This Executive Update offers an approach for calculating ROBAI to help business architecture teams better demonstrate their value and impact.

In this Advisor, we examine the three conventional essential security requirements — confidentiality, integrity, and availability — which present somewhat different issues in the age of Industry 4.0.

Cutter Consortium Senior Consultant Paul Clermont describes some of the impact that AI has had at the boundaries of commer­cial organizations and public policy in an article aptly entitled, “Who Knew THAT Would Happen?” Those of us who have experienced unintended consequences of other technologies will want to answer “anybody” but should remind ourselves that some may not have the memory of prior years, and that hindsight is perfect. Clermont explores how to identify possible unintended consequences in advance and proposes countermeasures to negative unintended consequences in the form of design principles and public policies.

Cutter Consortium Senior Consultant Paul Clermont describes some of the impact that AI has had at the boundaries of commer­cial organizations and public policy in an article aptly entitled, “Who Knew THAT Would Happen?” Those of us who have experienced unintended consequences of other technologies will want to answer “anybody” but should remind ourselves that some may not have the memory of prior years, and that hindsight is perfect. Clermont explores how to identify possible unintended consequences in advance and proposes countermeasures to negative unintended consequences in the form of design principles and public policies.

Cutter Consortium Fellow Lynne Ellyn recounts her experiences with AI technology in the real world, surveys the current landscape, and identifies key nontechnical issues that companies are likely to face when deploying AI-based systems.

Cutter Consortium Fellow Lynne Ellyn recounts her experiences with AI technology in the real world, surveys the current landscape, and identifies key nontechnical issues that companies are likely to face when deploying AI-based systems.

As AI becomes more visible as a corporate strategic tool, organizations will have to incorporate issues surrounding AI as part of corporate strategy. Pavankumar Mulgund and Sam Marrazzo help us by providing a framework for developing an AI strategy. The authors discuss the “minimum viable model” approach to the development of the underlying AI/ML models, along with the platform on which these models run and the inevitable tradeoffs. They conclude their piece by examining some best practices for the successful implementation of AI initiatives.

As AI becomes more visible as a corporate strategic tool, organizations will have to incorporate issues surrounding AI as part of corporate strategy. Pavankumar Mulgund and Sam Marrazzo help us by providing a framework for developing an AI strategy. The authors discuss the “minimum viable model” approach to the development of the underlying AI/ML models, along with the platform on which these models run and the inevitable tradeoffs. They conclude their piece by examining some best practices for the successful implementation of AI initiatives.

One way of getting an off-course system (or person) back on track is by nudging. This concept can be particularly useful in goal-directed systems. But, to reiterate, errors will occur. In his article, Richard Veryard describes technologically mediated nudging; the possible unintended consequences; and the need to consider the planning, design and testing, and operation of the system for robust and responsible nudging.

One way of getting an off-course system (or person) back on track is by nudging. This concept can be particularly useful in goal-directed systems. But, to reiterate, errors will occur. In his article, Richard Veryard describes technologically mediated nudging; the possible unintended consequences; and the need to consider the planning, design and testing, and operation of the system for robust and responsible nudging.

Experienced IT practitioners know that errors will occur. A big part of building and managing complex systems is dealing with risk management (which includes identification and mitigation strategies). This is hard enough when documentation and source code exist. But the current state of ML-based AI tends to result in opaque black boxes, which make this activity, um, challenging. David Biros, Madhav Sharma, and Jacob Biros explore the implications for organizations and their processes.

Experienced IT practitioners know that errors will occur. A big part of building and managing complex systems is dealing with risk management (which includes identification and mitigation strategies). This is hard enough when documentation and source code exist. But the current state of ML-based AI tends to result in opaque black boxes, which make this activity, um, challenging. David Biros, Madhav Sharma, and Jacob Biros explore the implications for organizations and their processes.

This article takes us to outer space (well, low Earth orbit, actually) to examine the issues around AI (in its ML incarnation) employed in a NASA system to track orbital debris. William Jolitz, the inventor of OpenBSD (open source Berkeley Software Distribution), makes the case for organization-wide awareness and alignment around ML and suggests that, like security, transparency cannot be bolted on later; it must be addressed at a project’s origin.

This article takes us to outer space (well, low Earth orbit, actually) to examine the issues around AI (in its ML incarnation) employed in a NASA system to track orbital debris. William Jolitz, the inventor of OpenBSD (open source Berkeley Software Distribution), makes the case for organization-wide awareness and alignment around ML and suggests that, like security, transparency cannot be bolted on later; it must be addressed at a project’s origin.

The contributions in this issue of CBTJ will help us get up to speed with the current state of AI and to think about some of the issues raised when we look beyond systems that appear to work as intended. Our contributors span industry and academia, and their commentary provides a good way to gain an overview of the problem.

The contributions in this issue of CBTJ will help us get up to speed with the current state of AI and to think about some of the issues raised when we look beyond systems that appear to work as intended. Our contributors span industry and academia, and their commentary provides a good way to gain an overview of the problem.

Artificial intelligence (AI)-based cybersecurity solutions offer significant advantages with respect to threat detection, response time, and, most important, reduction in false positive alerts.

Artificial intelligence (AI)-based cybersecurity solutions offer significant advantages with respect to threat detection, response time, and, most important, reduction in false positive alerts.

Many aspects of software have changed in the last few decades, particularly since the advent of personal computers in the 1980s, the World Wide Web in the 1990s, and the widespread use of mobile and cloud computing in the last decade or so. Other key changes have been the massive trend toward outsourcing and offshoring in the 2000s and the widespread use of social media beginning in the 2010s. We explore some of these trends in this Advisor.

This Executive Update provides insights into how the cognitive enterprise can proactively protect itself from risks and security incursions by building business-driven safeguards into its underlying DNA.

Recently, we described the application of Scrum at Riccardo’s Restaurant in London. This environment is similar to that of Lean hardware Scrum, in that shifts are repeatedly creating and delivering products in short cycles with high quality. Process efficiency and cycle time become the key metrics for production.

Digital transformation has hit a wall. The need for reinventing how we think about and approach archi­tecture is becoming ever more prevalent, especially if an organization is to truly become Agile.

Aligning strategic objectives and tactical demands is critical to successfully execute your strategy and drive change. Cutter Consortium Senior Consultant Brian Cameron explores the ways you can structure your business architecture to effectively facilitate strategy execution in this on-demand webinar. (Not a member? For a limited time, you can watch the webinar on demand.)

Aligning strategic objectives and tactical demands is critical to successfully execute your strategy and drive change. Cutter Consortium Senior Consultant Brian Cameron explores the ways you can structure your business architecture to effectively facilitate strategy execution in this on-demand webinar. (Not a member? For a limited time, you can watch the webinar on demand.)

Many Agile experts have written about integration and testing. Some debate about the goals, while others explore the tactics taken to achieve them. Most agree that integration and testing should be performed continuously and in an automated manner, if possible. However, this seems to be the extent of agreement. Debate arises over “who does the integration and testing — when, where, and why?” along with discussion about the most efficient and effective way to get the job done.