In last month's Advisor (" The Devolution of E-Business," 27 March 2002), I described how the devolution of e-business, rather than signaling the end of e-business, is really an opportunity for the business as a whole.

It's been too many quarters since we've heard optimistic forecasts, and time will tell if the optimistic recovery headlines give way to increased IT spending in 2002. With the trauma and events over the last 18 months, Fortune 500 companies have hunkered down, stashed away any reserve funds, pared budgets, eliminated training and travel, furloughed staff, and gone into a survival mode of minimum sustenance.

"A man will do anything for a biscuit." --Judy Onos, Project Manager, Bell South

Throughout much of the economic boom times of the mid- to late 1990s, developing software at Internet speed was the rage. Most organizations employed strategies intensely focused on time to market, oftentimes without regard to cost.

The 1 April issue of BusinessWeek magazine has an excellent article that provides a review of what actually happened during the last decade ("Restating the '90s" by Michael J. Mandel, http://www.businessweek.com/magazine/content/02_13/b3776001.htm).

In a previous Cutter IT E-Mail Advisor ( Head, Heart, or Hands: Understanding Your Role), I discussed the need to fully understand your role at work, whether you work internally for an IS group, or whether you work as a consultant.

I spent a recent airplane flight between Chicago and San Francisco reading a new survey of workflow systems. The book was the Workflow Handbook 2002 http://www.amazon.com/exec/obidos/ASIN/0970350902/cutterinformatco).

One of Agile Modeling's (AM) supplementary practices is Apply Modeling Standards, the modeling version of Extreme Programming's (XP) Coding Standards practice. The basic idea is that developers should agree to and follow a common set of modeling standards on a software project. Clean code that follows your chosen coding guidelines is easier to understand and evolve than code that doesn't.

The team members were reviewing the current project progress. Things were in pretty good shape, except that the project was currently going through a turbulent zone. The usual priority changes and resource allocation clashes were taking place.