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Gabriele Piccoli reflects on the foundational thought behind his approach to editing CBR — a data-grounded collaboration between IT academics and practitioners.
November 24, 2015 | Authored By: Gabriele Piccoli
Part I in this two-part Executive Update series (Vol. 9, No.
February 14, 2008 | Authored By: Ian Osborne
January 31, 2005 | Authored By: Bob Benson, Tom Bugnitz, Tom Bugnitz, Tom Walton, William Walton, William Walton, Kaleb Walton
PLATFORMS FOR COOPERATIVE SOFTWARE DEVELOPMENT by Igor Hawryszkiewycz and Ian
July 31, 1996 | Authored By: Igor Gorton
THE NINE-STEP YEAR 2000 TESTING PROCESS by William E.
January 31, 1999 | Authored By: William Perry
The unfolding Volkswagen emissions control cheating scandal has all the ingredients and drama of a great Shakespearean play.
October 8, 2015 | Authored By: Robert Charette
The authors offer their own Agile Teamwork Effectiveness Model via five teamwork components (shared leadership, peer feedback, redundancy, adaptability, and team orientation) along with three coordinating mechanisms (shared mental models, mutual trust, and communication). They describe the three main ways their model can be useful. First, colocated teams can better understand how their team works by reflecting on how well they meet each factor in the model and by using behavioral markers to identify ways to improve. Second, it helps distributed teams, multi-teams, and teams doing safety-critical development to evaluate themselves and make improvement. Third, it’s a way for Agile teams not doing software development to better manage themselves, provided they’re doing knowledge-intensive work.
According to Dennis Adams who has analyzed Cutter's IT budgeting survey for the past 10 years, IT managers believe that senior corporate-level managers and senior business unit–level managers regard IT as a partner.
This month's installment of Cutter Benchmark Review is the fifth effort in our yearly series on IT trends and technologies for the coming year. As you know if you have been following CBR, at the beginning of every year we ask our practicing and academic contributors to take stock of current trends. Based on our benchmarking survey of investment priorities, we ask them to explain the results and extrapolate some guidelines for our readers on how to tackle the new year in the IT shop.
December 31, 2009 | Authored By: Gabriele Piccoli
It is not unusual for business and IT organizations to be in conflict.
September 14, 2007 | Authored By: J. Benjamin Moore, Jr.
Cutter IT Journal VOL. 26, NO. 5
May 27, 2013 | Authored By: Sherif Kamel
What Does It Take to Assemble a
August 31, 2005 | Authored By: Laurent Bossavit
On that long list of venerable institutions primed for a high-tech overhaul, higher education is near the top.
April 18, 2012 | Authored By: John Tibbetts
January 11, 2005 | Authored By: Lou Mazzucchelli
Self-direction doesn’t just happen because you adopt Scrum, Kanban, or another Agile variant. Or because you say “Agile” 20 times to your teams. It needs a fertile space to grow. It needs to be watered and fertilized. It needs an honest and open environment. In far too many cases, this is simply not happening. So, what are the elements of self-directed space? This Advisor explores five that come to mind.
October 21, 2021 | Authored By: Bob Galen
As a leader, you don’t have to be the one who conceives innovative ideas, but you do need to pave the way for curious and creative employees. Join Professor Roberto for this discussion on unlocking creativity and start removing obstacles to the creative process, and supporting an atmosphere of imagination and innovation in your organization.
February 12, 2019
This Executive Update is the first of a two-part series containing excerpts from a panel discussion on business-IT alignment.
June 30, 1999 | Authored By: Maxwell Hughes, Chris Pickering, Rob Thomsett, Steve Andriole, Steve Andriole, Jim Highsmith