One small addition...
Very good article, and good management training in general. I'd add this regarding the section titled, "Working with real-life law enforcement", first paragraph, second sentence: "...keep in mind that those of higher rank won't necessarily have the best understanding of technology."
There is something else that it can be helpful to consider when dealing with "those of higher rank". The greater the rank, the greater the possibility that the contact may not be as interested in fair and/or accurate results on a project as in short-term (perceived) benefits to self (i.e., "hidden agenda"), typically in the form of enhancing personal standing or finances (i.e., more power); and that goal could require sacrificing a "fall guy", possibly you or your team/group/organization. Warning signs of this situation are: you're having difficulty communicating with the contact's subordinates; the contact appears to ignore the advice of qualified subordinates; the contact does not seem to try to understand important aspects of the project; or you get blank stares from the contact's subordinates when you mention information you provided that should have been passed to them. In the first case, consider refusing or getting off of the project, because it will prevent you from noticing the other three conditions. The other three conditions are good signs that you are being set up for failure, possibly because of a hidden agenda; therefore, try to find a suitable contact at a lower level.
