Find analysis of data from Cutter's ongoing industry research efforts, brief treatments of topics that don't require the in-depth research of an Executive Report, updates on previously-covered topics, and more, in 2-4 page Executive Updates.
Here in Part XI, we discuss how completion time estimates are determined and the biases that affect those estimates.
In Part III of this Executive Update series on design thinking and digital transformation, we examine the top challenges that arise from pursuing a digital transformation strategy and how design thinking tools and the design thinking process can help address these challenges.
As we near the end of another year, it is a good time to reflect and look forward. Whether you are thinking over your organization’s business architecture practice or your own business architecture career, an awareness of the bigger picture is important for comparison and inspiration. That is the purpose of this Executive Update.
This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part VII, we examine some of the advanced technologies organizations are interested in adopting for CX.
In Part VI of this Executive Update series on customer experience (CX) management, we examine findings covering the various advanced technologies on organizations’ radar regarding their CX efforts.
This Executive Update describes the unique challenges to quality in the big data domain as well as various approaches to handling and resolving those challenges.
To succeed in the future, we must make difficult changes to move our organizations into the 21st century — and creating real teams is the answer.
In Part X of this Executive Update series on statistical project manangement (SPM), we describe many of the metrics within SPM by category.
In Part IX of this Executive Update series on statistical project manangement, we return to the eight volatility metrics to see how we can assign them to project managers, object types, objects, phases, and other levels of analysis.
In Part V of this Executive Update series, we examine the various leading CX technologies organizations are interested in adopting.
This Executive Update offers an approach for calculating ROBAI to help business architecture teams better demonstrate their value and impact.
This Executive Update provides insights into how the cognitive enterprise can proactively protect itself from risks and security incursions by building business-driven safeguards into its underlying DNA.
Many Agile experts have written about integration and testing. Some debate about the goals, while others explore the tactics taken to achieve them. Most agree that integration and testing should be performed continuously and in an automated manner, if possible. However, this seems to be the extent of agreement. Debate arises over “who does the integration and testing — when, where, and why?” along with discussion about the most efficient and effective way to get the job done.
Here in Part VIII, we discuss the social and emotional cognitive aspects of projects.
Data science skills span a wide gamut of capabilities within an organization, including business analysis, Lean-Agile portfolios, enterprise and systems architectures, quality assurance, and, of course, database and statistical skills. In this Executive Update, we address the issues around upskilling people for big data capabilities.
In this Executive Update, we describe the application of Scrum in the restaurant business. This environment is similar to that of Lean hardware Scrum, in that shifts are repeatedly creating and delivering products in short cycles with high quality. Process efficiency and cycle time become the key metrics for production.
In Part VII of this Executive Update series on statistical project management, we turn our attention to the dynamical and often irrational nature of projects.
In Part IV of this Executive Update series on customer experience (CX), we review the CX practices and techniques that organizations are interested in adopting.
This Executive Update examines some current trends in the API space, including API platforms, as well as the influence of microservices, streaming, and serverless on those API platforms. We also cover how enterprises are expanding their API program to include the broader concerns of enterprise architecture. Finally, we take a look at what those trends and perspective shifts may hold for us in the future.
There is a wealth of evolving business and IT strategies, disciplines, and technologies, but many of these concepts are technology-driven and lack a unifying vision. The cognitive enterprise, on the other hand, offers a business-driven vision for organizations where technology is merely a means to an end. This Executive Update outlines the purpose of the cognitive enterprise, its two fundamental underlying concepts, common scenarios that manifest within a cognitive enterprise, and how to position organizations to achieve this vision.
In this Executive Update, we look at how non-software, product–based companies can successfully embrace Agile — and non-Agile — methods in a complementary way.
In Part VI of this Executive Update series on statistical project management, we look at the “nature” of the project and its role as the firm’s “working memory.”
In Part III of this Executive Update series on customer experience (CX) management in the enterprise, we examine findings pertaining to the benefits organizations hope to obtain from implementing CX practices and technologies.
The “Recordkeeping for Timely Deposit Insurance Determination” rule from the US Federal Deposit Insurance Corporation (FDIC), or FDIC 370, seems simple but, as we explore in this Executive Update, it presents several challenges for covered institutions (CIs).
Ninety-two percent of executives say agility is critical for the future of their business, yet only 4% of their transformation efforts are delivering agility. The leading causes for this gap are an entrenched legacy culture and general resistance to change. Responding to these challenges and delivering business agility may require more than Agile practices. As we explore in this Executive Update, many organizations are discovering “solution focus” to be the missing piece of their transformation puzzle.