About Forrester
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Connie is a member of Forrester's Business Technology Futures team, which serves CIOs and their business partners by predicting the long-term business impact of information technology. Her research focus is on smart computing and analytics.
Connie came to Forrester through its acquisition of Giga Information Group in 2003. She has more than 25 years of experience in the IT industry and has been an analyst for 19 years. Most of her research focuses on business process management and business optimization. Prior to joining Giga, Connie managed BIS Strategic Decisions' European IT consulting group, headquartered in the UK. Before then, Connie was vice president of product marketing at TDC (now part of BancTec), a manufacturer of high-end document capture systems. She was also a manager with Andersen Consulting (now Accenture), specializing in document management, document imaging, and end user computing. Earlier, Connie was with Wang Laboratories, where she managed Wang's technical support resources for the US Department of Defense and intelligence agencies. She began her career in IT and management at Mathematica Policy Research.
Connie was the co-champion of Forrester's 2009 Business Technology Forum, with its theme of "Lean: The New Business Technology Imperative." Connie also co-championed Forrester's 2007 Technology Leadership Forum, with the theme of "Design for People, Build for Change," and Forrester's 2008 Technology Leadership Forum, themed as "Embrace Technology Chaos, Deliver Business Results." Connie is a widely sought speaker. She has keynoted at many industry events, chaired 10 business process and workflow conferences in Europe and the US, and co-chaired Giga's "Leveraging Knowledge" conference. Connie also served as a director of AIIM International, the premier association for the content management industry, and is a member of the Association of Business Process Management Professionals.
Connie attended the University of North Carolina at Chapel Hill and holds a B.A. in political science and history from East Carolina University and an M.B.A. in information systems from George Washington University.
Organizations that can look beyond the implied meaning of "professional services automation" (PSA) tools will find that they are not just for consulting firms. While originally designed to help...
Tell Your Partners To Remove The Do Not Disturb Sign And Join The Team
Despite the fact that organizations initiate most technology projects to meet business goals, project teams find it difficult to engage business stakeholders at the right times and in the r ight...
Challenges Breed Opportunities
Forrester Research and the Project Management Institute (PMI) recently hosted a survey regarding the state of the project management office (PMO) in 2011. The survey garnered 693 respondents, and the...

The need to develop applications that return high value at a reasonable cost is driving applications organizations to assemble highly productive teams that can deliver high-quality outcomes....
To build a test center of excellence (TCOE) on time and on budget, Telecom New Zealand (TNZ) knew it needed a partner with the expertise required to ensure success. TNZ was seeking a good cultural...
Tackling Today's Challenges To Prepare For Tomorrow
As the economy continues to recover, firms are looking at how to prepare for growth while maintaining a lean approach. Because of this, project management offices (PMOs) are continually evolving...
Could you please define and provide some discussion around: 1) governance versus assurance, and 2) the business owner/sponsor role versus the program manager role?
Much has been written about the benefits of Agile development, and it has been proven that Agile development teams consistently deliver higher-quality applications faster than those that follow...
Change Management: The Agile And Lean Playbook
This report outlines the change management for Forrester's solution for application development and delivery (AD&D) professionals working on Agile and Lean. This report is designed to help you...
Performance Management: The Agile And Lean Playbook
Agile disrupts everything that we know about testing, including what practices to use, what skills are needed, how to set up the testing organization, and how to leverage testing tools. Testing is a...

Policy And Procedures: The Agile And Lean Playbook
While companies are increasingly adopting Agile, for the most part these processes remain limited to the single project level. Agile thought leaders have not provided much clear or detailed guidance...

How To Avoid Common Pitfalls That Can Stymie Your Progress
Implementing project portfolio management (PPM) is part science, part art. To be successful, companies must remember a few key points — PPM is not a revolving project list but a practice that...

How The Top 10 Providers Stack Up In A Newly Divided Market
Demand for business agility fuels adoption of Agile development techniques that can deliver differentiating business technology (BT) solutions within accelerated time frames. Agile development...

Traditional project management offices (PMOs) manage demand for project work, provide oversight for large program implementations, and ensure compliance. The next-generation PMO, however, uses these...
Open Yet Integrated Is the Name Of The Game
In 2011, project portfolio management (PPM) solutions bring more options to potential customers; however, these choices also force application delivery leaders to think longer term before investing....
What Business And IT Can Learn From Each Other To Work More Effectively
Project management offices (PMOs) fail far too often: 50% fail within two years, primarily due to a lack of executive support and the PMO's failure to deliver real value. Prevent this outcome by...

Three Steps Are All You Need To Make It Work
Product portfolio management (PPM) implementations are not for the faint of heart — the changes an organization incurs by introducing new processes and tools can easily go awry if it doesn't...
Vision: The Portfolio Management And PMO Playbook
Before IT can transition to business technology (BT) and become an effective partner with the business, the two groups of leaders must completely rethink the way they plan and execute — and...
Today more than ever, organizations must make visible the connection between strategic planning and execution. Creating a balanced portfolio of projects is an appropriate start, but all too often...
