There is a great deal of advice available on strategies for implementing new technology and for new methodologies for project management, but effective advice is relatively rare for those many sites with stranded investments in legacy IT systems and their respective support organizations.

Twenty years ago, "information overload" was all the rage. Well, here we are a couple of decades later and we're not only buried in information, we're paralyzed by it. Why are we so obsessed with knowing everything? Why must we be in the loop of every threaded (and thread-barren) conversation?

Twenty years ago, "information overload" was all the rage. Well, here we are a couple of decades later and we're not only buried in information, we're paralyzed by it. Why are we so obsessed with knowing everything? Why must we be in the loop of every threaded (and thread-barren) conversation?

We often talk about enterprise architecture (EA) as having a primary objective of aligning IT systems with business strategy. But underlying this is the unstated but assumed clarification "over time, as things change." In other words, we expect EA to be as much about accommodating change as it is about aligning IT systems.

Americans saw the television images of people affected by Hurricane Katrina waiting for food, water, and transportation. Help came, but much later than most people wanted, as something went amiss with the relief project. Some good old project management might have helped. Come to think of it, some good old project management might help most IT projects and project managers.