Broad coherence is a highly desirable characteristic of every human enterprise but is conspicuous by its absence in most places. Everything should "hang together" and be "true as a whole," but it seldom does. Is coherence an unrealistic ideal or an attainable goal?

Methods mirror the complexities of work that occur in organizations. However, the value of a dedicated method for a specific area of work within the business is limited to that area of work.

After several major software failures, the chairman of a Fortune 500 manufacturing company decided to embark on a corporate-wide software risk-reduction program.

In this issue, we depart from our usual Executive Report format to bring you multiple viewpoints on a contentious topic: whether agile has transitioned from being an upstart methodology adopted in innovative organizations to being the methodology of choice for the “early majority” of Geoffrey Moore’s chasm. Have organizations indeed “crossed the chasm” in viewing agile as mainstream and in adopting it?

There is unanimous agreement among agile practitioners that agile development works for building small, stand-alone system

Part II of this two-part Executive Report series on agile business analysis (ABA) focuses on the crucial issues relating to organizational adoption. This report targets senior decision makers who may not necessarily be hands-on business analysts, but who have the organizational-wide responsibility for ABA competencies. Going beyond project-level application, the report discusses business analysis (BA) frameworks, BA centers of excellence (CoEs), quality, and related metrics.

What is the role of today's CIO? Is it disappearing completely or becoming irrelevant, or changing to become more strategic? Are today's CIOs competing for -- and gaining -- other C-suite titles? In this omnibus Council Opinion, the Cutter Business Technology Council considers these issues. Each contributor discusses the current and future role of the CIO in our changing business landscape.

As an IT executive in today's global business world, you negotiate with people from many cultures every day.

This Executive Report identifies and defines the four types of "creeps" that affect traditional project management and complex project management: scope creep, feature creep, effort c

For the past 20-plus years, the Web has been based on a document-centric model despite recent workarounds to provide enterprise-quality applications.

Agile is an iterative method for taking requirements and applying them in a flexible and interactive manner.

Although some may argue that IT's capacity to contribute to business competitiveness has faded, we suggest instead that it has evolved and expanded, maturing and changing within a subset of companies that have effectively managed to use IT in various ways.

Although some may argue that IT's capacity to contribute to business competitiveness has faded, we suggest instead that it has evolved and expanded, maturing and changing within a subset of companies that have effectively managed to use IT in various ways.

Although some may argue that IT's capacity to contribute to business competitiveness has faded, we suggest instead that it has evolved and expanded, maturing and changing within a subset of companies that have effectively managed to use IT in various ways. In this two-part Executive Report series, we examine the status of the use of IT to improve organizational capabilities and promote business value, identifying varieties of use and directional trends as well as managerial challenges and critical success factors through five case studies. Here in Part I, we explore the first two: the Boeing 787 and JPMorgan Chase.

This Executive Report examines the technology behind Hadoop and MapReduce, with an eye toward how more mainstrea

As we explore in this Executive Report, business resilience combines enterprise risk management (ERM) and agility to create robu

Business and IT professionals are rapidly embracing business architecture (BA) as a mainstream concept to recognize their needs, goals, and vision for business transformation. However, establishing a comprehensive, pragmatic BA practice is still in its primitive stage.

In this Executive Report, I describe a process for migrating from whatever current project management model environment your organization embraces to a robust portfolio of models.

This Executive Report explores processes in enterprise architecture governance to achieve improved agility using technology advancements in Maven and virtualization.

As a business leader you're probably just starting to contend with social networks in your business and often find them to

Enterprise architecture is more than IT. It is more than the embodiment of strategy.

As a manager and a leader it's imperative for you to develop good habits, systems, and strategies around time manage

Over the last decade, we've been engaged in an exploration of open innovation, crowdsourcing, peer production (such as open source software and Wikipedia), and related phenomena.

Over the last decade, we've been engaged in an exploration of open innovation, crowdsourcing, peer production (such as open