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ntnl2011 18th Sep 2011
Without, the night was cold and wet, but in the small parlor of Lakesnam Villa the blinds were drawn and the fire burned brightly. Father and son were at chess, the former, who possessed ideas about the game involving radical changes, putting his king into suchm sharp and unnecessary perils that it even provoked comment from the whitehaired old lady knitting placidly by the fire.

"Hark at the wind," said Mr. White, who, having seen a fatal mistake after it was too late, was amiably desirous of preventing his son from seeing it.

"I'm listening," said the latter, grimly surveying the board as he stretched out his hand. "Check."

"I should hardly think that he'd come tonight," said his father, with his hand poised over the board.

"Mate," replied the son.

"That's the worst of living so far out," bawled Mr. White, with sudden and unlooked-for violence; "of all the beastly, slushy, out-of-the-way places to live in, this is the worst. Pathway's a bog, and the road's a torrent. I don't know what people are thinking about. I suppose because only two houses on the road are let, they think it doesn't matter."

"Never mind, dear," said his wife soothingly; "perhaps you'll win the next one."

Mr. White looked up sharply, just in time to intercept a knowing glance between mother and son. The words died away on his lips, and he hid a guilty grin in his thin grey beard.

"There he is," said Herbert White, as the gate banged to loudly and heavy footsteps came toward the door.

The old man rose with hospitable haste, and opening the door, was heard condoling with the new arrival. The new arrival also condoled with himself, so that Mrs. White said, "Tut, tut!" and coughed gently as her husband entered the room, followed by a tall, burly man, beady of eye and rubicund of visage.

"Sergeant Major Morris," he said, introducing him.

The sergeant major shook hands, and taking the proffered seat by the fire, watched contentedly while his host got out whisky and tumblers and stood a small copper kettle on the fire.

At the third glass his eyes got brighter, and he began to talk, the little family circle regarding with eager interest this visitor from distant parts, as he squared his broad shoulders in the chair and spoke of strange scenes and doughty deeds, of wars and plagues and strange peoples.

"Twenty-one years of it," said Mr. White, nodding at his wife and son. "When he went away he was a slip of a youth in the warehouse. Now look at him."

"He don't look to have taken much harm," said Mrs. White politely. "I'd like to go to India myself," said the old man, "just to look round a bit, you know."

"Better where you are," said the sergeant major, shaking his head. He put down the empty glass, and sighing softly, shook it again.

"I should like to see those old temples and fakirs and jugglers," said the old man. "What was that you started telling me the other day about a monkey's paw or something, Morris?"

"Nothing," said the soldier hastily. "Leastways, nothing worth hearing."

"Monkey's paw?" said Mrs. White curiously.

"Well, it's just a bit of what you might call magic, perhaps," said the sergeant major offhandedly.

His three listeners leaned forward eagerly. The visitor absentmindedly put his empty glass to his lips and then set it down again. His host filled it for him.

"To look at," said the sergeant major, fumbling in his pocket, "it's just an ordinary little paw, dried to a mummy."

He took something out of his pocket and proffered it. Mrs. White drew back with a grimace, but her son, taking it, examined it curiously.

"And what is there special about it?" inquired Mr. White, as he took it from his son, and having examined it, placed it upon the table.

"It had a spell put on it by an old fakir," said the sergeant major, "a very holy man. He wanted to show that fate ruled people's lives, and that those who interfered with it did so to their sorrow. He put a spell on it so that three separate men could each have three wishes from it."

His manner was so impressive that his hearers were conscious that their light laughter jarred somewhat.

"Well, why don't you have three, sir?" said Herbert White cleverly.

The soldier regarded him in the way that middle age is wont to regard presumptuous youth. "I have," he said quietly, and his blotchy face whitened.

"And did you really have the three wishes granted?" asked Mrs. White.

"I did," said the sergeant major, and his glass tapped against his strong teeth.

"And has anybody else wished?" inquired the old lady.

"The first man had his three wishes, yes," was the reply. "I don't know what the first two were, but the third was for death. That's how I got the paw."

His tones were so grave that a hush fell upon the group.

"If you've had your three wishes, it's no good to you now, then, Morris," said the old man at last. "What do you keep it for?"

The soldier shook his head. "Fancy, I suppose," he said slowly. "I did have some idea of selling it, but I don't think I will. It has caused enough mischief already. Besides, people won't buy. They think it's a fairy tale, some of them, and those who do think anything of it want to try it first and pay me afterward."

"If you could have another three wishes," said the old man, eyeing him keenly, "would you have them?"

"I don't know," said the other. "I don't know."

He took the paw, and dangling it between his front finger and thumb, suddenly threw it upon the fire. White, with a slight cry, stooped down and snatched it off.

"Better let it burn," said the soldier solemnly.

"If you don't want it, Morris," said the old man, "give it to me."

"I won't," said his friend doggedly. "I threw it on the fire. If you keep it, don't blame me for what happens. Pitch it on the fire again, like a sensible man."

The other shook his head and examined his new possession closely. "How do you do it?" he inquired.

"Hold it up in your right hand and wish aloud," said the sergeant major, "but I warn you of the consequences."

"Sounds like the Arabian Nights," said Mrs. White, as she rose and began to set the supper. "Don't you think you might wish for four pairs of hands for me?"

Her husband drew the talisman from his pocket and then all three burst into laughter as the sergeant major, with a look of alarm on his face, caught him by the arm.

"If you must wish," he said gruffly, "wish for something sensible."

Mr. White dropped it back into his pocket, and placing chairs, motioned his friend to the table. In the business of supper the talisman was partly forgotten, and afterward the three sat listening in an enthralled fashion to a second installment of the soldier's adventures in India.

"If the tale about the monkey's paw is not more truthful than those he has been telling us," said Herbert, as the door closed behind their guest, just in time for him to catch the last train, "we shan't make much out of it."

"Did you give him anything for it, Father?" inquired Mrs. White, regarding her husband closely.

"A trifle," said he, coloring slightly. "He didn't want it, but I made him take it. And he pressed me again to throw it away."

"Likely," said Herbert, with pretended horror. "Why, we're going to be rich, and famous, and happy. Wish to be an emperor, Father, to begin with; then you can't be henpecked."

He darted around the table, pursued by the maligned Mrs. White armed with an antimacassar.

Mr. White took the paw from his pocket and eyed it dubiously. "I don't know what to wish for, and that's a fact," he said slowly. "It seems to me I've got all I want."

"If you only cleared the house, you'd be quite happy, wouldn't you?" said Herbert, with his hand on his shoulder. "Well, wish for two hundred pounds, then; that'll just do it."

His father, smiling shamefacedly at his own credulity, held up the talisman, as his son, with a solemn face somewhat marred by a wink at his mother, sat down at the piano and struck a few impressive chords.

"I wish for two hundred pounds," said the old man distinctly.

A fine crash from the piano greeted the words, interrupted by a shuddering cry from the old man. His wife and son ran toward him.

"It moved," he cried, with a glance of disgust at the object as it lay on the floor. "As I wished, it twisted in my hand like a snake."

"Well, I don't see the money," said his son, as he picked it up and placed it on the table, "and I bet I never shall."

"It must have been your fancy, Father," said his wife, regarding him anxiously.

He shook his head. "Never mind, though; there's no harm done, but it gave me a shock all the same."

They sat down by the fire again while the two men finished their pipes. Outside, the wind was higher than ever, and the old man started nervously at the sound of a door banging upstairs. A silence unusual and depressing settled upon all three, which lasted until the old couple rose to retire for the night.

"I expect you'll find the cash tied up in a big bag in the middle of your bed," said Herbert, as he bade them good night, "and something horrible squatting up on top of the wardrobe watching you as you pocket your ill-gotten gains."

In the brightness of the wintry sun next morning as it streamed over the breakfast table, Herbert laughed at his fears. There was an air of prosaic wholesomeness about the room which it had lacked on the previous night, and the dirty, shriveled little paw was pitched on the sideboard with a carelessness which betokened no great belief in its virtues.

"I suppose all old soldiers are the same," said Mrs. White. "The idea of our listening to such nonsense! How could wishes be granted in these days? And if they could, how could two hundred pounds hurt you, Father?"

"Might drop on his head from the sky," said the frivolous Herbert.

"Morris said the things happened so naturally," said his father, "that you might, if you so wished, attribute it to coincidence."

"Well, don't break into the money before I come back," said Herbert, as he rose from the table. "I'm afraid it'll turn you into a mean, avaricious man, and we shall have to disown you."

His mother laughed, and following him to the door, watched him down the road, and returning to the breakfast table, was very happy at the expense of her husband's credulity. All of which did not prevent her from scurrying to the door at the postman's knock, nor prevent her from referring somewhat shortly to retired sergeant majors of bibulous habits, when she found that the post brought a tailor's bill.

"Herbert will have some more of his funny remarks, I expect, when he comes home," she said, as they sat at dinner.

"I daresay," said Mr. White, pouring himself out some beer; "but for all that, the thing moved in my hand; that I'll swear to."

"You thought it did," said the old lady soothingly.

"I say it did," replied the other. "There was no thought about it; I had just-- What's the matter?"

His wife made no reply. She was watching the mysterious movements of a man outside, who, peering in an undecided fashion at the house, appeared to be trying to make up his mind to enter. In mental connection with the two hundred pounds, she noticed that the stranger was well dressed and wore a silk hat of glossy newness. Three times he paused at the gate, and then walked on again. The fourth time he stood with his hand upon it, and then with sudden resolution flung it open and walked up the path. Mrs. White at the same moment placed her hands behind her, and hurriedly unfastening the strings of her apron, put that useful article of apparel beneath the cushion of her chair.

She brought the stranger, who seemed ill at ease, into the room. He gazed furtively at Mrs. White, and listened in a preoccupied fashion as the old lady apologized for the appearance of the room, and her husband's coat, a garment which he usually reserved for the garden. She then waited as patiently as her sex would permit for him to broach his business, but he was at first strangely silent.

"I--was asked to call," he said at last, and stooped and picked a piece of cotton from his trousers. "I come from Maw and Meggins."

The old lady started. "Is anything the matter?" she asked breathlessly. "Has anything happened to Herbert? What is it? What is it?"

Her husband interposed. "There, there, Mother," he said hastily. "Sit down, and don't jump to conclusions. You've not brought bad news, I'm sure, sir," and he eyed the other wistfully.

"I'm sorry--" began the visitor.

"Is he hurt?" demanded the mother.

The visitor bowed in assent. "Badly hurt," supra skytops for sale cheap
he said quietly, "but he is not in any pain."

"Oh, thank God!" said the old woman, clasping her hands. "Thank God for that! Thank--"

She broke off suddenly as the sinister meaning of the assurance dawned upon her and she saw the awful confirmation of her fears in the other's averted face. She caught her breath, and turning to her slower-witted husband, laid her trembling old hand upon his. There was a long silence.

"He was caught in the machinery," said the visitor at length, in a low voice.

"Caught in the machinery," repeated Mr. White, in a dazed fashion, "yes."

He sat staring blankly out at the window, and taking his wife's hand between his own, pressed it as he had been wont to do in their old courting days nearly forty years before.

"He was the only one left to us," he said, turning gently to the visitor. "It is hard."

The other coughed, and rising, walked slowly to the window. "The firm wished me to convey their sincere sympathy with you in your great loss," he said, without looking around. "I beg that you will understand I am only their servant and merely obeying orders."

There was no reply; the old woman's face was white, her eyes staring, and her breath inaudible; on the husband's face was a look such as his friend the sergeant might have carried into his first action.

"I was to say that Maw and Meggins disclaim all responsibility," nike air jordans for sale cheap
continued the other. "They admit no liability at all, but in consideration of your son's services they wish to present you with a certain sum as compensation."

Mr. White dropped his wife's hand, and rising to his feet, gazed with a look of horror at his visitor. His dry lips shaped the words, "How much?"

"Two hundred pounds," was the answer.

Unconscious of his wife's shriek, the old man smiled faintly, put out his hands like a sightless man, and dropped, a senseless heap, to the floor.

In the huge new cemetery, some two miles distant, the old people buried their dead, and came back to a house steeped in shadow and silence. It was all over so quickly that at first they could hardly realize it, and remained in a state of expectation, as though of something else to happen--something else which was to lighten this load, too heavy for old hearts to bear. But the days passed, and expectation gave place to resignation--the hopeless resignation of the old, sometimes miscalled apathy. Sometimes they hardly exchanged a word, for now they had nothing to talk about, and their days were long to weariness.

It was about a week after that that the old man,
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waking suddenly in the night, stretched out his hand and found himself alone. The room was in darkness, and the sound of subdued weeping came from the window. He raised himself in bed and listened.

"Come back," he said tenderly. "You will be cold."

"It is colder for my son," said the old woman, and wept afresh.

The sound of her sobs died away on his ears. The bed was -warm, and his eyes heavy with sleep. He dozed fitfully, and then slept until a sudden cry from his wife awoke him with a start.

"The monkey's paw!" she cried wildly. "The monkey's paw!"

He started up in alarm. "Where? Where is it? What's the matter?" She came stumbling across the room toward him. "I want it," she said quietly. "You've not destroyed it?"

"It's in the parlor, on the bracket," he replied, marveling. "Why?"

She cried and laughed together, and bending over, kissed his cheek.

"I only just thought of it," she said hysterically. "Why didn't I think of it before? Why didn't you think of it?"

"Think of what?" he questioned.

"The other two wishes," she replied rapidly. "We've only had one."

"Was not that enough?" he demanded fiercely.

"No," she cried triumphantly; "we'll have one more. Go down and get it quickly, and wish our boy alive again."

The man sat up in bed and flung the bedclothes from his quaking limbs. beats dr.dre for sale cheap
"Good God, you are mad!" he cried, aghast.

"Get it," she panted; "get it quickly, and wish-- Oh, my boy, my boy!"

Her husband struck a match and lit the candle. "Get back to bed," he said unsteadily. "You don't know what you are saying."

"We had the first wish granted," said the old woman feverishly; "why not the second?"

"A coincidence," stammered the old man.

"Go and get it and wish," cried the old woman, and dragged him toward the door.

He went down in the darkness, and felt his way to the parlor, and then to the mantelpiece. The talisman was in its place, and a horrible fear that the unspoken wish might bring his mutilated son before him ere he could escape from the room seized upon him, and he caught his breath as he found that he had lost the direction of the door. His brow cold with sweat, he felt his way around the table, and groped along the wall until he found himself in the small passage with the unwholesome thing in his hand.

Even his wife's face seemed changed as he entered the room. vibrm five fingers shoes
It was white and expectant, and to his fears seemed to have an unnatural look upon it. He was afraid of her.

"Wish!" she cried, in a strong voice.

"It is foolish and wicked," he faltered.

"Wish!" repeated his wife.

He raised his hand. "I wish my son alive again."

The talisman fell to the floor, and he regarded it shudderingly. Then he sank trembling into a chair as the old woman, with burning eyes, walked to the window and raised the blind.

He sat until he was chilled with the cold, glancing occasionally at the figure of the old woman peering through the window. The candle end, which had burned below the rim of the china candlestick, was throwing pulsating shadows on the ceiling and walls, until, with a flicker larger than the rest, it expired. The old man, with an unspeakable sense of relief at the failure of the talisman, crept back to his bed, and a minute or two afterward the old woman came silently and apathetically beside him.

Neither spoke, but both lay silently listening to the ticking of the clock. A stair creaked, and a squeaky mouse scurried noisily through the wall. The darkness was oppressive, moncler down jackets for sale cheap
and after lying for some time screwing up his courage, the husband took the box of matches, and striking one, went downstairs for a candle.

At the foot of the stairs the match went out, and he paused to strike another, and at the same moment a knock, so quiet and stealthy as to be scarcely audible, sounded on the front door.

The matches fell from his hand. He stood motionless, his breath suspended until the knock was repeated. Then he turned and fled swiftly back to his room, and closed the door behind him. A third knock sounded through the house.

"What's that?" cried the old woman, starting up.

"A rat," said the old man, in shaking tones, "a rat. It passed me on the stairs."

His wife sat up in bed listening. A loud knock resounded through the house.

"It's Herbert!" she screamed. "It's Herbert!"

She ran to the door, but her husband was before her, cheap adidas shoes
and catching her by the arm, held her tightly.

"What are you going to do?" he whispered hoarsely.

"It's my boy; it's Herbert!" she cried, struggling mechanically. "I forgot it was two miles away. What are you holding me for? Let go. I must open the door."

"For God's sake don't let it in," cried the old man, trembling.

"You're afraid of your own son," she cried, struggling. "Let me go. I'm coming, Herbert; I'm coming."

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"The bolt," she cried loudly. "Come down. I can't reach it. adidas jeremy scott js wings for sale cheap
"

But her husband was on his hands and knees groping wildly on the floor in search of the paw. If he could only find it before the thing outside got in. A perfect fusillade of knocks reverberated through the house, and he heard the scraping of a chair as his wife put it down in the passage against the door. He heard the creaking of the bolt as it came slowly back, and at the same moment, he found the monkey's paw, and frantically breathed his third and last wish.

The knocking ceased suddenly, although the echoes of it were still in the house. He heard the chair drawn back and the door opened. A cold wind rushed up the staircase, and a long, loud wail of disappointment and misery from his wife gave him courage to run down to her side, and then to the gate beyond. tory burch flats for sale cheap
The streetlamp flickering opposite shone on a quiet and deserted road.

Copyright: this story is in the public domain and not protected by copyright monster beats for sale cheap
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Hi TechRepublic members, I'm Peter Hennigan, a senior manager in the IT Business Risk Management Practice at PricewaterhouseCoopers, and I will be leading a live question and answer forum on IT financial issues right here on Thursday, July 19th from 12 noon to 1pm EST. Feel free to post your questions ahead of time or email them to TechRepublic editor Judy Mottl, at judy.mottl@cnet.com. Then tune back in here on Thursday as I answer your questions on a wide range of issues ranging from chargeback, ROI, sourcing issues, to software asset management and contract management. Please note that this event will not focus on personal financial issues but purely on IT financial topics and scope.
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JULY 22 is the date
jmottl 20th Jul 2004
I apologize for the typo in Peter's initial text -- completely my fault and not his! Sorry for any confusion and we hope to see you all here Thursday!
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Are we on?
tom.mochal@... 22nd Jul 2004
I am here and monitoring the discussion queue, but I don't see anything happening. I am refreshing the screen. Am I doing something wrong?
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Refreshing tricks..
jmottl 22nd Jul 2004
Hi Tom,
Glad to see you here!
We're on, and Peter's answered the first few questions. I've been refreshing the page and that's working ok. You could try going to the discussion center and hitting the link again.
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JULY 22 is the date
jmottl 20th Jul 2004
I apologize for the typo in Peter's initial text -- completely my fault and not his! Sorry for any confusion and we hope to see you all here Thursday!
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Chargeback
TTony 21st Jul 2004
Peter,

Could you provide some recommendation on how granular a unit charging mechanism can become, before the benefits in cost transparency to the customer are swallowed up by the administrative overhead involved.

Regards,

Tony...
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Consider two questions: What level of admin OH can/will the company bear? What level enables users to better manage/control consumption. Right level varies depending on organization.
Peter,

Do you have a sense as to the trend of companies charging back the business divisions for IT services. I worked for a company that wanted to move that direction, and I have also worked for a large company that discontinued the chargeback process - thinking it was causing more accounting work than value. Your thoughts?
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Don't notice much difference either for or against. Large companies tend to use CB. Mid-smaller companies often try & retreat. very easy to generate armies of 'junior accountants' who spend there day debating numbers.
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Peter,

Do you have any opinion as to whether a company should or should not be using chargeback to allocate people costs fot the IT organization back to the business units receiving the services?
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Generally I think people costs should be charged back. Certainly app dev't & support folks should align directly with apps that support specific business processes. Their cost should flow to the business or at least be transparent to the business. Infrstructure people are a bit different, but usually they can be aligned with a service (e.g., desktop support) or an application.
Whouln't Chargeback make your dept look like a service, therfore open the door for outsourcing?
If mgt. is going to consider outsourcing, they will whether IT chargebacks or not. Doubt that the existence of CB raises the outsourcing risk.
Participants in today's forum will need to consistently 'refresh' or click in/out of the discussion page to read new posts during the one-hour event. Just want to make sure there are no technical difficulties!
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What is the cost associated with setting up an in-house small email sever (less than 100 people) with great security? thanks!
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Can't answer specifically, but consider these costs" hardware, software, installation, ongoing maintenance, impact on existing support staffing.
We are going to replace our desktops (approx 400 machines) this Fall. Previous management was very strong in Life Cycle Management and leasing. The reality of our situation is that, in the past, we have either had to extend of lease or deploy with an old image.
Is there a way to analyze lease/buy calculating the effects of cases where the lease time needs to be extended at the end of the lease because of outside factors? We currently have a very low internal cost of money and are paying a 2% admin fee to the leasing company to meet the requirements of an operational lease>
What factors should be included in the cost comparison between leasing and buying in calculating total cost of each method, ex. disposal fees?
Thanks.
Shirley McCleer
Infrastructure/Client Services Manager
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Lease
Peter Hennigan 22nd Jul 2004
Extending operating leases will almost always make the lease choice a worse economic choice than your original buy option. Can vary depending on extension/renewal options negotiated at the front end.

Perfroming some 'what if' scenarios in your lease/buy analysis can give you an idea of the impact of extending the leases.

Need to consider all costs in the comparison. Also, must consider residual value & be honest about whether you will realize the RS & the costs associated with selling/disposing.
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Peter, can you clarify the above answer? What does RS stand for?
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Abbrev
Peter Hennigan 22nd Jul 2004
Sorry about that. Residual Value
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I'm the IT Director for my company and I'm looking for a benchmark figure. What is an acceptable range of IT spending per employee? I'm interested because my company spends what I consider to be a large amount on cell phones and BlackBerries, but a comparatively small amount on infrastructure, application software and security.
Bryce White
Director of Information Systems
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This metric varies significantly by industry. The analyst groups (Gartner, Meta, etc...) publish this info-some may be avaialble at no cost. Also, can often find these metrics in IT trade literature. What industry are you in?
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As Mr. Bryce can't attend the forum today I was able via email to determine his industry --it's the hotel industry.
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Industry surveys tag this metric @ $3-$14k/employee based on industry. Various manufacturers tend to be on the lower end. Financial service companies tend to be on the high end. One quoted average figure is $6k/employee.
Our company recently bid on a proposal for a government agency. There were maybe 20 criteria to meet. The last area on the RFP was to provide a price quote on a separate document. The agency reviewing the RFP said that they would evaluate the proposals based on the non-price criteria, and then they would only look at the prices of the top two ranked vendors.

The proposal received six responses and the prices ranged from 40K to 200K. The agency selected the highest bidder at almost 200K, since this company ranked highest on the non-price criteria.

Do you know if this is common practice to ignore pricing and only consider the price at the end. It seems that this government agency spent perhaps five times the money they could have if they had seen the proposal prices ahead of time.
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Peter Hennigan 22nd Jul 2004
When evaluating proposals, it makes sense to save pricing review & negotiation till last. You first must ensure that the response meets the requirements & that you can compare on an apples to apples basis. Then you look @ price. Bottom line: Negotiate deliverables & terms & conditions first, price last. Not all companies do this. Nice to know some Gov't Agencies do.
What are the keys to developing an IT budget that is aggressive but achievable?
(Member email; no identity provided)
Peter,
Do you have tips that will help me in presenting my budget so it gets approved?
(Email from an IT manager)
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The business need drives the budget. Whoever on the business side is drving your budget should be on the front line for supporting your budget. This is a bit more challenging with infrastructure type investments, but still holds true
How do you handle a situation when an unplanned project is assigned in mid-year that will cause you to exceed your budget?
(Email from an IT project manager)
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Unplanned
Peter Hennigan 22nd Jul 2004
Same answer-the business either has to decide what other planned project(s) won't be done or pony up the funds for the new project.
Do you have insight into or reference information that discusses industry trends in their IT expense as a percentage of company revenues?

(A post by Mike Sisco on another site discussion)
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IT exp/rev
Peter Hennigan 22nd Jul 2004
these metrics vary by industry & company size. the analysts (Gartner, Meta, Forrester, etc.)track this info & it is often available publicly.

Not sure if any recent trends have been apparent. IT spending generally decreased post 2000, but so did revenue for many industries.
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I've been observing cost and security concerns increasing interest in formal IT asset management strategies and processes.

Anyone seeing that in their organizations?
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The last company I worked for started asset management precisely for those reasons. This was three years ago. It's a real pain to get started. I was recently consulting at a company that was also starting formal asset tracking and management. So, based on those two obnservations, I would say there is increasing interest for sure.
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Yes, definitely
mike@... 22nd Jul 2004
I'm seeing more interest in IT Asset Management and interest in how to approach it from a practical sense that doesn't require an inordinate amount of administrative time and effort.

It's definitely important in my judgement in order to reduce risk, stay in compliance, and reduce cost in a company.
Peter,
What would you recommend to a new IT manager who has never budgeted before as an effective approach in learning what to do and how to go about it?

Mike
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Mike,
In addition to the advice Peter may have, check out this article about free budget tutorials:
Free tutorials help managers write better budgets
http://techrepublic.com.com/5100-6317-1030265.html
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Budget
Peter Hennigan 22nd Jul 2004
I recall a web site of a consulting company that had some free info on this topic. I'll post their site some time before the next forum.

Some basics: think of your budget in two views:
Committed: what you have to spend just to keep what you have running.
New: new investments-new projects, required upgrades.
Apply those views to two general expense categories: People and non-people (e.g., hardware, software, services)expenses
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Peter Hennigan suggests members check out this site:
http://www.rms.net/index.shtml

as it's chock full of budget resources and online tutorials.
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Mike,
Let me know if you find the site helpful
Ramon Padilla's proposal to establish an IT governance committee caught my attention and i see it fit in our college. At present i don't know where to start if i establish one. Anyone who could extend a helping hand please?

(Post by vince_clores@yahoo.com)
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A lot of research/articles exist on this topic. Try searching CIO.com & other IT trade sites. Analyst community has lots of material on this topic.
Anybody out here have a sample on how to write Proposals to increase IT Staff in an organization so i can get some help?I need to submit a proposal to the Management that we need to increase IT Staff. I have experience on making Request For Proposal(RFP) but never had a chance to make a Proposal, so if any, please mail me at walavi@west-group.com would be very thankful

(Post from walavi@west-group.com on another discussion)
Your proposal should present a viable business case. What's the business need driving the request? What will it cost? What's the benefit?

If you can tie it to a specific business need and get a business person to also support the proposal, you will increase you chance of success.
Today's forum hit a variety of IT financial issues and topics and we're hoping it has helped members with the tough budget and costs tasks facing them today. Please return next Thursday, July 29th at 12noon EST for the next one-hour live discussion right here with Peter Hennigan! If you want to email a question ahead of time send it to judy.mottl@cnet.com.
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My boss has tasked me with drafting a proposal for the possibility of purchasing a server.
I'm thinking that an ROI would be critical information to place in the document.
This the first such request that I've ever had.
Any assistance from anyone would be greatly appreciated. Thanks!
From: rcrc001@hotmail.com
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Server RFP
Peter Hennigan 29th Jul 2004
A few things to include in your proposal:
-business reason for acquiring it (e.g., does it support a specific business project?, are you replacing existing server?)
-Projected cost of server (purchase price, maintenance, any impact on internal support needs?)
-plan for installing
Regarding the ROI, I think that depends on who has to approve this. If you can identify real benefits than putting together a rough ROI will help you sell the idea. I wouldn't try to get too sophisticated. A simple payback projection might suffice.

If the server is part of a larger project, then any ROI analysis should be focused on the larger project.
The company I work for currently uses Track-It for call tracking and inventory management. Track-It is great at finding every executable on any PC on our network. The question I am posing is what procedures to other companies adhere to in an effort to maintain licensing compliance? For example, what hard copy information do other companies keep for each piece of software that is purchased? Any input provided is greatly appreciated.
From: tlnarc
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This varies depending on the size of the organization and how you acquire your software. Larger companies that negotiate enterprise type agreements rely more on their purchasing records to add to their license inventory data. They often utilize auto-discovery tools for ongoing monitoring of their license data.

Smaller organizations without often attempt to centrally gather actual license documentation that comes with a purchase.
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