A few things in IT remain true, despite the best efforts of marketing hype, vendor salespeople, and trade rag pundits trying to make everyone believe otherwise:
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The Internet poses security risks. Always has. Always will.
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Users don't understand IT - never have, never will. All they really understand is their jobs.
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No project gets enough time, budget and resources to be done the way it should be done.
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"Free" anything isn't.
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Faster hardware is cheaper than faster software.
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It's up to us to get our money's worth. Caveat emptor.
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The best technology doesn't always make a successful product. Then again, the best technology may not be what you need.
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Some vendors really don't like some other vendors - so much that they're willing to let it get in the way of working with customers.
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If nobody else is trying something, there's usually a reason. Maybe not a good reason, but a reason.
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Faster hardware doesn't solve business problems - unless the business problem is slow hardware.
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Traffic expands to fill the bandwidth provided.
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If you take something away from users, they'll sneak it in the back way anyhow.
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The most powerful influence on CEOs' IT preferences are the people who write for airline in-flight magazines.
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"More bandwidth/memory/storage/processing power than you'll ever need" will last you six months. A year, tops.
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"We've never done it that way before" is a more powerful argument than any cost/benefit analysis.
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IT projects advance or die. Sometimes both. But if it isn't advancing, it's dying.
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What counts isn't how much a product costs when you buy it. What counts is how much it costs before you finally shut it down.
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Functionality isn't the same as usefulness.
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When you just have a hammer, everything looks like a nail. Most IT people just have technology.
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It always takes longer and costs more to fix it later.
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The systems that last are the ones you were counting on to be obsolete.
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A good idea is no match for a bad habit.
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By the time your CEO has read about a technology, it's no longer a strategic advantage.
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Ninety percent of a system's cost is still training people to use it.
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IT projects fail. Large projects fail more often than small ones. So if failure isn't an option, you'll never do anything.
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Exactly what you want always costs more than what you can afford .
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Old ideas got that way because they proved useful.
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Data isn't information. Information isn't knowledge. Knowledge isn't manageable.
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The hardest problems get solved last.
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If you can't find the bug in a procedure in 15 minutes, rewrite it.
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Fast - Good - Cheap. . . . .Pick any two.
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