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<title><![CDATA[www.findwhitepapers.com/Enterprise Applications/Project Management]]></title>
<description><![CDATA[Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, time, and cost constraints. This property of being a temporary and a one-time undertaking contrasts with processes, or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over-and-over again. The management of these two systems is often very different and requires varying technical skills and philosophy, hence requiring the development of project management.]]></description>
<link>http://www.findwhitepapers.com/enterprise-applications/project-management/</link>
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<title><![CDATA[CMM and CMMI: Show Me the Value!]]></title>
<link>http://www.findwhitepapers.com/whitepaper142/</link>
<pubDate>2008-04-01 10:00:51</pubDate>
<description><![CDATA[Is there any value in the CMM&reg; and CMMI&reg; Absolutely! Find out how CMM and CMMI can be used to improve your organization&#39;s processes and achieve project success. ]]></description>
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<title><![CDATA[CPM and The Big 3: Planning, Budgeting and Forecasting for Success]]></title>
<link>http://www.findwhitepapers.com/whitepaper307/</link>
<pubDate>2007-04-27 08:12:45</pubDate>
<description><![CDATA[Never has the need for a modern corporate performance management (CPM) solution -- one that unifies the &quot;big three&quot; processes of planning, budgeting, and forecasting -- been more critical to regaining and sustaining the accuracy, consistency, and transparency you expect from your numbers. Read this white paper to learn more.]]></description>
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<title><![CDATA[Study Reveals Hidden Costs May Be Lurking in Your Documentation Process]]></title>
<link>http://www.findwhitepapers.com/whitepaper337/</link>
<pubDate>2007-04-27 09:49:01</pubDate>
<description><![CDATA[When launching products, creating manuals, providing customer service and doing other tasks that involve documentation, you cannot afford inefficiencies. IDC, the premier global provider of market intelligence, surveyed hundreds of companies to uncover common content-related inefficiencies and their costs. See the results in this white paper.]]></description>
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<title><![CDATA[The Value of Rules-Driven Product Management]]></title>
<link>http://www.findwhitepapers.com/whitepaper366/</link>
<pubDate>2007-04-29 13:31:22</pubDate>
<description><![CDATA[Capturing product knowledge has proven to be very difficult and early attempts at building systems to capture and reuse knowledge have failed because they were too limited technically, required users to be able to develop computer codes (or programs) to embody knowledge rules and actions, and they did not work with common product design tools such as CAD and PDM systems.]]></description>
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<title><![CDATA[Understand Earned Value in Under an Hour]]></title>
<link>http://www.findwhitepapers.com/whitepaper467/</link>
<pubDate>2007-04-29 15:10:30</pubDate>
<description><![CDATA[Earned value (EV) has grown in popularity over the last several years. With 76% of IT projects failing (Crawford, 2002), project management and control systems must be implemented to ensure IT project success.&nbsp; Learn how EV links to the work breakdown structure (WBS) the schedule and the budget.]]></description>
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<title><![CDATA[The Business Value of Master Data Management and Product Information Management]]></title>
<link>http://www.findwhitepapers.com/whitepaper637/</link>
<pubDate>2007-06-06 09:33:54</pubDate>
<description><![CDATA[This white paper addresses the value of a company&rsquo;s ability to integrate, analyze and optimize all types and sources of information throughout the product life cycle.&nbsp;]]></description>
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<title><![CDATA[Define, Control and Refine IT Processes Across Your Enterprise]]></title>
<link>http://www.findwhitepapers.com/whitepaper753/</link>
<pubDate>2007-04-24 22:08:31</pubDate>
<description><![CDATA[This paper shows how LANDesk Process Manager can allow you to design processes once, automate them everywhere and refine them as needed - saving money, ensuring compliance and keeping even the most complex processes running reliably.]]></description>
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<title><![CDATA[Evaluating Financial Management Software - Is It Time for a Change?]]></title>
<link>http://www.findwhitepapers.com/whitepaper956/</link>
<pubDate>2008-03-21 15:03:10</pubDate>
<description><![CDATA[This white paper walks through the key areas of a financial management solution so when you are evaluating current and future financial management software, you are prepared to avoid challenges and maximize your investment.]]></description>
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<title><![CDATA[Delivering Availability to the Adaptive Enterprise: Measuring the ROI of Mission Critical Services]]></title>
<link>http://www.findwhitepapers.com/whitepaper972/</link>
<pubDate>2008-02-19 10:50:30</pubDate>
<description><![CDATA[This paper discusses availability services as an enabler of change and IT operational efficiency. It explores methodologies to measure the ROI of the mission critical services that help increase service levels and maintain availability.]]></description>
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<title><![CDATA[8 Ways Every Solution Provider Can Profit from Rollouts Now]]></title>
<link>http://www.findwhitepapers.com/whitepaper991/</link>
<pubDate>2008-06-02 08:30:45</pubDate>
<description><![CDATA[&ldquo;8 Ways Every Solution provider Can Profit from Rollouts Now&rdquo; demonstrates how rollouts are creating strong sales opportunities for solution providers of all sizes. Importantly, it also addresses how solution providers have finally &ldquo;cracked the code&rdquo; of transforming this high-volume business, which is extremely service intensive, into a high-profit business via innovative on-site service delivery models that let them find the contract IT service professionals they need, right when they need them.]]></description>
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<title><![CDATA[Visual Impact: The Emerging Face of Business Collaboration]]></title>
<link>http://www.findwhitepapers.com/whitepaper995/</link>
<pubDate>2007-04-30 12:25:43</pubDate>
<description><![CDATA[After the relative anonymity and privacy of more discrete forms of communication &ndash; letters, email, the telephone &ndash; is the experience useful and comfortable for the individual and does video now add sufficient value to the organization to justify the cost?]]></description>
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<title><![CDATA[Getting Business Requirements Right]]></title>
<link>http://www.findwhitepapers.com/whitepaper1247/</link>
<pubDate>2007-09-17 13:37:56</pubDate>
<description><![CDATA[The later in the system development life-cycle that major errors are discovered the more expensive it is to fix them. But the earliest stages of the systems development lifecycle (SDLC) are most often the least consistently executed. This paper describes a methodology that brings the early stages of the SDLC up to a high level of maturity: consistent, proven, and optimized for success.&nbsp; ]]></description>
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<title><![CDATA[Why Russell Stover Chose A Mid-Market Specialist]]></title>
<link>http://www.findwhitepapers.com/whitepaper1272/</link>
<pubDate>2008-02-12 14:08:34</pubDate>
<description><![CDATA[Russell Stover Candies outsourced its legacy information systems. However, two years later, they were unhappy with their chosen outsourcing provider and faced multiple ERP challenges. To help navigate these challenges, the company hired a seasoned IT executive. Find out why, after an exhaustive evaluation process, he selected OneNeck IT Services.]]></description>
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<title><![CDATA[How ERP Outsourcing Helps Skanska's IT Group Maintain Its Focus]]></title>
<link>http://www.findwhitepapers.com/whitepaper1273/</link>
<pubDate>2008-02-12 14:01:15</pubDate>
<description><![CDATA[In November 2002, Skanska embarked on the construction industry&rsquo;s largest consolidation effort. Having acquired numerous companies in the previous 12 years &mdash; ranging in size from $100 million to $1 billion and comprising the $3.9 billion Skanska of today &mdash; CIO Chris Stockley was charged with migrating all the companies onto the J.D. Edwards application platform already in use by a few of the organizations.]]></description>
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<title><![CDATA[5 Common Project Management Challenges]]></title>
<link>http://www.findwhitepapers.com/whitepaper1371/</link>
<pubDate>2008-01-23 09:23:26</pubDate>
<description><![CDATA[In speaking with project managers, directors of operations, vice presidents of professional services, chief financial offers, and other project team members every day, we hear familiar stories repeatedly and there are some trends, or commonalities. This document outlines five of the most common project management challenges.]]></description>
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<title><![CDATA[Project Insight Project Management Software vs. Microsoft Enterprise Project Management]]></title>
<link>http://www.findwhitepapers.com/whitepaper1372/</link>
<pubDate>2007-09-26 11:52:44</pubDate>
<description><![CDATA[We are often asked how Project Insight differs from the Microsoft solution. There is no simple, 30 second answer to that question, as every software package is unique. Rather than attempt to detail a feature by feature comparison, here we offer the reader an overview of what we view as the main differences.]]></description>
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<title><![CDATA[How Do You Know Your Change Program Benefits Have Been Achieved?]]></title>
<link>http://www.findwhitepapers.com/whitepaper1588/</link>
<pubDate>2007-12-21 08:54:46</pubDate>
<description><![CDATA[Every change program has to have deliver something &ndash; a new service, a new process, increased market share, and so on. But how do you know what the benefits are? How do you identify them, develop them and measure them to ensure your program has achieved its &#39;end-state&#39;?]]></description>
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<title><![CDATA[Calculating ROI for Business Intelligence Solutions in Small and Mid-Sized Businesses]]></title>
<link>http://www.findwhitepapers.com/whitepaper1409/</link>
<pubDate>2008-04-28 09:09:05</pubDate>
<description><![CDATA[Successful business intelligence implementations can unlock key information within a company&rsquo;s data vaults and enable organizations to operate more effectively and profitably. Unfortunately, it can be extremely difficult for organizations to develop the initial justification for a BI solution, and more importantly, measure the benefits a BI project has delivered once it is in place.]]></description>
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<title><![CDATA[How Implementing a Project Gateway Process Will Improve Your Organization]]></title>
<link>http://www.findwhitepapers.com/whitepaper1499/</link>
<pubDate>2007-12-21 08:55:01</pubDate>
<description><![CDATA[Time is money, resources are scarce and only projects that add value and meet the organization&#39;s strategic aim and objectives should be flying. Why is it, therefore, that so many projects are running that have not been formally approved, burn limited and finite resource and, most importantly, do not improve or deliver new services or increase market share? ]]></description>
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<title><![CDATA[Putting the ROI into ITIL]]></title>
<link>http://www.findwhitepapers.com/whitepaper1633/</link>
<pubDate>2008-02-05 12:33:21</pubDate>
<description><![CDATA[Demonstrating ROI for service management investments can be difficult, especially with multi-phase deployments like ITIL that can require significant up-front investment in exchange for returns produced in the future.&nbsp; Learn how setting milestones and measuring the value of each phase of an ITIL implementation can help prove the project&rsquo;s value and shape its focus.]]></description>
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<title><![CDATA[Milhouse Engineering Manages the O’Hare Airport Project with GlobalSCAPE WAFS]]></title>
<link>http://www.findwhitepapers.com/whitepaper1648/</link>
<pubDate>2008-04-15 11:16:30</pubDate>
<description><![CDATA[In 2005, O&rsquo;Hare International Airport began a project to relocate and modernize a 2.1 million ft.2 runway. Five independent firms worked on the project design with the IT/data management led by Milhouse Engineering and Construction, Inc.&nbsp; Milhouse implemented GlobalSCAPE WAFS which mirrors critical files to all sites. This provided fast local access to all project files automatically without any administrative burden and with no delays. ]]></description>
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<title><![CDATA[Keep Software Fixes On Course with Elementool Bug Tracking]]></title>
<link>http://www.findwhitepapers.com/whitepaper1702/</link>
<pubDate>2008-02-19 15:21:53</pubDate>
<description><![CDATA[Here&rsquo;s a test: Can you list all the issues your software team is working on now? Can you sort them by severity, priority, features affected, and other criteria such as whether the issue is a bug, customer request, or product enhancement? Can you show the histories of all related comments and actions? Can you distribute this information easily to concerned individuals &mdash; showing only the information relevant to them?]]></description>
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<title><![CDATA[The Elusive Meaning of ERP Project Success]]></title>
<link>http://www.findwhitepapers.com/whitepaper1957/</link>
<pubDate>2008-03-28 12:08:13</pubDate>
<description><![CDATA[In what practical ways &ndash; if any &ndash; is ERP implementation project success different from the absence of failure? Both casual and thorough analysis of ERP failure agree on several interesting points.]]></description>
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<title><![CDATA[ERP System Acquisition Project Planning]]></title>
<link>http://www.findwhitepapers.com/whitepaper2029/</link>
<pubDate>2008-03-28 12:07:59</pubDate>
<description><![CDATA[ERP system acquisition projects are rarely deemed to fail.&nbsp; All the well-advertised failures come later, during implementation and afterward.&nbsp; Nevertheless, the seeds of these failures are invariably planted in the earliest stages of ERP acquisition planning.]]></description>
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<title><![CDATA[ERP System Implementation Project Planning]]></title>
<link>http://www.findwhitepapers.com/whitepaper2030/</link>
<pubDate>2008-03-28 12:08:06</pubDate>
<description><![CDATA[ERP implementations fail &ndash; when they do &ndash; because implementation projects allow a few well-known risks to go unmanaged. These risks go unmanaged because the control of results slips from buyer to seller.&nbsp; It doesn&rsquo;t have to work that way.]]></description>
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<title><![CDATA[ERP System Acquisition & Implementation Viewed as a Single Project]]></title>
<link>http://www.findwhitepapers.com/whitepaper2031/</link>
<pubDate>2008-03-28 12:07:52</pubDate>
<description><![CDATA[It is a truism that in any complex activity, the critical, defining decisions should be made as early in the process as possible.&nbsp; In ERP implementation projects this principle is routinely undermined by the nearly universal practice of separating acquisition and implementation activities into separate projects, performed by separate teams operating under separate control.]]></description>
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<title><![CDATA[Stakeholders' Management and Collaboration: How to Devise an Effective Communication Strategy]]></title>
<link>http://www.findwhitepapers.com/whitepaper2120/</link>
<pubDate>2008-03-26 16:52:30</pubDate>
<description><![CDATA[As business communication needs in professional services firms become more complex, the development and implementation of collaborative solutions becomes critical to realizing strategic business objectives. Learn the basic tenets of this collaborative environment and more in this IDC paper.]]></description>
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<title><![CDATA[Prevention of ERP Implementation Failure]]></title>
<link>http://www.findwhitepapers.com/whitepaper2377/</link>
<pubDate>2008-05-14 13:49:00</pubDate>
<description><![CDATA[Projects to implement ERP tend to be difficult, expensive and drawn-out. They are often full of painful surprises and overrun budgets and schedules that were extravagant in the first place. They fail entirely in an alarming number of cases.&nbsp; Why this should be so is not immediately apparent. If we list, at a fairly high level, the tasks required to implement an ERP system in a company that&rsquo;s already familiar with ERP practices, what we see is a significant but not daunting amount of work. ]]></description>
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<title><![CDATA[How US Firms are Collaborating on the World's Largest Construction Projects]]></title>
<link>http://www.findwhitepapers.com/whitepaper2532/</link>
<pubDate>2008-06-24 19:25:55</pubDate>
<description><![CDATA[Over the past three years there has been a sharp rise in the number of mega projects in boom markets such as the Middle East, and Asia. This has presented the opportunity for US firms to play a leading role in some of the most ambitious construction developments ever undertaken.]]></description>
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<title><![CDATA[Realize The Benefits Of Design, Operate, Maintain Thinking Today]]></title>
<link>http://www.findwhitepapers.com/whitepaper2566/</link>
<pubDate>0000-00-00 00:00:00</pubDate>
<description><![CDATA[Key concepts in asset management and other technology usage can help industrial facility designers and those who operate and maintain those facilities efficiently communicate with one another.]]></description>
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<title><![CDATA[Developing Operating Procedures For Projects Involving Multiple Organizations Using a Linear Respons]]></title>
<link>http://www.findwhitepapers.com/whitepaper2593/</link>
<pubDate>0000-00-00 00:00:00</pubDate>
<description><![CDATA[One of the difficulties of managing projects that involve several (perhaps many) organizations is that the group has no pre-established procedures for handling actions that cross organizational boundaries. With no procedures in place, confusion and miscommunication will result, which will lead to unnecessary delays, wasted resources, and potentially even conflict among the organizations.]]></description>
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<title><![CDATA[Why Track Actual Costs and Resource Usage on Projects?]]></title>
<link>http://www.findwhitepapers.com/whitepaper2594/</link>
<pubDate>0000-00-00 00:00:00</pubDate>
<description><![CDATA[For some projects, tracking actuals is unnecessary or is not worth the effort required. In other cases, however, tracking actual costs and resource usage is an essential aspect of the project control function. Why then is tracking actual costs and resource usage on a project ever worth the effort required to accomplish it?]]></description>
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<title><![CDATA[Overcoming the Information Challenge on Mining, Oil and Gas Projects]]></title>
<link>http://www.findwhitepapers.com/whitepaper2606/</link>
<pubDate>2008-06-24 19:37:23</pubDate>
<description><![CDATA[It&#39;s a common scenario in the mining and oil &amp; gas industries: the project has been approved to proceed and the pressure is on to get multiple parties &ndash; partners, consultants, contractors and suppliers &ndash; working together efficiently to meet an aggressive schedule. This challenge is often exacerbated by globalization and by the vast volume of data that flows between the project team.]]></description>
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