Cisco calls it the "Internet of Everything." For GE, it's the "Industrial Internet." But the generic name used by most people is the "Internet of Things (IoT)." All these terms refer to the same concept: the use of electronic sensors -- supported by social, mobile, analytics, and cloud (SMAC) technologies -- to enable a multitude of connected devices and machines, and a subsequent deluge of data, both of which lead to a host of new opportunities in

Although we talk about "enterprise" architecture, a lot of the most interesting EA work is happening at cross-enterprise levels. Some of this work is initiated by vendors or consulting firms, keen to provide an architectural foundation for their clients. Other cross-enterprise architecture initiatives are developed by groups or consortia specially set up for this purpose.

Today there are still many project managers trapped in traditional linear project management models such as the standard waterfall or rapid development waterfall. When these managers encounter complex projects using these models, they put project success in harm's way. They try to force fit these complex projects into their linear models with marginal results. If you are a project manager facing this situation, what can you do?

In negotiations, there is always a tension between trying to achieve the most effective outcomes for your side of the table and trying to build and maintain relationships with the other parties.

Integration and divestment form a key part of many corporate strategies. In line with that activity, enterprise architecture (EA) deals with integrating architectures from two or more organizations as they merge or split off architectural components for sale or divestment just as much as it has to support the evolution of architecture within an enterprise.

The psychology of Agile discusses, in a practical way, the importance and impact of the disciplines of psychology and sociology in using and deploying Agile as an overall organizational culture. The Agile Manifesto heralded a quantum shift in the way we work: moving away from the rigors of planned, formal approaches to one that is based on collaboration, communication, and trust.

This Executive Summary and its accompanying Executive Report explain the challenges posed by social technologies and describe the role and response of EA teams in some leading organizations.

As business problems become more complex, so do their associated risk. Organizations that once provided relatively simple services and products now engage in sophisticated financial transactions, increasing fragility and the potential for failure. Given the potential enormous losses organizations can face, it is hardly surprising that managers crave certainty, and one of the key ways they seek to achieve certainty is through the control of risk. Frequently, they look to achieve this through the application of standard processes, often supported by rigid structures of compliance.

A common aphorism suggests that "good project managers always get projects done on time and on budget." This is simplistic and propagates a destructive and dangerous misconception. Imagine a project manager working on a project that is likely to complete on time and on budget.

Global competition and unprecedented transparency are driving the need for organizations to become more operationally excellent.

From the 1920s to the 1990s, radio and television dominated our lives and drove a one-way connection from companies to customers.

Traditional enterprises have been very interested in using Hadoop. But until recently, they have been hampered by a lack of suitable uses case for applying it.

Organization agility is the ability of an organization to respond quickly and effectively to unanticipated events in its environment.

Small Agile teams have attained a reputation for delivering continuous customer value using the Agile Manifesto and its principles with Agile mentors and literature as a guide. The success of these teams has whetted the appetite of both large corporations and large project teams to adopt Agile in hopes of achieving these results in a larger context.

Leadership is critically important to corporate success, yet it is poorly understood and even more poorly managed as a commodity within most enterprises. Nowhere is this more evident than within the IT community. And while IT professionals tend to view their industry as somehow different from others, our research and experience support the fact that universal principles, behaviors, and capabilities underlie effective leadership.

This Executive Summary and its accompanying Executive Report set the record straight by explaining why IT organizations feel the need to justify enterprise architecture, and what we can do to prove the value from EA.

Measuring the value of IT is something that every CIO and IT customer has been asking how to do for years.

Organizations have been developing mobile BI applications for some time now. However, the "first wave" of mobile BI applications focused on the use of smartphones due to the proliferation of such devices; they were the first mobile devices to appear that really made mobile BI practical, and they were considerably less expensive than the early tablet offerings.

Many companies adopt an agile approach expecting increased productivity, lower time to market, and so on. At first, everything might seem straightforward: The company learns about agile, hires an agile coach who helped with the first agile team, then the second, then the third. But somewhere between the second and third teams, things begin to go awry.

Every discipline develops its own terminology, and there is a period of time when those terms need to be explicitly defined every time they are used, because they have not yet become household words.

The accompanying Executive Report presents a user experience analysis framework (UXAF) as an all-encompassing view of a user's experience with a business that transcends the "known" areas of usability and usage-centered designs of software systems.

So you're the new CIO? Congratulations or condolences, which should it be? A bit of both. Nobody ever said it would be easy to be a tech-savvy plus business-savvy strategist who focuses on important IT initiatives and innovations while simultaneously managing hiccup-free daily operations and delivering complex initiatives predictably, on schedule, and within budget.

But that's your job.