It's a good time to aspire to IT stardom.

Not many people-including business analysts themselves-are able to agree upon a standard job description, typical skill sets, proper training methods or a well-defined career path for the business analyst position.

In many ways, managing a developer is just like managing any other employee. Developers want managers who'll help them solve business and technical problems, who'll protect them from unnecessary office politics and who will help them meet their personal career goals. But programmers are...different. Like musicians, these creative folks can alternate between big-picture thinking and persnickety detail in a heartbeat. They can be sidetracked by silly toys, and convinced to work overtime by the promise of pizza and a T-shirt. Trying to understand and motivate these people can drive managers-particularly nontechnical managers-to distraction.

Probably the only technical qualification to put Joel Cohen, a writer and associate producer of The Simpsons, in front of the keynote crowd at the Red Hat Summit in June was that Red Hat Enterprise 5 was used to render some of the animation in The Simpsons movie. But Cohen had surprisingly deep-and quite entertaining-advice about innovation and the creative process to offer the conference attendees.

As part of an expanded outreach to university IT students, IBM is releasing a set of Web-based tools and resources to help them hone marketable skills in the fastest-growing IT job opportunities.

Five years ago, Jean Ritala was dating a businessman who started to demonstrate Jekyll and Hyde-like behavior. Well-spoken, charismatic and successful, he could also be manipulative and bullying, telling her that it was "his way or the highway."

Beset by funding and other resource challenges? IT governance, if done right, will improve your reputation, increase funding and help your IT systems impact strategic business operations

It's a management axiom that the smarter the employees are, the harder they are to manage. Employees with a high degree of left-brain intelligence, which is common among IT professionals, can be demanding, blind to the opinions of others, easily bored and bent on being "right," according to the people who manage them.

So you accept that new position, and within the first couple of weeks on the job, it all becomes clear: Your boss is an idiot. Now what?

Three years ago, Chris Collins, a US native, flew to China to take a job teaching English at a private school. He began studying Mandarin on the plane. Today, at 25, he is the international business development manager for a Chinese software outsourcing company, MaesInfo, speaks the language and lives in a high-rise apartment in Chengdu.

Third-party service centers left LG India's clients exposed to the glare of poor support. HQ urgently needed to supervise service staff in remote locations -- before brand loyalty dried up.