The option of using on-demand and cloud-based BI and data warehousing (DW) solutions is causing some end-user organizations to forego or reconsider renewing some of their existing BI/DW software licenses. At this time, however, this trend is limited.

We all know by now that the relationship between the parties of an outsourcing contract is paramount to the success of the deal. While there is a fair bit of advice out there, it is mainly process-oriented (e.g., communicate frequently, plan together, have improvement workshops). But what if you genuinely do not like your counterpart on the other side?

I disagree with the premise that prosperity breeds innovation and scarcity kills it. People innovate when there is a need to find a new or better way to do something. The decline in our economy has created a tremendous need for everyone to find innovative ways to prosper with less.

I disagree with the premise that prosperity breeds innovation and scarcity kills it. People innovate when there is a need to find a new or better way to do something. The decline in our economy has created a tremendous need for everyone to find innovative ways to prosper with less.

While organizations seem intent on adopting methodologies, the diversity in the tools they choose to apply to support them is virtually limitless.

Remember ^KB, ^KK, ^KC, ^KV, and ^KY? These are the WordStar commands for marking, copying, moving, and deleting blocks of text. For those old enough to remember, WordStar was the dominant word-processing software in the early 1980s that was dead by the early 1990s.

Remember ^KB, ^KK, ^KC, ^KV, and ^KY? These are the WordStar commands for marking, copying, moving, and deleting blocks of text. For those old enough to remember, WordStar was the dominant word-processing software in the early 1980s that was dead by the early 1990s.

In Part II of this series (see "Managing the Complete Product Lifecycle, Part II: The Technical Product Manager," 3 June 2009), we talked about the product manager role that is primarily focused on the technical integrity of the product.

Recently, we've written about some core strategies that help ensure the success of enterprise architecture, such as developing key EA capabilities (see "Six Key Capabilities on Road to EA Success," 18 March 2009) and employing an iterative and incremental approach to EA programs (see "Take Iterative Steps: Start Small, Empower Team Via Vision, Value," 29 April 2009).

What do you know about Ada Lovelace? You might know that she was the only child of the poet Lord Byron -- actually, her biography says the only legitimate child (apparently, the lord was quite a philanderer). You might also know that Ada Lovelace was the very first software programmer.

I've been thinking a lot about the possibilities offered by adding a "social layer" to an organization's BI environment. I'm talking about combining social computing concepts (blogs, wikis, and social networking) with BI capabilities (query, reporting, dashboards, and analysis).

I've been thinking a lot about the possibilities offered by adding a "social layer" to an organization's BI environment. I'm talking about combining social computing concepts (blogs, wikis, and social networking) with BI capabilities (query, reporting, dashboards, and analysis).

Many information security and privacy practitioners spend a lot of time thinking up hypothetical situations to use in training content for information security and privacy as well as awareness communications. What a waste of valuable time! All you need to do is scan the headlines for a few minutes, and you're sure to find many security and privacy incidents that have occurred throughout the world.

It's no secret that these are tough times. Technology budgets are being slashed over and over again. CFOs are running wild, attacking every budget that cannot be justified logically, financially, and politically. If the ROI is not bulletproof, it's not real.

It's no secret that these are tough times. Technology budgets are being slashed over and over again. CFOs are running wild, attacking every budget that cannot be justified logically, financially, and politically. If the ROI is not bulletproof, it's not real.

Making business decisions is never easy. It becomes progressively more complicated as those around us offer their "two cents' worth" about how we should act or what practices we should adopt. And the sheer number of those around us sometimes means that we receive input from a host of different parties, all with different perspectives.

This past week, a number of intersecting risk-rich related news stories caught my eye. First, there was the ongoing investigation into the loss of Air France Flight 447 and its 228 passengers and crew.

This past week, a number of intersecting risk-rich related news stories caught my eye. First, there was the ongoing investigation into the loss of Air France Flight 447 and its 228 passengers and crew.

This past week, a number of intersecting risk-rich related news stories caught my eye. First, there was the ongoing investigation into the loss of Air France Flight 447 and its 228 passengers and crew.

"Take as much of the world's knowledge as possible and make it computable"

-- Stephen Wolfram

"Alpha now makes it possible for PhD students to cheat on their homework."

-- Heard at Semantic Technology Conference

"Take as much of the world's knowledge as possible and make it computable"

-- Stephen Wolfram

"Alpha now makes it possible for PhD students to cheat on their homework."

-- Heard at Semantic Technology Conference

Design notations, such as UML, and long-lived design documents have at least one advantage: if you're overseeing the work of a software team, they are tangible, auditable deliverables that allow you to assess the team's design practices. You may, however, find this assessment more difficult to make if you're dealing with an agile team. For one thing, there is a widespread perception that agile approaches frown on documentation and prefer direct communication -- which leaves no written trace.

The classic business case focuses on projects, portfolios, and strategies. Each of these initiatives is assessed with reference to value, cost, and risk. Or you can use SWOT (strengths, weaknesses, opportunities, and threats) analysis, if you like.

The classic business case focuses on projects, portfolios, and strategies. Each of these initiatives is assessed with reference to value, cost, and risk. Or you can use SWOT (strengths, weaknesses, opportunities, and threats) analysis, if you like.

We've recently spent considerable time in IT organizations in the US and in Latin America dealing with aspects of IT financial management. Through the Cutter Benchmark Review, we've also conducted studies for four years about IT budgeting (see "Linking IT Budgeting, Governance, and Value," Vol. 8, No. 7; "The IT Budget: The Centerpiece of IT Governance," Vol. 7, No.