Database Reference
In-Depth Information
usually been associated with the conventional developmental model. In its place, for the first
time, is the end-user friendly model of what one could call the Department Store model of
computerized systems: you pick and choose the functionality you require from the array of
functional goodies on display!
Today, an organization solves critical information management need by purchasing the
best-of-class application software package available in the relevant domain. This package is then
configured, customized, and integrated to its specific requirements. The benefits of such an
approach over the traditional full custom development project include
◾
Immediate access to the best technologies and industry practices, that is, typical package
represents the synthesis of many years of business analysis and software engineering
◾
Quick return on investment (ROI) because the organization can begin to implement and
deploy a packaged application immediately
◾
Lower software application life-cycle costs in every aspect: business and technical expertise,
initial configuration and customization, maintenance, and future enhancements
◾
Mitigation of financial and delivery risks
◾
Much higher probability of overall success due to the use of a proven solution
A comprehensive CRM, like SAP CRM, is the analog of the great Department Store of function-
alities or processes required within an organization. CRM makes the transition from the world
of carefully engineered and running systems to the world of consumers, in which the value of the
delivered functionality is based not on its pedigree, but only on what, how, where, and when it
can be used gainfully.
This then is the final commoditization of the IS/IT products and services!
In the past few decades, all of us have witnessed a procession of different method-
ologies, tools, and techniques emanating from this industry that have had tre-
mendous impact on the very nature and operations of business enterprises. But in
the midst of all this turmoil, one fact has remained constant, and that has been
the lack of productivity improvements, irrespective of the extent and nature of
computerization.
But right from the start, there was an even more basic problem in terms of the number
of software applications that were actually completed and implemented successfully. Much
has been written on the software crisis that was engulfing information service groups in the
1980s. The reasons were multifold:
◾
With the advent of PC-like functionalities, users were becoming more aware and
demanding.
◾
Consequently, applications were becoming more bigger and complex.
◾
Correspondingly, productivity was reducing rather than increasing.
◾
Software development times were increasing, and cost and time overruns were fairly
routine.
◾
Quality, trained professionals were always in short supply, resulting in increased costs
for programmers; hence, systems development costs were ever increasing.
◾
Mortality of systems was very high.
