Few IT-related subjects have inspired stronger feelings over the past few years than enterprise resource planning systems, more often known by the acronym ERP. These large, off-the-shelf software packages promised to replace complex legacy problems with a well-integrated and modern application infrastructure. In many ways, this promise was always too grand, and savvy businesspeople should have known better. But the idea that there was a single way of solving so many of your problems proved seductive, leading many companies down the ERP path.
September 2003
August 2003
A Zero-Sum Game
CIOs will struggle to make technology relevant to a business that is concerned with cutting costs and improving performance.
In this issue:- Cutter IT Journal: August 2003
- The New CIO Agenda: Opening Statement
- The CIO's Role in the CEO's Agenda
- CIOs Can't Do It Alone: Project Success Through Better Sponsorship
- Women CIOs: Cracks in the Glass Ceiling
- All Things to All People No Longer: Four Options for the New CIO Agenda
- The CIO: "Career Is Onward"
August 2003
When it comes to software testing, people disagree quite a bit. Some argue vehemently for a particular point of view, while others consider that very position nonsensical. For example, the "zero defects" crowd generally thinks the "good enough quality" crowd is out to lunch -- and vice versa. The different camps have different pictures in their heads, different frames of reference and implicit assumptions. A big part of what's important in debates about software testing (and, by extension, software quality) is what goes unsaid because the speaker considers it obvious.In this issue:- Software Testing: A Field in Transition
- Paying Now or Paying Later. Part I: Paying Now
- Software Testing -- Paying Now or Paying Later. Part II: Paying (Some) Later
- Software Testing -- Paying Now or Paying Later. Part III: The Tester's Scorecard
- Testing: Key to Adaptability
- Testing Tactics for IT Projects
July 2003
Driver of Strategic Agility
In this issue:- EA Governance: From Platitudes to Progress
- Opening Statement: EA Governance: From Platitudes to Progress
- EA Governance Doesn't Just Happen -- You Gotta Design It!
- Governing Enterprise Architecture: Lessons Learned from Implementing Federal Government EAs
- The Good, the Bad, and the FEA: Establishing EA Governance in a Federal Agency
- Making Enterprise Architecture More Than an IT Bureaucrat's Dream
- It's All About People: Agile Enterprise Architecture
July 2003
IT and other operational managers often dislike the idea of outsourcing activities in their areas of responsibility. The reason for this seems pretty clear: outsourcing invites the possibility of added complexity, loss of control, and operational risk. Of course, outsourcing can result in all these things. But it has been a long time since most businesses were completely vertically integrated -- that is, since all company activities were performed internally.In this issue:- Business Process and IT Outsourcing: The Momentum Mounts
- IT and Business Process Outsourcing on the Rise
- IT Outsourcing Is Growing and Satisfying Most Customers
- Business Process Outsourcing: An Emerging Business Strategy
- Twenty Customer and Supplier Lessons on IT Sourcing
- Despite 9/11 Aftermath, Offshore Outsourcing Continues to Grow
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