Project Planning Package – Tableau (Forecasting) (On Premises)

How it Works

Fill out the form below for your project planning estimate. The form does not have a “beginning or end.” The form is constantly calculating, so feel free to make constant changes and the application will auto-adjust.

*(Note) Tableau forecasting is not developed to a point where we could see any buyer purchasing tableau just for its forecasting functionality. Rather, potential users of Tableau forecasting would be those that already own it for its traditional BI use. Therefore this analysis only includes the incremental costs of using the forecasting functionality in Tableau. This means the costs would already have been absorbed for most of the Tableau system before the buyer begins using the application for forecasting. This is why the implementation and maintenance costs below are so low. However, this is also another advantage of using Tableau for forecasting.

For the full costs of implementing Tableau, see the Enterprise Software TCO – Tableau (BI).

Furthermore, Tableau could not be used as the other forecasting applications covered in the Demand Planning software category. Instead, Tableau would be used for forecast exploration — or as an adjunct to another forecasting application. Because of Tableau’s unique visualization capabilities, it could also serve to highlight and explain forecasting concept and trends in the data to others within the buyer. For details on how Tableau could be used for forecasting see the Tableau MUFI Rating and Risk Package.

Details

  • Vendor Name: Tableau (See for Vendor Rating)
  • Software Category: Demand Planning
  • Company Headquarters: 837 North 34th Street, Suite 200, Seattle, WA 98103
  • Site: http://www.tableausoftware.com
  • Contact number:  206.633.3400
  • Delivery Mechanism: SaaS or On Premises

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References

Risk Book

Software RiskRethinking Enterprise Software Risk: Controlling the Main Risk Factors on IT Projects

Better Managing Software Risk

The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.

Finding What Works and What Doesn’t

In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.

Chapters

Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model