Content management represents a critical area of infrastructure for today's enterprise as it attempts to manage the vast flood of new digital content now arriving as a result of multimedia and Enterprise 2.0 developments and to provide the framework of controls that is necessary to meet increasing demands for efficiency, security, legal discovery, and compliance.

With the growing mainstream acceptance of agile project delivery methods, the primary concern of organizational leaders and managers has shifted from assessing whether to make the transition to agile project management (APM) to how to do it from incumbent approaches.

Business continuity management (BCM) is no longer a luxury but an essential element of an organization's risk management program. For an organization to have any hope of survival, the BCM process must embrace risk, emergency, and recovery planning in order to manage a "crisis" or "disaster" event.

This is the story about a small New England business that, for many years, viewed itself as a manufacturing company. It struggled to compete with similar companies around the world by delivering a higher level of quality products than its competitors.

In a 2006 issue of Cutter Benchmark Review (CBR), Rudy Hirschheim and I talked about the emergence of service-oriented architecture (SOA). Since that time, there has been increased attention on SOA, both within the practitioner press and by vendors. Yet my own experiences from observing organizations implementing SOA caused me to wonder about the current state of SOA.

The accompanying Executive Report focuses on how to foster the growth of internal consultants by examining the process and the skills necessary to become effective internal consultants.

The accompanying Executive Report introduces an approach to solving the strategy-execution dilemma plaguing most businesses. This approach leverages the discipline of enterprise architecture (EA) as a tool to execute strategy.

Data models, processes, and supporting applications lie at the heart of information architectures and as such are a central component of network-centric environments.

With the Internet and Web-based applications starting to change the way people access and use information and data, semantic technologies have been anticipated as the next paradigm shift for business intelligence.

The business environment is increasingly being dominated by multinational work teams; it is no longer unusual for a project manager to be located in Germany, while the technical team performing the work is split between the US and India, and the project manager's boss works out of the London office.

This accompanying Executive Report provides a new conceptualization of IT outsourcing (ITO) success from the client's perspective based on results from three surveys conducted during 1994-2000, a review of previous research, data from 49 cases, and data from seven additional in-depth cases.

If you like alphabet soup, then information technology asset management (ITAM) shouldn't be a hard concept to swallow. This methodology is just one in a parade of management acronyms -- ITIL, EAI, CobiT and ROI analysis -- that pass before the palates of busy IT managers. The accompanying Executive Report explores the ingredients of ITAM and makes the case for its IT management value.

The governance process manages the lifecycle of shared resources, provides decision and issue resolution, and ensures conformance as enterprises engage themselves in maturing their architecture while integrating their businesses. The governance and conformance processes are better structured around meeting enterprise business integration goals and supporting stakeholders.

Service-oriented architecture (SOA) is on everybody's agenda. While almost every aspect of SOA implementation has been discussed, one area has been neglected -- data. With all the discussions about its process and service layers, there hasn't been enough focus on the "data bus" role in the SOA.

Open source software is software that can be freely used, modified, and redistributed. 1 Open source products have attracted significant interest from business decision makers who see such products as an opportunity to save money, reduce vendor lock-in, reduce the effort of customization, and so on. However, even more interesting than the products themselves is the process that created them.

Reaching sustainable solutions is the true goal of successful negotiations, not to merely get the other party to agree to something that is not in its interests. To do this, some planning is in order.

Organizations looking for a real source of potential competitive advantage cannot overlook the possibilities in human capital management (HCM). HCM is designed to reconcile two immutable facts: (1) labor is viewed as an expense and a drag on financial statements; and (2) enlightened managers intuitively believe that labor is an asset worth managing for measurably greater value.

In the accompanying Executive Report , I explore data architecture in detail, putting it into the context of your overall IT architecture strategy and describing the critical aspects that should be addressed by effective data architecture.

In this Executive Report  we address these questions and explore what social networks mean to you and your enterprise. Specifically, we begin by examining the dark side of social networks, including dangers, risks, and privacy and security issues. We then look at the future of social networks, identifying and discussing several yet-to-be explored trends and your potential opportunities. We conclude by looking at the impact social networks have on the business and what IT can do to take advantage of its potential.

Your project is behind schedule and overbudget. The customer is irate, and the president of the company has stepped in personally to micromanage the project, breaking up your work into miniature milestones, or "inchstones," and demanding constant progress reports. The project team members, exhausted and frustrated by the problems on the project and the project's slow progress, have no morale left to speak of.

The accompanying Executive Report focuses on five broad business technologies that deserve our attention: software development and delivery; Web 2.0; master data management (MDM) for business intelligence (BI); convergence customer relationship management (CRM); and access d

Agile architecture teaches us that while effective enterprise architecture (EA) needs to have a broad perspective, it also must have a focused contribution. There is no more powerful contribution than providing the data that is ultimately used to make specific decisions in support of the goal of "aligning IT and business."  This report focuses on alignment of the EA program as a whole, in a partnership with business.

In this Executive Report we address these questions and explore what social networks mean to you and your enterprise. Specifically, we begin by examining the dark side of social networks, including dangers, risks, and privacy and security issues. We then look at the future of social networks, identifying and discussing several yet-to-be explored trends and your potential opportunities. We conclude by looking at the impact social networks have on the business and what IT can do to take advantage of its potential.

This Executive Report by Suzanne Robertson discusses how managers can use consistent and understandable requirements knowledge as input to making decisions and steering a project down its most agile path.

Agile architecture teaches us that while effective enterprise architecture (EA) needs to have a broad perspective, it also must have a focused contribution. There is no more powerful contribution than providing the data that is ultimately used to make specific decisions in support of the goal of "aligning IT and business." This is the first in a two-part series aimed at making this goal less abstract. While this report focuses on alignment of individual systems to their business goals, Part II will focus on alignment of the EA program as a whole, as a partner in a set of business functions.