Architecture, to be complete, needs to be able to pan and zoom in and out across the space occupied by the enterprise. That is the focus for this Executive Update.

For organizations considering the selection of a COTS business process management system (BPMS), this decision is not just a product choice, but an immediate determination about delivery. For many reasons, the cloud seems to be in the mix of these decision points, adding yet another dimension to the complexity of the decision.

For organizations considering the selection of a COTS business process management system (BPMS), this decision is not just a product choice, but an immediate determination about delivery. For many reasons, the cloud seems to be in the mix of these decision points, adding yet another dimension to the complexity of the decision.

This workshop discusses how to establish and map formal blueprints of your business and IT architectures and use these blueprints to interpret strategy, craft roadmaps, allocate funding and establish and govern project deployments.

In this one-day workshop, William M. Ulrich delivers a comprehensive, industry-proven approach to building a business architecture that will help you turn business strategy into actionable results. At the end of this workshop, you’ll have gone through the basic steps of establishing your foundational business architecture, which includes a capability map, value streams, organizational map, information map and related, hybrid blueprints.

One of my favorite professors in school used to say that "the sloppy use of words can lead to sloppy thinking."

Bifurcation of knowledge is a fact of life in most hierarchies. People at the top understand the context. Founders, the first 15 employees, and key managers know the business, the market, the product, the customers. They hold the financial information about how the company makes money and the current financial status. Since they hold this info, they also know what the company should do -- on a strategic and tactical level. Knowledge flows down, but mostly on a "need to know" basis -- a trickle, not a torrent.

This Executive Update provides insight into how some organizations approach “creatively destructing” existing teams and creating Agile’s The Team to make it a success; how to construct The Team in terms of deciding how many developers and QA team members to have on it; how to approach quality; and who should be testing what on The Team.

A time horizon is a point of time in the future at which the EA process or its outcomes are achieved or evaluated. This is sometimes referred to as the planning horizon. Sometimes this is a relatively short time in the future and sometimes it is a much longer period. Generally speaking, EA needs to consider a mix of different time scales. Short term can be regarded as looking less than two years into the future. Medium term is often seen as a two- to five-year time horizon. And long term is five years or more.

Join Senior Consultant James Mitchell  to explore why IT consumers should embrace trends toward commoditization of IT in order to access the ultimate in cloud procurement flexibility.

Mobile connected devices, smart clothing, and advanced analytics are now being used in the treatment and management of chronic diseases and debilitating injuries. We are also seeing considerable activity among companies developing platforms for remote patient monitoring (RPM).

Mobile connected devices, smart clothing, and advanced analytics are now being used in the treatment and management of chronic diseases and debilitating injuries. We are also seeing considerable activity among companies developing platforms for remote patient monitoring (RPM).

The critical 20th-century management skill -- making things and people fit into systems that execute efficiently -- will inevitably be transcended by a different 21st-century critical management skill: creating the conditions in which people of widely varying backgrounds, behaviors, and inclinations can maximize their particular contributions to economic value. This is certainly happening in most firms in developed economies, yet most managers (especially IT managers) have not yet come to grips with it.

The critical 20th-century management skill — making things and people fit into systems that execute efficiently — will inevitably be transcended by a different 21st-century critical management skill: creating the conditions in which people of widely varying backgrounds, behaviors, and inclinations can maximize their particular contributions to economic value. This is certainly happening in most firms in developed economies, yet most managers (especially IT managers) have not yet come to grips with it. With this Executive Report, we move away from our usual format and revisit an "ahead of the curve" Council Opinion by the Cutter Business Technology Council, which highlights what has now become a major corporate movement.

As we explore in this Executive Update, various standards organizations are working to establish common frameworks, platforms, and protocols intended to ensure widespread interoperability and connectivity among IoT products targeted at various domains, such as smart homes, connected cars, smart grid/energy, industrial systems, smart cities, and healthcare.

As we explore in this Executive Update, various standards organizations are working to establish common frameworks, platforms, and protocols intended to ensure widespread interoperability and connectivity among IoT products targeted at various domains, such as smart homes, connected cars, smart grid/energy, industrial systems, smart cities, and healthcare.

The advent of software-defined infrastructures (SDIs) brings to hardware many of the known problems of software: since software is invisible, it is not bound to physical constraints and can become much more complex than hardware.

In one open enrollment Lean software development class I taught, two participants were the development manager and manager of project managers of a very successful company that built sophisticated websites for other companies. They were currently at about 100 developers and growing rapidly. As successful as they were, the company had a serious technical problem -- about 5% of their installations would fail in the field and have to be fixed, causing about a 20% hit to the company's development effort.

If we view the practice of architecture as a business, then innovation at the business level recurses into innovation of the underlying business of architecture, so that the broader business is positioned to innovate.

A discussion of wearables really needs to be separated into at least two parts from the start. There is the fashion element, and how anything affixed to the person becomes a badge of class, status, or coolness; and there is the sensor/utility function, which is of greatest amusement to technophiles. 

A discussion of wearables really needs to be separated into at least two parts from the start. There is the fashion element, and how anything affixed to the person becomes a badge of class, status, or coolness; and there is the sensor/utility function, which is of greatest amusement to technophiles. 

Members of the Cutter team can assess and analyze your governance processes and craft solutions that are tailored to your organization's profile and nuances. Such solutions will enable you to maximize the value your IT team's services contribute to the success of the enterprise.

It doesn't take much to nurture innovation. Our primary role in the executive suite is to get out of the way.

What makes a good PMO great? This Advisor covers a short list of items; there are many overall ingredients that go into a great PMO. 

GE has offered its Predix software platform for building industrial Internet and Internet of Things (IoT) applications for several years now. And GE has used Predix to build custom applications for its industrial clients, as well as to develop a line of industry and domain-specific IoT solutions it markets to customers.