This Executive Update centers on recent Cutter survey findings pertaining to the domains and industries where blockchain technology will have the most significant impact.

This Executive Update centers on recent Cutter survey findings pertaining to the domains and industries where blockchain technology will have the most significant impact.

In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The earned value management (EVM) method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects. (Register for the complimentary How to Use EVM for Agile Projects webinar series now.)

If the right measures are put in place, following the digital trace enables transparency, traceability, and objective insight.

The ease of obtaining, copying, and implementing digital assets means that there is potential for rapid changes in nearly all disruptive business models. This ability to change rapidly is reflected in the enterprise architecture itself, which tends to be relatively simple, modular, and responsive.

Blockchain technology is gaining momentum as a way to build digital rights management (DRM) systems.

To prepare for a recent talk on work-in-process (WIP) limits, I looked into the history of Henry Ford. Ford was one of the most influential pioneers of what we today call “Lean” or “Kanban.” He was the pioneer of almost all of our current industry thinking and was an original thought leader in how modern practitioners put to use Agile software development. What struck me most about Ford was how he exemplified the thinking processes behind the Theory of Constraints (TOC) in most of his actions.

For most insurance companies, now is the time to begin experimenting with AI, learning about what it can do and what will be involved in supporting and maintaining AI-based apps. 

Business architecture provides a basis for defining the target-state IT architecture necessary to move the business toward a cognitive enterprise. 

Innovative applications that embrace new technologies are fraught with risks, which require innovative approaches for their handling. This Advisor explores some of the risks and challenges in applying the Internet of Things (IoT) and cloud in the business space and discusses challenges that arise due to lack of interoperability and some practical standards in the IoT and cloud space.

Change does not happen overnight. The obvious differences between digital leadership qualities and ways of working and traditional process-oriented cultures can lead to a number of conflicts. Digital leaders have to deal with these conflicts to be successful in their journey, making tradeoffs that are likely to yield the most value. This Advisor highlights some of the key implicit conflicts and possible tradeoffs that digital leadership can consider.

Mutual respect is one of the core attributes an Agile organization needs to develop. It is the foundation to establishing a common vision between management and staff.

Introducing an enterprise architecture (EA) that enables digital business strategies poses challenges for startups. In this article, I discuss how a startup’s culture plays a part in overcoming these difficulties, outline the steps involved in adopting an EA framework, and show how implementing an EA practice can help such businesses evolve.

An organization with an established business architecture practice can greatly accelerate and improve the results of its digital transformation — because of the enterprise framework and the cohesive strategy execution approach that are inherent to business architecture.

An organization with an established business architecture practice can greatly accelerate and improve the results of its digital transformation — because of the enterprise framework and the cohesive strategy execution approach that are inherent to business architecture.

The single most important process change that you can make in “climbing the ladder” from a tactical EA program to a strategic one is to connect business architecture with the PMO.

What is the correlation between the business or operating model and the enterprise architecture? What are the pros and cons of the various enterprise patterns that are a response to these changes? The authors in this issue of CBTJ offer practical answers, ideas, and advice to help you and your EA practice respond to the immediate digital challenge. However, enterprise architecture should also consider the larger future.

What is the correlation between the business or operating model and the enterprise architecture? What are the pros and cons of the various enterprise patterns that are a response to these changes? The authors in this issue of CBTJ offer practical answers, ideas, and advice to help you and your EA practice respond to the immediate digital challenge. However, enterprise architecture should also consider the larger future.

Supply chain/logistics meet most of the criteria required for a domain or application area when it comes to suitability for applying blockchain technology.

Whether we choose to face it or not, digital disruption is here to stay. Whether we choose to accept it or not, digital disruption will affect every enterprise.

Whether we choose to face it or not, digital disruption is here to stay. Whether we choose to accept it or not, digital disruption will affect every enterprise.

Analysis is, in general, a critical part of every project. Most commonly, however, that analysis is conducted at the beginning of a project. In this article, we explore the benefits of the post-implementation analysis of bots/robotics process automation (RPA) flow.

The philosophy is simple: always seek reality. A reality-based plan and reality-based status reports are vital to optimizing performance in your organization.

Confused and confusing conversations centered on “process” occur frequently at organizations large and small, with process efficiency, process governance, and process adoption all suffering as a result. It’s vital, therefore, to take the time to understand the root cause of the confusion and help people grasp the needs and perspectives of the other stakeholder groups.

Sooner or later, all industries will be impacted by digital disruption.