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Is Leadership a Science?
[From the Editor: This week's Advisor is from Cutter Fellow Lynne Ellyn's introduction to the March 2012 issue of Cutter IT Journal, "Is Leadership a Science?" (Vol. 25, No. 3).
Putting Enterprise Architecture and Portfolio Management Together, Part I
Cutter Business & Enterprise Architecture Practice Director Mike Rosen and I recently presented a one-day workshop on enterprise architecture (EA) and portfolio management (PM), and how they work together. Part of Mike's contribution was about technical debt and how it fits into both EA and PM. Planning the workshop created a new awareness of how important both EA and PM are and how, together, they can produce superior insight into delivering value to business and government organizations.
Putting Enterprise Architecture and Portfolio Management Together, Part I
Cutter Business & Enterprise Architecture Practice Director Mike Rosen and I recently presented a one-day workshop on enterprise architecture (EA) and portfolio management (PM), and how they work together. Part of Mike's contribution was about technical debt and how it fits into both EA and PM.
Tablets for the Enterprise
Enterprise Agility
Reflections on Innovation -- Part V: Words, Words, Words
When last we met, I went on about language and the sloppy and obfuscating use thereof ("Reflections on Innovation -- Part IV: The Care and Feeding of Language").
Pitfalls of Agile XX: Efficiency
Put Big Data in Perspective -- Part II
In my last Advisor ("Put Big Data in Perspective -- Part I"), I discussed the basics of Big Data, what it is, where it comes from, what's it goo
What's Microsoft Doing with Hadoop?
What Can Open Source Teach Us About Building Software?
Open source software (as I am sure you know) is software that can be freely copied, modified, and redistributed, either in its original or derived form, for sale or for free. There are many variations in open source licenses defining the conditions for these activities, but those are the core issues.
Inflection Points for Decisions and Profit, Part I
Big or Little, Devops Needs a Complete Picture, Part IV
Killing Projects: Resource Allocation for Portfolio Management
For most corporations, killing old projects is probably as important as approving new projects. Most of the resources of a corporation are used for regular operational work, which, it is hoped, produces a profit that will allow a small percentage of resources to be used for new development, such as new products and new infrastructure -- including IT. It is critically important for those resources used on IT projects that they pay off in improved efficiency of operations and increased revenue and profits.
Predictions on Collaboration in 2012: The Smarter CIO
Leadership "Yoga"
Change Management 3.0, Part II
In my last Advisor ("Change Management 3.0, Part I"), I introduced the Change Management 3.0 "supermodel," which encompasses a few smaller well-known models of change, where each model addresses one of the following
Big Agile
[From the Editor: This week's Advisor is from Israel Gat's introduction to the February 2012 issue of Cutter IT Journal, "Big Agile" (Vol. 25, No. 2). For more information about Cutter IT Journal, please visit www.cutter.com/itjournal.html.]
Social BI -- First Acquire the Data
Driving the Snakes Out of Ireland ... and Out of Our Business Models
The story of Saint Patrick is an epic unto itself; not because of the miracles wrought, but because of his remarkable savvy about those around him. St. Patrick is attributed with converting the whole of Ireland -- the only such recorded Christian missionary to do so without bloodshed. How did he achieve this wonder?
Pitfalls of Agile XIX: Playing Agile
Establishing the Business Architecture Practice: A Case Study -- Best Practices, Revisited
Since publication of the Cutter Business Enterprise Architecture Executive Report "Establishing the Business Architecture Practice: A Case Study" (Vol. 15, No.