One of the key factors in misalignment is change. There is so much change, things are moving so much faster, and business models are changing -- dramatically. We all know about the e-commerce initiatives from Internet companies such as Amazon.com, Dell, Cisco, and Intel.

One of the key factors in misalignment is change. There is so much change, things are moving so much faster, and business models are changing -- dramatically. We all know about the e-commerce initiatives from Internet companies such as Amazon.com, Dell, Cisco, and Intel.

The rush toward Internet-based enterprise business systems has become a major driver for the use of distributed component systems.

I recently had the chance to talk with Marc Demarest, CEO of DecisionPoint Applications, Inc. (DPA).

Data warehouse tool vendor Informatica Corporation has just released new products designed to make its PowerMart data warehouse ETL tools and PowerCenter data integration hub better suited for use with ERP applications.

SPSS, Inc., has released two software products that extend the application of the company's data mining offerings: SPSS Server and Clementine Server.

This Executive Report is the last in a series of four installments that examines how companies should approach the transition of their enterprise operations from "traditional computing" to "component computing." In our view, this is one of the most critical transitions most organizations will make in the next decade.

This is the fourth installment in a series of reports by Michael Guttman and Jason Matthews that focuses on migrating to enterprise component computing. In the first Executive Report in the series (Vol. 1, No. 1), they began describing the process and the best practices that companies routinely follow to make successful transitions.

In this Executive Update, Greenwich Associates' Curtis Ehrgott describes the company's move from legacy systems to three-tier architecture and Web-based distributed systems. Greenwich Associates is a privately held financial services consulting firm that conducts proprietary market research and consults to providers of commercial financial services.

In this Executive Update, Greenwich Associates' Curtis Ehrgott describes the company's move from legacy systems to three-tier architecture and Web-based distributed systems. Greenwich Associates is a privately held financial services consulting firm that conducts proprietary market research and consults to providers of commercial financial services.

I recently had the chance to talk with Marc Demarest, CEO of DecisionPoint Applications, Inc. (DPA). DPA is offering a packaged data warehouse targeted at large organizations running SAP, PeopleSoft, or Oracle enterprise resource planning (ERP) applications.

Data warehouse tool vendor Informatica Corporation has just released new products designed to make its PowerMart data warehouse ETL tools and PowerCenter data integration hub better suited for use with ERP applications.

SPSS, Inc., has released two software products that extend the application of the company's data mining offerings: SPSS Server and Clementine Server.

Brio Technology has announced its first analytical application, Brio.Impact, a horizontal application for revenue optimization.

That is the question for many corporations. Understanding IT alignment and productivity issues is becoming increasingly vital in helping CEOs and CIOs decide on whether to outsource and, if so, what should be outsourced. If they pursue the course, expectations will be high.

That is the question for many corporations. Understanding IT alignment and productivity issues is becoming increasingly vital in helping CEOs and CIOs decide on whether to outsource and, if so, what should be outsourced. If they pursue the course, expectations will be high.

Lessons learned through outsourcing successes and failures of the past indicate that a "critical failure factor" of an outsourcing agreement is the selection of a set of performance measures to manage the agreement that:

Lessons learned through outsourcing successes and failures of the past indicate that a "critical failure factor" of an outsourcing agreement is the selection of a set of performance measures to manage the agreement that:

Lessons learned through outsourcing successes and failures of the past indicate that a "critical failure factor" of an outsourcing agreement is the selection of a set of performance measures to manage the agreement that:

In early 1998, BellSouth outsourced its software development and maintenance center, primarily a CMM Level 1 organization, to Symphony Alliance (SA), a joint venture between Andersen Consulting and EDS. BellSouth wanted to gain the benefits of an outsourcer that had software development process expertise.

In early 1998, BellSouth outsourced its software development and maintenance center, primarily a CMM Level 1 organization, to Symphony Alliance (SA), a joint venture between Andersen Consulting and EDS. BellSouth wanted to gain the benefits of an outsourcer that had software development process expertise.

In early 1998, BellSouth outsourced its software development and maintenance center, primarily a CMM Level 1 organization, to Symphony Alliance (SA), a joint venture between Andersen Consulting and EDS. BellSouth wanted to gain the benefits of an outsourcer that had software development process expertise.