A year ago, in the March 2002 issue of CBR , we dealt with the perennial and difficult topic of project management. The charter of CBR calls for occasionally revisiting such foundational topics to present updated information. That's what we're doing this month.
March 2003
February 2003
This month's CBR focuses on the issue of "visibility," which our IT systems are supposed to provide for us. Visibility may not be the first thing that comes to mind when people think about the benefits of computerization. But it is, in fact, extremely important -- and for more reasons than the costs of just-in-case inventory. Visibility into operations provides a basis for better decisionmaking and allows us to service our customers more promptly.February 2003
Bold Leap Forward
Getting the business to accept responsibility and authority for the scope of systems (the major organizational implication of Extreme Programming) is reasonable and possible, and the results are satisfying and valuable.In this issue:- Cutter IT Journal: February 2003
- XP and Culture Change: Part II: Opening Statement
- XP and Emotional Intelligence: Discovering Your Inner Merlin
- It Gets Worse Before It Gets Better: Changing to XP
- Dear Diary: The Making of an XP Team
- Transformation to a Customer-Oriented Development Process
- XP and the Cognitive Divide
- Traversing Software's "Last Mile": XP Meets Corporate Reality
- Embracing Change: A Retrospective
January 2003
At the US automaker where I once worked, assembly plant shifts were scheduled back to back. If one shift finished at 3:00 pm, another was hard at work by 3:30. The plants' managers pushed hard to meet production quotas while minimizing input costs by keeping the line going pretty much all the time. The underlying productivity arithmetic is basic to any manager's: maximize output (cars), minimize inputs (labor, electricity to run the machines, etc.). Interestingly, the world's reigning champ of manufacturing, Toyota, doesn't follow this logic.January 2003
Our Hands Are Tied
"Garbage in, garbage out" is a fact. But how can IT be held accountable for data it does not create?
If Not You, Who?In this issue:- Cutter IT Journal: January 2003
- Opening Statement: Garbage In, Garbage Out": IT's Role in Improving Data Quality
- What IT Can Do to Make Data Better
- To Clean or Not to Clean, That Is the Question
- Managing Information Quality: Everyone Has a Role to Play
- Constructing a Data Point Metric for Measuring Data Quality
- Business and IT Roles for Improving Data Resource Quality
- Data Model Quality: Where Good Data Begin
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