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The article presents project management challenges that information technology (IT) will face in 2006. It also provides tips for surviving these challenges. Due to offshoring arrangements or business expansion, project managers need to prepare their staff for overseas collaboration and a greater understanding of cultural differences. In addition, with many requests for projects, IT will increasingly turn to vendors, outsourcers, and managed service providers to offload some of the burden so they can focus on core competencies. This scenario requires a single point of responsibility within the organization to sponsor and manage the project.

Examines three assumptions in information technology (IT) organizations that need to be corrected. Belief that installing a chargeback system for the true cost of IT is either too complicated or too fraught with political peril to be undertaken; Notion that end users want to remain ignorant about technology; Opinion that IT professionals do not need to aggressively manage their IT career.

This article presents Hewlett-Packard Co.'s (HP) technology direction as outlined by its chief executive officer, Mark Hurd. According to Hurd, no major product lines will be spun off, and for corporate users, HP will focus on its core offering of servers, storage, and management tools. Hurd's message was one of stability. He said that HP will remain committed to the Itanium processor and to the company's adaptive enterprise framework. But he also said that HP has to make sure that they can show up with products that are deliverable against this framework.

This article examines the purpose of information technology research and development (R&D). Late in the 1990's, the typical R&D mission was to move ahead to the next technology no matter what. Research often went almost directly from experimentation into production without proper testing, without any justification of the value of the technology to business, without plans for properly engineering it into the environment, and without a design for deployment. However, this scenario has changed. The focus has shifted from research's sake to meeting business needs. INSET: People, Roles and Expectations.

The article provides ways of identifying information technology project sponsors, who are spellbound by their risky mindsets toward the project. The sponsor's role is vital. He is expected to approve milestones, supply funding, and run interference for the project. Either an ally or a foe is better than someone who lacks interest in the project entirely. If the sponsor is against the project, help him identify the reasons why a project should be dropped instead of fighting a losing battle. If the sponsor is not involved, however, the risk of not fulfilling the project objectives is higher.

The article provides seven steps that could help information technology professionals efficiently build a solid business case. These steps refer to the following: 1) understanding the business goal; 2) inclusion of project costs, ongoing maintenance expenses, and estimated returns on investments; 3) presentation of various scenarios; 4) consideration of culture; 5) consideration of nonfinancial benefits in business cases; 6) inclusion of collateral costs; and, 7) consultation with business partners.

The author of this article highlights the need for information technology (IT) professionals to think much harder and much deeper about what IT people actually do for a living. They need to be a lot more reflective about their career identities. Leaders need to be much more proactive and articulate in describing the evolving IT workscape, that is, IT work, workers and work processes. This lack of clarity is not a problem of poor communication skills. It is a problem of trying to use old words and frameworks to describe a totally new world.

This article identifies factors that contribute to the failure of an information technology outsourcing deal. The organizational shortcoming, not knowing enough before negotiating a deal, should be the first place to lay blame. The company bought the wrong package of services, and the answer at this point is to get busy negotiating changes to the agreement. Another area to lay blame refers to broken processes. For instance, the company still owns development and architecture, but infrastructure and networks have been outsourced. For the users, the change implementation process is a single entity. For the company, it is two.

This article provides tips for information technology leaders and consultants to help them manage situations wherein employees want something, like compensation, benefits, technology, and security, that employers cannot give. It is suggested to articulate how leaders will provide a culture and environment that the employee would not find in many other companies. Furthermore, there is a need to stress the career opportunities being offered. There should be discussions on the projects employees get to work on, the people they work with, and the opportunities available to them.

This article defines and describes high-maintenance employees in the information technology sector, and examines approaches on how to deal with them. High-maintenance employees are those who feel that their knowledge is exclusive or who have eccentricities that lead to bad behavior that they think they can get away with because of their technical ability. Letting an employee get away with negative behavior leads to high maintenance, so an aggressive approach is recommended such as changing an employee's role, starting disciplinary action early, or even providing time off so the employee can address the problem. INSET: KEEP BABY; TOSS BATHWATER.

This article examines the worth of information technology (IT) certifications. Some organizations seek to employ workers with certifications such as A plus and Microsoft Certified Professional. They think that certification is an indicator of professionalism and dedication to the industry. However, certifications seem to have lost some of their allure. A study by Foote Partners LLC shows that for the 12-month period that ended April 1, 2005, noncertified workers received a larger average pay increase than those with certifications. Some say the study shows a shift in the value IT executives place on certifications. INSET: A Better Way?.

This article presents a five-part framework in analyzing the stories of information technology (IT). This framework is classified into the following: 1) content; 2) clarity; 3) consumability/showmanship; 4) control/spin; and, 5) correctness/believability/accuracy. The big issue facing IT practitioners is the need to frame their messages and know their audiences. It is rare to find an IT organization with the right narrative, an effective story line or powerful metaphors. There is a need to make infrastructure and security interesting.

This article focuses on two parts of the information technology (IT) industry in the U.S. that have not changed proportionately: IT organizations and the IT services companies that support them. The latter is easier to demonstrate. While many product companies vanished long ago, the same four services firms, IBM Corp., Electronic Data Systems Corp., Computer Sciences Corp., and Accenture Inc., have been the dominant players for as long as the IT services business has existed. Powerful disruptive forces have affected the hardware and software sides of the industry, but there is no such forces that have affected the services sector.

This article focuses on the dependence of the information technology (IT) sector on the price of oil. Year 2006 has the potential to be one of the most positive years in IT spending since the dot-com bubble collapse. However, whether one actually sees an IT spending recovery in 2006 depends largely on the price of oil. Surveys of IT managers on IT spending intentions are predicting increases in IT budgets of between five and seven percent for 2006. To illustrate the impact of oil prices, the case of an IT manager in a tire manufacturing firm is presented.

The article reports on career developments involving executives in the information technology sector. Philip Freeborn has been named managing director and chief information officer at Barclays Capital Inc. Orchid Cellmark Inc., a Princeton, New Jersey-based provider of identity DNA testing services, has appointed William J. Lutz to the newly created position of vice president of information technology. Nirup Krishnamurthy has been designated as an executive vice president and chief technology officer at Northern Trust Corp. Christopher B. Lofgren has been elected to the board of directors at Computer Associates International Inc.

Relates humorous stories on topics concerning information technology. Ignorance of a computer user on the meaning of obsolete reports; Impact of mistakenly entering an employee identification number when filling out an online request; Concept development for tracking customer life retention statistics.

This article identifies obstacles to outsourcing deals in the information technology (IT) sector in the U.S. Outsourcing deals in IT have long been marred by poor communications between buyers and suppliers, along with failures by customers to adequately manage the relationship and measure performance. At the OutsourceWorld conference in New York in October 2005, users and analysts said that outsourcing customers are facing new challenges, including regulatory requirements and shortages of experienced outsourcing relationship and contract managers. INSET: Use of Home-based Agents Challenging.

This article discusses the business issues of information technology (IT). One of the reasons IT organizations fail to establish credibility is that they lack good information about the business of IT, the kind of information IT systems help to provide for other business units. Without solid and accurate sources of data about IT systems, people and processes, it is impossible for a chief information officer to have a meaningful conversation about the business of IT. And automation is not a guarantee for process improvement.

The article presents statistics concerning the information technology (IT) sector in India, North America, and Europe. Companies' 2005 budget from the three regions are compared with their actual spending in 2004. India has the highest ratio of budget to expenditures. The status of the full IT staff in the region is also described. For instance, in North America, 21 percent of companies are hiring and nine percent are downsizing.

The author of this article comments on how the information technology (IT) sector responded to disasters, like Hurricane Katrina, in the U.S. IT people's response should never be denial or excuses. For instance, the author recounted stories about the Federal Emergency Management Agency and Katrina. Others were about other government agencies, commercial services, and private companies that left people stranded because of online systems that required particular browsers, particular platforms, or particular features.

The article provides tips to consider in signing a risk/reward contract in the information technology sector. Suppliers should be given enough control to be successful. Remove as much bureaucracy as possible by providing creative solutions to common project roadblocks. Project benefits should also be communicated continually. It is critical to keep perceptions aligned when large incentive payments are involved. Furthermore, metrics should be reviewed regularly. One should not wait until incentive payments are due to discover that one has differing perceptions of success.

Relates humorous stories on topics related to information technology and the computer industry. Ignorance of a computer user regarding password-reset; Misconception on the meaning of firewalls; Conception of intranet outsiders.

The author of this article highlights unfavorable information technology products featured at the DemoFall exhibition in the U.S. One of these products come from Powware, which has a code-free application development system one can use by drawing diagrams on a screen by hand. Furthermore, a company called Skyler Technology believes that its proprietary database technology can take over the world of huge, high-performance databases. In addition, United Keys offers a keyboard with little LCD displays on the function-key caps.

Provides information on topics related to the information technology (IT) profession in the U.S. Identification of the top five ideal employers, as ranked by IT undergraduates; Percentage estimation of the technology workers who will drop out of the profession by 2010; Forecast of the percentage decrease of worldwide demand for technology developers by 2010. INSET: TROUBLE WITH TRAINING.

This article presents a question and answer advisory on various topics related to information technology and the computer industry. One inquiry refers to suggestions for people who cannot decide whether to continue in the technical realm or move into management. This person has 30 years' experience in data processing, almost entirely on the mainframe. Since his or her skills are becoming outdated, going technical would require much training. Another concern solicits advice on how to manage a strong technical performer with poor hygiene.

The author of this article argues on the conception that the best way to ensure that a company has highly skilled technical professionals is to hire computer science graduates. The author would rather have an independent-studies major who can work exceptionally hard to stay on top of technology changes, communicate well, and think clearly. She has found that a computer science degree is optional, and that many successful technologists do not have any degree at all. Unlike other professions, such as accounting, law or medicine, technology has no uniformly accepted professional studies that must be completed before one can practice.

This article focuses on the differences between public- and private-sector information technology (IT) professionals and operations. It is noted that IT projects in the public sector tend to have more bureaucracy and fewer resources. It is unfortunate that such differences seem to have created an IT separatism that too often restricts opportunities for technology professionals in the two sectors to interact and share experiences.

This article examines the role and functions of executive sponsors in the information technology (IT) sector. An effective executive sponsor is critical to the success of IT-enabled business programs. Most corporate leaders agree that this person should be the executive receiving the lion's share of the program's benefits. There are widely differing opinions about what the executive sponsor actually does. Therefore, they have vastly different roles in different companies. In order to enhance the success of a program, the executive sponsor must provide leadership, especially direction, protection and problem-resolution skills.

Reports on developments on topics related to information technology (IT) professionals. Story of a dismissed programmer at a mortgage company simply because he availed of a slice of leftover pizza; Interview with Konstantin Guericke, co-founder and vice president of marketing at LinkedIn Corp.; Survey on the best agencies for U.S. federal workers.

This article reports that the nominations in the Horizon Awards of the journal "Computerworld," were also collected from a panel of expert scouts whose role is to alert the staff to unique technologies in the field. Information collected in those nominations was then sent to a panel of 10 judges, who reviewed and scored the candidates.

This article reports that the Horizon Awards of the journal "Computerworld," were established in 2005 to make readers aware of especially cutting-edge technologies from research laboratories and companies that are looming on the horizon. Beginning in May 2005, the periodical accepted nominations online for innovative technologies that meet the needs of enterprise information technology.

Relates various anecdotes on topics related to information technology. Design of a superfast punch-card reader in 1967; Ignorance of a computer user regarding the appearance of asterisks upon typing passwords; Difference between a stack and a queue in data structures.

This article examines survival issues in the information technology (IT) sector, considering various trends and predictions for the sector's future. The identity and skills of those who will survive in IT are being speculated. And it is all about value, value of the IT personnel to the business' operations. The industry deep-thinkers will say that one can gain value by working longer hours or choosing the right technical skill set or collecting the right credentials.

Shares the author's strategy in maintaining several jobs as a chief information officer, chief executive officer, and emergency physician. Benefits of using technology efficiently; Illustration of the author's typical daily routine; Presentation of the technologies being used and their function.

Reports on developments on topics related to the computer industry. Formation of Royalty Services LP, which will create a shared application that can calculate royalty payments to musicians and copyright holders; Lapses in information technology (IT) patching process; Slow deployment of applications that use the Real Simple Syndication protocol in corporate IT.

This article focuses on the absurdities and complexities in the standards development process in the information technology industry in the U.S. This is demonstrated by Burton Group's Catalyst conference in 2003, which deals with the Service Provisioning Markup Language standard developed by the Organization for the Advancement of Structured Information Standards. The author comments that standards are often speak of as though they are the result of a logical exercise that promises to rationalize some technology sector or another. But in actuality, standards emerge both because of and despite a convoluted web of ideas, relationships, and business needs.

For most of a year, Sun Microsystems Inc. (SMI) has resisted a campaign by IBM Corp. to convert Java into an open-source project. SMI executives have said over and over that Java will not be open-sourced. And sure enough, the company did not open-source the forthcoming version of Java, code-named Mustang. Instead, the Mustang source code went up on the Internet under the Java Research License. In this article, it is the author's intention to examine the implications of offering the code through the research license.

This article recounts some stories that are related to information technology (IT) issues. One incident refers to a non-IT manager who demands for a shared network drive for just one file. However, the danger of the file being easily electronically mailed to everyone in the company, is pointed out. In addition, there is a story of an IT worker testing for Y2k-related dates like leap year 2000 and year-end 2000. Then his superior asks him if he is also testing for the year 3000.

This article provides career updates on information technology professionals in the U.S. as of November 22, 2004. In technology jobs, turnover has been fairly high, in the 15 to 20 percent range. Middle managers see the economy brightening, and the number of them looking for jobs has decreased since 2003, according to the results of a survey of 217 middle managers by Accenture Ltd. In addition, it is reported that there is no 100 percent employment of technology professionals. Since the Internet and Y2k and telecom booms burst in 2001, a number of people from 2001 to 2003 who left the technology field.

This article discusses a particular computer security issue, the distributed intrusion detection. Recommendations are given on how to gain better visibility on the network. One is to buy port aggregators. Another method is to create a design that combined port spanning with network taps. The goal is to monitor the local area network/wide area network environment for suspicious traffic, receive alerts through SMTP, respond to events in as close to real time as possible, and report on the activity in weekly and monthly summaries to upper management.

This article comments on the banding of information technology (IT) workers in the U.S. to form labor unions. For many years, the benefits of working under union rules have been blurred by the abuses of unions in the workplace. But unions working together with management can make a positive difference for workers, customers, and investors. As of 2004, there are organizations trying to increase the ranks of the represented among the employees of major IT companies. The Washington Alliance of Technology Workers, founded in 1998 and affiliated with the Communications Workers of America, has been active at the state and federal levels. Its main issue is outsourcing, but it is also involved in the mundane area of collective bargaining.

This article presents situations related to information technology (IT) issues. There is a story on IT responsibility regarding online sales form. Another account refers to a terminated employee who tries to convince his bosses that he should brief the people who will do his job when he is gone. However, the management preferred to add on its budget rather than asking the worker for a simple question. In addition, the case of a college registrar's office asking for laptops to use for the big class-registration day, is presented.