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Insight
This month's installment of Cutter Benchmark Review is the fifth effort in our yearly series on IT trends and technologies for the coming year. As you know if you have been following CBR, at the beginning of every year we ask our practicing and academic contributors to take stock of current trends. Based on our benchmarking survey of investment priorities, we ask them to explain the results and extrapolate some guidelines for our readers on how to tackle the new year in the IT shop.
The year 2009 was one that had some level of negative impact for most companies, especially those in retail, manufacturing, and finance. On the flip side, healthcare and government appear to be thriving in the tough economy.
This issue is the fifth in our yearly series on technology and IT trends for the coming year. Our focus is to evaluate new technologies and IT trends you should be watching in 2010 by investigating and benchmarking the priorities of your peers. Moreover, on the basis of our work over the past years, we have assembled a database of responses to a number of questions that we have consistently asked each year since we first began this survey.
SURVEY DEMOGRAPHICS
This survey explores interest in and adoption of various relatively new IT technologies and initiatives in 97 organizations worldwide. Forty-six percent of respondents hold senior management/policy making or IS/IT management titles, with consulting, project management, and software engineering/programming being among the other job titles reported.
Abstract
This Executive Report by Bhuvan Unhelkar presents the Composite Agile Method and Strategy (CAMS) as an all-encompassing approach to the use of agile principles and practices across processes at various levels within the
Executive Report
Enterprise Risk Management Framework: A Practical View
Abstract
Enterprise risk management (ERM) facilitates management's desire to effectively manage the organization's risk and to create sustainable value to its stakeholders through capital growth and increased dividend stream. No organization operates in a risk-free environment, and ERM does not create such an environment.
Executive Summary
Enterprise Risk Management Framework: A Practical View
With the experiences of corporate disasters such as Enron, WorldCom, and Lehmann Brothers in recent years, organizational board members and executive management have realized the impact of ineffective risk management. Could these failures be attributed to their risk management practices, business acumen, or a combination of both?