Cutter IT Journal

The Next CRM Challenge: Manage the Customer Experience

24 Dec 2008 19:46:23 GMT

Shimoni, Einat | E-Mail Advisors | 24 December 2008 | Cutter IT Journal

A new three-letter acronym has hit the customer relationship management (CRM) market in the past few years: CEM (customer experience management) [1].

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081224.html

Beyond Skills and Knowledge: Attitude, Understanding, Ethics

17 Dec 2008 19:08:10 GMT

Wiig, Karl M. | E-Mail Advisors | 17 December 2008 | Cutter IT Journal

Consider the "competent performer" who possesses good skills and knowledge. However, good skills and knowledge are not sufficient. In order to deliver acceptable work, the competent performer must have a good attitude, conviction that he or she is doing the right thing, and an understanding of how to support enterprise intents and strategy. In addition, and most important, the competent performer must have appropriate access to pertinent information that describes the actual task situation. This makes information management a crucial cocontributor to enterprise performance.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081217.html

Taming the Menagerie: Turn Stuff Off

10 Dec 2008 14:40:42 GMT

Lister, Tim | E-Mail Advisors | 10 December 2008 | Cutter IT Journal

Y2K was great for IT housekeeping. It forced us into answering the question: do we make that application compliant, or can we toss it? Well, we are almost nine years past Y2K, and I am finding that during this period many organizations have been concentrating on adding new functionality, and rarely changing it, let alone replacing it.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081210.html

Waste Not, Want Not: An Agile/Lean Approach to Managing the Project Portfolio

3 Dec 2008 16:59:53 GMT

Rothman, Johanna | E-Mail Advisors | 03 December 2008 | Cutter IT Journal

If you've been succeeding with agile in your organization for a while, you've experienced projects that make more visible progress, are done earlier, and provide a high level of satisfaction for everyone involved.

But some people who try to move to agile in their organizations are not entirely successful. The teams are not dedicated to just one project at a time, or the support from a previous release is overwhelming their ability to move a project forward, or they have too many emergency projects. While these problems don't prevent agile adoption, they certainly don't help. All these problems are symptoms of management's having insufficient tools to manage its project portfolio. But management doesn't need fancy-dancy tools to manage the portfolio. All a management team needs to do is answer one question and select one answer from three options.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081203.html

In Weighing References or Proof of Concept, Favor the Former

26 Nov 2008 16:38:09 GMT

Cohen, Pini; Shimoni, Einat | E-Mail Advisors | 26 November 2008 | Cutter IT Journal

All want to reduce risk when they make decisions. IT organizations invest a great deal in the decision process of new technologies. In the ideal world, before deciding on strategic technology, IT organizations conduct a comprehensive proof of concept (POC) and also talk or, preferably, visit several references. In a less-than-ideal world, however -- the one we all know -- IT organizations do not have all the resources for the decision-making process. Therefore, in many cases, IT organizations have to choose: should they invest in POC or in meeting with or talking to references?

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081126.html

Summit 2009 | Interact with the Experts in IT

24 Nov 2008 17:07:29 GMT

Summit 2009: 4-6 May 2009 Cutter Consortium | Events | 04-06 May 2009 |
Now, More Than Ever ...
IT is being challenged to scrutinize every expenditure and make sure that every dollar is invested -- not just spent -- on high ROI efforts. Summit 2009 is one of those high-value items. Join us at Summit 2009 and explore the issues and strategies you should be considering to ensure you’re maximizing today's return and keeping ahead of the competition.

Summit 2009: Unlike Any Other IT Conference.
You'll get advice that is insightful and forthcoming. You'll have a chance to voice your opinion and hear the opinions of international experts and of other IT professionals. You’ll debate with, and listen to the debate among, some of the most experienced and clear-thinking business technologists today. And you'll return home with ideas to implement right away. Our only agenda is to support you, to give you a forum for thinking about your business world, outside of the box. Don't miss this opportunity.

Register today and save $200.00!

http://www.cutter.com/summit/2009.html

Sustainability in an Unpredictable World -- Seeking Causes, Not Symptoms

19 Nov 2008 16:58:39 GMT

Sampath, Kalpana; Sampath, J.M. | E-Mail Advisors | 19 November 2008 | Cutter IT Journal

The business world could not be in more crisis. What has led to this? Who caused it? Who is right? Who is wrong? Who is to blame? How do we deal with it? These are some of the questions that are running through most of our minds.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081119.html

Leveraging IT’s Wisdom to Shape Corporate Strategy

1 Nov 2008 17:14:45 GMT

Leveraging IT’s Wisdom to Shape Corporate Strategy Cohen, Moshe | Journals | 01 October 2008 | Cutter IT Journal

The business world today is increasingly information-driven: in the way that companies operate internally, in the way they interact with their customers and suppliers, and in the choices they make regarding their products and services. With their finger on the pulse of technology and information, IT organizations can be important strategic assets to their companies, helping them take advantage of new technology opportunities and averting the disastrous consequences of making poor technology bets.

In this issue of Cutter IT Journal, we'll discuss how IT managers can take a more proactive, strategic role within the companies they support. You'll learn how, by rendering transparent the largely invisible networks that connect people and work, IT enables everyone to function more intelligently and makes them more capable of achieving shared goals. You'll hear how IT can contribute to building leadership in a company by identifying and training the right managers to partner with the business units -- and not promoting the wrong ones (no matter how much you think they deserve a raise!). And you'll discover how a business design-centric approach to process automation allows organizations to go from using IT as a tool for cost reduction to releasing its capability as a tool for competitive advantage. If you'd rather lead than "follow or get out of the way," join us as we discuss IT's strategic leadership potential.

http://www.cutter.com/itjournal/fulltext/2008/11/index.html

Environmentally Responsible Business Strategies and Green ICT

12 Nov 2008 16:14:40 GMT

Unhelkar, Bhuvan; Dickens, Annukka | E-Mail Advisors | 12 November 2008 | Cutter IT Journal

We stressed in our recent Cutter IT Journal article (see "Lessons in Implementing "Green" Business Strategies with ICT," Vol. 21, No. 2) the phenomenal importance of businesses assuming greater responsibility toward the environment than before. This, we argue, is not only because business activities have a significant effect on the environment but also because the business community has more resources (e.g., money, human capital, technology, and software systems) at its disposal than do individuals. In addition to our arguments and the approaches we offered in that article for formulating environmentally responsible business strategies (ERBS), we also underscored the tremendous significance of the use of information and communications technologies (ICT) and the role they play in implementing ERBS. An ERBS, we explained, exploits the entire ICT domain, including judicious use of software applications and systems, modeling and modification to its business processes, and changing the attitude and working style of its people in order to reduce environmental impact. These initiatives are already in place at HP, where coauthor Annukka Dickens works as a regional environment manager. In this Advisor, we provide our additional thoughts and actions regarding the relationship between ERBS and ICT.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081112.html

Unlocking Business Value from an Integrated Management Approach to IT, Environment, and Supply Chain

5 Nov 2008 14:20:57 GMT

Sarkis, Joseph; Park, Jacob; Wu, Zhaohui | E-Mail Advisors | 05 November 2008 | Cutter IT Journal

Creating economic value and promoting environmental stewardship are typically regarded as a zero-sum game. A company has to choose. If you want to focus on environment, then you have to naturally assume some loss of economic value. We argue that one important way to get out of this zero-sum trap is an integrated approach to IT, environment, and supply chain management. The US Environmental Protection Agency has categorized environmental costs and benefits in organizations along a spectrum from conventional costs to image and relationship costs. Minimizing these costs and adopting what we call an integrated management approach can unlock substantial business value for companies and organizations. Here are four ways to make that happen.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081105.html

Buyer Beware: Today's Web Frontier is Like Deadwood in the 1860s

22 Oct 2008 15:47:02 GMT

DeMarco, Tom | E-Mail Advisors | 22 October 2008 | Cutter IT Journal

When Adam Smith wrote about the "invisible hand" of the market in The Wealth of Nations, he was referring to strictly legal actions by individuals, which in their aggregate contributed to market efficiency. What he didn't talk about was illegal tendencies that the invisible hand might bring about. That's because the England and Scotland of his time -- like most of the Western world today -- had strong governments that kept illegal action in check. These governments acted quickly to criminalize antisocial actions and enforced their laws stringently.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081022.html

Can IT Make or Break a Corporate Acquisition?

1 Oct 2008 16:49:49 GMT

Rasmussen, David N. | Journals | 01 October 2008 | Cutter IT Journal

When companies get the urge to merge, two things have to happen: due diligence on the target company and integration of two distinct organizations. It would seem like a no-brainer to involve the acquiring company's IT organization in both activities -- after all, it's IT that will have to support the operational systems and processes of the newly merged enterprise. Yet IT is frequently shut out of the due diligence process, primarily because of the need for secrecy before a merger is publicly announced. And once the deal is consummated, the acquirer's IT organization is tasked with integrating the two IT departments quickly, usually with little notice or advance planning. Not surprisingly, it's often at this point that the acquiring IT group uncovers daunting integration challenges that should have been identified before the deal went through.

It doesn't have to be this way. In this issue, we'll discuss how IT can add value to an M&A and how CIOs can increase their chances of being invited to the negotiating table. You'll hear about three distinct M&Amp;A types and how they can determine the extent of IT's involvement before the merger and what IT will be asked to do afterwards. A former CIO and veteran of 45 company acquisitions will tell you how to spot potentially costly M&A pitfalls and what to do about them once you do. And you'll learn how savvy IT departments can exploit the opportunity a merger presents to reengineer technology acquisition, deployment, and support. Tune in, before the value of your next M&A goes MIA!

http://www.cutter.com/itjournal/fulltext/2008/10/index.html

A Sober View of Web. 2.0 Technologies

15 Oct 2008 16:47:28 GMT

Andriole, Stephen J. | E-Mail Advisors | 15 October 2008 | Cutter IT Journal

Web 2.0 technologies -- such as wikis, blogs, RSS filters, mashups, podcasts, folksonomies, crowdsourcing, social networks, and virtual worlds -- are very hot. Everyone is excited about deploying them, especially because they're fast and cheap. But what do they really deliver?

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081015.html

How Simple Tools and Practices Can Help Your Organization Innovate to Become More Competitive

8 Oct 2008 15:03:43 GMT

Filev, Andrew | E-Mail Advisors | 08 October 2008 | Innovation; Cutter IT Journal

There is a lot of interest at the present time in the role that Enterprise 2.0 Web applications can play in enhancing business performance. In a survey recently conducted by Trampoline Systems, a London-based provider of social networking software, 94% of UK and 82% of US businesses believe the new technologies will be beneficial to use at work. Other recent research shows similar results.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081008.html

Centers of Leadership: The Marriage of COEs and Servant-Leadership as an Effective Way to Lead IT, Part III

1 Oct 2008 15:26:51 GMT

Dols, Jeffrey | E-Mail Advisors | 01 October 2008 | Cutter IT Journal

In Part II of this series (see "Centers of Leadership: The Marriage of COEs and Servant-Leadership as an Effective Way to Lead IT, Part II," 3 September 2008), I talked about the need for IT servant-leaders to "get small" in their approach to building community and wielding authority. In this segment, I'll touch on a somewhat-related approach: getting lean. Cutter Senior Consultant Sanjiv Augustine and Arlen Bankston advocate both of these complementary styles in their research on agile project management best practices (see [1]).

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj081001.html

Finding the Real-World Value in Virtual Worlds: Issues and Challenges

1 Sep 2008 14:56:05 GMT

Murugesan, San | Journals | 01 September 2008 | Cutter IT Journal

Virtual worlds are a hot topic right now. These 3D, interactive Web environments can deliver an immersive experience that is much richer than what we currently experience with the traditional Web. As a result, virtual worlds are emerging as communal places for a wide range of activities, including, of course, highly popular MMORPGs such as World of Warcraft. IT departments in many enterprises are now being asked to explore how their organizations can embrace virtual worlds and create, deploy, regulate, and monitor these new applications. But do virtual worlds offer any real business value, or are they only good for fun and games?

In this issue of Cutter IT Journal, we will investigate this intriguing new space in cyberspace. You’ll discover how IBM’s Virtual Business Center went from a cutesy attention getter (virtual cappuccino, anyone?) to a full-fledged technology showcase that effectively, and cost-effectively, demonstrates the company’s most complex enterprise solutions to prospective clients. You’ll also hear about the dark side of virtual worlds — avatar harassment, phishing attacks, even money laundering — and what your organization can do to manage the risks. Is it time for you to take the virtual plunge? Join us and find out!

http://www.cutter.com/itjournal/fulltext/2008/09/index.html

Extending BI Technology to More Enterprise Users

24 Sep 2008 14:17:27 GMT

Hall, Curt | E-Mail Advisors | 24 September 2008 | Cutter IT Journal

For years, employees who have used Internet search engines such as Google and Yahoo! to find information on the Web frequently ask why searching for and accessing the information they really need to perform their jobs at their own organizations is so difficult. As I discuss in a recent Cutter Business Intelligence Executive Report (see "The Convergence of BI and Enterprise Search: Toward True Self-Service Business Intelligence," Vol. 8, No. 6), there are a number of reasons that this is the case. One has to do with the way corporate data is structured. Another has to do with the fact that employees typically require more from searching than just finding and accessing information; they need to manipulate it in some fashion. Yet another is because easy-to-use enterprise search tools provide limited functionality for manipulating data, while more capable business intelligence (BI) tools are typically too difficult for casual users to work with.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080924.html

How to Move an SOA Initiative from IT to Business

17 Sep 2008 13:51:31 GMT

Balmes, Geoffrey | E-Mail Advisors | 17 September 2008 | Cutter IT Journal

Service-oriented architecture (SOA) looks and sounds very technical. The word "architecture" certainly makes it sound technical, and the fact that it is "service-oriented" makes it sound even more mysterious. So, it is no wonder that SOA is viewed as an IT-driven initiative.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080917.html

Integration: Key to Bringing Social Networks to Project Managers

10 Sep 2008 13:42:10 GMT

Coleman, David | E-Mail Advisors | 10 September 2008 | Cutter IT Journal

In the Web 2.0 consumer world, social networks are very hot. In the enterprise, people are still struggling with tracking down expertise and getting it applied to projects. However, there are some new tools in the project manager's arsenal. Some large vendors have not only encouraged a social network within the enterprise, but they have also supported extensive profiles, which can be tagged (with keywords or terms), helping you find these elusive experts. In addition, some companies have been able to link "work products" to the profiles and also enable these documents and objects to be part of your search.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080910.html

Centers of Leadership: The Marriage of COEs and Servant-Leadership as an Effective Way to Lead IT, Part II

3 Sep 2008 13:58:43 GMT

Dols, Jeffrey | E-Mail Advisors | 03 September 2008 | Cutter IT Journal

When I'm away on vacation, one of my favorite activities is to rummage through old record albums at the flea market, looking for some long, lost treasure from my youth. On one such expedition last summer, I ran across Steve Martin's comedy album Let's Get Small. Pleased by my rare find, I gladly paid my 50 cents, brought the record home, and then completely forgot about it until it surfaced as I was looking for another album last week.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080903.html

Confronting the Generational Culture Clash at Work

27 Aug 2008 17:38:05 GMT

DeMarco, Tom | E-Mail Advisors | 27 August 2008 | Cutter IT Journal

During a recent Cutter Business Technology Council meeting, we hashed over the "Moat" opinion for nearly two hours. I went into the meeting thinking the matter was a slam dunk: yes, there's a culture clash, and no, management shouldn't hunker down and enforce the old outdated rules. To my surprise, there was almost instantly a lot of heat in the room, with Council members differing markedly on how management should respond. I came away feeling that there were no good choices in this complicated matter, only bad and less bad ones.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080827.html

IT Usability: Bridging the Gap Between Machines and People

1 Aug 2008 22:26:48 GMT

Snyder, Carolyn | Journals | 01 August 2008 | Cutter IT Journal

For decades the field of human-computer interaction (HCI) has studied the relationships between computers and the people who use them. But HCI isn't limited to just ivory tower researchers. The real-world decisions made by IT professionals have an impact on the effectiveness, efficiency, and satisfaction of users across the organization. Yet while it's easy enough to understand what usability might mean for a task like creating a spreadsheet, changes in the IT landscape (the advent of Web 2.0, the proliferation of data on corporate intranets, growing security threats, even the aging of the user population) pose new challenges and thrust usability issues once again to the forefront in IT.

In this issue of Cutter IT Journal, we'll investigate these new usability challenges. You'll hear how Web 2.0 is raising expectations for corporate intranets -- and what you can do to meet those expectations. You'll discover a three-part strategy for ending the security versus usability "standoff." And you'll learn how designing solutions with an aging population in mind can make your applications more user-friendly for everyone. Don't leave your users gnashing their teeth and rending their garments. Join us and become part of the usability solution!

http://www.cutter.com/content/itjournal/fulltext/2008/08/index.html

Urban Legends (at Work)

20 Aug 2008 22:20:40 GMT

Phillips, Dwayne | E-Mail Advisors | 20 August 2008 | Cutter IT Journal

I recently stumbled upon a book by Thomas Craughwell about urban legends [1]. While reading Craughwell's book, I realized that I have been the victim of urban legends at work. Someone (sometimes me) has taken a legend as truth, acted on it, and had it end badly. Understanding what is legend and what is truth can help when managing IT and other work.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080820.html

Toward a Business Architecture Dashboard

6 Aug 2008 19:18:40 GMT

McWhorter, Neal | E-Mail Advisors | 06 August 2008 | Cutter IT Journal; Innovation

Almost all organizations have some level of ability to see a snapshot of how their organization is faring on a regular basis. That ability allows them to keep an eye on how well the organization is meeting its objectives on a daily or sometimes even a real-time basis. These dashboards typically cover the organization's financial data at the very least and often extend into monitoring of production line outputs and related metrics. In the logistics arenas, organizations have moved to having real-time data to track where shipments are from the postal sorting location down to the boxcar number of a particular train traveling across the country. Yet these dashboards provide only a very limited view into an organization.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080806.html

Seeking Growth, Innovation? We Must Cultivate Them

30 Jul 2008 17:34:13 GMT

Brosseau, Jim | E-Mail Advisors | 30 July 2008 | Cutter IT Journal; Innovation

A common business adage these days is that "if you don't move forward, you will fall behind." This is reasonable, in a sense. There is a good chance that in a competitive environment, maintaining the status quo internally will give others an opportunity to make advances and leave you in the dust. In effect, you indeed fall backward.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080730.html

5 Steps to Head Off Change Management Failure

23 Jul 2008 17:33:32 GMT

Balmes, Geoffrey | E-Mail Advisors | 23 July 2008 | Cutter IT Journal

Is the role of your change management specialist really that of a trainer? While training is essential to a successful change management program, it is only one piece of the puzzle. As with any change program, there is considerable change happening with many potential points of failure. So how do you mitigate them all?

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080723.html

What's the Art in the "Art of Innovation"?

1 Jul 2008 15:22:49 GMT

Hjorth, Daniel | Journals | 01 July 2008 | Cutter IT Journal

It seems that something in the competitive landscape has changed radically, requiring new ways of thinking, new practices of managing, and new organizational forms -- and that somehow this change points us in the direction of art. In this issue of Cutter IT Journal, we'll explore the intriguing, and surprisingly fruitful, relationship between art and innovation.

Is your company an innovation-quashing "prison of pure productivity"? If so, you'll learn how to strike a healthier balance between efficiency and creativity. You'll also discover how to identify and leverage "a simple, readily available means of continuous, effective innovation" in your organization -- namely, "positive deviants"! And you'll find out how embracing the dualities of jazz (structure versus improvisation, a tolerance of mistakes versus prodigious technical skill) can fuel creative innovation in your firm. As the Bard famously said, "All the world's a stage." This month, become a player!

http://www.cutter.com/content/itjournal/fulltext/2008/07/index.html

A Primer on Second Life

16 Jul 2008 15:38:11 GMT

Murugesan, San | E-Mail Advisors | 16 July 2008 | Cutter IT Journal

Second Life [1] and virtual worlds like it are Internet-based platforms for collaboration and socializing, which provide users with a 3D experience and a community. Second Life is a platform on top of which users, called "residents," can create their own world with 3D content and associated software, realize their ideas, and even earn money. It was created and is hosted by Linden Lab in San Francisco. So exactly what is Second Life? It is the following:

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080716.html

IT Usability: Bridging the Gap between Machines and People

17 Jul 2008 15:33:26 GMT

Snyder, Carolyn | 11 July 2008 | Cutter IT Journal

Below is the call for papers for the upcoming Cutter IT Journal issue IT Usability: Bridging the Gap between Machines and People, guest edited by Carolyn Snyder.

* Abstract Submission Date: 30 May 2008
* Articles Due: 11 July 2008

http://www.cutter.com/content-and-analysis/journals-and-reports/cutter-it-journal/callforpapers02.html

Can IT Make or Break a Corporate Acquisition?

10 Jul 2008 15:27:39 GMT

Rasmussen, Dave | 10 July 2008 | Cutter IT Journal
Call for Papers
Below is the call for papers for the upcoming Cutter IT Journal issue Can IT Make or Break a Corporate Acquisition?, guest edited by Dave Rasmussen.
* Abstract Submission Date: 23 July 2008
* Articles Due: 29 August 2008

http://www.cutter.com/content-and-analysis/journals-and-reports/cutter-it-journal/callforpapers01.html

Core Change Principles

9 Jul 2008 15:24:37 GMT

Brosseau, Jim | E-Mail Advisors | 09 July 2008 | Cutter IT Journal

What we often call process improvement is actually change management. The fact that most process improvement initiatives fail or disappoint is primarily due to the lack of appreciation for what matters when attempting to drive change in an organization. It has nothing to do with suggesting new practices or telling people what to do.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080709.html

Protecting and Developing Your Company's Assets

2 Jul 2008 15:14:34 GMT

Fung-A-Fat, Mark | E-Mail Advisors | 02 July 2008 | Cutter IT Journal

What are your most valuable assets? For many companies, especially those in the knowledge-based industries, their first response is: "Our people are our most important asset(s)." Interestingly, while for many senior executives this idea may hold true, there is confusion between the business and technical staff in terms of how they -- IT staff members -- are viewed and treated. In a recent gathering I attended of several friends, all working in IT fields in various sized firms and industries, many of them reported that the general feeling in their areas was that IT staff members are treated as second-class citizens. If people are a company's most important asset, why do IT staffers feel alienated? Are they any less of an asset to a company than the business staff? Executives on both sides of the aisle are keenly aware of the cultural gap that exists between IT and the rest of the business; in many articles and publications, authors openly and frequently call for the CIO, the IT leader in many companies, to think and act more like a business partner than a technologist.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080702.html

The Transformation of the Enterprise Software Market

1 Jun 2008 15:54:04 GMT

Kellen, Vince | Journals | 01 June 2008 | Cutter IT Journal

The enterprise software market, including ERP, has undergone unprecedented consolidation in recent years. Oracle has gobbled up Seibel and PeopleSoft, while Microsoft has acquired Great Plains Software and continues to develop its CRM product line. The business intelligence space has seen a similar contraction. Where does this leave the enterprise software market, and is this transformation good for organizations?

In this issue, we'll tackle the wide-ranging issues surrounding the enterprise software space. You'll hear how Web-based Enterprise 2.0 technologies are taking on desktop-based ERP systems. You'll learn how to effectively predict the future life of a product line by detecting which of several common design patterns is present in an enterprise solution. And you'll discover which factors are driving organizations to adopt the SaaS model in ever-growing numbers. What's ahead for the enterprise software market? Join us to find out which way the wind is blowing.

http://www.cutter.com/itjournal/fulltext/2008/06/index.html

Delivering the Message: Positioning an Executive Technology Briefing

25 Jun 2008 17:29:37 GMT

Andriole, Stephen J. | E-Mail Advisors | 25 June 2008 | Cutter IT Journal

It's in our interest as technology professionals to deliver the right message to nontechnology folks in order to help them understand major technology trends, opportunities, and best practices. They also need to understand how technology organizes itself, technology adoption, and where computing and communications technology sit in their march toward perfect real-time transaction processing. So how might you position an executive technology briefing? You could start by saying that you are here today to do the following:

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080625.html

Getting Real with System Performance Testing

18 Jun 2008 15:49:28 GMT

Bailey, Duff | 18 June 2008 | Cutter IT Journal

If you've ever tried to prepare and serve a beloved family recipe for a large group -- say 25 people or more -- you've experienced the fundamental problem of system scalability. Processes and facilities that work fine at one level break down totally when the quantities are multiplied by 5 or 10 times. Ingredients don't mix properly, your pans or oven may be too small, cook times vary, and even if all goes well in the kitchen, the dish may be cold by the time it is served to most of the guests. Finally, the number of used plates may overwhelm one's dishwashing capacity, leaving no room or plates on which to serve dessert.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080618.html

How to Avoid a Crippling Compliment

11 Jun 2008 14:59:01 GMT

Phillips, Dwayne | 11 June 2008 | Cutter IT Journal

"Dwayne, you're good at taking an existing project and executing it. Jim is good at creating projects. I feel it is the best thing to team the two of you."

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080611.html

Project Negotiations: Moving the Herd

4 Jun 2008 14:25:41 GMT

Cohen, Moshe | 04 June 2008 | Cutter IT Journal

Getting a group of people to move together toward a common objective is never easy. As a project manager dealing with teams of people, each of whom represents different constituents, comes from a different point of view, and is trying to pursue a different set of interests, your task is formidable indeed. Project managers often focus more on task management than on leadership and on keeping track of deliverables and milestones rather than on building relationships and negotiating with their team members. Ultimately, the success of your project depends more on your ability to develop relationships, empower people to work toward a vision, motivate and channel people based on interests, and manage interpersonal dynamics.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080604.html

Project Management 2.0: Using Agile, Enterprise 2.0, and Other Modern Methods to Manage Today's Projects

1 May 2008 14:14:55 GMT

Thomsett, Rob | Journals | 01 May 2008 | Cutter IT Journal; Agile Project Management

In this issue of Cutter IT Journal , we discuss the complex issues surrounding project management in the new global environment. Discover how one IT executive is overcoming her PMO's "midlife crisis" by shifting its focus from project execution and metrics to portfolio oversight and business relationship management. Learn how your projects can reduce their "Feature-Time-to-Benefit" through a combination of lean, agile, and Toyota Production System (TPS)-inspired techniques. And hear from one author who relates "a typical agile failure story" and argues that we need to go beyond agile project management to ensure that the value project teams deliver represents coherent and complete content. Be sure to tune in - the project you save may be your own!.

http://www.cutter.com/content/itjournal/fulltext/2008/05/index.html

The Expert in the Enterprise (2.0)

28 May 2008 14:14:15 GMT

Choate, Mark | 28 May 2008 | Cutter IT Journal

Collaboration is overrated. Nevertheless, collaboration is the cornerstone of Enterprise 2.0. It is considered a truism that collaboration is good, that teams work better than individuals do, and that the brave new world of Enterprise 2.0 is a brave new world of democracy in the workplace, of institutionalized collaborative decision-making.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080528.html

Avoid `We Don't Have the Money' -- Focus on Value, Benefits

21 May 2008 14:21:10 GMT

Sisco, Mike | E-Mail Advisors | 21 May 2008 | Cutter IT Journal

The following is what you hear from almost every IT organization when you conduct an IT assessment:

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080521.html

Encouraging Effective Internal Consultants: Culture, Organization, and Politics

14 May 2008 19:51:52 GMT

Andriole, Stephen J. | 14 May 2008 | Cutter IT Journal

Consulting occurs in a context of sanity and insanity. We refer to this as "corporate culture," "political context," "the ranch," or some other metaphor that communicates instability and dysfunctionality. Murphy would remind us here that all organizations are pathological: it's just a question of degree.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080514.html

Finding a Home for the UI Designer

7 May 2008 19:13:08 GMT

Fung-A-Fat, Mark | 07 May 2008 | Cutter IT Journal

Despite the immense impact that the user interface (UI) design has on how IT applications are used, perceived, and judged, the discipline of UI design remains a stepchild within the software development process as practiced by most large companies. Typically, UI design is shoehorned between the requirements and design phases. Under great time pressure, a UI designer creates screen mock-ups and perhaps an interface specification that are meant to drive application design and coding. UI designers aren't happy with this arrangement, and complain that the requirements have already defined the UI and all they are doing is making it look pretty. Even as they do that, their output is often derided by application developers as being unworkable. Meanwhile, the sponsor sees the semifunctional mock-up as an indication that the job is almost done.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080507.html

To Build an EA, Start with Z Matrix

30 Apr 2008 22:23:52 GMT

Fung-A-Fat, Mark | 30 April 2008 | Enterprise Architecture; Cutter IT Journal

As technology continues to improve and advance, businesses are using software applications, components, and other technology tools once reserved for IT use in ways that IT departments sometimes have no control or even knowledge of. This ubiquitous adoption of technology at many levels within a company -- as well as the increasing complexity of internal systems, external partnerships, and shorter application-development cycles -- has left IT executives scrambling to find a solution to manage the enterprise technology roadmap. The proliferation of technology within many companies is not only a concern for IT executives, but also for many business executives who realize that in today's fast-paced digital culture, much of their key business processes and infrastructure is tenuously tied to the success or failure of their company's technical foundations.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080430.html

Emerge From Disaster Via Improved Communication

2 May 2008 22:04:16 GMT

Cohen, Moshe | E-Mail Advisors | 23 April 2008 | Cutter IT Journal

Disasters happen, and projects do go wrong. Very often this sets off a chain of events that causes more hardship down the line and incurs costs that someone will be looking to recoup. However, all too often, the distress of the situation blinds the people involved from the opportunities that remain to break new technological ground, introduce new products or capabilities to the market, and solve problems that could not be solved before. The question is whether the opportunities that remain outweigh the benefits of assigning blame and, if so, what steps need to be taken to nurse the project back to health.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080423.html

Business Intelligence: With or Without a Data Warehouse?

22 Apr 2008 21:59:05 GMT

Moss, Larissa T. | Journals | 22 April 2008 | Cutter IT Journal; Business Intelligence

After four decades of failing to manage data assets in an enterprise-wide fashion, organizations are suffering from data chaos. As a result, they are unable to determine the true value of their customers, gauge business unit and enterprise performance, react to market conditions quickly and accurately, and -- in some cases -- even stay in business. So how can IT best support business decision making in the current data morass? Must we commit to the painfully slow and costly process of building and maintaining a data warehouse (DW), or will that leave behind too many business units that need their data "yesterday"? If we attempt BI without a DW, will we simply spawn more BI silo applications, making our present data woes even worse? In this issue, we'll look at both sides of the BI debate.

Hear from one author who claims the "democratization" of BI has made the enterprise-wide DW irrelevant. You'll hear from others who predict "serious negative consequences" if organizations abandon the DW -- and argue that agile data techniques allow you to throw out the "bureaucratic bathwater" while keeping the DW "baby." Whether you consider the DW an unnecessary impediment or BI's best hope, you'll find plenty of thought-provoking discussion in this issue of Cutter IT Journal .

http://www.cutter.com/content/itjournal/fulltext/2008/04/index.html

Real-Time BI: Information Mashup Through SOA and Web 2.0 Technologies

2 May 2008 22:00:11 GMT

Radhakrishnan, S. | Journals | 22 April 2008 | Cutter IT Journal; Business Intelligence

Employing Google's Free-Time Policy in Your Business

16 Apr 2008 18:07:18 GMT

Phillips, Dwayne | E-Mail Advisors | 16 April 2008 | Cutter IT Journal; Agile Project Management

I have met many engineers, programmers, administrators, and others who have great imagination (I used to be one of them; sometimes I stray back into that fold). Ideas come to them, and they try those ideas. Sometimes, some of those brilliant ideas work right now in the system we are building. Often, however, that isn't the case. Poor odds don't deter these imaginative people. Close oversight is necessary; well, maybe not necessary, as there are other choices.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080416.html

What Are the Possibilities of Internet Social Media Analysis?

8 Apr 2008 15:26:18 GMT

Hall, Curt | E-Mail Advisors | 09 April 2008 | Cutter IT Journal

What if someone established a blog whose sole purpose was to engage disgruntled consumers in a running commentary about how lousy your company's customer service is and to tell people to "do themselves a favor" and avoid buying, banking, renting, etc., from your business? Or what about a video on YouTube that slams your company's product? Or a video about how environmentally unfriendly your SUV is because it is a "gas hog." Or how about a popular chat room where teenage girls are raving about one of your products -- a product that, though it's been on the market for some time, has just begun to experience increasing sales?

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080409.html

Business Architecture

1 Mar 2008 17:03:32 GMT

Orr, Ken | Journals | 01 March 2008 | Enterprise Architecture; Cutter IT Journal

Business architecture is the link between business and technology, current and future - especially future. In recent years, IT has been devoted to cutting costs and people. Today IT must show how it will add value and flexibility to the organization’s structure. With global competition on the rise, companies have to adapt to rapidly changing conditions - world-class, forward-looking IT is a necessity. Business architecture is a key tool for aligning technology with current/future business goals and aligning business with current/future technology opportunities. In this issue we'll examine business architecture, an IT issue that’s moving to the front burner in many organizations. Hear how the Wealth Management Group at Wells Fargo launched a highly successful business architecture program through a combination of BPM and “servant leadership.” Learn what attributes are required in a great business architect, whether you’re seeking the “horizontal” or “vertical” model. Discover how poorly aligned enterprise governance structures can hamper business architecture deployment - and how you can sidestep the problem by embracing collaborative governance. If you’re in the market for strategic transformation, don’t miss this issue of Cutter IT Journal.

http://www.cutter.com/itjournal/fulltext/2008/03/index.html

A Lean Approach to Master Data Management

26 Mar 2008 20:36:34 GMT

Bailey, Duff | E-Mail Advisors | 26 March 2008 | Cutter IT Journal; Business Intelligence

Enterprise IT leaders who seek customer value from a master data management (MDM) project [1] can find themselves in a Catch 22. They can't put all development on hold while they wait for a full enterprise data model to be developed and approved, yet they know anything that is developed in the interim will be subject to a costly, lengthy, and, quite possibly, ugly remediation when the new standard is available.

http://www.cutter.com/content/itjournal/fulltext/advisor/2008/itj080326.html