There are changes ... lying ahead in every road And there are new thoughts ... ready and waiting to explode When tomorrow is today ... the bells may toll for some But nothing can change the shape of things to come

"The Shape of Things to Come" -- Max Frost & The Troopers

There are changes ... lying ahead in every road And there are new thoughts ... ready and waiting to explode When tomorrow is today ... the bells may toll for some But nothing can change the shape of things to come

"The Shape of Things to Come" -- Max Frost & The Troopers

In this webinar, back by popular demand, Cutter Senior Consultant Lynn Winterboer will show you how to write user stories for a DW/BI project, and she will explain how these user stories contribute to several key Agile principles.

In our previous Advisor in this series (see "Implementing the Integrative Framework, Part II -- Scalability"), we differentiated project scalability from organizational scalability. Project scalability addresses the ability to perform projects requiring large numbers of engineers; whereas organizational scalability is about instituting common development techniques (such as Agile) consistently across an organization. Both are important, but one should not be confused with the other. You need to consider quite distinct aspects, and initiate quite different actions for each. As discussed in the previous Advisor, we recommend that at any point in time you pursue only one of the two kinds of scalability.

This is the second in a series of three Executive Updates concerning key issues involving the infrastructure as a service (IaaS)1 model of cloud computing. Part I dealt with key contract issues associated with the purchase of IaaS offerings. Here in Part II, we discuss important intellectual property (IP) issues (trade secrets, copyright, and trademarks) that arise for businesses using IaaS.

This is the second in a series of three Executive Updates concerning key issues involving the infrastructure as a service (IaaS)1 model of cloud computing. Part I dealt with key contract issues associated with the purchase of IaaS offerings. Here in Part II, we discuss important intellectual property (IP) issues (trade secrets, copyright, and trademarks) that arise for businesses using IaaS.

In addition to the various consumer technology, enterprise IT, medical device manufacturers, and other health-related companies, there are a slew of startups that are focusing on developing mobile apps, wearable devices, smart clothing, and telemedicine services designed to support consumer-centric healthcare.

EA governance provides a common vision of the future, shared by all stakeholders, and guides in the selection, creation, and implementation of solutions driven by business requirements. It also serves as a means to control the growing complexities of technology by setting enterprise-wide standards for IT that can be leveraged. This Advisor discusses the critical, key roles that EA governance plays for transformation programs to be successful.

As automation increases, growing amounts of personal, social, and professional information are becoming available from social media networks such as LinkedIn and Facebook, which are now being drawn into a mechanical process. The amount of data available is prodigious, and online media continues to expand the reach of recruitment and the availability of candidate information.

As automation increases, growing amounts of personal, social, and professional information are becoming available from social media networks such as LinkedIn and Facebook, which are now being drawn into a mechanical process. The amount of data available is prodigious, and online media continues to expand the reach of recruitment and the availability of candidate information.

This interview with Bart Baesens takes a quick look at some of the issues covered in his new book "Fraud Analytics Using Descriptive, Predictive, and Social Network Techniques: A Guide to Data Science for Fraud Detection," written with Véronique Van Vlasselaer and Wouter Verbeke. 

This Executive Update looks at the vital factor of time in EA planning to demonstrate how an awareness of perceptions of time can improve EA development and discusses ways to recognize the most effective ways to make use of time.

In this day of technological sophistication, citing a router outage as the cause of a major failure is akin to a student explaining that "the dog ate my report." If the world is going to be depending on the Internet, it is going to have provide a management and communications capability that is worthy of its new-found charter.

Today you see "impediment management processes" defined at the enterprise level, usually based on Excel spreadsheets or your favorite trusted ticket system. Sometimes managers feel that it takes too long in their organization to remove impediments, so they set up an impediment Kanban system to reduce the lead time of the impediment removal. Am I the only one who thinks that something is wrong here?

Join Diana Larsen as she leads you through an overview of the process for planning, designing, and conducting a liftoff, with agile chartering at its core. 

In this recorded webinar Bob Charette discusses the steps makers and users of technology should be taking to offset what appears to be a rising backlash against automation.

In this recorded webinar Bob Charette discusses the steps makers and users of technology should be taking to offset what appears to be a rising backlash against automation.

In this on-demand webinar, Sara Cullen demonstrates how the items you believe are understood have a direct effect on your outsourcing arrangements' success.

Enterprise architecture (EA) has floundered in recent years as the topography of information technology itself has changed. We have moved into a more complex environment that is less easily subject to the kinds of rigid controls envisioned in the architecture concept. We have come to view EA as a static collection of plans and descriptions that do not directly correspond to business requirements. While numerous attempts have been made to salvage its image, the basic approach itself has been subject to questions of relevance.

This article discusses intelligent apps that offer good examples of how cognitive computing and other advanced analytics technologies can be applied to help organizations redefine customer engagement and assist both consumers and employees with making complex decisions.

It's not that the workers don't want to do the task. It's not that they lack effort. It may simply be that they are not competent in the skills required to get the job done. In this Executive Update, we explore proactive ways management can deal with incompetence.

Agile development began its evolution at the development team level. However, the growing visibility of Agile methods has created a new set of issues that focus on the question, "How do we move from Agile projects to Agile organizations?" Today's executives must understand how Agile development affects their organizations, methodologies, and overall project governance.

The concepts and practices of Agile software development and project management are not limited to development teams; in fact, executives must understand how Agile development affects their organizations, methodologies, and overall project governance. This Executive Report presents a framework for addressing these enterprise issues.

As big data and analytics move into more diverse applications, across different usage types and different industries, it becomes increasingly important to categorize the analytic processes themselves. The progress of digital business means that processes applied in one realm are easily transferred to another -- provided that the operational similarities can be uncovered. This demands a more inclusive taxonomy, as we explore in this Executive Update.

As big data and analytics move into more diverse applications, across different usage types and different industries, it becomes increasingly important to categorize the analytic processes themselves. The progress of digital business means that processes applied in one realm are easily transferred to another -- provided that the operational similarities can be uncovered. This demands a more inclusive taxonomy, as we explore in this Executive Update.