SAP AG has acquired enterprise information integration (EII) vendor Callixa for an undisclosed amount. SAP plans to use Callixa software to supplement the data integration capabilities of its enterprise software offerings.

Most managers' first response, on being asked to secure their corporate networks, would probably be to install a firewall and force all incoming and outgoing traffic to pass through it. (Antivirus packages for all computers might come a close second these days.) Networks are becoming so complex and dynamic, however, that there are growing doubts as to whether perimeter defense can be trusted at all.

Recently, I had the privilege of being a guest keynote speaker at symposiums for two of the world's largest financial services companies, where I spoke about the people dynamics and success/failure trends of deadline-intensive projects -- something near and dear to all our hearts. Between the two events (one held in Chicago and the other in Boston), there were about 700 technology professionals in the audiences. It was an exciting time.

Nearly two-thirds of the world's Web sites run on the Apache HTTP Server. The wildly successful Apache server was not the brainchild of a big software powerhouse such as IBM, Oracle, SAP, or Microsoft. Apache came into being because a group of individuals cared deeply about developing really great technology. Apache tells the inspiring story of the HTTP Server's development on its Web Site (see www.apache.org):

We're always complaining about the business technology "alignment" problem -- though my preference is to redefine it as a "convergence" issue. However you view it, it's time to revisit the ways to better integrate our business and technology planning and decision making. Let's focus on the financial basics.

The literature of software development and project management "problems" is rife with descriptions of the dreaded "scope creep." Projects take too long because customers are always changing their minds and developers find cool new features to add. However, there is a big difference between scope creep, which is a problem and to be avoided, and the necessity of responding to business changes and the evolving requirements.

Although mobile technology is still young and has limitations, it continues to create novel applications and new business models, "mobilizing" and refining business processes. Mobile computing is attracting lots of interest as stakeholders come to realize its value, and it is empowering us in myriad ways. Quietly, the mobile revolution has begun!

Risk management plans, by virtue of their definition as a component of the project management plan, are too often perceived as being project specific but limited to an internal project focus. As a result, project risks that are identified frequently tend to be constrained to technical/resource issues within the management scope of the project/program manager (PM).

Many companies are still debating their decisions to ship projects abroad in light of the negative connotations offshore projects may have to onshore teams, particularly companies' full-time employees. A number of my recent engagements have revealed an aspect of the sourcing challenge, which I call the "ego factor." In this Advisor, I will explore why this behavior occurs in many companies today, explain the risks associated with the phenomenon, and include some ways to avoid such pitfalls.