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By Peter Coffee  |  Posted 2002-09-23 Email Print this article Print
 
 
 
 
 
 
 


Going through a Web-based trial or an on-site evaluation period, with participation from actual business units, is a proven way to build line-of-business acceptance—and to highlight deficiencies and costs that might otherwise turn even a "successful" deployment into an immediate white elephant.

When an IT department modernizes its budgeting process, it also builds the credibility of that department as a solutions provider to other departments. In particular, its important for IT to demonstrate that any brief inconvenience is worth the effort of integrating legacy systems into the standards-based network, even in the current climate with its pressure to minimize short-term cost.

"The Internet is the only way forward. Its the common language, and the browser is the common view," said Earl Newsome, vice president and CIO at international glass and plastics maker Owens-Illinois Inc., in Toledo, Ohio. "What lies underneath begins to matter less," Newsome added, an important consideration for companies making international acquisitions.

"As you look at global information capture, you want to make sure that your labels and your math are consistent across the globe," Newsome said. "A clear and consistent strategy for making sure that were speaking the same language, thats the foundation."

Technology Editor Peter Coffee can be reached at peter_coffee@ziffdavis.com.

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  • With IT Spending Studies, Estimates Run the Gamut


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    Peter Coffee is Director of Platform Research at salesforce.com, where he serves as a liaison with the developer community to define the opportunity and clarify developersÔÇÖ technical requirements on the companyÔÇÖs evolving Apex Platform. Peter previously spent 18 years with eWEEK (formerly PC Week), the national news magazine of enterprise technology practice, where he reviewed software development tools and methods and wrote regular columns on emerging technologies and professional community issues.Before he began writing full-time in 1989, Peter spent eleven years in technical and management positions at Exxon and The Aerospace Corporation, including management of the latter companyÔÇÖs first desktop computing planning team and applied research in applications of artificial intelligence techniques. He holds an engineering degree from MIT and an MBA from Pepperdine University, he has held teaching appointments in computer science, business analytics and information systems management at Pepperdine, UCLA, and Chapman College.
     
     
     
     
     
     
     

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