See this at: liveplasma.com| Added on 03/13/07

liveplasma music, movies, search engine and discovery engine

liveplasma music, movies, search engine and discovery engine See less

See this at: cioinsight.com| Added on 02/16/07

We're predicting a higher rate of spending growth than Gartner Inc., Forrester Research Inc. and IDC; their forecasts for 2007 increases range from 2.8 to 6.5 percent, while we expect a 7.6 percent increase, the largest we've ever reported. But that... See more

We're predicting a higher rate of spending growth than Gartner Inc., Forrester Research Inc. and IDC; their forecasts for 2007 increases range from 2.8 to 6.5 percent, while we expect a 7.6 percent increase, the largest we've ever reported. But that shouldn't be surprising, given what we've learned in our recent surveys: CIOs are focusing more on growth and improving service than on cost reduction; the current economic expansion has proved resilient; and security worries and regulations require more purchases toward IT protection. And as companies make infrastructure investments, they are updating older systems and installing new applications that can take advantage of these investments. Some of the budgeting falls under the category of spending money to save money: More companies have Voice over IP in their budgets than last year. At large companies, outsourcing will take a bite out of IT jobs. But overall, it's an upbeat budget picture for upbeat times. See less

Highlights: TOP 30 IT TRENDS

See this at: eweek.com| Added on 02/16/07

CEO and CIOs have never seemed destined for a peaceful coexistence. By various accounts, blame is placed with misaligned goals, different or even inadequate training, poor communication, or a lack of understanding. An already-touchy situation is... See more

CEO and CIOs have never seemed destined for a peaceful coexistence. By various accounts, blame is placed with misaligned goals, different or even inadequate training, poor communication, or a lack of understanding. An already-touchy situation is frequently aggravated by tight budgets, abbreviated time frames and the resulting failed projects as both parties point the blame elsewhere. Adding insult to perceived injury, a report released Feb. 9 by Forrester Research found that while most CEOs are pleased with their CIOs, it's mostly because they've set low expectations of IT's role in the enterprise. In surveying 71 CEOs at companies with greater than $100 million in revenue, Forrester found that, overall, CEOs had generally positive views of their IT leadership, with 59 percent of CEOs expressing that they were satisfied or very satisfied with their respective CIO's leadership. "The surprising part of the findings was the fact that CEOs were generally satisfied with IT but, at the same... See less

See this at: soamasterclass.com| Added on 02/15/07

2007 Prediction #2: Enterprise Architect Drought One dire prediction for 2007 is that there simply won’t be enough qualified and SOA experienced enterprise architects (EA) around. Sure, there might be many “paper architects” – that is, those that... See more

2007 Prediction #2: Enterprise Architect Drought One dire prediction for 2007 is that there simply won’t be enough qualified and SOA experienced enterprise architects (EA) around. Sure, there might be many “paper architects” – that is, those that claim EA and/or SOA skills on their resumes or in their career history, but much of that experience will be attendance at a few vendor-heavy SOA courses, the development of Web Services-centric interfaces, and a sore lack of any methodology, modeling, Service lifecycle, or governance experience to speak of. Yes, it might just be that the biggest force gating widespread adoption of SOA is not the technical complexity of SOA projects (one can actually say that the technology part is relatively trivial), but rather the organizational, architectural, and skill gap that most companies have in making this architectural change a reality. ZapThink has seen first-hand evidence of this lack of EA skills. First, there is a significant demand in the... See less

See this at: duckdown.blogspot.co...| Added on 01/10/07

The opinions expressed herein may or may not represent my own personal opinions and definitively do not represent my employer's view in anyway...

The opinions expressed herein may or may not represent my own personal opinions and definitively do not represent my employer's view in anyway... See less

See this at: cio.com| Added on 01/03/07

The short answer to the question of who owns IT strategy is "Everyone." But if everyone's goals were included in the plan, it would quickly become unwieldy. Jackie Barretta, CIO at Con-Way, works with her 15-member enterprise architecture group to... See more

The short answer to the question of who owns IT strategy is "Everyone." But if everyone's goals were included in the plan, it would quickly become unwieldy. Jackie Barretta, CIO at Con-Way, works with her 15-member enterprise architecture group to identify IT strategies at a broad level, but the IT strategy is set at a more detailed level by the three individual business units. This was a no-brainer as the EA group's mission is to work with the business and stay up to speed on emerging technologies. At Cardinal Health, a dedicated pair of individuals oversee the strategic planning process in IT. They then recruit other participants depending on what they're working on and depending on what stage the plan is in. "For example," says Tom Perrine, senior VP in IT who manages Cardinal's strategic planning process, "a larger team might work for a few months on a set of strategies and during this process give 50 percent to 80 percent of its time to strategic planning. When it's finished, the... See less

See this at: cio.com| Added on 01/03/07

Read More It was 1999, and addressing any potential Y2K flaws in all of State Street's computer systems consumed the giant financial services provider's IT attention. But despite the tremendous focus on making sure that "00" would be interpreted as... See more

Read More It was 1999, and addressing any potential Y2K flaws in all of State Street's computer systems consumed the giant financial services provider's IT attention. But despite the tremendous focus on making sure that "00" would be interpreted as Y2000 rather than Y1900, David Saul, then systems software manager and Y2K remediation lead at State Street, realized something else. All the remediation projects were connected, and to ensure that any Y2K-related change in application A would not cause problems for application B, the project team needed to understand the relationships among applications and all of their inputs and outputs. For example, State Street's applications use reference data to process security transactions (the currency, the exchange on which the trade is made and so on). Because this data is used across all applications, it made sense to Saul's team to handle it independently from the specific financial applications that drew upon it. At the time, most applications... See less