In this issue of Cutter Benchmark Review, we turn to a topic discussed previously in November 2008 (Vol. 8, No. 11) and July 2007 (Vol. 7, No. 7): project management. As readers of CBR know, we get our inspiration and ideas for topics from two sources. First, we get inspiration from current events, new trends, new technologies, and generally from being aware and plugged into what is going on in the world of IT. At the same time, we maintain a constant ear to the ground and stick with a reality check by being attentive and responsive to the Cutter Consortium client base. We pay close attention to the kinds of jobs that Cutter Consortium Senior Consultants are bidding for and working on. We also monitor the types of requests that Cutter clients make and we apply firsthand research at Cutter Summits held across the globe.

The articles in this Cutter Business Technology Journal (formerly titled Cutter IT Journal) present differing views about what makes a good leader, but there is one common thread. The success of an IT organization is directly affected by the kind of leader you are -- and the kind of leaders you develop. (Not a subscriber? Download your complimentary copy here.)

With this month's CBR we crafted one such issue on a topic that is losing some of the buzz surrounding it -- and for that very reason may be moving into its most productive phase! Let me take a tangent here. Have you ever noticed how there are largely two broad sets of people: those who talk and those who do? OK, that may be an oversimplification (how uncharacteristic for an academic you may say), as there are plenty of variations between these two extremes, but go with me here for a minute. I'm sure you remember the many people you have met in your life who have told you how good they are, how much they have achieved, how close they were to getting that new position, and so on. Very often this façade of certainty and bravado hides a relatively thin record of real accomplishments; conversely, there is a broad group of extremely accomplished people who let the facts speak for themselves.

In this issue, seven authors from very diverse backgrounds will help you understand and explore -- if not entirely resolve -- some of the challenges and myths affecting the current preoccupation with BPM. Their thoughtful analyses provide guidance to those who wish to raise the awareness of business processes in their organizations and arrive at better control over their design, execution, monitoring, and optimization.