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  • Career advice: The case of the complaining colleague

    The University of Pittsburgh's Jinx Walton Ask a Premier 100 IT Leader

  • Processes and the people factor

    As an IT management consultant, I look at a lot of processes. They're everywhere. And so are the misconceptions about what makes them useful.

  • CEOs gone wild

    They're like out-of-control teenagers - flouting authority, spewing abuse, wrecking the car, allowing 10 billion gallons of crude oil to slime up the planet. I am, of course, talking about the world's chief executive officers - and the bootlicking lackeys who do their dirty work.

  • Where has IT's passion gone?

    When was the last time you woke up and wanted to go to work? If you could do anything you wanted, would you be doing what you're doing today? The future of IT depends on how you -- and the people who work for you -- answer these questions.

  • Employment referrals the right way

    When competition for IT opportunities is intense, the value of every possible edge is magnified. A recommendation from someone within a potential employer can make the difference between landing an interview and continuing frustration. In many cases, job seekers are calling on the outermost reaches of their networks -- and sometimes beyond -- to find a way in.

  • Linux certifications: Hot or not?

    With Linux having gained traction in business, certifications of Linux expertise are becoming more popular, similar to how Novell or Microsoft systems certifications became important for those platforms. But some in the Linux community say the emergence of certifications is by no means a golden ticket for admins, and perhaps just a waste of time and money.

  • Quick Tips for Negotiating a Severance Agreement

    You don't have to be an executive to negotiate the terms of your severance when you get laid off. When HR presents you with a severance agreement and a pen to sign on the dotted line, ask for some time to review it: It's well within your rights, and could make all the difference to you financially. Here's how to play the severance game to your best advantage.

  • Keeping Your Job When Others Are Losing Theirs

    The co-founder and principal of IT staffing and consulting firm Bluewolf Inc. talks about keeping a job and finding another in the current economic climate.

  • Most CIOs 'dinosaurs,' heading for career Ice Age

    Most CIOs are dinosaurs: out of place in the world that is taking shape, and headed for mass extinction.

  • COBOL and governmental efficiencies

    Welcome to a New Year. For the US, 2008 saw our 401ks become 201ks, our worries about the price of gas come and go, our house values plummet, our economy implode and our IT budgets shrink. It was not a good year.

  • Who will be king of the Geeks?

    Now that the election is finally over, all that's left are about a zillion new government appointments. But I know the denizens of Cringeville are particularly interested in one post above all: who the new administration will call to serve as the nation's first CTO.

  • A 100-day plan for your new job

    Rebecca Paddock needed a way to prepare for her move from a test engineer job to a systems engineer position. So, inspired by the 100-day plans US presidents historically use when they first take office, she developed a list of tasks to tackle.

  • Employee ghosts haunt your systems

    People come and go in your organization all the time. A select few stay for years while others pass through in just months or even weeks. But whether they are lifers or transients, they all leave a digital ghost behind when they exit -- a trail of their interactions with your network and systems.

  • Should computer programming be mandatory for students?

    If Governor Arnold Schwarzenegger and the State Board of Education have their way, soon every California student will have to pass an algebra test to graduate from the eighth grade.

  • How to make your people accountable

    "How do I make my people more accountable?" As a management consultant, I get this question all the time. In fact, I'd have to say that in general, making people more accountable is one of the top aspirations of technical managers. So it's worth answering the question here are simply as I can.

  • The How of Y

    When it came to work, the great Chicago newspaper columnist Mike Royko liked to quote his friend Slats Grobnik: "If it's so good, how come they have to pay you to do it?"

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    Why can't I get promoted?

    Today's topic is the question I most often received as an IT manager: "Why can't I get promoted?"

  • Tech firms faking job ads to avoid hiring US workers?

    Ask the Programmers Guild that question, and their answer would be an emphatic "yes!" The US-based organization has accused Hewlett Packard of advertising for jobs it has no intention of filling -- at least with US citizens -- on the Idaho Department of Labor Web site.

  • High-tech tax credits are no bailout

    Timing is everything -- in sports, budget requests, and yes, politics, too. So it is with our collective high-tech fingers crossed that we watch as House Bill H.R. 6049 "Renewable Energy and Job Creation" [PDF] and a Senate amendment -- both of which propose tax credits for R&D in the so-called "innovation" industries -- make their way through US Congress.

  • Nice folks really do finish first

    A friend recently spent five hours in the emergency room. Now, I've never found the emergency room a pleasant experience. What do you expect when people in crisis bump up against a rigid bureaucracy? But my friend decided that while she was there, she was going to be nice to everyone she dealt with.

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