When you first started to talk, after "Dada," "Mama," "cat," and "dog," your parents probably taught you the importance of saying, "please" and "thank you." For most toddlers, "please" com
August 16, 2012 | Authored By: Laura Schildkraut
Showing 521 - 540 of 2386
We all know by now that the relationship between the parties of an outsourcing contract is paramount to the success of the deal.
June 24, 2009 | Authored By: Sara Cullen
This Executive Update invites you to reconsider a process-driven business process management methodology despite vendor training and previously conceived notions of how you plan and design for a BPMS.
January 6, 2015 | Authored By: Frank Teti
This year we've seen a few changes for CBR.
December 3, 2012 | Authored By: Joseph Feller
There has been a love-hate relationship between IT and performance measurement ever since IT emerged from the freight elevator, stumbled into the express elevator, emerged on the executive floor, and became a reluctant member of the business's manag
June 20, 2006 | Authored By: Kenneth Rau
HOW ABOUT A LITTLE OPPORTUNITY MANAGEMENT? 6 October 1999 by Kathleen Peters
October 6, 1999 | Authored By: Kathleen Peters
I have been a member of the “gig” economy for the last 20 years — I just didn’t know it.
January 26, 2017 | Authored By: David Coleman
In much the same way ”design-for-producibility” is key to successful hardware production, “architect-for-real-ability” is key to capability realization. Everyone involved from the beginning in the specification, development, and operation of a capability needs to perform as, an organized, integrated team.
June 30, 2021 | Authored By: Marc Gewertz
BEFORE, DURING, AND AFTER DEVELOPMENT: LOTS OF DECISIONS Decisions, decisions, decisions.
April 30, 2001 | Authored By: Shari Pfleeger
I recently had lunch with the CEO of an information security firm and asked him about an impression I had from talking to firms about this area. "They don't seem worried enough," I suggested.
June 1, 2002 | Authored By: Robert Austin
Whether implicitly or explicitly, portfolio management has always been a key function of IT management. Selecting which projects to undertake, allocating resource levels to projects, and monitoring results across projects are key portfolio management activities.
October 1, 2002 | Authored By: Jim Highsmith
Whether implicitly or explicitly, portfolio management has always been a key function of IT management.
August 15, 2001 | Authored By: Jim Highsmith
There exists an agile scaling myth that goes something like this: "Agile development wo
December 25, 2008 | Authored By: Jim Highsmith
For more on open source, see the May 2003 issue of Cutter IT Journal
July 14, 2003 | Authored By: William Zucker