From info at vkdiey.com Wed Nov 2 12:50:57 2005 From: info at vkdiey.com (info@vkdiey.com) Date: Wed Nov 2 14:34:28 2005 Subject: [Authors] $B%;%l%V$N7hDjHG!*(B$BVq%g%;(B2d$Bw?%h(B Message-ID: <20051102175057.25518.qmail@mail.vkdiey.com> $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B $B!c(BNO.I don't veceive your mail$B!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!c:#8e!"l9g$O!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B From info at bmiz.com Thu Nov 3 21:18:09 2005 From: info at bmiz.com (info@bmiz.com) Date: Thu Nov 3 22:49:10 2005 Subject: [Authors] $BFMA3$9$_$^$;$s!#;d$N:J$rHH$7$F2<$5$$(B Message-ID: <20051104021809.4691.qmail@mail.bmiz.com> $B@8;`$K4X$o$k;v0U30A4$F#O#K(B $B;d$K8+$;$FD:$1$l$P!"8fNi$H$7$F#1#0K|1_:9$7>e$2$^$9(B $B$4O"MmD:$$$?;~!"4JC1$J7W2h$r$*OC$7$5$;$FD:$-$^$9!#(B $B>0!"ET9g>e$3$A$i$N%5%$%HFb$r;HMQ$7$FO"Mm$r $BA02sBg@967$K=*$($?Mp8r%Q!<%F%#!!!:#2s$NCK@-Jg=8?M?t$O#1#6L>!!(B $B;22CHqEy$O!"$*;P$5$^J};}$A$H$J$j$^$9$N$G(B $BCK@-$NJ}$+$i0l@ZHqMQ$OD:$-$^$;$s!#C"$7!"$=$NJ,=w@-$KJt;E$7$FD:$-$^$9!#(B $BA02s$N%Q!<%F%#!<\:Y!";22C4uK>$NJ}$O$3$A$i$+$i$*F~$j$/$@$5$$!#(B http://www.1191.jp/ranko/index.html $B%a!<%k $B'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X'X(B http://awg.webchu.com/gyakuten/?baito $B3X@8$5$s$b!u%Y%F%i%s$5$s$b!u2qe$2$^$9!#(B Message-ID: <20051107192139.31413.qmail@mail.bmiz.com> $B$O$8$a$^$7$F!"_7ED$H?=$7$^$9!#$$$-$J$j$N%a!<%k$G?=$7Lu$4$6$$$^$;$s!#(B $B:#;d$O!"/$7$G$b6=L#$,$*$"$j$G$7$?$i!"6b3[$N>r7o!"l9g$O!d"M!!(Bgyakuten_angel@yahoo.com.au From info at bmiz.com Mon Nov 7 14:21:39 2005 From: info at bmiz.com (info@bmiz.com) Date: Mon Nov 7 15:42:01 2005 Subject: [Authors] $B2q$C$F$/$l$l$P:9$7>e$2$^$9!#(B Message-ID: <20051107192139.31419.qmail@mail.bmiz.com> $B$O$8$a$^$7$F!"_7ED$H?=$7$^$9!#$$$-$J$j$N%a!<%k$G?=$7Lu$4$6$$$^$;$s!#(B $B:#;d$O!"/$7$G$b6=L#$,$*$"$j$G$7$?$i!"6b3[$N>r7o!"l9g$O!d"M!!(Bgyakuten_angel@yahoo.com.au From info at bmiz.com Mon Nov 7 14:21:39 2005 From: info at bmiz.com (info@bmiz.com) Date: Mon Nov 7 15:42:04 2005 Subject: [Authors] $B2q$C$F$/$l$l$P:9$7>e$2$^$9!#(B Message-ID: <20051107192139.31408.qmail@mail.bmiz.com> $B$O$8$a$^$7$F!"_7ED$H?=$7$^$9!#$$$-$J$j$N%a!<%k$G?=$7Lu$4$6$$$^$;$s!#(B $B:#;d$O!"/$7$G$b6=L#$,$*$"$j$G$7$?$i!"6b3[$N>r7o!"l9g$O!d"M!!(Bgyakuten_angel@yahoo.com.au From cgenerali at cutter.com Tue Nov 8 07:45:48 2005 From: cgenerali at cutter.com (Cutter IT Journal) Date: Tue Nov 8 07:59:16 2005 Subject: [Authors] Call for Papers: Strategy, Planning, Budgeting in Agile Organizations Message-ID: <4111-220051128124548104@zoej> CALL FOR PAPERS Cutter IT Journal Guest Editors: Bob Benson, Tom Bugnitz and Bill Walton Abstract Submission Date: 18 November 2005 Articles Due: 28 December 2005 http://www.cutter.com/itjournal/callforpapers04.html THE ROLE OF STRATEGY, PLANNING, AND BUDGETING IN AN AGILE ORGANIZATION Strategy, planning, and budgeting have been viewed as major components of business management for the past 50 years. Together, they form the foundation of most companies’ efforts to establish shared goals, coordinate actions, and allocate resources. Strategy describes long-term (1- to 3-year) targets and objectives in terms of market position, internal capabilities, and financial performance. The planning process identifies and articulates the specific actions and initiatives that a business unit will execute within a given time period. And budgeting is not so much a financial plan as a performance management process that leads to and executes the plan. Unfortunately, not all organizations are in agreement about the critical nature of strategy, planning, and budgeting. These activities have been subject to the following criticism: * Timing. Existing plans and budgets typically reflect the issues and priorities of 12–18 months ago. In a dynamic and competitive business environment, it is likely that the issues and priorities will have changed. This can undermine the relevance and usefulness of the plan and budget. * Management's attention is misdirected. It's easy for management's attention to be focused on conforming to the plan or meeting the budget rather than on achieving the best business result. * Innovation, creativity, and agility are stifled. Compliance mechanisms (i.e., plans and budgets) inhibit the exploration of paths that managers cannot anticipate. They presume that whatever needs to be done can be anticipated, that you can and do know where you are going before you set out on every journey. Cutter Consortium Senior Vice President Jim Highsmith recently raised the question, "How do we move from agile projects to agile organizations?" The associated issues extend beyond those of project governance and management to the broader issues around the roles of planning and budgeting in an enterprise where agile methods and culture are widely present. The gap between the iterative/adaptive/agile culture and the linear/prescriptive culture of traditional planning and budgeting can only grow. On the other hand, management may choose to identify "agility" as one of its specific strategic directions. In this circumstance, is it possible that plans and budgets can be constructed in order to achieve agility? Can the usual problems of budgets and plans be overcome so as to effect the changes in culture, organization, and process necessary for agility? If plans and budgets are the problem, what substitutes can be constructed -- processes and governance, for example -- that permit management to carry on their responsibilities to plan and control? Or do we have to give these up? The February 2006 Cutter IT Journal issue invites useful and thoughtful analysis and debate on the roles and limitations of strategy, planning, and budgeting within an agile enterprise. TOPICS OF INTEREST MAY INCLUDE (but are certainly not limited to) a combination of the following: * How can strategy, planning, and budgeting processes be redefined to better support agile methods? This can be broken down into subtopics such as: > How would an iterative/adaptive IT strategy work? How would it be communicated and used? How would it relate to the enterprise architecture? > How would an iterative/adaptive IT annual plan work? > How would an iterative/adaptive IT budget work? Or how would iterative/adaptive IT resource allocation work? * What guidelines should there be for developing and communicating strategies and plans? How can strategies and plans be sufficiently specific and detailed in order to clearly communicate their intent, but not so detailed and prescriptive as to stifle creativity and innovation? * What are the roles of organizational belief systems (core values) and boundary systems (risks to be avoided) relative to explicit strategies, plans, and budgets? Do the former systems always trump the latter? Do we pay enough attention to our belief and boundary systems? * What are the implications for IT and enterprise planning and budgeting of extending agile practices beyond projects? * Because a methodological mix will become more prevalent (due to the fact that agile and traditional methodologies are not mutually exclusive), how is the methodology decision made for a specific initiative? Who makes that decision? What is the impact of that decision process on the planning and budgeting process? TO SUBMIT AN ARTICLE IDEA Please respond to Bill Walton (wwalton@lincoln.midcoast.com) with a copy to itjournal@cutter.com by 18 November 2005 and include an extended abstract and an article outline. ARTICLE DEADLINE Articles are due on 28 December 2005. EDITORIAL GUIDELINES Most Cutter IT Journal articles are approximately 2,500-3,500 words long, plus whatever graphics are appropriate. If you have any other questions, please do not hesitate to contact CITJ’s managing editor Karen Pasley (kpasley@cutter.com) or the Guest Editor, Bill Walton (wwalton@lincoln.midcoast.com). Editorial guidelines are available at http://www.cutter.com/itjournal/edguide.html AUDIENCE Typical readers of Cutter IT Journal range from CIOs and vice presidents of software organizations to IT managers, directors, project leaders, and very senior technical staff. Most work in fairly large organizations: Fortune 500 IT shops, large computer vendors (IBM, HP, etc.), and government agencies. 48% of our readership is outside of the US (15% from Canada, 14% Europe, 5% Australia/NZ, 14% elsewhere). Please avoid introductory-level, tutorial coverage of a topic. Assume you're writing for someone who has been in the industry for 10 to 20 years, is very busy, and very impatient. Assume he or she will be asking, "What's the point? What do I do with this information?" Apply the "So what?" test to everything you write. PROMOTIONAL OPPORTUNITIES We are pleased to offer Journal authors a year's complimentary subscription and 10 copies of the issue in which they are published. In addition, we occasionally pull excerpts, along with the author's bio, to include in our weekly Cutter Edge e-mail bulletin, which reaches another 8,000 readers. We'd also be pleased to quote you, or passages from your article, in Cutter press releases. If you plan to be speaking at industry conferences, we can arrange to make copies of your article or the entire issue available for attendees of those speaking engagements -- furthering your own promotional efforts. ABOUT CUTTER IT JOURNAL No other journal brings together so many cutting-edge thinkers, and lets them speak so bluntly and frankly. We strive to maintain the Journal's reputation as the "Harvard Business Review of IT." Our goal is to present well-grounded opinion (based on real, accountable experiences), research, and animated debate about each topic the Journal explores. FEEL FREE TO FORWARD THIS CALL FOR PAPERS TO ANYONE WHO MIGHT HAVE AN APPROPRIATE SUBMISSION. From info at ttydr.com Tue Nov 8 11:49:33 2005 From: info at ttydr.com (info@ttydr.com) Date: Tue Nov 8 13:44:08 2005 Subject: [Authors] $B%;%l%V$N7hDjHG!*(B$BVq%g%;(B2d$Bw?%h(B Message-ID: <20051108164933.30682.qmail@mail.ttydr.com> $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B $B!c(BNO.I don't veceive your mail$B!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!c:#8e!"l9g$O!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B From info at vfgbhu.com Tue Nov 8 14:45:02 2005 From: info at vfgbhu.com (info@vfgbhu.com) Date: Tue Nov 8 16:20:43 2005 Subject: [Authors] $B%;%l%V$N7hDjHG!*(B$BVq%g%;(B2d$Bw?%h(B Message-ID: <20051108194502.19364.qmail@mail.vfgbhu.com> $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B $B!c(BNO.I don't veceive your mail$B!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!c:#8e!"l9g$O!d"M!!(Bsweet_as_candy_700@yahoo.fr $B!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g!g!g!g!g!y!g!g!g!g!g!y!g!g!g!g!g(B From 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$B$"$d$C$F$$$$$^$9!#2K$J$i2q$C$F%(%C%A$7$^$;$s$+!)5^$K%S%C%/%j$G$9$h$M!#$I$&$7$F$b%(%C%A$,$7$?$7$?$/$F!"%(%C%A$,;d$O:#$+$i$G$bJ?5$$G$9!#l9g$O!d"M!!(Bawg_tokyo@yahoo.com.au ////////////////////////////////////////////////////////// From info at ttydr.com Sat Nov 12 04:44:37 2005 From: info at ttydr.com (info@ttydr.com) Date: Sat Nov 12 11:03:22 2005 Subject: [Authors] $B$*5W$7$V$j$G$9(B Message-ID: <20051112094437.14585.qmail@mail.ttydr.com> $B$*855$$G$9$+!"$*5W$7$V$j$G$9!#;E;v$O4hD%$C$F$$$^$9$+!)$"$l$+$iD9$$F|$,7P$A$^$7$?$M!#$*8_$$Ge$GJL$l$^$7$?$,!":#$G$b$"$J$?$N;v$r;~@^;W$$=P$7$^$9!#;d$O$"$l$+$i2??M$b$N0[@-$H4X78$r$b$A$^$7$?!#K:$l$i$l$J$$;W$$$+$i$G$9$+$M!#$G$bC$7$A$c$$$^$7$?$+!)$b$7$b$EY$@$1Jz$$$F$b$i$($k$J$iEEOCBT$C$F$^$9!#$b$7O"Mm$,Mh$J$+$C$?;~$OD|$a$^$9!"HV9f$r>C$7$?$N$G$"$l$P%5%$%H$G;d$rC5$7$F2<$5$$!#(B $B$b$&JQ$o$C$A$c$C$?$+$iC5$;$J$$$+$J$!!":G8e$N%o%,%^%^$r5v$7$F2<$5$$!#(B $B$4$a$s$M!#(B URL http://www.00-love5.com/index2.php?namida $B%a!<%kITMW(B sweet_as_candy_700@yahoo.fr From info at ttydr.com Sat Nov 12 04:44:37 2005 From: info at ttydr.com (info@ttydr.com) Date: Sat Nov 12 12:14:14 2005 Subject: [Authors] $B$*5W$7$V$j$G$9(B Message-ID: <20051112094437.14575.qmail@mail.ttydr.com> $B$*855$$G$9$+!"$*5W$7$V$j$G$9!#;E;v$O4hD%$C$F$$$^$9$+!)$"$l$+$iD9$$F|$,7P$A$^$7$?$M!#$*8_$$Ge$GJL$l$^$7$?$,!":#$G$b$"$J$?$N;v$r;~@^;W$$=P$7$^$9!#;d$O$"$l$+$i2??M$b$N0[@-$H4X78$r$b$A$^$7$?!#K:$l$i$l$J$$;W$$$+$i$G$9$+$M!#$G$bC$7$A$c$$$^$7$?$+!)$b$7$b$EY$@$1Jz$$$F$b$i$($k$J$iEEOCBT$C$F$^$9!#$b$7O"Mm$,Mh$J$+$C$?;~$OD|$a$^$9!"HV9f$r>C$7$?$N$G$"$l$P%5%$%H$G;d$rC5$7$F2<$5$$!#(B $B$b$&JQ$o$C$A$c$C$?$+$iC5$;$J$$$+$J$!!":G8e$N%o%,%^%^$r5v$7$F2<$5$$!#(B $B$4$a$s$M!#(B URL http://www.00-love5.com/index2.php?namida $B%a!<%kITMW(B sweet_as_candy_700@yahoo.fr From info at sedrhv.com Sat Nov 12 17:14:43 2005 From: info at sedrhv.com (info@sedrhv.com) Date: Sat Nov 12 17:27:21 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051112221443.20921.qmail@mail.sedrhv.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,%?%g%g(B $B"(%a!<%kITMW(B $B!,%?%g%g(B From info at mkdush.com Sun Nov 13 19:49:57 2005 From: info at mkdush.com (info@mkdush.com) Date: Sun Nov 13 20:01:22 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051114004957.11125.qmail@mail.mkdush.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,%?%g%g(B $B"(%a!<%kITMW(B $B!,%?%g%g(B From info at njhfst.com Mon Nov 14 16:11:16 2005 From: info at njhfst.com (info@njhfst.com) Date: Mon Nov 14 17:16:52 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051114211116.12765.qmail@mail.njhfst.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,%?%g%g(B $B"(%a!<%kITMW(B $B!,%?%g%g(B From cgenerali at cutter.com Wed Nov 16 09:00:56 2005 From: cgenerali at cutter.com (Cutter IT Journal) Date: Wed Nov 16 09:59:07 2005 Subject: [Authors] Call for Papers: Role of Strategy in Agile Organizations Message-ID: <4111-220051131614056764@zoej> CALL FOR PAPERS REMINDER Cutter IT Journal Guest Editors: Bob Benson, Tom Bugnitz and Bill Walton Abstract Submission Date: 18 November 2005 Articles Due: 28 December 2005 http://www.cutter.com/itjournal/callforpapers04.html THE ROLE OF STRATEGY, PLANNING, AND BUDGETING IN AN AGILE ORGANIZATION Strategy, planning, and budgeting have been viewed as major components of business management for the past 50 years. Together, they form the foundation of most companies’ efforts to establish shared goals, coordinate actions, and allocate resources. Strategy describes long-term (1- to 3-year) targets and objectives in terms of market position, internal capabilities, and financial performance. The planning process identifies and articulates the specific actions and initiatives that a business unit will execute within a given time period. And budgeting is not so much a financial plan as a performance management process that leads to and executes the plan. Unfortunately, not all organizations are in agreement about the critical nature of strategy, planning, and budgeting. These activities have been subject to the following criticism: * Timing. Existing plans and budgets typically reflect the issues and priorities of 12–18 months ago. In a dynamic and competitive business environment, it is likely that the issues and priorities will have changed. This can undermine the relevance and usefulness of the plan and budget. * Management's attention is misdirected. It's easy for management's attention to be focused on conforming to the plan or meeting the budget rather than on achieving the best business result. * Innovation, creativity, and agility are stifled. Compliance mechanisms (i.e., plans and budgets) inhibit the exploration of paths that managers cannot anticipate. They presume that whatever needs to be done can be anticipated, that you can and do know where you are going before you set out on every journey. Cutter Consortium Senior Vice President Jim Highsmith recently raised the question, "How do we move from agile projects to agile organizations?" The associated issues extend beyond those of project governance and management to the broader issues around the roles of planning and budgeting in an enterprise where agile methods and culture are widely present. The gap between the iterative/adaptive/agile culture and the linear/prescriptive culture of traditional planning and budgeting can only grow. On the other hand, management may choose to identify "agility" as one of its specific strategic directions. In this circumstance, is it possible that plans and budgets can be constructed in order to achieve agility? Can the usual problems of budgets and plans be overcome so as to effect the changes in culture, organization, and process necessary for agility? If plans and budgets are the problem, what substitutes can be constructed -- processes and governance, for example -- that permit management to carry on their responsibilities to plan and control? Or do we have to give these up? The February 2006 Cutter IT Journal issue invites useful and thoughtful analysis and debate on the roles and limitations of strategy, planning, and budgeting within an agile enterprise. TOPICS OF INTEREST MAY INCLUDE (but are certainly not limited to) a combination of the following: * How can strategy, planning, and budgeting processes be redefined to better support agile methods? This can be broken down into subtopics such as: > How would an iterative/adaptive IT strategy work? How would it be communicated and used? How would it relate to the enterprise architecture? > How would an iterative/adaptive IT annual plan work? > How would an iterative/adaptive IT budget work? Or how would iterative/adaptive IT resource allocation work? * What guidelines should there be for developing and communicating strategies and plans? How can strategies and plans be sufficiently specific and detailed in order to clearly communicate their intent, but not so detailed and prescriptive as to stifle creativity and innovation? * What are the roles of organizational belief systems (core values) and boundary systems (risks to be avoided) relative to explicit strategies, plans, and budgets? Do the former systems always trump the latter? Do we pay enough attention to our belief and boundary systems? * What are the implications for IT and enterprise planning and budgeting of extending agile practices beyond projects? * Because a methodological mix will become more prevalent (due to the fact that agile and traditional methodologies are not mutually exclusive), how is the methodology decision made for a specific initiative? Who makes that decision? What is the impact of that decision process on the planning and budgeting process? TO SUBMIT AN ARTICLE IDEA Please respond to Bill Walton (wwalton@lincoln.midcoast.com) with a copy to itjournal@cutter.com by 18 November 2005 and include an extended abstract and an article outline. ARTICLE DEADLINE Articles are due on 28 December 2005. EDITORIAL GUIDELINES Most Cutter IT Journal articles are approximately 2,500-3,500 words long, plus whatever graphics are appropriate. If you have any other questions, please do not hesitate to contact CITJ’s managing editor Karen Pasley (kpasley@cutter.com) or the Guest Editor, Bill Walton (wwalton@lincoln.midcoast.com). Editorial guidelines are available at http://www.cutter.com/itjournal/edguide.html AUDIENCE Typical readers of Cutter IT Journal range from CIOs and vice presidents of software organizations to IT managers, directors, project leaders, and very senior technical staff. Most work in fairly large organizations: Fortune 500 IT shops, large computer vendors (IBM, HP, etc.), and government agencies. 48% of our readership is outside of the US (15% from Canada, 14% Europe, 5% Australia/NZ, 14% elsewhere). Please avoid introductory-level, tutorial coverage of a topic. Assume you're writing for someone who has been in the industry for 10 to 20 years, is very busy, and very impatient. Assume he or she will be asking, "What's the point? What do I do with this information?" Apply the "So what?" test to everything you write. PROMOTIONAL OPPORTUNITIES We are pleased to offer Journal authors a year's complimentary subscription and 10 copies of the issue in which they are published. In addition, we occasionally pull excerpts, along with the author's bio, to include in our weekly Cutter Edge e-mail bulletin, which reaches another 8,000 readers. We'd also be pleased to quote you, or passages from your article, in Cutter press releases. If you plan to be speaking at industry conferences, we can arrange to make copies of your article or the entire issue available for attendees of those speaking engagements -- furthering your own promotional efforts. ABOUT CUTTER IT JOURNAL No other journal brings together so many cutting-edge thinkers, and lets them speak so bluntly and frankly. We strive to maintain the Journal's reputation as the "Harvard Business Review of IT." Our goal is to present well-grounded opinion (based on real, accountable experiences), research, and animated debate about each topic the Journal explores. FEEL FREE TO FORWARD THIS CALL FOR PAPERS TO ANYONE WHO MIGHT HAVE AN APPROPRIATE SUBMISSION. From info at njhfges.com Wed Nov 16 11:48:29 2005 From: info at njhfges.com (info@njhfges.com) Date: Wed Nov 16 14:08:17 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051116164829.18708.qmail@mail.njhfges.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,%?%g%g(B $B"(%a!<%kITMW(B $B!,%?%g%g(B From info at mkdush.com Thu Nov 17 03:52:56 2005 From: info at mkdush.com (info@mkdush.com) Date: Thu Nov 17 03:49:12 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051117085256.25071.qmail@mail.mkdush.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B%-%*%(%+%(%?%g%g(B $B"(%a!<%kITMW(B $B%-%*%(%+%(%?%g%g(B From info at sedfjx.com Sat Nov 19 02:31:03 2005 From: info at sedfjx.com (info@sedfjx.com) Date: Sat Nov 19 04:33:38 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051119073103.6613.qmail@mail.sedfjx.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,!,!,%?%g(B $B"(%a!<%kITMW(B $B!,!,!,%?%g(B From info at njhfges.com Sat Nov 19 17:18:41 2005 From: info at njhfges.com (info@njhfges.com) Date: Sat Nov 19 19:10:02 2005 Subject: [Authors] $B:#$+$i1XA0$N%3%s%S%K$G0)$($k$+$J!)(B$B>~pn%gdp(B$B%3%C%C%g%*%g%C%=(B Message-ID: <20051119221841.17435.qmail@mail.njhfges.com> $B$b$7!"Bg>fIW$J$i04$N%D%D%b$KJV;v2<$5$$%#!+!+"v(B $B%3%C%C%g%*%g%C%=(B $B4JC1$J%W%m%UIU$G$*4j$$$M!y(B $B%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e%e(B $B04$5$s$NMM$KB(%"%]2DG=$J%(%C%A$G2D0&$$;R$,0lGU!*(B $BG[?.5qH]$O$3$A$i$X(B $B"(%N(B $B%!(B $B!,!,!,%?%g(B $B"(%a!<%kITMW(B $B!,!,!,%?%g(B From MAILER-DAEMON at list.org Wed Nov 23 11:02:25 2005 From: MAILER-DAEMON at list.org (Mail Delivery System) Date: Wed Nov 23 11:22:47 2005 Subject: [Authors] Undelivered Mail Returned to Sender Message-ID: <20051123160225.5D44D4AD6E@strongbadia.list.org> This is the Postfix program at host strongbadia.list.org. I'm sorry to have to inform you that your message could not be delivered to one or more recipients. It's attached below. For further assistance, please send mail to If you do so, please include this problem report. You can delete your own text from the attached returned message. The Postfix program (expanded from ): user unknown (expanded from ): user unknown -------------- next part -------------- Skipped content of type message/delivery-status-------------- next part -------------- An embedded message was scrubbed... From: "Authors" Subject: Nathanyell Date: Thu, 24 Nov 2005 01:06:48 +0900 Size: 9690 Url: http://open-bio.org/pipermail/authors/attachments/20051123/59caa1a1/attachment.eml