Strategic agility as a science, especially the analysis of IT strategic agility, is emerging as we speak and will be moving into the mainstream within a few years. The Internet has dramatically altered how capabilities and firms are knitted together. The technology is more pliable today than just a few decades ago.

Strategic agility as a science, especially the analysis of IT strategic agility, is emerging as we speak and will be moving into the mainstream within a few years. The Internet has dramatically altered how capabilities and firms are knitted together. The technology is more pliable today than just a few decades ago.

There exists an agile scaling myth that goes something like this: "Agile development works well for smaller projects, but doesn't scale to larger ones." Whether because of initially reported agile projects that were small or the XP focus (in early years) on smaller projects, the myth has stuck, as project teams of 50, 100, and 500 have been successful.

Dr. Geary A. Rummler passed away on 29 October 2008. Geary Rummler was the real thing. There were not many people like Geary in business process management. In a world increasingly dominated by radical management ideas and radical technological innovation, Geary was a researcher, writer, and consultant who focused on organizational change, management control, and motivation.

Dr. Geary A. Rummler passed away on 29 October 2008. Geary Rummler was the real thing. There were not many people like Geary in business process management. In a world increasingly dominated by radical management ideas and radical technological innovation, Geary was a researcher, writer, and consultant who focused on organizational change, management control, and motivation.

Working on relations between business and IT, we often forget about the most essential problems in this area. Simply by working on models, we lose the real view and the context. It is beneficial to remind ourselves of the essential reasons problems between these two areas exist.

I've been covering business rules management systems (BRMS) for years now. However, I occasionally get the feeling that some still consider BRMS to be some sort of far-out technology. That's "far out" in the way of being too advanced or too out of reach for more mainstream end-user organizations to employ.

There have been a lot of announcements pertaining to open source BI (e.g., query, reporting, OLAP, dashboards) and data warehousing (data integration, data cleansing, etc.) tools over the past few years. But the big question on everyone's minds remains: to what extent are end-user organizations actually adopting open source BI and data warehousing tools?

There have been a lot of announcements pertaining to open source BI (e.g., query, reporting, OLAP, dashboards) and data warehousing (data integration, data cleansing, etc.) tools over the past few years. But the big question on everyone's minds remains: to what extent are end-user organizations actually adopting open source BI and data warehousing tools?

IT shops generate oodles and oodles of metrics. IT hardware and software can spit out hundreds of operational metrics, mostly to monitor system performance and diagnose system errors. On the hardware side, routers, switches, and data devices produce metrics that let operators infer the volume and kind of usage patterns at work.

In today's world of increased competition, tightening finances, and fewer windows of opportunity, the need for innovation has never been greater. There is no time for the slow and thoughtful evolution of ideas. In order to respond to quickly changing market conditions and volatile environmental factors, what is required are dramatically new ideas, out-of-the-box thinking, and game-changing solutions.

In today's world of increased competition, tightening finances, and fewer windows of opportunity, the need for innovation has never been greater. There is no time for the slow and thoughtful evolution of ideas.

In today's world of increased competition, tightening finances, and fewer windows of opportunity, the need for innovation has never been greater. There is no time for the slow and thoughtful evolution of ideas.

Today, enterprise resource planning (ERP) is used more to drive business improvements and the operational efficiency of organizations, and any delays or budget overruns in implementing projects could affect the business. In enterprise solutions projects where such package implementations and rollouts are carried out, an inaccurate effort estimate is said to be one of the key causes of significant time and cost overruns. Hence, estimating the effort with reasonable accuracy is crucial for successful implementation of the package.

Achieving intelligence depends on the ability to query, interpret, and generally "make sense" of growing amounts of information and data stored in repositories.

In the recent Advisor "Generally, Role Specialization Aids Agile" (26 November 2008), Cutter Fellow Jim Highsmith argued that the idea of generalists in agile projects doesn't scale and that the focus should be more on collaboration than on trying to staff a project from ge

The current economic climate seems to be taking its "risk toll." It's not that organizations are now forced into situations where they have to take risks that they would not otherwise take. In fact, the exact opposite phenomenon seems to be occurring.

The current economic climate seems to be taking its "risk toll." It's not that organizations are now forced into situations where they have to take risks that they would not otherwise take. In fact, the exact opposite phenomenon seems to be occurring.

I am always surprised to find myself in discussions with people who have architect titles and who have little feeling about the key concepts of architecture. Too many members of the current generation of technical experts have very little comprehension of what differentiates systems from programs or services.

The rapid growth of the software as a service (SaaS) market, along with the closely related cloud computing industry, is attracting a proliferation of players that is creating a buyer's market for customers and raising concerns about an inevitable industry shakeout.

The rapid growth of the software as a service (SaaS) market, along with the closely related cloud computing industry, is attracting a proliferation of players that is creating a buyer's market for customers and raising concerns about an inevitable industry shakeout.

The rapid growth of the software as a service (SaaS) market, along with the closely related cloud computing industry, is attracting a proliferation of players that is creating a buyer's market for customers and raising concerns about an inevitable industry shakeout.

Because nearly every organization has become heavily dependent on technology and many organizations have been dissatisfied with the ROI of their IT operations, they are looking for new ways to acquire and administer their IT systems and business applications.

Because nearly every organization has become heavily dependent on technology and many organizations have been dissatisfied with the ROI of their IT operations, they are looking for new ways to acquire and administer their IT systems and business applications.

A business needs outstanding leadership to successfully navigate through today's complex, competitive world. Identifying and understanding the strategic orientation of your business toward customers and innovation is one thing; however, it is quite another to successfully reorient the organization in another direction.