|Call 800-637-8034; +1 (703) 803-3343|
WebProWorld IT Forum
Looking for good dedicated server hosts
After a year of growth, our website, BiggerPockets.com has begun to stretch the limits of our current shared host, IPowerWeb. While we're gaining in size, our host has had more problems, and downtime that I can deal with. It is so bad that there tech support is getting close to #1 on the speed dial.
Multiple ISP's with one NAT server.
We're attempting to selectively route over multiple ISP's using a single NIC on the external side. We can get it to send the traffic out the correct direction (verified via tracert), but the IP address it comes back to is always on one ISP, regardless what gateway it went out from.
HTML parse as PHP using .htaccess problem
I am running on a Unix server and have been able to add the following lines to my .htaccess file in the past to parse HTML as PHP.
Frame Relay Switch
One of the major topics on your CCNA and CCNP exams is Frame Relay. Additionally, Frame Relay is one of the most popular WAN technologies in today's networks. Getting hands-on experience with Frame Relay in Cisco networks isn't just a good idea, it's a necessity. Let's face it, your employer is going to get a little touchy if you start experimenting with your network's Frame Relay setup.
Why Web Managers Are Leaders
The Web requires leadership if it is to achieve its full potential. That leadership will rarely be given by senior management. So that means it's up to you.
Not All Project Management Software Is Created Equal
The purpose of Project Management Software is to provide an environment in which a group of people can work together on joint projects. Most projects involve the development and implementation of new ideas, and these ideas have to be presented, evaluated, and revised.
Use An MRD To Control Your Outsourcing
Is your software development process as unpredictable as the weather? Is your software casting a shadow causing six more weeks of programming? Are you using a marketing requirements document (MRD) or magic to predict your software release schedule?
IT Management Questions Answered
Q: I have more than eight years of experience in IT and am pursuing my MBA in management technology. Although I've earned several certificates for computer training courses throughout the years, I have no Microsoft certifications. After earning my MBA, will I need to have some certifications under my belt if I want to gain a management position in IT?
A:It sounds like you have committed yourself to a career of learning, and not only is that admirable, it's necessary to grow and advance -- congratulations! You're at a major crossroad in your career, and it's time to make some hard decisions.
Early careers are driven by increasing your depth and breadth of technical knowledge. One very popular way to demonstrate continued technical growth is with certifications. As you learn, you are able to deliver more value to your employers and should be recognized, compensated and promoted for the increased value.
But at some point, you have to decide how you are going to continue to add more value to your organization. On the path of technical value, you become ever more specialized and narrowly focused on your technical knowledge. You deliver more value through the depth of your knowledge. On the path of managerial value, you add more value by making others more productive.
If you are committed to going the managerial path, forget about the MCSE. It will do nothing for you or your employers, since the technical value you can add will diminish rapidly.
If you want to continue to be primarily technical, get the MCSE. Slow down on the MBA but don't quit it altogether, because deeply technical people with good business knowledge are even more valuable than those who have none.
While it may seem attractive to try to go both ways, it's not possible for any but the most amazingly energetic and talented people. The technical people who can manage brilliantly are the alien abductees of the IT world. There are far fewer people who can do this than there are people who think that they can.
Q: The staffers don't want to take the time to fill out time reports on what projects they are working on, their supervisors don't care enough to enforce it, and management won't do anything but "remind them." What can I do?
A: If the staff doesn't care about it, the supervisors don't care about it, and the executives pay only lip service to these reports, they probably aren't really important. If you are trying to collect data that no one uses, it's hopeless. Don't bother.
Just get rid of the rule. Having unenforced and widely disregarded rules can breed an attitude of contempt for all the rules. In IT departments, for every rule imposed, management pays a price in flexibility, morale and respect. Pick your rules carefully, and then enforce them appropriately.
If you want people to track their time closely, they need a good reason to do so. Let the staffers estimate their own work, and use the time tracking to test the accuracy of their estimates. That will help them learn how to improve their estimation skills, so they may put up with it.
If you want the supervisors to insist on time tracking, they should be evaluated not on enforcing the rule, but on using the information to bring their projects in on time.
Q: How do I guide my CIO to stay focused on the work of the company rather than spend large percentages of his time public speaking and applying for awards? I'm afraid that the CIO may be getting "rock-star-itis." I know the teams need recognition beyond the company, but what's the right balance?
A: If your CIO is more interested in building his public profile than in running the IT function, you've got a real problem. In my book Leading Geeks, I suggest that an IT leader has four key responsibilities:
• Furnishing internal facilitation.
• Providing external representation.
• Nurturing motivation.
• Managing ambiguity.
If a CIO is focusing on any one of these to the exclusion of others, the organization suffers. The CIO is shirking important parts of his responsibilities and needs to either change his approach or be replaced.
Read the rest of the article.
Paul Glen is an IT management consultant and the author of the award-
winning book "Leading Geeks: How to Manage and Lead People Who Deliver
Technology" (Jossey-Bass Pfeiffer,2003). He regularly speaks for
corporations and national associations across North America. For more
information go to: http://www.paulglen.com. He can be reached at