"...

    Provided By R3Now.com

  • White Papers // Sep 2009

    Why SAP Projects Fail to Deliver ROI (and How to Change It)

    There are many more mountains of additional things one can do to use SAP to achieve genuine business benefit, find that "Elusive" ROI and make a real difference in the marketplace. But to get there take the first step to changing implementation approach - ; start by defining the business...

    Provided By R3Now.com

  • White Papers // Oct 2009

    CRM, ERP, BI, and IT Investment - Where Do You Find the Business Benefit?

    Most companies want to use CRM applications as a way to "Supercharge" their sales forces. They want to gain some advantage with customer retention and acquisition, to manage the sales pipeline and to have better market insight. But few companies realize these goals. After going through some of the academic...

    Provided By R3Now.com

  • White Papers // Oct 2009

    The Real Reason Executive Participation Creates IT Project Success

    Most mid to large scale IT projects, whether they are ERP, CRM, Business Intelligence, or other business transformation initiatives last at least 3 months, and most are 6 months to 2 years (or more) depending on the size, scale, and scope of the company and IT effort. Combine this with...

    Provided By R3Now.com

  • White Papers // Nov 2009

    Competitive Pressures And Value Propositions, Is Lean The Answer?

    Modern technology has lowered the barrier to entry for new competitors by allowing international outsourcing, greater agility, quicker product design to market, and specialized focus on niche markets causing more market fragmentation and specialization. Customers have a wide variety of information from sellers and the Internet about products, design, services,...

    Provided By R3Now.com

  • White Papers // Nov 2009

    Corporate And Personal Liability For Fake Consultants

    Too many companies have not considered the potential legal liability to shareholders or other company stakeholders for having "Fake" consultants at involved in their company IT projects. This can be applied personally or coporately for the fake IT "Professionals" that vendors and placement firms bring to company projects. By not...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Why Indexed KPIs Are Critical For Business Performance And Success

    By using the index and tying pay for performance programs to the index rather than a discrete departmental measure you cause the company to pull together in the same direction. Instead of having disjointed goals which sometimes conflict with other departments each area would automatically pull together to push the...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Achieve Breakthrough ERP, SAP, Or IT Project Success: 1 Of 4

    If you are an IT decision maker and you're tired of pressure to achieve results that your system vendors or integrators can't seem to deliver, use these steps which are explained in this paper to get the most for your money and achieve breakthrough results. Much of this paper can...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: 2 Of 4, IT Vendor Proposal RFP

    This paper won't cover a detailed breakdown of RFP sections or RFP strategies but it explains some of the high points. These high points together with a few ways to neutralize some of the vendor sales strategies can help to ensure you are getting the very best vendor or resources...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: 3 Of 4, Vendor Selection And Contracts

    After the early efforts to develop a meaningful RFP and scoring provisions you move to the next step of deciding on which vendor you will engage to fulfill your technology project requirements. Before beginning on this phase of your project it is really important to gain a clearer understanding and...

    Provided By R3Now.com

  • White Papers // Jan 2010

    Breakthrough Project Success: Part 4 Of 4, Last Low Risk Chance For Results

    After you have done all of the hard work, selected the vendor, and started on the blueprint path you have one more "Low risk" opportunity to ensure breakthrough project success. Keep in mind here there is more risk involved in this area of the project than in the previous stages...

    Provided By R3Now.com

  • White Papers // Feb 2010

    ERP III - Is the Integration of Collaboration the Future of Enterprise Applications

    Even the most knowledgeable, talented, and proficient consultants get stuck sometimes. It is the nature of dealing with complex business and technology problems, sometimes one needs a little help. The author recognized the need in the business to have dynamic but high quality tools, templates, and resources available to consultants....

    Provided By R3Now.com

  • White Papers // Feb 2010

    ERP Consultants: Is the Promise of Knowledge Transfer Just Part of the Sales Pitch?

    Most ERP projects are filled with promises of software knowledge transfer from the consultants to the client. Yet once a project is over, in many cases, the client is clueless when it comes to making software configuration changes, and may even struggle with performing basic transactions in the system. So...

    Provided By R3Now.com

  • White Papers // Feb 2010

    Business and IT Alignment - Integrating Technology and IT Spend With Business

    Traditional business schools teach two key concepts around business (once one has settled on a product or service) and those are value propositions and competitive pressures. IT (Information Technology) has NOT integrated with business well EXCEPT in the commodity markets. The universally zealous focus on process improvements, process automation, and...

    Provided By R3Now.com

  • White Papers // Feb 2010

    What Is The Proper Relationship For The CIO, CEO, And CFO?

    The CIO role in business has been changing almost as fast as technology itself for the last decade. In the past it was enough to focus on business processes and automation. It was enough to satisfy the business needs for operational excellence. By doing this successfully the CIO was given...

    Provided By R3Now.com

  • White Papers // Mar 2010

    Social Media Fads and the Risk to the Enterprise

    Off late IT landscape is filled with hype around Web 2.0. While collaboration is a key forward looking initiative for any organization it requires a specific purpose and goal. Without a clear direction and purpose for social media initiatives they are at best a distracting fad, and at worst an...

    Provided By R3Now.com

  • White Papers // Mar 2010

    IT Outsourcing, Off Shore Support, Cost Cutting and IT Department Changes

    Businesses everywhere are looking to shore up their bottom lines by cutting costs. As a result, cost centers, like IT departments, are prime targets for outsourcing and off-shore maintenance. The typical business script is that as the IT organization moves into maintenance mode that cost center with high overhead becomes...

    Provided By R3Now.com

  • White Papers // Mar 2010

    Designing Startup Metrics To Drive Successful Behavior

    Great companies are almost always run by great management teams. And great management teams know that the only way to improve a process is to start by measuring it. Good metrics should also be actionable, and drive successful behavior. This paper shows how to figure out which metrics matter the...

    Provided By R3Now.com

  • White Papers // Jan 2010

    SAP Implementation Focus, Software Engineering or Business Process Engineering?

    There are two primary ways in which SAP can be installed in the company; one makes the company fit the software or one makes the software fit the existing processes. These two methods provide the end-point markers or goal posts and all implementations fall somewhere between them. They present the...

    Provided By R3Now.com

  • White Papers // Apr 2010

    ERP Project Plan: Getting Real (Part 2)

    In many cases the ERP project plan is not worth the paper on which it is printed. Worse yet, many project managers shoot themselves in the foot by prematurely committing to a project schedule and budget that sets unrealistic management expectations. The problem is once cast, expectations will not go...

    Provided By R3Now.com

  • White Papers // Apr 2010

    Aligning SAP Scope To Meaningful Business Requirements

    Come on now, WHY do so many projects wait until they are live with some new system to figure out what the reporting requirements are? Reporting requirements must become part of the initial SAP scoping exercise. Even if it is not spoken, every business that undertakes a massive ERP or...

    Provided By R3Now.com

  • White Papers // Jan 2010

    ERP vs. ERP II vs. ERP III Future Enterprise Applications

    This paper discusses about Enterprise Resource Planning (ERP) vs. ERP II vs. ERP III future enterprise applications. ERP stands for enterprise resource planning which is applied in corporate sector. An ERP structure amalgamates practically all operational trade purposes and procedures. It also mechanizes admissions to reporting and finance in organization....

    Provided By R3Now.com

  • White Papers // Jun 2010

    Leading Change (And Change Management)

    This paper will discuss about Leading Change from front by the top man of the organization for betterment of the business. By successfully implementing change, it can create competitive advantage, but the lack of it could put into a death spiral. The companies that look at change as opportunity become...

    Provided By R3Now.com

  • White Papers // Apr 2010

    Striving For A Customer Focused Approach To Innovation 3 Of 3

    In the first two parts of this series the author looked at the current innovation paradigm. That paradigm consists mostly of two primary approaches being an incremental one that looks more like continuous improvement and a free for all that is more like chaos. They also looked at a possible...

    Provided By R3Now.com

  • White Papers // Feb 2012

    Sustained Business Value From SAP Business Software

    From time to time, the author reviews academic literature about the application of technology and offer his SAP experience based perspective. Recently, the author was reviewing one of these studies from a few years ago when the authors made a key clarification: they recognized two types of implementations which are...

    Provided By R3Now.com

  • White Papers // Feb 2012

    SAP Landscape Consolidation

    For any number of reasons many companies who run SAP end up with fragmented and piecemeal landscapes. It happens for lots of reasons: rollouts, independent Business Units, mergers and acquisitions, they can all leave one SAP application and business solution looking like someone set off an explosion scattering pieces everywhere....

    Provided By R3Now.com

  • White Papers // Jan 2012

    Why Use the SAP ASAP Methodology?

    In the mid 1990's SAP had gained a significant amount of bad press and publicity around several high profile project disasters that the company knew were completely avoidable. At that time Oracle, Baan, JD Edwards, and PeopleSoft all had sales people making the case that SAP was too expensive, too...

    Provided By R3Now.com

  • White Papers // Jan 2012

    SAP IT Governance, SAP Program Management, SAP PMO Metrics

    SAP Program and SAP Project Management can be tough. In a recent Focus.com expert discussion the issue was raised about who a Project Manager or a Program Manager should be accountable to on business application projects. Should it be the business or IT? To help clarify the accountability the author...

    Provided By R3Now.com