We are often asked for estimates to build a system. Even though the system is complex, we are prodded, "What will it take?" And, to our regret, the estimate -- once out of our mouth -- becomes a contract. I had an experience recently where another professional showed me another way, and I learned that I was pleased with his approach.

Every time I speak to people about what it takes to be a good CIO or CTO, I hear myself talking about the same things -- as I watch my audience respond with weird body language, like maybe I have no idea what I'm talking about (or maybe, just maybe, it's 2025 and I'm boring the audience with what everyone already knows is true).

Every time I speak to people about what it takes to be a good CIO or CTO, I hear myself talking about the same things -- as I watch my audience respond with weird body language, like maybe I have no idea what I'm talking about (or maybe, just maybe, it's 2025 and I'm boring the audience with what everyone already knows is true).

Every time I speak to people about what it takes to be a good CIO or CTO, I hear myself talking about the same things -- as I watch my audience respond with weird body language, like maybe I have no idea what I'm talking about (or maybe, just maybe, it's 2025 and I'm boring the audience with what everyone already knows is true).

Every time I speak to people about what it takes to be a good CIO or CTO, I hear myself talking about the same things -- as I watch my audience respond with weird body language, like maybe I have no idea what I'm talking about (or maybe, just maybe, it's 2025 and I'm boring the audience with what everyone already knows is true).

Every time I speak to people about what it takes to be a good CIO or CTO, I hear myself talking about the same things -- as I watch my audience respond with weird body language, like maybe I have no idea what I'm talking about (or maybe, just maybe, it's 2025 and I'm boring the audience with what everyone already knows is true).

It should be fairly straightforward for a very smart, highly motivated project manager to successfully deal with the three elements of a project -- scope, time, and cost -- right? Then why are so many information technology (IT) projects less than successful, or outright failures?

[Excerpted from an article in the September 1992 Cutter IT Journal (formerly American Programmer.]

If you manage software efforts, you are today facing a broader range of choices than ever before. Should you move work offshore, keep it all on one site, or distribute it across several offices? Current technology makes any of these possible but it doesn't provide the wisdom to choose effectively.