Vol. 18, No. 10, October 2005 | ||
It's About Reducing Risk Failure to include IT in M&A due diligence activity puts unnecessary pressure not only on the IT organization, but also on the business. Technology due diligence defines business issues and needs that require IT support. It's About Increasing Value |
October 2005
In this issue:- M&As: Can IT Make the Difference Between Success and Failure? -- Opening Statement
- M&A Technology Due Diligence: A Framework for Assessing the Good, the Bad, and the Ugly
- Finding Method in the MADness: Case Studies of IT's Role in Mergers, Acquisitions, and Divestitures
- Minimizing the Risk of an M&A
- Adventures in M&A Wonderland
- Why Due Diligence Should Include IT: A Case Study
- The Importance of Human Needs Analysis in the Due Diligence Process
September 2005
Compliance Lemons In this issue:- Cutter IT Journal: IT in the Age of Governance
- IT in the Age of Governance: Opening Statement
- Sarbanes-Oxley Compliance: A View from the Trenches
- Governance in the Age of IT
- SOX Without Losing Your Shirt
- CobiT: A Roadmap for Executive Governance over IT
- CobiT: A Funny Thing Happened on the Way to Compliance
September 2005
IT security certainly is an unusual business. The types and magnitudes of the threats we face today would be almost unimaginable just a few years ago. E-mail viruses have been with us since 1999 [1], but the delivery mechanisms have become more effective and more insidious. For years, security folks were warning us about the growing problems associated with identity theft, and we had been waiting quite some time for the inevitable big Internet worm that would succeed the Morris Worm of 1988 [2]. We now deal with these situations on a daily basis.
August 2005
Vol. 18, No. 8, August 2005
Printer Friendly PDF versionHigh Hopes In this issue:- Cutter IT Journal: Mobile and Wireless Computing, Part II: Vive La Revolution!
- Mobile and Wireless Computing, Part II: Opening Statement
- Transitioning to a Mobile Enterprise: A Three-Dimensional Framework
- Introducing Mobile Technologies in Support of Healthcare
- Preparing IT Organizations for the Mobile Revolution
- Hybrid Web Applications with ASP.NET
- Personalization in Mobile Commerce Environments: Multimedia Challenges
August 2005
Metrics and performance benchmarks might look like they're about information and data, but it's not so simple. They're really about people. "Wait," you say, "it's just business. Benchmarking is about determining the state of the business, much like getting an annual physical, with a blood test for cholesterol. Or that benchmarking is like taking a photograph of company performance and looking at the picture to evaluate what we're seeing." Yet there are people who strongly resist going to the doctor as well as those who intensely dislike having their picture taken.
In this issue:- When Benchmarking Fits and When it Doesn't
- Benchmarking State of the Art: Thinking About Metrics and IT Performance
- Measuring Up to Metrics: How I Became A Missourian
- Business Performance Management: Key Performance Indicators
- The "Anti-Productivity" Argument
- ROI: Bad Practice, Poor Results
- Best and Worst in Software: Who is Faster, Better, and Cheaper?