A MANAGER'S CHECKLIST FOR VALIDATING SOFTWARE COST AND SCHEDULE ESTIMATES by
April 30, 1996 | Authored By: Robert Park
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Jagdish Bhandarkar is a technology geek with 20+ years' industry experience with various Fortune 500 companies. He is the CTO at SLK Software Services, responsible for driving the company’s technology vision of continuously enhancing innovation on behalf of customers at a global scale. Dr. Bhandarkar has authored various articles for journals and conferences. He earned a master’s degree in engineering and a PhD from MIT. Dr. Bhandarkar is an alumnus of the Indian Institute of Management Calcutta, India, and graduated from Mangalore University, India. He can be…
Teamwork: what other management topic commands so much commentary with such little performance certainty?
October 1, 2004 | Authored By: Christopher Avery
For more information on Cutter Consort
December 6, 2004 | Authored By: Jim Highsmith
For more on agile software development
January 5, 2004 | Authored By: Lynne Nix
There is renewed interest in development of systems that are able to survive attacks, accidents, and failures, while maintaining the ability to provide users with essential services [1].
July 25, 2000 | Authored By: Nancy Mead
A May 2006 article in APICS magazine describes the search by a California-based global electronics manufacturer for the best approach to continuous improvement.1 The company found that the right combinat
October 31, 2006 | Authored By: Christoph Steindl, Christian Federspiel
Building trust lies at the heart of success with agile approaches to software development.
August 23, 2010 | Authored By: Rachel Davies
The use of vendor panels has been standard practice in business and government for some time; indeed, you probably don’t give it much thought. However, panels are grossly underutilized, despite receiving the highest “very satisfied” score with customers relative to sole sourcing (single suppliers) and head contracting (prime contractors with subcontractors).
Explaining the poor utilization of panels is not so simple. There are a myriad of traps that organizations fall into. This Executive Update explains the common traps and provides the tricks to leverage your use of panels.
February 22, 2016 | Authored By: Sara Cullen
REVOLUTIONIZING SUPPLY CHAIN MANAGEMENT THROUGH HOLISTIC GOVERNANCE STRUCTURES
February 29, 2000 | Authored By: William Ulrich
Matthew Ganis is an IBM Senior Technical Staff Member in Armonk, NY. He is also an Adjunct Professor of Information Technology and Astronomy at Pace University, where he focuses on the implementation of the Internet of Things. Dr. Ganis is the coauthor of Social Media Analytics: Techniques and Insights for Extracting Business Value Out of Social Media. He can be reached at mganis@pace.edu or via Twitter @mattganis.
Diego Alvarez, Pietro Cortellini, and Emily Munchak invite readers to look at DAOs through the lens of the music industry. The authors investigated three DAOs: Audius, BitSong, and MODA DAO, which aim to disrupt their market. The study differentiates between DAOs driven primarily by economic incentives from those focused on social incentives and highlights five dimensions that characterize all DAOs: purpose, community, technology, tokens, and governance. The study focuses on DAOs from the music industry, but the authors offer generalized insights for other industries.
Q: What concerns might you have based on the profile of this IT leader?
Dave Rooney is a Cutter Expert. He is a veteran Agile Coach and software developer with more than 30 years’ experience. As a well-recognized member of the global Agile community since 2000, Mr. Rooney helps a wide variety of organizations — large and small, private and public sector, startups and Fortune 15 companies — improve their software delivery process. He has a deep interest in the human factors involved in the effective delivery of software that delights customers and follows practices that make the work environment not just more humane, but also fun. Mr. Rooney is an…
The only thing you can be sure of when speaking to someone else about SRM is that he or she will think it's something different than what you mean. This leads to our first trap in Part I of this two-part Executive Update series on SRM tricks and traps at the conceptual level. What is the purpose of SRM? Is it to have good relationships? To collect data? To foster innovation?
November 3, 2014 | Authored By: Sara Cullen
Although the unavoidable tension between quality of production and speed to market is centuries old, we still treat the problem of quality in rapid software development as a new one.
July 31, 2007 | Authored By: Megan Folsom