While remain solitary arrangements can offer convincing usefulness, they additionally convey expanded unpredictability and expense because of one superseding building worldview – they are intended to chip away at a stand-alone premise without the capacity to effortlessly impart assets to monetary/work cost frameworks.
Remain solitary design prompts 4 key regions of separation with coordinated monetary/PM arrangements:
1. Single Database versus Multi-database Architecture
Keeping two arrangements of expert records a la mode drastically expands unpredictability and expense. This issue can be aggravated further when you include evaluating/offering frameworks in with the general mish-mash, which could bring about a third arrangement of expert records to be kept up.
2. Coordination – Built-in versus Dashed On
Remain solitary PM arrangements depend on outsider middleware keeping in mind the end goal to "paste" the 2 arrangements together. When you include the essential middleware in with the general mish-mash, you've now gone from a 1 merchant to a 3 seller arrangement. This middleware builds cost, unpredictability and the potential for blame dealing between 3 sellers when the reconciliation breaks.
3. Reporting – Which Solution Owns the Data – Financial or PM?
Conveying convenient, exact answering to all partners (officials, PMs, field, and so forth.) is basic to conveying effective undertakings. Consider what will give you the full picture and guarantee that information is precise and a la mode.
4. IT Security and Administration – Know the Full Picture
Whichever alternative you pick, your IT bunch, or an outsider will need to guarantee that your product items meet adequate principles for security, discharge administration and backing.
Companies trust us with their PROJECTS
"When two new contracts were awarded to Bombardier Transportation, I required a tool that would provide greater visibility of our project progress and cost performance. Quantivia™ was chosen and implemented. It produced clear and concise reports, allowing us to ask the tough questions of our design teams. From this interaction, we were able to take early measures to positively influence the outcomes of these projects."
- Dave Barry, Vice President, Bombardier Transportation