This Cutter Benchmark Review issue investigates the extent of organizations’ adoption of application packages, the reasons for adoption, the benefits expected and the benefits realized, software changes, and any difficulties associated with adoption. (Not a member? Download your complimentary copy of the issue here.)
September 2006
In this issue:- Does Best Practice Make Perfect? Fitting Off-the-Shelf Applications to Meet Your Needs — Introduction
- User Experiences with the Implementation and Use of Application Package Software
- Application Package Software: The Promise Vs. Reality
- It's a New World ... So Grab Your Old Weapons
- Application Package Software Survey Data
August 2006
Budgets serve an a priori planning and communication role as well as a control and monitory a posteriori role. I hope that you will find this issue of CBR packed with useful data that helps you prepare your own IT budget (planning role) and survey-based ammunition that helps you back up your decisions with evidence (communication role). As always, the insight and guidelines brought to bear by our contributors should help you refine your own thinking about the appropriate course of action in your own organization.
August 2006
We've been working on business intelligence (BI) for going on 20 years now. Yet many executives and managers still can't get what they need from their data analysis tools. They wish they had better prognostic capabilities. They wish they had predictive models that would notify them about potential problems or risks before they occur.
In this issue:- Putting the Intelligence Back into Business Intelligence
- Thoughts on Improving the Data Mining Process
- Basics with a Bang: A Simple Start to Data Mining
- The Tower of Babel Was Built from the Ground Up (and Therein Lies the Problem): An Alternative View of BI
- Data Strategy: Survival Guide for the Information Age
- Bridging the Canyon: Introducing Business-Oriented Practices to an Environmental Data Project
July 2006
In this issue of Cutter Benchmark Review, we tackle the topic of virtual teams and their management. Like any team, virtual teams are groups of individuals with shared objectives and shared responsibilities. Unlike traditional or colocated teams, though, virtual teams draw members from multiple locations and thus cannot easily meet face-to-face.
July 2006
Business needs change, the competitive landscape changes, so system requirements must also be able to change if we want to deliver software that satisfies our customers. That's agile development in a nutshell, right? But what if we're so focused on the rapid development of working software "trees" that we don't see the "forest" of business requirements?
In this issue:- Do Agilists Understand Requirements?
- Early and Often: Elaborating Agile Requirements
- Are Systems Engineers Complete Losers When It Comes to Communication?
- Hallucinating Requirements
- Agile Requirements and the Art of Communicating
- Feature This: Transforming Borland’s Development Process with Scrum
- Agility vs. Requirements