Organizations are now implementing more advanced intelligent virtual assistants and smartbots as part of their IPA efforts due to their ability to automate more comprehensive customer engagements. This Advisor explores the benefits and applications of AI in customer self-service applications.

Why do technology projects continue to fail at such an astounding rate? Why has the technical debt metaphor outgrown its original intent and evolved as a company-wide concern? Find out in this latest edition of The Cutter Edge!

Why do technology projects continue to fail at such an astounding rate? Why has the technical debt metaphor outgrown its original intent and evolved as a company-wide concern? Find out in this latest edition of The Cutter Edge!

The goal of the customer experience equation is to develop a connection. Connection is achieved through two factors. The first is content and represents the product or service that you sell. The second factor is context, which represents everything surrounding both your content and your cus­tomer.

The goal of the customer experience equation is to develop a connection. Connection is achieved through two factors. The first is content and represents the product or service that you sell. The second factor is context, which represents everything surrounding both your content and your cus­tomer.

This issue of CBTJ addresses the tactical, operational, strategic, and human reasons that allow technology projects to fail and offers guidance and solutions to mitigate the possibility of failure.

This issue of CBTJ addresses the tactical, operational, strategic, and human reasons that allow technology projects to fail and offers guidance and solutions to mitigate the possibility of failure.

Developing strategy requires all the skills possessed by competent, experienced enterprise architects, plus the ability to deal with uncertainty and ranges of responses. This Advisor explores how you can use scenarios — or stories — to describe various combinations of responses in order to work out the likely outcomes in each case.

Research establishing a link between analytics and business performance remains in a nascent stage, but the popular press is rife with examples of firms predict­ing the viewing and shopping habits of individuals, providing personalized healthcare-related services, and harnessing real-time agricultural data to increase productivity and efficiency. Nevertheless, when defined as the use of advanced mathematics to identify, explain, or predict patterns in data to improve confidence in business decision making to create value, the majority of analytics projects fail to deliver or have low success rates. This Advisor explores some of the reasons for that failure.

In this 4-hour virtual experience, you’ll discover — via case studies, analysis, anecdotes, and conversations with your peers from around the globe — how leaders are adapting more quickly than they ever imagined; the lessons they’ve learned in the last few years; why and how organizations intend — or don’t intend — to build them into the fabric of the organization; and what all this means for how you lead in the future.

Essential team conditions need to be set up well and are tenaciously difficult to fix later. Having the right talent is one such essential condition, but not all organizations are strategically ready for the problems of finding and selecting top talent, accurately understanding what roles that talent will fill, or building up their own leadership competencies internally.

The biggest challenge organizations face while starting an Agile transformation is not the learning, but the unlearning. This Advisor focuses on Agile anti-patterns around roles, events, artifacts, and overall cultural mindset.

Technology projects continue to fail at an astounding rate, and the number and cost of these failures are stunning. The contrib­utors to this issue of CBTJ refuse to give up and refuse to accept the notion that failure is a feature.

Technology projects continue to fail at an astounding rate, and the number and cost of these failures are stunning. The contrib­utors to this issue of CBTJ refuse to give up and refuse to accept the notion that failure is a feature.

Agility initiates and accepts changes to business processes, and artificial intelligence (AI) further enables agility by providing timely updates on the status of a business to facilitate decision making. This Advisor explores Agile principles and their corresponding impact on technology-driven change management.

Cutter Consortium Fellow Robert Charette starts off the issue by looking at failure through an incredibly intriguing lens: what if failure is "the desired outcome of an IT project development and that success is inadvertent"? He then proceeds to set the “conditions” necessary for the pursuit of failure. He then goes on to test — and largely confirm — his “cynical theory.”

Cutter Consortium Fellow Robert Charette starts off the issue by looking at failure through an incredibly intriguing lens: what if failure is "the desired outcome of an IT project development and that success is inadvertent"? He then proceeds to set the “conditions” necessary for the pursuit of failure. He then goes on to test — and largely confirm — his “cynical theory.”

Ralph Menzano takes us directly into the C-suite through a series of discussions he had with CIOs and other executives about why so many damn technology projects fail. His article probes some of the causes of failure often ignored by the research community.

Ralph Menzano takes us directly into the C-suite through a series of discussions he had with CIOs and other executives about why so many damn technology projects fail. His article probes some of the causes of failure often ignored by the research community.

The authors focus on the role that communication plays in technology project management. They suggest that many conventional problems as well as some more strategic ones can be reduced, if not solved, by developing a communication plan that spans the entire project lifecycle, beginning with the stakeholder communication strategy.

The authors focus on the role that communication plays in technology project management. They suggest that many conventional problems as well as some more strategic ones can be reduced, if not solved, by developing a communication plan that spans the entire project lifecycle, beginning with the stakeholder communication strategy.

Sridhar Deenadayalan offers a playbook in the form of five keys to a successful technology project. The strength of this article lies in its two-step approach to failure management. Problems are identified, then followed by specific actions, or “keys to success,” to address them.

Sridhar Deenadayalan offers a playbook in the form of five keys to a successful technology project. The strength of this article lies in its two-step approach to failure management. Problems are identified, then followed by specific actions, or “keys to success,” to address them.

Anjali Kaushik attempts to unfold the mystery of failed technology projects, with her examination dropping into the trenches. Her analysis is anything but conventional. She begins by looking at the necessity and meaning of process redesign. Kaushik’s advice to match technology projects to complementary assets and capabilities is especially helpful.

Anjali Kaushik attempts to unfold the mystery of failed technology projects, with her examination dropping into the trenches. Her analysis is anything but conventional. She begins by looking at the necessity and meaning of process redesign. Kaushik’s advice to match technology projects to complementary assets and capabilities is especially helpful.