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Home > 2004 > Enterprise Project Management & PSA (May) > Market Direction: Gareth ...

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Summary of Reports


 Artemis International

 Epicor Software

 IFS

 SharpOWL

 Tx3 Solutions



Management Briefings



 Market Overview | Part 2 | Part 3

 Round Table: Experts from Aberdeen Group, Ovum, Atos KPMG Consulting and Z/Yen | Part 2 | Part 3

 Benchmarking: Tony Kippenberger from the Centre for Strategic Business Studies | Part 2

 Expert Opinion: Kelvin Kirby of Technology Associates

 Software Capabilities: HKL’s Jonathan Hirons | Part 2

 Case Study: How IT specialist Touchpaper automated its consultancy division | Part 2

 Market Direction: Gareth Lewis of Pserendipity | Part 2

 Project Delivery: Janice Southway at Boxwood | Part 2

 Market News: All the latest news from the UK and global consultancy industry | Part 2

 Annual Consultants' Forum | Part 2

 Industry Report | Part 2

 Vendor Choice: George Elkington of Deloitte

Issue Summary

Gareth Lewis examines whether PSA and project management packages dovetail or conflict with each other.

Complementary or contradictory? - Part 1 | Part 2

Gareth Lewis: it is essential to monitor expected benefits as well as project costs

In the world of three-letter technology acronyms, some commentators have suggested that the ubiquitous PSA (professional services automation) is being replaced by another – namely PPM, standing for portfolio project management.

One thing is for sure. The plethora of TLAs that seem to characterise the growing market in software for service-focused organisations continue to confuse the potential buyers.

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Home > 2004 > Enterprise Project Management & PSA (May) > Market Direction: Gareth ...