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.
Corporate Adoption of Enterprise Information Portals: Part V -- Functionality and Features
Curt Hall
Corporate Adoption of Enterprise Information Portals series: Part I
Frameworks and YAGNI (You Aren't Gonna Need It)
Dave Rooney
Outsourcing Value and Management: Part II
Danny Ertel, Sara Enlow
The State of IT Governance: Part I
Peter Ofarrell
Radical Management and Strategy: Part III -- Are We Serious About the Work?
Steve Andriole
Radical Management and Strategy series: Part I: What We're Doing with the New Stuff
Radical Management and Strategy: Part II -- Sourcing
Steve Andriole
Radical Management and Strategy series: Part I: What We're Doing with the New Stuff
CIOs: Keep Watch on the WACIT
Chris Verhoef
Is 2004 "The Year of MDA?"
Michael Guttman
Security: Software Development (Part V in a Series)
Tom Welsh
Security Series: Part I: Investments and Threat Levels
The State of CRM: 2004 and Beyond
Paul Greenberg
Corporate Adoption of Enterprise Information Portals: Part IV -- Use of Portal Products
Curt Hall
Corporate Adoption of Enterprise Information Portals series: Part I
Agile Practices for Global Software Development
Roman Pichler
One for You and One for Me: Process-Area Governance
Thomas Cagley, Jr.
Organizations outsource software development and maintenance work primarily for two reasons: cost savings and staff augmentation. 1 Ceding control of people and processes is rarely among the reasons; however, it is the most common feature of outsourcing arrangements.
Outsourcing Value and Management: Part I
Danny Parker
A Lesson in Innovation from the Military
Michael Enright
The Most Important Negotiation Strategies and Issues
Ditka Reiner
As a professional negotiator, I am always surprised at the poor quality of the contracts that I have to renegotiate. They are often created by intelligent and well-meaning folks, who unfortunately are not experienced in the negotiation process and who therefore do not understand the pitfalls that may lie ahead.
Aligning IT Training Strategies with ROI
Robert Pillar
As a result of tough economic conditions over the past few years, IT budgets have been exposed to intense scrutiny. They have become subject to solid business metrics such as earned value and return on investment (ROI). As a result, new trends are emerging concerning the perception of IT training within the workplace.
The Sarbanes-Oxley Act: Implications for the CIO
David Rasmussen, Wendell Jones, Jeanette Jones, Peter Jones, Simon Jones, Edward Jones, Renee Jones, Frank Jones, Capers Jones, Wendell Jones, Cheryl Jones, Andrew Jones, David Jones, Daniel Jones
The Sarbanes-Oxley Act is the US federal government's reaction to the corporate debacles of Enron, WorldCom, Adelphia, and several other companies. The law requires specific financial reporting by public companies, with severe penalties for willful misrepresentation of financial results or forecasts.