An examination of the different types of social media analysis practices helps provide a better understanding of their technical capabilities and where they fit in regard to enterprise social analytics needs, as well as how the application of the technology is evolving. There are essentially three main categories of social media analysis practices: social media monitoring, social media listening, and social business analytics. Each provides for increasingly sophisticated analysis of social media data, and each requires the application of increasingly sophisticated technology.

An examination of the different types of social media analysis practices helps provide a better understanding of their technical capabilities and where they fit in regard to enterprise social analytics needs, as well as how the application of the technology is evolving. There are essentially three main categories of social media analysis practices: social media monitoring, social media listening, and social business analytics. Each provides for increasingly sophisticated analysis of social media data, and each requires the application of increasingly sophisticated technology.

This Executive Report explores some simple actions to alter your thinking and ultimately improve your approach to getting the right things done. The report discusses two of the most common and far-reaching oversights made by today's CIOs: how we frame the situations we're faced with and how we decide. Every decision we make is greatly impacted by these two tasks.

Today's customer is experienced, knowledgeable, demanding, and willing and able to defect to another company at the drop of a credit card. Frustrating customer experiences are rooted in customer-facing services designed from the inside (them)-out (you), absent of what's important to the customer, and more concerned with cost containment than with revenue opportunity.

Today's customer is experienced, knowledgeable, demanding, and willing and able to defect to another company at the drop of a credit card. Frustrating customer experiences are rooted in customer-facing services designed from the inside (them)-out (you), absent of what's important to the customer, and more concerned with cost containment than with revenue opportunity.

This Executive Update -- the final in a four-part series -- focuses on survey findings pertaining to the IoT, including how organizations view the IoT in terms of importance, IoT technologies that organizations deem most important for their business, and organizational support for wearable devices.

This Executive Update -- the final in a four-part series -- focuses on survey findings pertaining to the IoT, including how organizations view the IoT in terms of importance, IoT technologies that organizations deem most important for their business, and organizational support for wearable devices.

In this Executive Update, we take a look at application development challenges facing Jake, an inexperienced Agile coach. We then review some ideas and retrospective practices that will help Jake overcome these obstacles and successfully fill his new role as an Agile leader.

Google Executive Chairman Eric Schmidt told reporters at the most recent World Economic Forum in Davos-Klosters, Switzerland, that he saw the Internet disappearing over the next few years. What Schmidt was talking about, I believe, is not so much that the Internet's physical underlying structure would disappear but that the Internet would become so ubiquitous that it would be invisible.

Characterizing projects by innovation is useful because it sheds light on the nature of work to be done no matter what the size of the effort.

There are many bookish definitions of architecture out there that speak of systems and components swirling around in complex interactions, and of the need to describe the organization, structures, patterns, and principles that underlie the dynamics of all this. The task of understanding and describing falls squarely on the architect's shoulders. But architects do more than description; architects also create new patterns of organization, intended to enable a move toward a better state for the business.

In the era of big data, where assumptions are being challenged in all areas related to analytic processing, it is no surprise that new concepts should emerge to challenge the central role of the data warehouse in BI. The most recent is the data lake, which is viewed as a centralized repository of unstructured data held for processing by Hadoop and meeting the diverse needs of big data analysis. The data lake, like so many concepts in our industry, is currently undergoing subtle change as new technologies evolve to extend, fortify, and capitalize on the need that it is designed to fill.

In the era of big data, where assumptions are being challenged in all areas related to analytic processing, it is no surprise that new concepts should emerge to challenge the central role of the data warehouse in BI. The most recent is the data lake, which is viewed as a centralized repository of unstructured data held for processing by Hadoop and meeting the diverse needs of big data analysis. The data lake, like so many concepts in our industry, is currently undergoing subtle change as new technologies evolve to extend, fortify, and capitalize on the need that it is designed to fill.

William M. Ulrich uncovers the areas where IT will benefit most from a clearly articulated business architecture.

David Miller and Mark Woodman sketch out the Business and IT Relationship Model (BITRM) They introduce important concepts related to agility, governance, and management, tying it all together in the BITRM to prompt a change in the way we think about the nature of the business-IT union. This in turn leads to a new IT delivery model and a new way of IT management based on a total business experience.

David Miller and Mark Woodman sketch out the Business and IT Relationship Model (BITRM) They introduce important concepts related to agility, governance, and management, tying it all together in the BITRM to prompt a change in the way we think about the nature of the business-IT union. This in turn leads to a new IT delivery model and a new way of IT management based on a total business experience.

Andrew Guitarte never once promotes business architecture in this article. Instead, he introduces this subject as a given, weaving a tale about the "wicked problem" of portfolio management, and proceeds to employ the artifacts of business architecture as the means to tame this organizational monstrosity.

This article highlights a visible and real force -- Agile -- that is sometimes at odds with the notion of architecture. Author Daniel Horton, an Agile practitioner, speaks from experience, pointing out how architecture is sometimes completely absent from Agile projects. He also discusses situations where architecture exists but may as well not, seeming to operate in a parallel universe of its own.

This article highlights a visible and real force -- Agile -- that is sometimes at odds with the notion of architecture. Author Daniel Horton, an Agile practitioner, speaks from experience, pointing out how architecture is sometimes completely absent from Agile projects. He also discusses situations where architecture exists but may as well not, seeming to operate in a parallel universe of its own.

This article tackles the how-to of architecture governance. Mohan Babu K provides a veritable cookbook, chock full of frameworks and matrices, to help enterprises think through the various aspects of setting up an architecture review board, which is one of the most important components of architecture governance. Along the way, he draws out lessons from an actual implementation that he carried out for his company. If you are looking to set up or review your architecture review board, this article provides valuable guidance.

This article tackles the how-to of architecture governance. Mohan Babu K provides a veritable cookbook, chock full of frameworks and matrices, to help enterprises think through the various aspects of setting up an architecture review board, which is one of the most important components of architecture governance. Along the way, he draws out lessons from an actual implementation that he carried out for his company. If you are looking to set up or review your architecture review board, this article provides valuable guidance.

This article starts with a view of the digital society that is emerging and paints a picture of a "new style of IT." How can architecture deal with all this disruption? Peter Beijer describes the changes needed in the architecture function, in the discipline, and in the very profession itself. His article underscores that business architecture is an imperative, that a common language is needed to bridge the business-IT divide, and that architecture needs to be refocused as "a strategic instrument."

This article starts with a view of the digital society that is emerging and paints a picture of a "new style of IT." How can architecture deal with all this disruption? Peter Beijer describes the changes needed in the architecture function, in the discipline, and in the very profession itself. His article underscores that business architecture is an imperative, that a common language is needed to bridge the business-IT divide, and that architecture needs to be refocused as "a strategic instrument."