THE QUALITY EDGE: BEST PRACTICES FROM HIGH-MATURITY SOFTWARE UNITS IN INDIA b
August 31, 1998 | Authored By: Ajay Mohnot
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June 30, 2004 | Authored By: Ken Orr
IS departments commonly face three types of scenarios as they assist their parent organizations with mergers or the acquisition of a targeted business. These scenarios, which cover the gamut from naive to sophisticated, are listed below:
November 30, 2006 | Authored By: Kenneth Rau
After 20 years of focus on teaming in industry, teamwork effectiveness in IT projects remains hit or miss. While some teams are highly effective and others highly ineffective, most are of middling effectiveness. Statistics on IT project success support this observation all too well.
October 1, 2004 | Authored By: Christopher Avery
Business craftsmanship is concerned with organizational transformation and enlightenment.
January 29, 2013 | Authored By: Tobias Mayer
Editor's note: A recent assertion from the Cutter Business Technology Council states, "Loss of core competencies will continue.
June 30, 2001 | Authored By: Wendell Jones
There have been a lot of "studies" on job migration and outsourcing over the past five years that try to position outsourcing as something political: outsourcing creates jobs; outsourcing is the inevitable consequence of globalization; outsourcing will dest
April 1, 2006 | Authored By: Steve Andriole
How can we resolve the polarity in organizations between the need for learning versus the need for producing results? How can we foster a culture that allows taking the time to learn and try different approaches despite the ever-present focus on results? This Executive Update explores learning by doing from different angles and attempts to shine a light on various ways that teams and organizations can speed up their learning curve by consciously taking action and learning from the results.
June 8, 2015 | Authored By: Steffan Surdek
This Executive Update takes a practitioner's lens to business architecture and explains what the concept embodies. It also outlines some pitfalls to avoid while introducing the function to an organization.
December 10, 2014 | Authored By: Amit Temurnikar
Effective CIOs must demonstrate both operational and strategic leadership. Although it is unclear how and when CIOs make the transition from operational to strategic leadership, we argue that the transition depends on the accumulation of transitional capital. Timing and sequencing of CIO actions are critical to the accumulation of this transitional capital. Thus, strategic CIO leadership is earned and is contingent upon actions of the CIO in building operational excellence and social capital, sequencing and kairotic timing of these actions to accumulate transitional capital, and achieving acceptance by the top management team.
November 23, 2017 | Authored By: Richard Watson, Elena Karahanna
Even before the September 11 terrorist attacks in the US, international security industry analysts were becoming concerned that the rapid growth of hacker activity was showing signs of organized behavior.
June 1, 2002 | Authored By: Laurie McQuillan
"Why bother writing patterns that just boil down to advice my grandmother would give me?"
July 31, 2000 | Authored By: Richard Du
The structure of the IT organization is an important factor in supporting a company's ability to respond to market forces and compe
August 31, 2006 | Authored By: Richard Cheng
Being a global enterprise with a large portfolio of services and solutions has some distinct advantages, but it is not without its challenges.
August 31, 2008 | Authored By: Matt Ganis, S Hall, Curt Hall, Scott Hall, Jacob Hall, Terry Hall, Simon Hall, Steve Hall, Matthew Hall, Buddy Hall, Elmar Hall, Payson Hall, Garrett Hall, David Hall, Brian Hall, Margot McNeill
Domain Government
August 31, 2005 | Authored By: Ken Orr, Cutter Business Technology Council, Cutter Business Technology Council, Cutter Business Technology Council
Rachana Shah explores system stability and points of intervention in a specific, highly complex system: the New York City Waste system. Shah uses systems theory to analyze specific actors and their actions to reveal key leverage points for change within the system. She prioritizes the leverage points by their potential for impact on the system, elucidating exactly what each leverage point can change, who will be affected by the change, and what effect the change could have on the system. She then explores the negative feedback processes that resist systems change, pointing out that the higher in impact a leverage point is, the more a system will resist it. Shah’s analysis demonstrates how actors can decompose a system into subsystems, identify key change points, and prioritize each change point by balancing its potential for impact against its potential to generate negative feedback from the system that cancels out the impact of the leverage point. Her focus on actors and their actions raises a valuable point for systems analysis. The way you analyze a system influences what you believe to be the key leverage points in the system and influences the effectiveness of systems change strategies built from that analysis. Conceptualizing the waste system as actors and actions highlights leverage points related to actors themselves. However, this way of viewing the system may obscure system processes and leverage points not related to actors, such as technological leverage points around material production and distribution or biophysical leverage points around waste decomposition.
April 26, 2022 | Authored By: Rachana Shah
Domain Collaboration
August 31, 2004 | Authored By: Tom DeMarco, Cutter Business Technology Council, Cutter Business Technology Council, Cutter Business Technology Council
Domain IT industry
January 31, 2004 | Authored By: Tim Lister, Cutter Business Technology Council, Cutter Business Technology Council, Cutter Business Technology Council