The Agile Manager

You create a new software application. It grows, rapidly. And it keeps growing. You add tools. You add people. You add roles and struct...

The Financial Times recently ran analysis and guest op-eds that sought to explain value in and from IT. One went as far as to challenge w...

In textbook portfolio management, we have a thorough and well researched business case that details the features, costs, and ROI we expect t...

Investments in infrastructure, whether public transport or IT applications, tend to lack hard numbers because they are a means to an end and...

Previously, we looked at how we can separate Strategic IT from Utility IT, position the Strategic portion as an investment arm of the busine...

We've seen how Agile IT conflicts with the CFO's goals, and why the latter tends to trump the former. What can we do about it? Conc...

In the first installment , we had a look at how the CFO is primarily concerned with consistent cash flow so that the business can service lo...

Reading the headlines, tech is showing some signs of relaxing a bit. The first is a slowdown in corporate capital formation. Businesses hol...

I’ve been asked by a number of people recently how we can reconcile Agile IT, which shuns long-range deterministic planning, with annual bud...

We're in the middle of a much-anticipated wave of tech firms listing, and the valuations look a bit frothy. Pandora has 94 million subsc...

Microsoft's acquisition of Skype generated a lot of comment this week, much of it negative. As an investment, Skype has to put up some p...

Earlier this year, we looked at the boom in the US tech sector and what it means for people running tech businesses and captive IT. Four mo...

An executive of a corporate behemoth wants to shake up a troubled division. Being both impatient and aggressive, the executive hires somebod...

There's been a lot of public hand-wringing at the proposed AT&T / T-Mobile USA merger, particularly with regard to Sprint . Sprint ...