"A Beginner's Guide to the Software Development Lifecycle"

Chapter 14, "The CIO Body of Knowledge: People, Process and Methodology," edited by D. Lane, John Wiley & Sons, November 2011.

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"The Prime Theorem"

Introduction to "The System is a Mirror," John Wiley & Sons, 2006.

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"The Future of IT: We Are the Platform"

Published by IT Leadership magazine, based in the United Kingdom, 2004.

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"Sustainable Knowledge: Some Thoughts on our Globalized Workforce"

IS Management Journal, Summer 2004.

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"Sustainable Knowledge: IS Governance"

IS Management Journal, Fall 2004.

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"Grid Management Theory: A Primer for Leading the New IT Organization"

A white paper by Stuart Robbins, commissioned by Cassatt Corporation (May 15, 2004).

The objective of this paper is to introduce fundamental management practices for grid computing initiatives. It is a guide for executives leading their organization's response to the emergence of grid computing, and the principles of autonomic computing environments underlying the grid.

The basic proposition is that our IT organizations must be transformed to the same degree that we transform our applications and infrastructure.

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"Sustainable Knowledge: Success in an Information Economy"

IS Management Journal, 8th Edition. Auerbach Publications, May 2003.

"The Changing Role of the CIO: Within and Beyond the Enterprise"

CIO Wisdom: The Best of Silicon Valley. Harris Kern/Prentice-Hall, April 2003.

"The Knowledge Between Us"

A white paper by Stuart Robbins, commissioned by KMERA, Inc. (June 2001).

We are entering a second era of knowledge management, an era when collaboration and connectivity are the strategic foundations of a global, knowledge-based economy. As IT executives, as an industry, and as individuals with a sense of responsibility for the viability of this new economy, we must engage in a conversation about our failures, our successes, and how new communities (businesses, universities, non-profit foundations, civic associations - throughout the world) can benefit from our "lessons learned." There exists, within and between our diverse cultures and organizations, an immense opportunity to share what we know with others that may benefit from it.

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"The Changing Face of IT"

A white paper by Stuart Robbins, commissioned by Jamcracker, Inc.; presented at Society for Information Management's Interchange 2000 conference.

In 1981, a new executive title was introduced into business as a response to the ever-increasing need to effectively maintain the internal data infrastructure upon which corporations relied: chief information officer. Nineteen years later, The Forrester Report declared “The Death of IT” in the face of external eBusiness systems and services - related in part to the inability of CIOs to respond to the dramatically changing business environment. Our research addresses the “rise and fall” of the internal CIO role and proposes, in this document, a new view of the Chief Information Officer, one which embraces the network-based (new) economy and the transformed business landscape, a “re-born” executive officer with a broader charter, a new set of requisite skills, and an ever-changing environment of systems, customers, partners, and knowledge methodologies that must not only be effectively maintained but creatively and constantly re-shaped, personalized, and reliably managed in real-time.

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"The System Is a Mirror: Turbulence and Information Systems"

A white paper by Stuart Robbins, commissioned by Synopsys, Corp.; published in the proceedings of the 13th Annual ACM Conference on Systems Documentation (1995)

Everything I know about online documentation, information technology, organizational process management, and post-industrialized economic models can be reduced to and explained two figures: The Straight Line, moving from A to B, is the old way of doing things. The Circle, moving from A to B to C and back again, is the new way of doing things. This is the quintessential schema for the great promise and the many problems we are experiencing in both corporate and non-profit institutions. My objective, for this article, is to explain the two figures, drawing comparisons between current academic research, basic communications and systems theory, and real-life examples from my career as an information technology consultant. I will identify the organizational stresses caused by this change, and recommend a decision-making process for understanding and managing the problems that occur in our teams and our information systems.

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"Turbulent Times for Information Technology"

“Viewpoint” editorial, Communications of the ACM (Volume 38, Issue 5; May 1995).

As we change our methods of delivering information, the change creates “turbulence” reflected in the mirror of information technology. This turbulence can be understood from four perspectives: Technological - because of the nature of the technology itself, which is dynamic, and evolutionary; Historical - because the economic fabric of our culture is being transformed; Socio-political - because the politics of information management become central to our governance; Systemic - because turbulence occurs naturally in complex human systems.

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"Managing Business Continuity"

A "Whiteboard" feature of Ziff Davis publication CIO Insight, by Lisa Stambaugh and Stuart Robbins (September 16, 2002).

September 11 taught us many things, among them that worst-case scenarios can actually come to pass. Companies large and small now understand the need to prepare for sudden and unpredictable events. During the past year, most organizations have solidified and updated their business continuity plans, and many have established backup systems and emergency response teams, expanded remote connectivity and relocated data centers. Most companies now see e-mail and emergency contact information as "mission critical," and have accepted instant messaging and Web-mail as legitimate alternatives when corporate systems are disabled. Executives know that their companies' intellectual assets need to be archived, that backup systems cannot keep companies in business without careful planning and verification, and that contingency plans can only be effective if they are thorough, current, well-communicated and well-rehearsed.

Read entire article in CIO Insight online.