Grades:

A. 3 points. Mobile deployments in the enterprise can still be very costly, so they should be ideally undertaken over a long-term basis and amply provided for within the budget, according to Michelle Warren, senior research analyst with the London, Ontario-based Info-Tech Research Group ( 071003). When choosing an operating system, it's easy to forget that, like PC and server operating systems, each of them offers unique features and foibles. Windows Mobile is good for integration with in-house Microsoft technologies, while Palm might be a good choice for useful third-party applications. And don't forget Linux ( 072417): it's being used on more and more phones, and also benefits from developers crafting cool apps, according to Carmi Levy, former senior research analyst with the Info-Tech Research Group.

B. 2 points. As the mobile enterprise grows in popularity, the device's business capabilities increase. Case in point: many companies are developing mobile versions of enterprise applications, from the Office capabilities of the newest Windows Mobile software ( 071972) to various field worker apps and CRM functions from big names like Oracle.

C. 1 point. Instead of doling out devices on a case-by-case basis, a business case for the deployment must be iron-clad and an integral part of the long-term business plan and corporate ethos, ensuring cost savings and a better implementation of polices and best practices, said Warren.

5. Sometimes it feels like you and upper management just aren't speaking the same language. They complain that you don't "get" where the company is headed or what they want to achieve (and about the awkward IT staffers), and you gripe about the puny budget and management's inability to "get" how tech works within, and improves, the enterprise. What next?

A. You set up a regularly scheduled meeting with the brass to discuss each side's goals. During hiring, effort is made to choose those with good "soft" skills and a decent head for business.

B. You insist that your entire IT staff take mandatory business training, and schedule weekly multi-hour meetings with management to discuss strategic planning at length.

C. You figure it's just a case of IT and management not getting along. It's better keeping the two streams separate and just slip the budget over the transom (fingers crossed) as usual.

Grades:

A. 2 points. The Info-Tech Research Group commissioned a survey from Alpharetta, Georgia's KnowledgeStorm last year that documented the "disconnect" between IT and business ( 070082). KnowledgeStorm director of marketing Matt Lohman suggested hiring IT staff with "cross-functioning" experience so they are comfortable with keeping tabs on the business side of IT, and facilitating more group projects (including joint projects with those from the business side) to foster improved communication and an integrated task force.

B. 3 points. Getting too far into the business side of the company or constantly trying to improve the staff's soft skills means valuable time away from the more in-depth planning and strategizing, and on-the-ground support, required of an IT team. Stick to taking just take a few key IT staff to strategic business-oriented meetings, suggests Lohman.

C. 1 point. This could be a dangerous path -- according to Michael O'Neil, research fellow with the Info-Tech Research Group, because IT will come to be seen as less of a discrete advisory body and more of a "utility" that is grouped as part of business processes and strategy. Gartner Research analyst Betsy Burton said that IT needs to evolve into the role of a trusted advisor role, rather than remain in a support role ( 071690). Start slow by sitting in on key meetings, then by bringing in some of your team to join you and give input. Later, work on sharing these goals with the whole team, and only hire those who jibe with the business/IT blend model.