Better, faster, cheaper -- the siren song of software development. Each new era of information technology belts out a chorus or two, and the e-business era is no exception. In the e-business version, faster is the lead singer, and better and cheaper sing harmony. Time to market, first-mover advantage, Internet time, getting Amazoned -- these phrases and others pepper discussions of e-business. Speed is everything.

Better, faster, cheaper -- the siren song of software development. Each new era of information technology belts out a chorus or two. The e-business era is no exception. In the e-business version, faster is the lead singer, and better and cheaper sing harmony. Time to market, first-mover advantage, Internet time, getting Amazoned -- these and other phrases pepper discussions of e-business.

Project management frameworks are usually thought of as a structure for managing complex projects. Risk management is typically considered to be a part of the overall project management approach -- an exercise in which risks are identified, mitigation tactics are applied, and contingency plans are developed.

A new type of project has emerged in the last few years, one that results from the combination of two dominant global trends in the new economy -- accelerated change and the dominance of e-business models. Just as "managing by projects" is the natural response to change, e-projects are the response to that change within the e-conomy.

Two recent e-Project Management E-Mail Advisorsfrom Jim Highsmith (director of Cutter Consortium's e-Project Management practice area) and Lou Russell (a senior consultant on this and the Business-IT Strategies service) sparked commentary from subscribers and Cutter senior consultants. We present the original pieces and the responses here, including that of Cutter Consortium Senior Consultant Ram Reddy.

I believe that if we have an economic slowdown, it will drive more companies to explore cutting costs through the use of outsourcing. This means more companies will experience a power shift and the "split" between two interest structures.

I believe that if we have an economic slowdown, it will drive more companies to explore cutting costs through the use of outsourcing. This means more companies will experience a power shift and the "split" between two interest structures.

Outsourcing is an inevitable component of almost every company's IT strategy. In an age of heightened competition, when many companies are refocusing on their core competencies to remain nimble, outsourcing IT activities provides a way to improve operating efficiencies, reduce overhead, and improve service.

Outsourcing is an inevitable component of almost every company's IT strategy. In an age of heightened competition, when many companies are refocusing on their core competencies to remain nimble, outsourcing IT activities provides a way to improve operating efficiencies, reduce overhead, and improve service.

Within IT, outsourcing is a well-established practice. When we speak of outsourcing, we tend to think of large-scale, long-term engagements covering the entire IT function, data center operations, or application maintenance and support. These types of outsourcing are certainly prevalent but are by no means the only forms of outsourcing in use.

Within IT, outsourcing is a well-established practice. When we speak of outsourcing, we tend to think of large-scale, long-term engagements covering the entire IT function, data center operations, or application maintenance and support. These types of outsourcing are certainly prevalent but are by no means the only forms of outsourcing in use.

In the first part of this Executive Update (" Using a Project Dashboard to Manage an Outsourced Portfolio: Part 1," December 2000, No. 2), we described how project dashboards can be used to monitor project and portfolio status.

In the first part of this Executive Update (" Using a Project Dashboard to Manage an Outsourced Portfolio: Part 1," December 2000, No. 2), we described how project dashboards can be used to monitor project and portfolio status.

The Internet economy challenges executives to rethink the notion of the traditional, vertically integrated firm in favor of a more flexible organization. The self-sufficient company is being replaced with interdependent organizations.

© 1999, 2000 by David Dikel, David Kane, and James Wilson. All rights reserved.