Management

The last employee to leave this big open-plan office is supposed to turn out the lights. Unfortunately, one worker doesn't know where the light switch is -- but she sees a big handle marked "power."

Google and Canonical, the company behind Ubuntu, have been working together on Chrome since before the project was announced and they'll continue to do so.

After applying some updates to a Windows 2003 virtual server, this pilot fish comes in the next morning to find the server unresponsive. Then it happens again a few days later -- and soon it's happening every morning.

A layoff victim is forced to choose between severance and a noncompete agreement that could lead to financial ruin

There's a major virus outbreak going on, and a user at a remote site calls this pilot fish to complain that her computer won't let her get any work done -- and the local tech isn't answering her calls.

Pilot fish at this government lab is called in because some users just aren't following the rules.

Remote user calls to report that her terminal screen is blank -- and after 45 minutes of troubleshooting, this help desk pilot fish starts to see the light.

Microsoft admitted that it violated the GPL2 with a recent software release, and is now going to re-release the program under the right open-source license.

This big utility company has staff scattered over a wide area, and that means lots of small offices and field teams. But when network traffic between two of the offices gets painfully slow, IT is quick to respond -- sort of.

In today's podcast: HP to buy 3Com for $2.7B; Microsoft to add Wolfram Alpha results to Bing; and iPhone attack code steals data.

This IT shop is replacing its two print servers with a single new machine, which requires writing a script that makes changes to every PC in the company that prints. And that mostly works -- but there's still one PC left to find.

Sometimes following the right process or methodology is not the best way to manage a project. In fact, a PMO or a formal project management methodology doesn't always guarantee success either. I think the key to this success is much deeper then the methodology, tools, processes or even the quality of the project manager. I think it has a lot to do with the relationship between IT and the business.

The company where this pilot fish works has part of its operations on a mainframe -- and mostly that's fine, though it's a little dicey when month-end reports are due. Then the system engineers announce they've got a great idea.

Guess who's been caught with their hands in the open-source jar -- again?

This IT boss stomps into the printer room in a big hurry, ignoring the signs warning not to wear loose clothing near the shredder -- and what happens next is predictable.