In this issue, we revisit the topic of real-time data. First, we have a fresh set of data, made more useful by the fact that we can compare it historically to the previous survey. Second, we have a solid "bird's eye" view of the DDS space through the high-level conceptual framework articulated by Federico and Gabe. And, third, we have a very pragmatic "nuts and bolts" view of the same space from Manjunath.

By focusing merely on Big Data, you may be missing the real revolution — digital data streams (DDS). The reason DDS is easy to miss is that it's like Big Data, but it's the dynamic dimension of Big Data — and in motion.

By focusing merely on Big Data, you may be missing the real revolution — digital data streams (DDS). The reason DDS is easy to miss is that it's like Big Data, but it's the dynamic dimension of Big Data — and in motion.

Recently, with the availability of real-time digital data streams (DDS) and the so-called Big Data that can potentially provide valuable data for an organization, we are witnessing a major transformation in the dynamics of the data-based, decision-making phenomenon. Real-time DDS consists of data that is continuously delivered immediately after creation or collection, which organizations can utilize in real time. Often, with this type of data — described as unstructured or semistructured, high volume, and high velocity — there is a minimal or zero time delay in its streaming. Through insights from the latest CBR survey results, this article examines the challenges related to value creation using real-time DDS as well as the readiness levels of responding organizations.

Recently, with the availability of real-time digital data streams (DDS) and the so-called Big Data that can potentially provide valuable data for an organization, we are witnessing a major transformation in the dynamics of the data-based, decision-making phenomenon. Real-time DDS consists of data that is continuously delivered immediately after creation or collection, which organizations can utilize in real time. Often, with this type of data — described as unstructured or semistructured, high volume, and high velocity — there is a minimal or zero time delay in its streaming. Through insights from the latest CBR survey results, this article examines the challenges related to value creation using real-time DDS as well as the readiness levels of responding organizations.

I finished my introduction to this issue with reference to Larry Keely's triad for technology product success: desirability, feasibility, and viability. Drawing on the rich material provided from Federico, Gabriele, Manjunath, and, of course, our survey respondents, I'd like to wrap up with a brief look at these concepts in more detail.

I finished my introduction to this issue with reference to Larry Keely's triad for technology product success: desirability, feasibility, and viability. Drawing on the rich material provided from Federico, Gabriele, Manjunath, and, of course, our survey respondents, I'd like to wrap up with a brief look at these concepts in more detail.

This survey examined the business uses of real-time data and organizations' readiness to exploit real-time digital data streams. More than half (67%) of the 117 responding organizations are headquartered or based in Europe, with 19% in North America, 6% in the Middle East, 5% in Asia/Australia/Pacific, and the remainder elsewhere in the world.

This survey examined the business uses of real-time data and organizations' readiness to exploit real-time digital data streams. More than half (67%) of the 117 responding organizations are headquartered or based in Europe, with 19% in North America, 6% in the Middle East, 5% in Asia/Australia/Pacific, and the remainder elsewhere in the world.

Best practices are prescriptive, and Agile development opposes prescription. So, in this sense, there are no Agile best practices. Managers faced with a need to impose new processes are always in search of guidance, however, and need to know that they are doing what they have set out to do -- or at least are on track to do so. Guidance, whether it is called "best practices," "good things to do," or "useful approaches," is still necessary.

As noted in Part I of this Advisor, the idea of riskfare itself isn't new (although I think I may be the first to use the term); the concept has been radically transformed over the last 60 years in light of the development of modern portfolio theory and behavioral economics.

As noted in Part I of this Advisor, the idea of riskfare itself isn't new (although I think I may be the first to use the term); the concept has been radically transformed over the last 60 years in light of the development of modern portfolio theory and behavioral economics.

One of the most influential talks of my career was an internal talk Cutter Fellow Tom DeMarco gave about 20 years ago at the company I worked for at that time. "On Beyond Zebra" was its title and it was about politics in organizations.

Companies today require both an enduring focus on continuous improvement and an organization-wide emphasis on exceeding customer expectations to achieve operational

Companies today require both an enduring focus on continuous improvement and an organization-wide emphasis on exceeding customer expectations to achieve operational

Global competition and unprecedented transparency are driving the need for organizations to become more operationally excellent.

Global competition and unprecedented transparency are driving the need for organizations to become more operationally excellent.

In a 2012 Cutter IT Journal article entitled "Business Capability Architecture Is the Tie that Binds All," Andrew Guitarte discussed how to use business capabilities to improve efforts related to business strategy, enterprise change, and project portfolio prioritization. We concur that strategy, enterprise change, and portfolio management are managed more effectively using business architecture, and agree that capabilities are a component of business architecture.

The Middle Ages used a phrase to describe a term that was not meaningful as "a distinction without a difference." Oftentimes, in the desire to catch a technological/marketing wave, salespeople and consultants overuse terms coined to describe one thing to mean something entirely different.

The Middle Ages used a phrase to describe a term that was not meaningful as "a distinction without a difference." Oftentimes, in the desire to catch a technological/marketing wave, salespeople and consultants overuse terms coined to describe one thing to mean something entirely different.

We must refrain from the male altogether.

So spoke Lysistrata, the heroine main character in Aristophanes's circa 410 BC comedic play of the same name, who forms an alliance among the women of Greece in which they agree to withhold sex from their husbands until the men decide to end the Peloponnesian War.

We must refrain from the male altogether.

So spoke Lysistrata, the heroine main character in Aristophanes's circa 410 BC comedic play of the same name, who forms an alliance among the women of Greece in which they agree to withhold sex from their husbands until the men decide to end the Peloponnesian War.

"Context over content" is a good metaphor to keep in mind when considering a technical debt assessment, reduction, and prevention engagement. Specific patterns in your code and the intricacies of your programming environment are paramount factors in determining how general insights will be turned into actions. In other words, it is unlikely that a technical debt engagement in your company will evolve along similar lines to those taking place in your competitor's "shop" down the street.