"So now that we've committed to outsourcing, how do we manage it? We don't need any more consulting about what's the best way to go about outsourcing, now we need some practical guidelines on how to keep from falling on our face!" (Comments heard at an outsourcing conference.)

It's nice to read that SCO is having problems: the company deserves it. A recent survey of IT folks concluded that SCO's CEO, Darl McBride, has surpassed Microsoft for CEOs that most IT folks love to hate. That's quite an achievement for someone who was unknown only a couple of years ago.

[This is the first in a series of three Advisors on software architecture.]

[This is the first in a series of three Advisors on software architecture.]

It's nice to read that SCO is having problems: the company deserves it. A recent survey of IT folks concluded that SCO's CEO, Darl McBride, has surpassed Microsoft for CEOs that most IT folks love to hate. That's quite an achievement for someone who was unknown only a couple of years ago.

It's nice to read that SCO is having problems: the company deserves it. A recent survey of IT folks concluded that SCO's CEO, Darl McBride, has surpassed Microsoft for CEOs that most IT folks love to hate. That's quite an achievement for someone who was unknown only a couple of years ago.

Here's an interesting finding based on the results of a Cutter survey that asked 127 end-user organizations of various sizes located worldwide questions designed to measure the adoption and use of enterprise information portals (EIPs) in conjunction with other information technologies and business strategies.

I have argued that most organizations do not have enough IT project failures. The reason I say this is that, in my experience, most project cancellations (or escalations for that matter) are not true failures but instead represent blunders. There is a big difference. A project failure is one in which most project decisions and actions were correct at the time, but for some reason the project didn't work out.