Dieter Steiger
SAP Solution Manager – More Than Just SAP Marketing?07/28/2008 by Dieter Steiger
As its name suggests, the SAP Solution Manager is designed to provide support for the management of SAP customer implementations. Does it perform this task? Or is it just one of SAP´s marketing instruments?
Dieter Steiger
OC Oerlikon – How SAP Roll-in Projects can Fail07/25/2008 by Dieter Steiger
On Friday, October 26, 2007, inside-it.ch reported that OC Oerlikon will stop its super SAP project. The new approach is said to provide a „more intelligent, more flexible and cheaper solution that integrates all ERP systems of the business units using a central SAP consolidation tool“.
Peter Helfenstein
HP BTO Software Centers – Overview07/24/2008 by Peter Helfenstein
HP offers a number of BTO Centers. These software packages support in the context of a BTO strategy specific phases of the application lifecycle. The following overview is meant to shed light on the HP BTO jungle.
Klaus Otto
Business Technology Optimization (BTO)07/22/2008 by Klaus Otto
The New Role of IT
For many years, all IT departments seem to have taken up the cause of cost reducing. This has changed. Business managers more and more consider IT a lever for boosting growth. Particularly, this means for IT departments to implement new business models and concepts as fast as possible.
Marco Gerussi
Project Roadmap: Quick Wins with Iterations07/17/2008 by Marco Gerussi
My blog Scoping – A Guarantee for Success through Harmonized Expectations describes how to identify factors that are most relevant to the success of the project:
Peter Helfenstein
Forrester: HP is Number 1 for Functional Testing07/14/2008 by Peter Helfenstein
According to then most recent Forrester Wave Report dating July 8, 2008 on Functional Testing solutions HP clearly keeps on leading this market.
Michael Loebbert
A Strategy is a Story07/02/2008 by Michael Loebbert
Marco Gerussi
Project Scoping – Aligning Expectations07/01/2008 by Marco Gerussi
Projects often fail to be successful due to diverging, badly aligned expectations
Dozens of statistics seem to suggest that there are dozens of reasons why projects fail to be successful. However, a great deal of them are attributable to vaguely defined objectives, problems related to technical architecture and a lack of management support. These causes, in turn, are in most cases due to either too optimistic or diverging expectations of the parties involved. Very often, projects are initiated without having identified and documented expectations as well as requirements on the part of all expert and management key roles.