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  • Service-Oriented Architecture: Excitement, Value, and Confusion

    August 2004

    Service-oriented architecture (SOA) has been on the IT buzzword bestsellers' list for as long as any other phrase I can remember. Over the past 10 years, there have been prominent examples of enterprises that have successfully implemented SOAs and have achieved substantial advantages, including reduced costs and improved competitiveness. Unfortunately, such examples are not commonplace because implementing a successful SOA is difficult. However, when successful, the promise and business benefits of SOA are undeniably compelling.

    In this issue:
    • Service-Oriented Architecture: Excitement, Value, and Confusion
    • The Lowdown on Service Orientation and Web Services
    • Exploring SOA Options
    • SOA: How to Work It and How Well It Works
    • Business Direction Is Critical to SOA Success
    • The Business Value of a Service-Oriented Approach
  • Cutter IT Journal: Analyzing IT ROI: Can We Prove the Value?

    August 2004

    You Don’t Believe Them
    Business cases — the financial models and supporting documentation used to evaluate IT investments — are among the least understood, least trusted tools that managers encounter in running a technology operation.

    In this issue:
    • Cutter IT Journal: Analyzing IT ROI: Can We Prove the Value?
    • Analyzing IT ROI: Can We Prove the Value? -- Opening Statement
    • Six Rules for Finding IT Value
    • ROI: Bad Practice, Poor Results
    • Planning for Benefits Realization
    • ROI, the Business Case, and Bottom-Line Impact
    • Believe It: Five Principles for Performing Credible ROIs
  • Cutter IT Journal: The Evolution of Agile Project Management: Part II

    July 2004

    It's a Big Tent
    Agile project management can cover a wide range of projects and organizational cultures. Given the right structuring, APM can coexist with other project management frameworks — even the PMI's PMBOK Guide® or the SEI's CMMI®.

    In this issue:
    • Cutter IT Journal: The Evolution of Agile Project Management: Part II
    • The Evolution of Agile Project Management: Part II -- Opening Statement
    • Agile PM and the PMBOK Guide®
    • The Four Roles of Agile Management
    • How to Succeed on Today's Extreme Projects
    • Beyond the Hype of a New Approach
    • Adding Stakeholder Metrics to Agile Projects
  • Skills Today, Gone Tomorrow

    July 2004

    What do we need to know to succeed?

    How many times have we asked this question of ourselves and our colleagues? After almost 30 years in this business, I can confidently tell you, "It depends."

    In this issue:
    • Skills Today, Gone Tomorrow
    • Software Teams: Your Most Important Asset
    • Radical Management and Strategy: Do We Care About What We Know?
    • The Graying of IT: The Aging Workforce and Legacy Applications
    • Cultivating the IT Portfolio Manager
    • A Startup Framework for Centers of Excellence
  • Strategies for Sourcing: In, Out, and Offshore

    June 2004

    It's official: IT outsourcing has achieved bandwagon status. How can you tell? Well, because the trend now combines a tremendous amount of activity with a tremendous amount of confusion. When people act in large numbers amid so much debate and disarrangement, that's a bandwagon.

    In this issue:
    • Strategies for Sourcing: In, Out, and Offshore
    • Sourcing: Radical Management and Strategy
    • Outsourcing Value and Management
    • Insourcing: The Other Alternative
    • Outsourcing and Management Agility

Pagination

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