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Status reporting is an area of scandalous duplicity Programmers are notorious for saying that a program is 90 percent complete during the last 50 percent of the project If your problem is that you have a poor sense of your own progress, you can solve it by learning more about how you work But if your problem is that you don t speak your mind because you want to give the answer your manager wants to hear, that s a different story A manager usually appreciates honest observations about the status of a project, even if they re not the opinions the manager wants to hear If your observations are well thought out, give them as dispassionately as you can and in private Management needs to have accurate information to coordinate development activities, and full cooperation is essential An issue related to inaccurate status reporting is inaccurate estimation.

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The typical scenario goes like this: Management asks Bert for an estimate of how long it would take to develop a new database product Bert talks to a few programmers, crunches some numbers, and comes back with an estimate of eight programmers and six months His manager says, That s not really what we re looking for Can you do it in a shorter time, with fewer programmers Bert goes away and thinks about it and decides that for a short period he could cut training and vacation time and have everyone work a little overtime He comes back with an estimate of six programmers and four months His manager says, That s great This is a relatively low-priority project, so try to keep it on time without any overtime because the budget won t allow it The mistake Bert made was not realizing that estimates aren t negotiable.

3. A network administrator in Delaware wants to know the best way to implement a new segment on the network with a different physical topology. She doesn t want to buy a hardware router.

Consider the following when choosing an authentication protocol for VPN connections:

4. A network administrator in Delaware reports that a third-party service on a server refuses to start. He s restarted the service several times, but it doesn t start.

He can revise an estimate to be more accurate, but negotiating with his boss won t change the time it takes to develop a software project IBM s Bill Weimer says, We found that technical people, in general, were actually very good at estimating project requirements and schedules The problem they had was defending their decisions; they needed to learn how to hold their ground (Weimer in Metzger and Boddie 1996) Bert s not going to make his manager any happier by promising to deliver a project in four months and delivering it in six than he would by promising and delivering it in six In the long run, he ll lose credibility by compromising In the short run, he ll gain respect by standing firm on his estimate If management applies pressure to change your estimate, realize that ultimately the decision whether to do a project rests with management.

5. An administrator in Arkansas thinks her server might have been infected with a virus or Trojan horse program. This program seems to have a specific port open. How can this administrator determine which process uses which port

Netstat o shows all the ports in use. Then she can use the Task Manager PID to work backward and find the process.

Say Look This is how much it s going to cost I can t say whether it s worth this price to the company that s your job But I can tell you how long it takes to develop a piece of software that s my job I can t negotiate how long it will take; that s like negotiating how many feet are in a mile You can t negotiate laws of nature We can, however, negotiate other aspects of the project that affect the schedule and then reestimate the schedule We can eliminate features, reduce performance,.

the EAP-TLS authentication protocol for both PPTP and L2TP/IPSec connections. Windows NT 4.0 RRAS routers do not support EAP-TLS.

13 Implementing, Managing, and Maintaining IP Addressing (1.0)