The Role of Program Management for BI
The Role of Program Management for BI
Ready or Not: Global Sourcing Is in Your IT Future
Ready or Not: Global Sourcing Is in Your IT Future
Ready or Not: Global Sourcing Is in Your IT Future
High-Availability Networks: What Globalization Needs Now
Fighting Fragility: New Risks in the Globalization Challenge
Fighting Fragility: New Risks in the Globalization Challenge
Don't Play with "Mouths of Fire," and Other Lessons of Global Software Development
Globalization's Mixed Blessings
Globalization's Mixed Blessings
Reusing Requirements: Taking Advantage of What You Know
When your friend who lives in the UK tells you that her new telephone number is 020 7262 3395, you write it down. You expect to use the number many times in the future so, rather than just jotting it onto a scrap of paper, you record it in your address book, your computer, or your PDA. This friend lives in inner London, as do you, so when you call this friend, you dial all the digits in the number.
Reusing Requirements: Taking Advantage of What You Know
The aim of requirements reuse is to save time and effort and build better relationships by avoiding the duplication of work. Requirements reuse is the ability to benefit from requirements knowledge that has already been captured. This does not mean that all requirements knowledge must be formally defined in exactly the same way.
Requirements: The Eternal Moving Target (Part III: Dealing with Change)
How Do You Assess Risk Program Effectiveness?
How Do You Assess Risk Program Effectiveness?
The Corporate Risk-Taking Disconnect
Daniel Kahneman, this year's co-Nobel prize winner in economics, and the late Amos Tversky extensively documented the difficulties individuals have in the realm of judgment under uncertainty and decisionmaking in the face of risk. On a regular basis, I run across corporate examples of Kahneman's and Tversky's descriptive theories on human behavior and judgment.
The Corporate Risk-Taking Disconnect
Daniel Kahneman, this year's co-Nobel prize winner in economics, and the late Amos Tversky extensively documented the difficulties individuals have in the realm of judgment under uncertainty and decisionmaking in the face of risk. On a regular basis, I run across corporate examples of Kahneman's and Tversky's descriptive theories on human behavior and judgment.


