When it comes to BYOD, IT is often laying the groundwork for their own demise in the same way the MIS department did in the 80s when the PC upended their "glass house" model for keeping all enterprise data and services inside the data center. If it was up to MIS, the most important app on your PC would still be TN3270 and no business-critical data would EVER make it to permanent storage on your laptop.

You "BYOD over my dead body" IT guys amuse me - be careful what you wish for, lol.

MIS died for a good reason - PC's ushered in Computing 2.0 - that was the original "consumerization of IT" (how quickly we forget) and we're now at the threshold of Computing 3.0 - let me elaborate:

2.0 was all about client/server => 3.0 is all about cloud/mobile
2.0 was all about controlling the endpoint => 3.0 is all about controlling only the apps and data and letting go of the illusion of endpoint control
2.0 was all about the LAN - we bolted on the internet and tried to secure it by firewalling at the network layer => 3.0 assumes ubiquitous networking and secures the apps and data from layer 7 down using identity as the security anchor
2.0 was all about packaged software in a box that eventually became downloadable => 3.0 is about app stores and HTML5 apps with a complete cloud lifecycle

Was the PC ever as secure as a mainframe? Hell no. Didn't matter.
Was the PC ever as reliable as a mainframe? Hell no. Didn't matter.
So why the hell did PCs take over? Anything you did with them was faster and cheaper and people exposed to them could never go back to the old UX.

Any of this sound familiar?

Tell me again why you're never going to embrace BYOD, and I'll tell you why your IT department is going to be called something else 5 years from now and you'll be working for someone who doesn't give a shit about all your reasons why BYOD should never have been implemented.

It's already been reported that the shooter had a movie ticket, left through the emergency exit which he propped open while he returned to his car and returned, this time with guns and armor. Screening in the lobby would have had zero effect on the outcome.

Aurora is where I grew up. In 1999 I moved to Highlands Ranch but lived close enough to see Columbine from our backyard; I watched it unfold from a hotel room in London. But it's the memories of another senseless shooting massacre in 1993 that still haunt many in my hometown. One of the victims killed in the Chuck. E. Cheese that night was the younger sister of a childhood friend, and I'm sure this has been difficult for them.

Most of the lessons that really matter here will get hopelessly lost as special interests co-opt this tragedy without any regard to what truly happened, why it happened, and most importantly, what this community (and nation) will need to recover. If you want to help out, please don't drag our tragedy into your cause; be constructive at a personal level: offer your friendship to those around you with opinions and beliefs that may differ from your own

Cars did not, however, become less expensive to own, operate, or maintain. Regulation has been a mixed blessing, though most of us are happy with the trade-offs.

But that misses the point. The marginal cost to create another car from a candidate design will never appoach zero, the cost of the car can be used (in general) as a reasonable upper bound to non-neglegent liability, and the operating limits are much more compact and well defined. For a car it is rarely a costly exercise to identify and distinguish operator error from vehicle design error, roadway design error, and all other sources of defects. Software is more like healthcare in that regard. But feel free to entertain the notion that a sufficiently large and powerful government entity might solve that for you someday.

Given the amount of quality experienced talent in the marketplace right now, you wouldn't have been hired in the first place if the hiring organization wasn't fairly dysfunctional to begin with. In this business, a small team of experienced and well-compensated developers with a strong work ethic (the latter doesn't necessarily have anything to do with hours they put in - only measured by their work product) will run circles around teams twice their size. Teams like this simply don't hire new grads (unless the new grad is already well known to them and proven themselves through an internship or open source project). As the economy has slowed, most organizations have cut back compensation increases, reduced or eliminated bonuses, and perhaps implemented a week or two of furlough - this serves to further demotivate those who survived the last round of job cuts and makes plain the reality that in general hard work is not itself rewarded with anything but more hard work. You'll continue to struggle in your current position until you accept that the nature of your relationship with your employer is mutually parasitic.

That said, you don't need to sink to the level of your co-workers if they are not delivering quality product. Unless you're happy working long hours and weekends, set reasonable limits on work hours that you'll only bypass under extraordinary circumstances (you'll need to have some notion in advance what qualifies so that isn't abused). Your co-workers and boss will respect those limits if you're clear about them and demonstrate a high level of dedication during work hours. Until you have specialized skills and experience that entitle you to become choosy about work assignments, consider your current career stage one of "paying your dues" and hopefully you won't waste the resulting seniority like your co-workers. Whatever you do, don't waste your time worrying about what your co-workers do. Find ways to carve out areas of responsibility that you own and prioritize your efforts such that your best efforts are always spent on those projects that your leadership chain knows are owned by you. Be conscious of what your boss gets credit for as well and be sure to prioritize accordingly - but don't make a show about it and be careful about that which might be interpreted by your co-workers as making them look bad or "sucking up" - over time you will find that it's possible to get the respect of your peers and your co-workers as well, particularly if you take the to socialize with your co-workers--you still need their experience and they'll share the important details you need if you gain their trust on a personal level. Above all, be realistic. While you need to pay lip service to all the idealistic things your corporate culture and individual upbringing values, your actions should be based on realistic assumptions about what's possible. Sometimes extraordinary things will happen, but planning for the extraordinary is usually a recipe for failure.

In short, quit wasting time worrying about everyone else and recognize that entry-level positions always come with organizational dysfunction. Learn everything you can in this position so you can become qualified for a better one down the road. Repeat ad infinitum and you will have a full and rewarding career.

There ARE commercial tools for this. Black Duck comes to mind - my employer uses it to search for and manage all usage of open source [ http://www.blackducksoftware.com/code-center ]