An Open Source PC OS for Asia

Paul Harmon

There has been quite a bit of talk in the press recently about a Japanese proposal to create an open source PC operating system for Asia. In essence, the Japanese government has suggested to China, South Korea, and other countries that Japan might be willing to invest about $86 million (1 billion Yen) in a foundation to undertake such an effort.


The Ins and Outs of Process Construction

Brian Henderson-Sellers, Thomas Hein

An Open Source PC OS for Asia

Paul Harmon

There has been quite a bit of talk in the press recently about a Japanese proposal to create an open source PC operating system for Asia. In essence, the Japanese government has suggested to China, South Korea, and other countries that Japan might be willing to invest about $86 million (1 billion Yen) in a foundation to undertake such an effort.


An Open Source PC OS for Asia

Paul Harmon

There has been quite a bit of talk in the press recently about a Japanese proposal to create an open source PC operating system for Asia. In essence, the Japanese government has suggested to China, South Korea, and other countries that Japan might be willing to invest about $86 million (1 billion Yen) in a foundation to undertake such an effort.


Radio Frequency Identification: Beyond Bar Codes

Cutter Consortium, Cutter Consortium
  For more information on Cutter Consortium's Business Technology Trends and Impacts Advisory Service, please contact Dennis Crowley at +1 781 641 5125 or e-mail dcrowley@cutter

Objections to Agile Development, Part IV

Jim Highsmith
  Objections to Agile Development series: Part I Part II

The Death of the ERP Myth

Jim Highsmith, William Ulrich, Peter Ofarrell, Christine Davis
PROBLEMS WITH ERP

Not only are ERP implementation costs high, but periodic upgrade costs can be downright embarrassing, to the vendor at least. Take Oracle for example.


The Death of the ERP Myth

Jim Highsmith, William Ulrich, Peter Ofarrell, Christine Davis
PROBLEMS WITH ERP

Not only are ERP implementation costs high, but periodic upgrade costs can be downright embarrassing, to the vendor at least. Take Oracle for example.


Surprises in ERP Projects: Part I

Peter Ofarrell
In recent years, ERP systems occupied a central focus in attempts to integrate disparate legacy systems with the steady flow of new software and changing architectures. Along with the general interest in these ERP installations, we see a rising concern about their ultimate cost (for both installation and maintenance) as well as these systems' flexibility in accommodating upgrades.

Surprises in ERP Projects: Part I

Peter Ofarrell
In recent years, ERP systems occupied a central focus in attempts to integrate disparate legacy systems with the steady flow of new software and changing architectures. Along with the general interest in these ERP installations, we see a rising concern about their ultimate cost (for both installation and maintenance) as well as these systems' flexibility in accommodating upgrades.

ERP Projects: Part II -- Prices, Pain, and Benefits

Peter Ofarrell
 

In Part I, we addressed the issues raised in Cutter Consortium's March 2003 survey of 99 firms that have installed ERP systems. Those issues include installation times, vendors, and the use of systems integration consultants. Now let's turn to other facets of the ERP experience.


ERP Projects: Part II -- Prices, Pain, and Benefits

Peter Ofarrell
 

In Part I, we addressed the issues raised in Cutter Consortium's March 2003 survey of 99 firms that have installed ERP systems. Those issues include installation times, vendors, and the use of systems integration consultants. Now let's turn to other facets of the ERP experience.


Enterprise Systems Deployment: Payback Time

Mark Cotteleer
Over the past several years, there has been debate in the academic and industry research communities over the payback of enterprise-level information technologies like ERP systems. Some have suggested that there is no payback for these investments, that they represent infrastructure investments and are strategic in nature (i.e., we need to pursue them in order to keep up with the competition). Performance-oriented managers should recoil at such logic.

The "no payback" argument is an inappropriate response to the issue.


Enterprise Systems Deployment: Payback Time

Mark Cotteleer
Over the past several years, there has been debate in the academic and industry research communities over the payback of enterprise-level information technologies like ERP systems. Some have suggested that there is no payback for these investments, that they represent infrastructure investments and are strategic in nature (i.e., we need to pursue them in order to keep up with the competition). Performance-oriented managers should recoil at such logic.

The "no payback" argument is an inappropriate response to the issue.


ERP Checking the Status on Benefits

Robert Austin
Few IT-related subjects have inspired stronger feelings over the past few years than enterprise resource planning systems, more often known by the acronym ERP. These large, off-the-shelf software packages promised to replace complex legacy problems with a well-integrated and modern application infrastructure. In many ways, this promise was always too grand, and savvy businesspeople should have known better.

ERP Checking the Status on Benefits

Robert Austin
Few IT-related subjects have inspired stronger feelings over the past few years than enterprise resource planning systems, more often known by the acronym ERP. These large, off-the-shelf software packages promised to replace complex legacy problems with a well-integrated and modern application infrastructure. In many ways, this promise was always too grand, and savvy businesspeople should have known better.