The uncertain future of cloud computing and the plethora of frowny CIO faces of a couple years ago are rapidly giving way to the acceptance -- if not embracing -- of infrastructure as a service (IaaS), at least among IT leaders. The good news is that this shift is without the typical knee-jerk and shallow skepticism or naive Panglossian enthusiasm for the next new thing. This mental shift is tempered, real, and comes with more "buy" questions than "hold" or "sell" ones.

The uncertain future of cloud computing and the plethora of frowny CIO faces of a couple years ago are rapidly giving way to the acceptance -- if not embracing -- of infrastructure as a service (IaaS), at least among IT leaders. The good news is that this shift is without the typical knee-jerk and shallow skepticism or naive Panglossian enthusiasm for the next new thing. This mental shift is tempered, real, and comes with more "buy" questions than "hold" or "sell" ones.

As a senior manager, you set priorities and determine whether these recommendations are implemented. Ensure all parties engage and coordinate to get data quality the attention it needs at the right time and place in the project. In this Advisor, we highlight some best practices for collaboration.

To begin, you must understand how your data knowledge network affects project management:

A curious thing happens when an EA team adopts a particular framework -- it takes on the preconceptions of that framework. This broadly means that companies adopting TOGAF assume a process-driven approach to EA, while those using the Zachman Framework embrace a more content-driven style.

Lately mobile security has reached a new level of public attention due to celebrity-related privacy violations, and for very good reason. Our mobile devices are becoming ever more critical to our everyday lives and hold the keys to an increasingly rich vein of all manner of sensitive data -- both personal and professional.

Lately mobile security has reached a new level of public attention due to celebrity-related privacy violations, and for very good reason. Our mobile devices are becoming ever more critical to our everyday lives and hold the keys to an increasingly rich vein of all manner of sensitive data -- both personal and professional.

Innovation has become accepted as central to competiveness in today's world, both in new product development and in enhancement of internal processes. Companies struggle with innovation, and there have been numerous attempts to regularize and program it. But the development of truly breakthrough ideas is difficult, and recognizing them when they do arrive can be harder still.

Innovation has become accepted as central to competiveness in today's world, both in new product development and in enhancement of internal processes. Companies struggle with innovation, and there have been numerous attempts to regularize and program it. But the development of truly breakthrough ideas is difficult, and recognizing them when they do arrive can be harder still.

 The only thing you can be sure of when speaking to someone else about SRM is that he or she will think it's something different than what you mean. This leads to our first trap in Part I of this two-part Executive Update series on SRM tricks and traps at the conceptual level. What is the purpose of SRM? Is it to have good relationships? To collect data? To foster innovation?

The news of the past few months has been more than a little alarming. Ebola crosses into the US. Rioters take hold of Ferguson, Missouri. The stock market plunges, and plunges again. Watching the news of ISIS (or ISIL, if you prefer), the beheadings, and the imminent threats to any semblance of world peace can make you want to hide under the covers and stay in bed. Is there anything that those in the executive suite can do in this situation? YES! And it doesn't involve profiteering on the backs of tragedy after tragedy. It involves a simple message of sanity and hope.

As a coach, it can be frustrating to hear someone want to stop the conversation, which is what invoking the 'real world' often does. Yet it's also an indication that the person or group has other issues that are causing them to lose sleep.

This is a story about developing software, getting things done, and delighting customers. It turns out that the heart of the story is one that embodies Agile principles.

In this article, I take a stroll down memory lane, looking back on many of the traditional and Agile projects that I worked on and trying to determine what made them successful. I have boiled it down to some of the key practices we used on these projects and made links between these best practices and what I teach teams every day working as an Agile coach.

Each project within each software development organization is subject to constraints imposed by the project's reality. For instance, a problem my colleagues and I have studied is the impact of Agile practices in global software development. 2 In global software development environments, teams are distributed, cultures are different, and the customer can usually only be at one location at a time. Does this mean that these projects cannot be Agile?

The bad news: there is no one right way to be Agile.

No project manager would deliberately make an irrational decision. The issue arises when we mistakenly believe we are making a rational decision when in fact it's a biased one. The following examples are just a few of the unconscious biases that can potentially lead to irrational decisions.

A natural human propensity causes us to approach new technology with old thinking, which significantly slows the rate at which we truly take advantage of the change. In this Advisor, we analyze this syndrome -- which I call the "Technology 1.0 Syndrome" -- and discuss how to break out of it in the case of mobile computing technology.

In this on-demand webinar, Cutter Senior Consultant Dave Frankel discusses how some proactive architectural coordination can prevent Agile teams with fluid requirements from producing software silos that don't integrate well with each other.

This article is based on a briefing I had with Sensoria CEO Davide Vigano. Part I covered the company's platform, combining textile and traditional sensors and mobile and cloud technologies to enable manufacturers to create biometric-sensing garments with sensors embedded directly within the fabric of clothing (see "Sensoria, Biometric-Sensing Fabric, and Wearable Technologies, Part I").

This article is based on a briefing I had with Sensoria CEO Davide Vigano. Part I covered the company's platform, combining textile and traditional sensors and mobile and cloud technologies to enable manufacturers to create biometric-sensing garments with sensors embedded directly within the fabric of clothing (see "Sensoria, Biometric-Sensing Fabric, and Wearable Technologies, Part I").

Although the growth of the Internet and e-commerce has opened a new universe of opportunities for business, this new world has its share of legal perils. Occasionally, the focus on outside perils causes companies to overlook the perils that come from a very "inside" source -- the company's own employees.

Although the growth of the Internet and e-commerce has opened a new universe of opportunities for business, this new world has its share of legal perils. Occasionally, the focus on outside perils causes companies to overlook the perils that come from a very "inside" source -- the company's own employees.

Although the growth of the Internet and e-commerce has opened a new universe of opportunities for business, this new world has its share of legal perils. Occasionally, the focus on outside perils causes companies to overlook the perils that come from a very "inside" source -- the company's own employees.