Dizzying changes in how companies are doing business and developing software are driving them to become learning, adaptive organizations.

Dizzying changes in how companies are doing business and developing software are driving them to become learning, adaptive organizations.

I find that concepts like knowledge mining of legacy business rules can seem abstract or threatening to people, but the concept is important nonetheless.

I find that concepts like knowledge mining of legacy business rules can seem abstract or threatening to people, but the concept is important nonetheless.

Enterprise modeling is being pulled into a new role in today's business.

Enterprise modeling is being pulled into a new role in today's business.

The phrase "knowledge management" was at first seized upon by software vendors and consulting firms because it was immensely promising and completely vapid, a combination marketeers can never resist.

The phrase "knowledge management" was at first seized upon by software vendors and consulting firms because it was immensely promising and completely vapid, a combination marketeers can never resist.

What must a software manager know best? What knowledge is both distinctive and crucial for success in managing a software organization? All managers need to know how to manage people; that's not distinctive to software managers. Knowledge of technology is distinctive, but there are many examples of excellent software managers who are not technical gurus. What is it that produces the results by which a software manager is judged? Their software process.

What must a software manager know best? What knowledge is both distinctive and crucial for success in managing a software organization?

What must a software manager know best? What knowledge is both distinctive and crucial for success in managing a software organization?

At a recent conference on software development, I surveyed the 100 or so members of the audience who filled the room to hear about the dynamics of imposed deadlines and the impact on quality and reliability.

At a recent conference on software development, I surveyed the 100 or so members of the audience who filled the room to hear about the dynamics of imposed deadlines and the impact on quality and reliability.

Every project manager needs to be a healthy skeptic. If I am not skeptical, I can get burned. If I am not healthy, I will burn everyone else and myself.

Every project manager needs to be a healthy skeptic. If I am not skeptical, I can get burned. If I am not healthy, I will burn everyone else and myself.

Every project manager needs to be a healthy skeptic. If I am not skeptical, I can get burned. If I am not healthy, I will burn everyone else and myself.