This article explores the characteristics of knowledge management, the limitations of traditional solutions, and how SPAN’s structured, information-lifecycle-based approach helps teams preserve and activate their most valuable asset: what they know.

The main benefit of digital transformation is increased business agility but the price is having to manage continuous change. It takes new strategies and tactics to be successful.

In massive mature codebases manual refactoring becomes prohibitively expensive. As legacy patterns and quirks accumulate new tooling is required to measure, analyze, and apply refactorings that enable businesses to remain competitive.

Organizations undergoing digital transformations should focus their in-house experts on features that differentiate their offerings and outsource other custom work.

For high stakes projects where failure to deliver a defined feature set, or delivering late, would be catastrophic a more formal approach to risk management is required

For the Agile Enterprise to endure it must adopt a strategy that preserves key knowledge over the long term

Rather than a wasteful Darwinian exploration of a problem space it is cheaper and more effective to guide the process - Here's how.

Rough Design up Front is a great way to start many projects but when is a rough design good enough?

Setting business objectives for agile projects is essential if those projects are to ensure success, but most agile methodologies are silent on how to do this.

Rough Design Up Front, is often the best way to start a project. Not every project is so complex and uncertain that is must be evolved from scratch. Significant parts of most solutions can, and should, be designed up front.