Ideally administrators should aim to automate everything with scripts and then document the use of the scripts. That way, if you're hit by a bus the whole system is already in a good shape for others to continue. Personally I think it's part of the administrators responsibility to keep the system in such a good shape. Management should also understand the importance of this and allocate enough time to keep systems in good shape. Doing things like that as an afterthought takes a really long time and makes knowledge transfers really painful.

If your management has allocated only one day for the knowledge transfer, they're taking a huge risk. There's no way you can teach everything about a system in a day. What you can do, is tell your current management realistically about the situation and the risks. After you've gone through the system with the replacement talk to the management about how the knowledge transfer went and make a signed contract about how much support you are willing to give afterwards and how much it will cost them.

With a contract it's up to the management to decide on how much their system is worth to them and you'll get compensation on doing extra work. Who knows, maybe the management will realise that spending a week on the knowledge transfer upfront might be cheaper than paying you afterwards.

Here are graphs showing the increase:
http://eroakirkosta.fi/static/ek-tilastot/vuodet.png
http://eroakirkosta.fi/static/ek-tilastot/

It's nice to see that kind of a reaction in Finland, usually things are way too gray here.

The comments different sides of the debate have been hilarious. The regular church members are blaming the extremists, "You're alienating our members with your extreme views". The extremists are saying "what? we did nothing wrong, that's what is said in the bible, it's not our fault people are leaving". The ultra-extremists are blaming the extremists for not taking a strong enough stance. Public figures and celebrities are taking pot shots at the church and announcing their discontent. Magazines are publishing news about the record resignations.

I'm thinking about getting HP ZR24W, it's a quality screen with 1920x1200. At least it won't be a setback from 1600x1200.

http://www.tftcentral.co.uk/reviews/hp_zr24w.htm

+1 on distrust and micromanagement, I would say your boss pushing in wrong direction. If you work on a noisy environment, you could try to prove to your boss that listening to music is actually what shields you from the other sounds & distractions. a) try to loan a sound level meter from somewhere, preferably a-weighted. There's probably statistics on what level of background noise distracts and chances are your environment produces enough. b) invite your boss to your cubicle farm to work there for a while. It'll give him the concrete chance to follow on how concentrated you really are on your job and also a possibility to see first hand how distracting your environment is. Also, based on the possible distrust feelings your boss has, you could try to make your work more visible to him. Once he gets better grasp on your reality, he probably starts feeling more trusting. Agile process methods like Scrum increase the visibility on how the work is progressing. Scrum also gives more freedom to the team which gets to decide on how it works. In a Scrum process team should also be shielded from external forces, like your boss, so that they can't distract the team. More visibility & freedom -> everyone's happier. http://en.wikipedia.org/wiki/A-weighting http://en.wikipedia.org/wiki/Scrum_(development)

I think the original metric is based on the sign of the WTFs. Positive WTFs are rare and usually the metric goes below zero, sometimes way below ;-)

Kidding aside, I'm just reading the book (chapter 2 - Meaningful Names) and from what I've read so far, the book seems really good and useful. In the beginning the author states that some of the guidelines might not work for everyone but at least the author gives a lot of food for thought.