TWMitchell wrote:

pick the one that is the most attractive (scope or money) and then try to delay the second one for several months while you get the first one moving. Once the first project is well underway it's easier to pick up a second project.

I like this idea. Or, take both but just manage an overseas developer on one. Assuming you want to get your hands dirty on one of them. ;)

After school with a Digital PDP8, with 4K of RAM. Woo! Big day when we upgraded to 8K and DEC Tape. ASR33 teletype terminal, paper tape for boot loading and for storing short programs.

Thanks for the SARS clip. O M G . . . I guess it depends on the size of the department. I am the technical manager, and I'm reasonably successful. Myself I prefer a non-technical manager, my boss is an accountant, but he is technical enough that he can back me up sometimes. I call on him when I need people help, when we have policy issues that require conformance or if I am trying to schedule something big - and of course around budgeting projects. In a bigger company, I have seen mixed results from a non-technical CIO. The problem with that is that the honchos put the person in the area to achieve a business goal, not really aligned with operations. So she was there for a little while on the way to another position. It's not her fault exactly, but the corporation outsourced all of IT as of 1/1/2000. It was a nightmare. My entire team and I left over 6 months. (Me: After I rehired for my position of course) Chasing "shareholder value" can be destructive. It was the non-technical managers who bought the crack the salesman was selling. :wtf: