Abstract: Today's usage of Decision Support Systems (DSS), combined with vetted PLM knowledge bases, allows organizations to save time and money, achieving better and more reliable/fully-documented decisions, a quantum improvement over the widely-used subjective process of selecting complex enterprise software...

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: Product Lifecycle Management (PLM) addresses the full lifecycle of a product. The focus of most of the current PLM solutions, however, does not make the most of the value available from servicing products after they have been sold. Service Lifecycle Management (SLM) promises valuable business benefits after a product has been shipped to the customer, tapping into the value of the product aftermarket.

Abstract: The highly competitive product manufacturing market makes true product lifecycle management (PLM) inevitable. PLM helps companies map product requirements to features, obtain control over product data, preserve product knowledge assets, and enter into the new paradigm of modular product development.

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: 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.

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: A new trend is emerging in the world of storage management, and it’s called information lifecycle management (ILM). Just what it is, however, varies significantly from vendor to vendor. Generally, ILM is a strategy for policy-based information management. Its mandate: to provide centralized management of all information assets, aligning storage resources with the value of the data residing in them.

Abstract: Product lifecycle management (PLM) enables companies to manage all information regarding a product, from the initial design and engineering through to manufacturing, sourcing, support, and run down. Traditionally, enterprise resource planning (ERP) solutions have successfully managed manufacturing-related information, but have at best, limited integration to the engineering systems such as product data management (PDM). Learn how the Vantage manufacturing solution offers a complete end-to-end solution that manages all aspects of a product's life.

Abstract: Process manufacturers can no longer rely on purely reactive strategies to product safety. Now, reactive strategies such as lot tracking need to be incorporated into holistic strategies that include proactive measures to assess risk and prevent costly quality assurance (QA) events like product recalls. Learn how you can develop a product safety master plan that reduces risk, protects products, and improves profitability.

Abstract: An enterprise that wants to shift to a global product development strategy must invest in modern product lifecycle management (PLM) technology. Therefore, the PLM software market could be on the edge of a significant growth cycle.

Abstract: Product architecture can ensure product scalability, endurance, and the incorporation of emerging technologies. Consequently, LANSA 2005 offers Web Application Modules (WAM), to give developers a shorter learning curve and lower development costs to produce browser-based commercial enterprise applications and even Web services.

Abstract: Understanding the nature and specifics of your product development life cycles, and especially new product design and initiation, can help you realize tangible cost savings and will offset the total cost of ownership of a product lifecycle management system.

Abstract: Diverse groups have been discussing PIM from the perspective of data synchronization and syndication, product lifecycle management (PLM), and enterprise publishing. Each of these product categories includes the management of product information, but each uses product information for a different operational role.

Abstract: Because products ultimately define a manufacturing company’s success, product development is mission-critical by definition. It’s also expensive—in most manufacturing sectors, companies annually reinvest between 3 and 8 percent of their total revenues back into product development. Find out how to leverage global product development to gain a dramatic increase in productivity within your product development operation.

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: Products may fail to meet expectations for many reasons—most of which are self-inflicted wounds (such as unclear product definitions) by the company bringing them to market. What’s more, politics and inertia all too often win the day when it comes to making difficult product portfolio decisions. What actions can you take to rank among those companies which realize margin advantages of over 50 percent for new products?

Abstract: Product roadmaps can mean the difference between success and failure in product delivery. Done correctly, they can help win large customers, and guide strategic planning efforts. Unfortunately, most product roadmaps are created under pressure when company management makes a last-minute request. As a result, they don’t have the impact they should, and can be a source of product management misery.