Is Sarbanes-Oxley Good or Bad for IT?
To Boost IT's Value, Improve Management Processes
To Boost IT's Value, Improve Management Processes
What It Takes to Be a Great Enterprise Architect
To be a great architect, you need talent. But greatness is accorded to those responsible for great architectures, those that stand out from others in the value they afford. This Executive Report explores what it takes to be a great enterprise architect as well as the exciting opportunity that architects have in shaping enterprises that stand out among the organizational landscape.
What It Takes to Be a Great Enterprise Architect
In the accompanying Executive Report , we explore what it takes to be great in the context of a historical story. It is the story of James Madison and the creation of the US Constitution. We tell this story in narrative form, giving you the opportunity to discover its lessons for yourself and providing you with a tremendous story to use as you shape how the architect's role is perceived in your organization.
Is the Market Right for MDA?
Business Mechanics 101: Know Your Engine
The Business Without Intelligence: No Metadata, No Results
The Business Without Intelligence: No Metadata, No Results
XML and Cross-Media Content Management
Analyzing IT ROI: Can We Prove the Value? -- Opening Statement
ROI: Bad Practice, Poor Results
Planning for Benefits Realization
ROI, the Business Case, and Bottom-Line Impact
Believe It: Five Principles for Performing Credible ROIs
The Software Modeling Revival: Is Modeling Growing a Stubble?
Dealing with XP Culture Shock
Connecting IT to Business Strategy: Part I
Connecting IT to Business Strategy: Part I
Is Sarbanes-Oxley Good or Bad for IT?
Recent press articles argue that implementing the requirements of the Sarbanes-Oxley Act (SOX) 1 has forced the CIO to report to the CFO rather than the CEO. The articles claim that because SOX's reporting requirements are mainly financial, the information systems and organization to implement the regulations naturally fall under the control of the CFO.
Is Sarbanes-Oxley Good or Bad for IT?
Recent press articles argue that implementing the requirements of the Sarbanes-Oxley Act (SOX) 1 has forced the CIO to report to the CFO rather than the CEO. The articles claim that because SOX's reporting requirements are mainly financial, the information systems and organization to implement the regulations naturally fall under the control of the CFO.
