Documents » rate ppm for telecom.
Abstract: A national health insurance company’s spreadsheet-based
telecom management process was leading to time and money wasted as staff tried to make up for lack of spend visibility. Further pressure to prepare the
telecom function for upcoming merger activity pushed the company to find a technology that would effect immediate cost savings and long-term
telecom expense management. Read more about the solution the company chose.
PubDate: 4/22/2008 3:58:00 PM
Abstract: Many businesses today rely on telecom expense management (TEM) for mission-critical functions ranging from sales to service to customer relationship management. But despite its overall importance, nearly one-third of a telecom staff’s time is spent on processing orders and invoices. Maximizing the potential of a telecom system requires a data-driven approach. Find out how Map-To-Win is helping businesses do just that.
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: All too often, telecom companies try to innovate in scattershot ways that make it difficult to identify market opportunities. They dedicate valuable resources to developing services, only to see these services fail in the marketplace. That’s why telecom companies need to implement better approaches to innovation. Learn about effective processes for identifying, developing, and bringing innovative services to market.
Abstract: As networks, devices, and media converge, telecom companies have increasingly complex catalogs of products and services on offer to customers who are, in turn, becoming more aware that they can switch to other providers. These companies need to find ways to effectively and consistently engage with customers to optimize the entire sales experience and capitalize on competing influences rather than losing out to them.
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: 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: 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: Want to know more about distributed agile best practices for software development projects? Find out about the challenges and lessons learned from this implementation of distributed agile for teams distributed across US, Europe, and India. Discover how this large, globally distributed project for a large telecom vendor realized such benefits as better collaboration, higher quality product, and on-time delivery.
Abstract: Voice over Internet protocol (VoIP) technology has become a money-saving telecom option that brings the power of a computer to a user’s phone. VoIP devices, however, require more complicated configurations than the average network client. Indeed, without reliable and properly configured domain name system (DNS) and Dynamic Host Configuration Protocol (DHCP) services running on a network, VoIP services are impossible.
Abstract: Thanks to pressures in the telecom equipment manufacturing industry, application-ready platforms (ARPs) in Advanced Telecommunications Computing Architecture (ATCA) are increasingly indispensable. ARPs must provide standards-based platforms to support diverse sets of applications. The ATCA ARP provides such a platform, but in light of the ATCA specifications that define the basis for the platform, ARP implementations still present some interesting challenges.
Abstract: When telecom operators interconect to send or receive different types of traffic, call detail records (CDRs) are generated at both ends. These CDRs need to be reconciled periodically to find errors, if any. While there are industry standards for resolving these errors, comprehensive reconciliation solutions do exist that focus on the issue from a billing perspective.
Abstract: Early adopters of radio frequency identification (RFID) are beginning to look at enterprise scale solution design and integration are emerging as key focus areas. Infosys has designed an optimal RFID architecture strategy based on lessons learnt from early adopters and Infosys experience in providing real time control and data acquisition solutions in the telecom and process control industries.
Abstract: Business Engine provides best-of-breed PPM functionality for internal IT departments, focusing on financial governance. For organizations seeking flexible workflow and IT governance capabilities, BEN delivers functionality in the financial services, health care, government, manufacturing, telecommunications, pharmaceuticals and retail vertical markets.
Abstract: According to an announcement by International Business Machines on Thursday December 16, 1999, IBM is working with German telecommunications services company Deutsche Telekom to assemble the largest data warehouse in the world. When complete, the warehouse will contain up to 100 terabytes of customer and call records, to be used for Customer Relationship Management (CRM) applications.