8

9

10

CERTAIN RELATIONSHIPS AND RELATED PARTY TRANSACTIONS

        In November 2006, our Board adopted a written policy that requires the Audit Committee to review any financial transactions, arrangements or relationships which exceed $120,000 in which we are a participant and a related party (as defined in Rule 404(b) of Regulation S-K under the Exchange Act) has a direct or indirect interest. Audit Committee approval of any related party transaction will depend on whether or not the transaction is fair and beneficial to us. Our related party transaction policy is in addition to the conflict of interest policy found in our Code of Business Conduct and Ethics. In connection with our February 20, 2009 offering of 8,000,000 shares of the Company's Common Stock, our then Chairman of the Board, Bobby Stevenson, proposed to purchase 200,000 shares in the offering. The Audit Committee discussed and evaluated the proposed purchase and determined that the terms and conditions of the purchase were fair to the Company and its Stockholders and that the purchase was in our best interest. Accordingly, the Audit Committee approved Mr. Stevenson's purchase, provided that the purchase was at the price and on the same terms and conditions at which the underwriters sold the Common Stock to other purchasers in the offering. Mr. Stevenson subsequently made the purchase of the shares on those terms. The Audit Committee

11

was not presented with any other proposed related party transactions during 2009. The terms of Mr. Stevenson's benefits as Chairman Emeritus have not yet been finalized.

SECTION 16(A) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE

        Section 16(a) of the Exchange Act requires that our directors, executive officers and persons who beneficially own greater than 10% of a registered class of our equity securities file initial reports of ownership and changes in ownership of such securities with us and the Commission. Based solely upon our review of copies of the Section 16(a) reports we have received and written representations from reporting persons, we believe that during the year ended December 31, 2009, all of our directors, executive officers and greater than 10% beneficial owners were in compliance with their filing requirements except that a purchase of our stock made by Bobby Stevenson on March 4, 2009, was not reported on a timely-filed Form 4 because the purchase was not reported to the Company until March 9, 2009, when it was included on a Form 4 that was timely-filed and included additional purchases made on March 6 and March 9, 2009.

CORPORATE GOVERNANCE PRACTICES

        The Board met four times in 2009 in regularly scheduled quarterly meetings. Each director, including incumbents, participated either in person or by telephone conference in at least 75% of all 2009 Board meetings and committee meetings (of which such director was a member). Each director attended the Annual Meeting of Stockholders last year. Each director is expected to attend the Annual Meeting this year. We have a regularly scheduled Board meeting on the same day as the Annual Meeting of Stockholders each year, and all directors generally attend both meetings.

Corporate Governance

        We have had informal governance standards in place since our inception in 1974 that have evolved to accommodate our growth over the years and changing governance practices. Our Board has adopted formal Corporate Governance Principles (the "Principles") to address matters of corporate governance including, but not limited to, Board composition and leadership, Board member qualifications, compensation, tenure and succession, Board organization, term and age limits, service on additional public company boards and audit committees and committee operation and responsibilities. Board members are also subject to the requirements of CIBER's Code of Business Conduct and Ethics (the "Code") which includes, among other things, a conflict of interest policy. In addition, in November 2006, the Board adopted a policy with respect to Related Party Transactions, as discussed in more detail above. The Principles, Code and Related Party Transaction Policy can be found on our website at www.ciber.com under "Investor Relations," or you may request a copy by writing to us at CIBER, Inc., 6363 South Fiddler's Green Circle, Suite 1400, Greenwood Village, Colorado 80111, Attention: Investor Relations.

Board Leadership Structure and Executive Sessions

        CIBER's Board of Directors has chosen to separate the position of Chief Executive Officer and Chairman of the Board. In our Board's opinion, such separation allows for more objective evaluation of our CEO's performance as well as broader, less centralized distribution of information leading to more effective monitoring of our operations and business strategies. Our non-management directors meet regularly in executive session without management. The executive sessions were chaired in 2009 and until his retirement as Chairman of the Board by Bobby G. Stevenson, as Presiding Director. Effective April 11, 2010, the executive sessions will be chaired by our Chairman of the Board and Presiding Director, Paul A. Jacobs. The executive sessions of our non-management directors are held in conjunction with each regularly scheduled Board meeting.

12

Board Oversight Role in Risk Assessment and Management

        While our entire Board is accountable for and involved in risk oversight, our directors have determined to assign primary responsibility to the Audit Committee. The Audit Committee periodically reviews the risk management processes designed and implemented by the Company and receives reports from Company management to ensure that such are consistent with our corporate strategies and that there is an appropriate culture of risk awareness and assessment in decision making. At the same time, the directors recognize other Board committees, such as our Compensation Committee, have expertise in areas of risk oversight specific to their duties and responsibilities and, consequently, it makes sense to allocate specific aspects of risk oversight to these committees. Each committee periodically reports key risk oversight findings back to the full Board so that the risk oversight activities are coordinated and consistent with our overall risk management processes. The full Board can then monitor risk taking across the organization and ensure that appropriate risk taking is aligned with and incorporated into our strategic planning process.

Communicating with Presiding Director or the Company's Non-Management/Independent Directors

        Any Stockholder or other interested party who wishes to contact our Presiding Director or the non-management/independent members of our Board of Directors or any individual director may do so by following the procedures set forth on our website at www.ciber.com under "Investor Relations, Corporate Governance, Communications with the Board."

Independence

        At least a majority of the members of the Board and all members of the Board's Compensation, Audit and Nominating/Corporate Governance Committees must be independent for purposes of Section 303A of the Listed Company Manual of the NYSE. Upon applying the Company's standards for "independence" identified on our website at www.ciber.com under "Investors Relations, Corporate Governance" and, after reviewing additional relevant facts and circumstances, including any related party transactions, the Board has determined that each of the following directors is independent and has no material relationship with the Company that would impair his independence: Mr. Bobby Stevenson, Mr. Paul Jacobs, Mr. James Spira, Mr. Archibald McGill, Dr. James Wetherbe and Mr. Stephen Kurtz.

        The Board has further determined that, with respect to their Committee assignments for 2010, Mr. Kurtz, Mr. Jacobs and Mr. McGill have the requisite independence to serve as members of our Audit Committee under both the Exchange Act and NYSE requirements, that Mr. Spira, Mr. McGill and Dr. Wetherbe have the requisite independence to serve as members of our Compensation Committee, and that Mr. Jacobs, Mr. Spira and Dr. Wetherbe have the requisite independence to serve as members of our Nominating/Corporate Governance Committee. Mr. Stevenson is not a member of any of the committees.

Code of Business Conduct and Ethics

        Our Code of Conduct is applied consistently to all employees and has been a prominent part of the Employee Handbook for several years. The Board of Directors has adopted a Code of Business Conduct and Ethics that applies to all employees but that has specific requirements for executive and senior financial officers with respect to the ethical standards and obligations relevant to accounting and financial reporting. The Code contains procedures for reporting suspected violations of the Code and references the Audit Committee procedure for the reporting of questionable accounting or auditing matters or other concerns about accounting and auditing matters. A copy of the Code, as well as the Audit Committee Procedures for reporting concerns about accounting or auditing matters, can be found on our website at www.ciber.com under "Investor Relations," or you may request a copy by

13

writing to us at CIBER, Inc., 6363 South Fiddler's Green Circle, Suite 1400, Greenwood Village, Colorado 80111, Attention: Investor Relations. If a waiver from the Code is granted to an executive officer or director, the nature of the waiver will be disclosed on our website, in a press release or in a current report on Form 8-K.

Committees

        The Board has three standing committees: Audit, Compensation and Nominating/Corporate Governance. Membership in those committees for 2009 is set forth below.

14

15

16

17

18

19

20

        Compensation Committee Interlocks and Insider Participation.    There were no Compensation Committee interlocks in 2009. In 2009, the Compensation Committee of our Board of Directors consisted of James C. Wetherbe, Archibald J. McGill and James C. Spira. None of these directors has ever been an officer or employee of ours. No current executive officer of ours has ever served as a member of the board of directors or compensation committee of any other entity that has or has had one or more executive officers serving as a member of our Board of Directors or Compensation Committee.

21

SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT

        The following table sets forth information regarding beneficial ownership of our Common Stock at April 20, 2010 (unless noted otherwise), stock options exercisable for shares of Common Stock within 60 days of such date and restricted stock units that will vest within 60 days of such date, held by (i) each person or group of persons known by us to own beneficially more than 5% of the outstanding Common Stock, (ii) each of our directors and director nominees, (iii) each NEO (as identified under "Executive Compensation" below) and (iv) all our NEOs and directors as a group. All information is taken from or based upon ownership filings made by such persons with the Commission and other information provided by such persons to us. Unless otherwise indicated, the Stockholders listed below have sole voting and investment power with respect to the shares reported as owned. None of these shares have been pledged. On April 20, 2010, there were 69,382,264 shares of Common Stock outstanding.

22

23

COMPENSATION OF DIRECTORS

        Our Board periodically reviews and establishes the compensation of our non-employee directors based on recommendations from our Compensation Committee in consultation with our CEO. In setting director compensation we review, among other things, director compensation surveys in publications for boards of directors and the publicly-available data of our competitive reference companies.

        Until the fall of 2009, our non-employee directors were paid in a combination of cash, options and shares of our Common Stock pursuant to a director compensation program last modified February 21, 2007. Each director received a $30,000 all cash annual retainer. In addition, under our 2004 Incentive Plan, each non-employee director received a non-statutory option to purchase 20,000 shares of Common Stock upon election to the Board of Directors and an option to purchase 5,000 shares of Common Stock on each anniversary of election to the Board of Directors. These initial option grants vested in equal annual installments over two years and expire 10 years from the date of grant. Anniversary option grants made prior to January 1, 2008 vested fully after one year and expire 10 years from the date of grant. Anniversary option grants made since the beginning of 2008 vest fully after one year and expire 5 years from the date of grant. Non-employee directors received additional equity compensation under the 2004 Incentive Plan in the form of shares of our Common Stock valued at approximately $2,500 for each Board and Annual Meeting attended and valued at approximately $1,500 for each committee meeting attended with the number of shares determined by the closing price of our Common Stock on the day of each meeting. The non-employee directors that serve as chairpersons of the Audit, Compensation and Nominating/Corporate Governance committees received equity compensation for annual retainers in the form of our Common Stock valued at approximately $15,000, $10,000 and $5,000, respectively. Compensation expense for grants of Common Stock to non-employee directors was $131,000 for 2009. Such expenses are included in our total recorded share-based compensation costs.

        In the fall of 2009, the Compensation Committee reviewed publicly-available information concerning director compensation programs of various companies that offer services comparable to

24

ours and additional information on director compensation from board-related publications and recommended a change in our director compensation program to the Board of Directors. On the recommendation of the Compensation Committee and effective October 1, 2009, the Board determined to set the annual retainer for all non-employee directors at $40,000 to be paid in cash. An annual cash fee for service as the Chairman of the Board was set at $60,000 and annual cash fees for service as chairman of the Audit, Compensation and Nominating/Corporate Governance Committees were set at $20,000, $15,000 and $7,500, respectively. In addition, the Board reset board and committee meeting fees, differentiating between in person and telephonic meetings. Effective October 1, 2009, fees were set at $2,500 in cash for in person attendance and $1,250 in cash for telephonic attendance at Board meetings. Audit, Compensation and Nominating/Corporate Governance Committee meeting fees were set at $2,000, $1,500 and $1,000 to be paid in cash, respectively, for in person meetings and $1,000, $750 and $500, respectively, for telephonic meetings. While these cash annual retainer and meeting fees replaced the fees that had previously been paid in the form of our Common Stock, effective February 23, 2010, the Board, on the recommendation of the Compensation Committee, determined to award our non-employee directors equity compensation for the increasing work and time commitments involved in board committee responsibilities. Accordingly, on February 23, 2010, each non-employee director was awarded a one-time grant of $25,000 in Company Common Stock at fair market value on that date, vesting quarterly beginning with the date of the grant and continuing over the next three quarters at 90 day intervals. Non-employee directors elected or appointed to the Board after February 23, 2010 will receive a one-time grant of $25,000 in Company Common Stock at fair market value on the date of his or her election or appointment, vesting in the same manner. In addition, each non-employee director will receive an annual grant of $25,000 in Company Common Stock at fair market value commencing February 23, 2010, and another such grant on each anniversary of such date or the next closest stock market trading day, if applicable. A non-employee director elected or appointed to the Board after an annual grant is made will receive a pro-rated portion of the annual grant based on the date on which such director was elected or appointed. If a non-employee director leaves the Board at any time prior to the annual award, such director will not be eligible to receive the annual grant. These annual grants will also vest quarterly beginning on the date of the grant and continuing for the next three quarters at 90 day intervals. All our non-employee directors are now required to own a minimum of $100,000 worth of Company Common Stock. Directors on the Board as of February 23, 2010, will have three years from February 2010 to meet this stock ownership requirement. Directors appointed or elected after February 23, 2010 will have three years from the date of his or her initial appointment or election to the Board to satisfy this stock ownership requirement. In addition, all non-employee directors are also required to hold at least 50% of any shares of Company Common Stock and 50% of any stock options acquired through the Company's director equity compensation program for at least a six-month period after acquisition or vesting.

        We reimburse our directors for travel and lodging expenses incurred in connection with their attendance at directors' and Stockholders' meetings and at other Company-sponsored events. We also make long-term care insurance available to directors and/or their spouses, as well as to certain executive officers. Directors may participate at their option. The cost to us depends on the age of the director and/or spouse electing to participate but ranges from $4,030 to $5,139 per participating director per year. Except as set forth below for Mr. Stevenson, directors receive no perquisites other than long-term care insurance, which did not reach the $10,000 disclosure threshold. Mr. Stevenson became Chairman Emeritus on April 11, 2010. His benefits as such have not yet been finalized.

25

2009 Director Compensation

26

EXECUTIVE COMPENSATION

Compensation Discussion and Analysis

Overview of Executive Compensation Program

        We compensate our senior leadership through a combination of programs designed not only to attract, retain and motivate our executives but also to reward exceptional performance and contribution to achievement of key strategic goals that are intended to enhance overall stockholder value. Compensation programs for our CEO, CFO and other Named Executive Officers (collectively, "NEOs") are determined considering the revenue and profit, geographic scale and business model complexity for which an NEO has responsibility, along with the position, responsibilities and performance of an individual NEO. In addition, we consider the publicly-available compensation information of the executive officers of our competitor companies and, while publicly-available information from competitive reference group companies is not used as a precise determination of compensation level, we continue to use such information to confirm that our compensation levels are reasonable and will allow us to remain competitive in the employment market.

        Our compensation setting process consists of annually establishing individual base salaries, annual cash bonus targets and equity compensation targets. Cash bonus and equity compensation targets are tied to achievement of measurable corporate and business unit performance goals and objectives, primarily related to revenue and net operating income growth. We seek to maintain internal pay equity based on the premise that total compensation should be higher for individuals with greater responsibility and ability to impact the achievement of our strategic objectives. We also consider the deductibility of compensation for tax purposes under Section 162(m) of the Internal Revenue Code; however, we may approve a compensation plan that does not qualify for the deduction if we determine it is in our best interests to do so.

        The Company continues to review its compensation practices and incentive programs to ensure that the Company's total compensation program does not encourage inappropriate or unnecessary operational or financial risk taking but rather encourages fiscal responsibility for the Company as a whole.

        Stock Ownership Guidelines.    We are also committed to encouraging stock ownership by our senior executive officers. Accordingly, our Compensation Committee has adopted a stock ownership policy that requires our senior executive officers to own at least 1,000 shares of our Common Stock and 100,000 stock options. Our officers are expected to meet these guidelines within one year of employment and are expected to hold stock options and Common Stock for at least six months after acquisition. Executive officers are prohibited by our Insider Trading Policy from trading our Common Stock on margin or otherwise hedging their positions in our Common Stock.

        Compensation Consultant.    Beginning in February 2007, the Compensation Committee retained the services of an independent third-party compensation consultant, HCC, Inc. of Boulder, Colorado ("HCC"), to evaluate and make recommendations regarding the compensation of our CEO, and to review the compensation program structure for other NEOs. HCC analyzed compensation levels, reviewed tax and accounting implications and considered the impact of equity dilution and overhang, as well as stockholder perspectives and sound governance principles. HCC's key findings were that the CEO's base compensation was reasonably competitive, but that the total compensation (salary, bonus and option grant value) was below market levels. HCC's initial recommendations were reviewed and adjusted by the Compensation Committee and our Board of Directors and the CEO's 2008 salary and cash bonus compensation were set accordingly. HCC continued to consult with the Compensation Committee during 2008 and into 2009 about a long-term incentive program for our senior leadership. HCC has not provided any services other than those described herein.

27

        Compensation Reference Data.    The Compensation Committee analyzes compensation data from a competitive reference group to help us confirm that we provide industry-competitive salaries and other compensation. Although the Compensation Committee considers other factors in setting compensation, competitive reference group data is an important factor and the Compensation Committee targets total compensation for the NEOs in median range for total compensation for the competitive reference group, with adjustments made for NEOs who may have responsibility levels or duties that differ from comparable positions at the reference companies. We add or delete companies from our competitive reference group pursuant to industry consolidations, going private transactions, bankruptcies or business similarities. Consequently, our competitive reference group may change from year to year. For 2010, our competitive reference group included Accenture, CACI International, Inc., CGI Group, Inc., MAXIMUS, Inc. and Cognizant Technology Solutions Corporation. These companies have revenues for the last fiscal year that range from approximately $700 million to $20 billion. Their average last fiscal year revenue was approximately $6 billion.

Elements of Executive Compensation

        Our executive compensation is performance-driven and consists of the following components: (1) base salary, (2) annual cash bonus opportunities, and (3) equity compensation awards. The base salary and annual cash bonuses, as well as the potential for equity awards, are provided for in each NEO's annually-renewable employment agreement. The design of our total cash compensation allocates approximately 55 - 65% to base salary and approximately 35 - 45% to compensation in the form of cash bonus opportunities. Equity compensation awards have historically been in the form of stock options although equity compensation also included restricted stock units ("RSUs") beginning in 2008. The actual mix of salary, cash bonus and equity compensation with respect to each NEO is subject to the nature of the specific business for which each NEO is responsible and the judgment of the Compensation Committee in consultation with the CEO. We believe this mix supports our pay-for-performance philosophy and is appropriate to provide each executive with a competitive base salary and sufficient "at-risk" compensation to drive performance against objectives without creating undue risk for the Company as a whole.

        Other than considering internal pay equity, we have not adopted an formal policy with regard to the relationship of the compensation paid to our NEOs. Differences between the compensation of our NEOs generally reflect differences in the scope of authority and responsibility for the relevant positions held by the NEOs. In addition, the exercise of discretion and judgment by the Compensation Committee to account for unique, individual circumstances, changes in the market for executive talent or in our strategic goals and other factors impacts the mix of actual compensation. As a result, establishing total compensation is not merely a formulaic process.

        In 2009, we modified our philosophy for target bonus compensation from achievement of business plan targets in 2008 to levels of achievement for 2009 relative to 2008's actual results, believing there is more of a direct correlation to stockholders' goals for year-to-year improvement than performance to business plans, which is more indirect. The same philosophy applies to our 2010 target bonus compensation. We continue to believe that the performance targets we set do not, however, encourage management to take inappropriate or unnecessary risks but rather encourage fiscal responsibility for the Company as a whole.

Base Salary

        In determining base salaries, we consider the NEO's position and responsibilities, qualifications and experience, goals and responsibilities, comparable salaries at our competitive reference group, past performance, prior year(s) compensation and internal pay equity. Base salaries are reviewed annually and adjusted from time to time, if necessary, to align them with changes in the factors noted above. The Compensation Committee sets the salary for the CEO, and reviews and approves the salaries for

28

the other NEOs based on recommendations from the CEO and its own assessment of the factors listed above. The following table reflects the adjustments made to the base salaries of the NEOs for the 2010 fiscal year (beginning January 1, 2010) consistent with the philosophy and principles discussed above. The adjustments to base salary also gave consideration to general global economic conditions and the steps that the Company has taken to manage overhead expenses.

Three-Year Base Salary Table

Annual Cash Bonus Compensation

        The Compensation Committee believes cash incentives for NEOs that are contingent upon corporate or business unit performance align the NEOs' interests with those of our Stockholders. The Compensation Committee approves the annual cash bonus compensation opportunities for all NEOs which include two aspects: (1) an Annual Cash Bonus Award for performance to set targets with an associated Ancillary Cash Award for performance beyond the targets set and (2) the Stretch Bonus Program discussed more fully below. The Annual Cash Bonus Award is based largely on quantitative targets such as revenue, Earnings Before Interest, Taxes and Amortization ("EBITA"), also referred to herein as net operating income ("NOI"), income tax rates achieved and accounts receivable day's sales outstanding ("DSO's"), but also includes a qualitative component. The Ancillary Cash Award associated with the Annual Cash Bonus Award is tied to achievement over and above the targets set for revenue and NOI at 100%. The Stretch Bonus Program targets are set even tighter than the Ancillary Cash Award targets. Percentages of the total award are allocated to each target and include a range of payouts from a minimum to a maximum of the targets. No NEO is guaranteed a bonus payment under any bonus program. We have no policy to recover payments if the relevant performance measures upon which they are based are restated or otherwise adjusted. We will review the need for such a policy as appropriate.

        As in 2008 and 2009, the 2010 Annual Cash Bonus Award targets for Mr. Slingerlend and Mr. Cheesbrough are based on total company revenue growth and EBITA growth. Mr. Cheesbrough's bonus targets also included, to a lesser extent, the Company-wide income tax rate achieved and DSO's. Annual Cash Bonus Award targets for Mr. Hadzi, Ms. Kim and Mr. Laugerud are based primarily on

29

business unit revenue and NOI and, to a lesser extent, on DSO's for Mr. Hadzi and Ms. Kim and the International Division tax rates achieved for Mr. Laugerud. In addition, we have identified important qualitative attributes we expect our NEOs to demonstrate that include development of people, leadership, teamwork and efforts to achieve our strategic objectives. The weighting of the various performance objectives may vary from year to year as necessary to focus senior leadership on what is most important in the upcoming year. Objectives and targets may be adjusted based on unforeseen circumstances, past difficulties and future challenges. Each fiscal year, the CEO proposes and the Compensation Committee approves objectives and targets for each NEO for the coming fiscal year based on the current results and annual business plans. Bonus targets are set that align with each objective. We believe that the 2009 targets were and the 2010 targets are set fairly.

        In addition to our Annual Cash Bonus Award and associated Ancillary Cash Award program, beginning in 2008, the Board also implemented a Stretch Bonus Program (formerly known as the Special Bonus Program), an additional cash bonus program in which our NEOs and other senior leadership participate. The Stretch Bonus Program is aimed at achieving targets for business unit revenue and NOI that are more difficult to achieve than the business plan targets for the Annual Cash Bonus Award and Ancillary Cash Award program.

Fiscal 2009 Annual Cash Bonus Award Components

        The components for the 2009 Annual Cash Bonus Awards for all NEOs, approved by the Compensation Committee, were substantially the same as 2008. The Annual Cash Bonus Award components for our NEOs are set forth in the table below. No bonus payments for a particular component are made if less than the minimum threshold target for that component was achieved and the maximum target for a particular component had to be achieved for a 100% payout on that component.

2009 Annual Cash Bonus Award Components

        The following table reflects the principal 2009 Annual Cash Bonus Award targets for the revenue and NOI components and the payout percentages on those targets for the NEOs. The targets were set as a percentage increase against actual 2008 results. This change reflects a modification in the Company's philosophy from prior years with respect to setting such business plan targets and, to some extent, addresses vagaries in business planning estimates. No NEO is guaranteed a bonus payment.

30

2009 Annual Cash Bonus Award Targets

        The total Annual Cash Bonus Award compensation, assuming 100% of all applicable revenue, NOI, DSO's, tax rate and qualitative targets are achieved, was potentially as follows: Mr. Slingerlend $525,000, Mr. Cheesbrough $227,500, Mr. Hadzi $200,000, Ms. Kim $215,000 and Mr. Laugerud $219,800 (at a conversion rate of 1 GBP to 1.57 U.S. Dollars). The Annual Cash Bonus Award Target does not include the Ancillary Cash Award and Stretch Bonus Program Award target amounts because such amounts cannot be calculated until actual year end results are known.

Cash Bonus Award Targets for the Second Half of 2009 Results

        Due to the extended downturn in the global economies and a desire to incent continued performance in view of the difficult economic conditions, the Compensation Committee implemented a reduced cash bonus award program for the second half of 2009 (the "2H09 Program") that operated alongside of the 2009 Annual Cash Bonus Award Program for all NEOs; however, bonus payments would be made only under one of the programs for each specific target.

        The 2H09 Program targets for NEOs approved by the Compensation Committee were still set as a percentage change against 2008 actual results as discussed above. As before, no bonus payments for a particular target were made if less than the minimum threshold target was achieved. The total 2H09 Program compensation, assuming maximum payouts of applicable revenue and NOI targets were achieved, was potentially as follows: Mr. Slingerlend $170,625, Mr. Cheesbrough $73,438, Mr. Hadzi, $60,000 and Mr. Laugerud $76,930 (at a conversion rate of 1 GBP to 1.57 U.S. Dollars). Actual payouts for Mr. Slingerlend, Mr. Cheesbrough and Mr. Laugerud were $24,000, $10,600 and $70,690, respectively. No other payouts were made to NEOs pursuant to the 2H09 Program.

Fiscal 2009 Ancillary Cash Award Targets

        For the 2009 Ancillary Cash Award opportunity associated with the Annual Cash Bonus Award, Mr. Slingerlend and Mr. Cheesbrough each could have earned an additional $5,000 and $3,000, respectively, for each ¹/2% the Company was over 100% of the revenue target and an additional $10,000 and $6,000, respectively, for each ¹/2% the Company was over 100% of the NOI target. Mr. Hadzi had the opportunity to earn an Ancillary Cash Award of an additional $2,500 for each ¹/2% that business unit revenue exceeded 100% of the target and $4,000 for every ¹/2% that business unit NOI exceeded 100% of the target. Ms. Kim had the opportunity to earn an Ancillary Cash Award of an additional $2,000 for each ¹/2% that business unit revenue exceeded 100% of the target and $4,000 for every ¹/2% that business unit NOI exceeded 100% of the target. Mr. Laugerud could have earned an additional Ancillary Cash Award of $3,925 for every ¹/2% that the business unit revenue exceeded 100% of the target and $7,850 for every ¹/2% that the business unit NOI exceeded 100% of the target (at a conversion rate of 1 GBP to 1.57 U.S. Dollars). These 2009 target bonuses were 8 - 14% higher than the 2008 target bonuses because of our desire to focus our senior management on continued revenue and NOI growth. We believed that the 2009 annual cash compensation targets would be more difficult to achieve than our 2008 targets, and achieving such targets would require significant effort for our

31

NEOs given the business and economic environment during 2009 and the degree of competition that the Company faces. No Ancillary Cash Award targets were part of the 2H09 Program. No Ancillary Cash Awards were made under the Annual Cash Bonus Award Program.

Fiscal 2009 Stretch Bonus Program

        The Compensation Committee also approved a 2009 Stretch Bonus Program similar to the Stretch Bonus Program implemented in 2008, again capped at $1.2 million in payouts. Potential payouts under this Program ranged from a minimum payout of 30% of the half of the Program allocated to the revenue target at 95% achievement of the business unit revenue target under this Program to a 100% payout at 100% achievement. Potential payouts under this Program for business unit NOI ranged from 50% of the half of the Program allocated to the NOI target at achievement of 90% of the NOI target to 100% payout at 100% achievement. Mr. Hadzi, Ms. Kim and Mr. Laugerud were eligible for a 25% bonus payment of the business unit award if the business unit targets set under this Program were achieved. Messrs. Slingerlend and Cheesbrough were eligible to participate in this Program and could have earned 12% and 8%, respectively, of the amounts that were earned by the others under the Program.

2009 Actual Cash Award Payments

32

Fiscal 2010 Annual Cash Bonus Award Components

        The criteria for the 2010 Annual Cash Bonus Award components for all NEOs approved by the Compensation Committee are substantially the same as in prior years. The Annual Cash Bonus Award components for our NEOs are set forth in the table below. No bonus payments for a particular component will be made if less than the minimum threshold target for that component is achieved and the maximum target for that component must be achieved for a 100% payout on that target.

2010 Annual Cash Bonus Award Targets

        The following table reflects the principal 2010 Annual Cash Bonus Award targets for the components of revenue and NOI and payout percentages on the targets for those components for the NEOs. The targets were predominately set as a percentage increase against actual 2009 results.

Potential Payouts on the 2010 Annual Cash Award Targets

        The total 2010 Annual Cash Bonus Award compensation, assuming 100% of all applicable revenue, NOI, DSO's, tax rate and qualitative targets are achieved, is potentially as follows: Mr. Slingerlend $535,000, Mr. Cheesbrough $240,000, Mr. Hadzi $220,000, Ms. Kim $225,000 and Mr. Laugerud $235,500 (1 GBP to 1.57 U.S. Dollars). The Annual Cash Bonus Award Target does not include the Ancillary Cash Award and Stretch Bonus Program Award target amounts because such amounts cannot be calculated until actual year end results are known.

Fiscal 2010 Ancillary Cash Award Targets

        The 2010 Ancillary Cash Award opportunity over and above the Annual Cash Bonus Award, for all NEOs is 4% of all revenue achieved over the 100% target level and 4% of all NOI achieved over the 100% target level. These 2010 ancillary target bonuses are similar to the 2009 ancillary target bonuses because of our desire to focus our senior management on exceeding business plan objectives. We believe that the 2010 annual cash compensation targets are set at challenging levels as their achievement requires growth in a difficult economic environment.

33

Fiscal 2010 Stretch Bonus Program

        The Compensation Committee has also approved a 2010 Stretch Bonus Program, capped at $1.2 million in payouts, similar to the Stretch Bonus Program implemented in 2009. Potential payouts under this program range from a minimum payout of 30% of the half of the Program allocated to the revenue target at 95% achievement of the business unit revenue target under this Program to a 100% payout at 100% achievement. Potential payouts under this Program for business unit NOI ranged from 50% of the half of the Program allocated to the NOI target at achievement of 90% of the NOI target to 100% payout at 100% achievement. Messrs. Hadzi and Laugerud and Ms. Kim are eligible for 25% bonus payment of the business unit award if the business unit targets set under this Program are achieved. Messrs. Slingerlend and Cheesbrough are eligible to participate in this Program and could earn 12% and 8%, respectively, of the amounts that are earned by the others under the Program.

Equity Incentive Program

        Historically, we have awarded NEOs non-qualified stock options as our form of equity compensation and as our primary vehicle for long-term incentive compensation. We believe that our stock option program has focused management on driving operating performance in a way that improves our Stockholder value while our vesting features encourage retention. We have two stock-based programs for our NEOs that are approved annually by our Board of Directors: (1) a quarterly performance-based program (the "Quarterly Equity Incentive Program") in which our NEOs (other than our CEO) participate and (2) a long-term equity incentive program (the "LTIP") which was adopted in 2008 and in which all of our NEOs participate that incorporates both stock options and RSUs awarded on achievement of certain levels of performance as discussed more fully below.

        Stock options and RSUs are granted from the CIBER, Inc. 2004 Incentive Plan, which was approved by our Stockholders and incorporates, among others, the following features: (1) the term of the grant does not exceed 10 years; (2) the grant price is not less than the market price on the date of the grant; and (3) re-pricing of options is prohibited unless approved by the Stockholders. The size and nature of equity grants to our NEOs are determined by the Compensation Committee, or our CEO pursuant to authority delegated to him by the Compensation Committee. Company and business unit targets are established annually and approved by the Compensation Committee. Like our cash incentive compensation programs, awards pursuant to our equity compensation programs are tied to the achievement of pre-established performance targets for Company or business unit performance.

        Beginning in 2008, awards under our Quarterly Equity Incentive Program vest 50% over two years beginning on the date of the grant. The Compensation Committee or CEO has the authority and has exercised that authority from time to time, to award discretionary options or RSUs, generally based on exceptional performance. The vesting of discretionary options or RSUs is determined at the time of the award and generally ranges from two to four years. Vesting periods are generally long enough to encourage executive retention and the preservation of Stockholder value. In determining the equity compensation to be granted to all eligible employees, we have established a guideline to grant no more than 2-3% of shares outstanding per year and to limit overall grants to try and avoid creating an overhang of more than 12% of shares outstanding. In making awards to individual NEOs and, subject to the application of the Compensation Committee's judgment, we take into account the individual's position, scope of responsibility, ability to affect profits and Stockholder value and the individual's past and present performance.

        We have reviewed our historical stock option grants to our NEOs and are confident in the integrity of our stock option granting process. We do not grant discretionary options or RSUs to NEOs during a trading blackout period under our insider trading policy or when in the possession of material non-public information that we believe may affect stock price. Quarterly Equity Incentive Program

34

grants, which are generally formulaic in implementation, are not intentionally timed around public announcements, but may be granted whether or not quarterly earnings have been publicly released.

        Early in 2008, our Board of Directors considered a new approach to an LTIP for our NEOs and other members of senior leadership. The purpose of the LTIP was to allow the Board of Directors to provide equity incentives to members of our leadership group through long-term awards in order to further incent growth of the long-term value of CIBER for our Stockholders. The Board of Directors believes that the LTIP awards will directly link certain executive compensation opportunities with Stockholder value creation. The total amount available for LTIP awards is capped each year based on the Board's or the Compensation Committee's determination, which includes the potential cost to the Company of the program. The LTIP awards consist of a mix of stock options and RSUs. In the design of the LTIP, the Board employed both performance-based award criteria, including revenue and NOI components, and multi-year vesting of these equity incentive awards. Consequently, the options and the RSUs are both performance-vested and time-vested. In 2009, the Board included, for the first time, a qualitative component in the potential award structure. The Board believes that performance vesting coupled with multi-year vesting focuses executive officers on consistent long-term growth of Stockholder value and encourages retention.

        While we have not usually taken the performance of past equity awards into account when making new equity awards other than, at the discretion of the Compensation Committee, the occasional replacement of expired underwater options, our Compensation Committee continues to review our equity incentive programs to optimize their value as vehicles to incent and retain our leadership and to align their interests with the interests of our Stockholders. The Compensation Committee also continues to evaluate the implications for our equity compensation programs caused by decline in the Company's stock price and the need to balance the equity compensation programs with equity burn rate, dilution and expense implications.

Fiscal 2009 Quarterly Equity Incentive Program Awards

        As in 2008, stock options for 2009 under our Quarterly Equity Incentive Program were awarded on a formulaic basis for the achievement of pre-established performance-based business unit goals and objectives. Our NEOs, other than the CEO, were eligible for grants during 2009 pursuant to this Board-approved Quarterly Equity Incentive Program. Based on the judgment of the Compensation Committee, NEOs may also receive discretionary stock option or RSU awards for exceptional performance or other contributions or to replace expiring underwater options.

        In 2009, and pursuant to the Quarterly Equity Incentive Program, Messrs. Cheesbrough and Laugerud were eligible to receive 5,000 options per quarter provided that 95% of the Company and/or business unit revenue target and 90% of the Company and/or business unit EBITA target were met for that quarter. Mr. Hadzi and Ms. Kim were eligible to receive 4,000 options per quarter provided that 95% of the business unit revenue target and 90% of the business unit EBITA target were met for that quarter. Ms. Kim was the only NEO to receive stock options pursuant to this program in 2009. She was awarded 4,000 options for first quarter performance by the Compensation Committee.

Fiscal 2009 Long-Term Equity Incentive Program Awards

        Participants in the 2009 LTIP included all of the NEOs. Other eligible participants include selected corporate employees and business unit leaders based primarily on the extent of their revenue or other leadership responsibilities. The target award value level for Mr. Slingerlend, who retired effective April 11, 2010 as our principal executive officer, was 0.9 times base salary. Target awards for all other participants, including Mr. Cheesbrough, Mr. Hadzi, Ms. Kim and Mr. Laugerud, were set based upon their respective business unit's past and future estimated overall revenue contribution and other responsibilities at CIBER. The Compensation Committee also determined, for the same reasons it

35

instituted the reduced cash bonus award 2H09 Program, to institute an LTIP award program for the second half of 2009 (the "2H09 LTIP"). Under the 2H09 LTIP, the Company's NEOs were eligible to receive between 0% and 30% of the stock options and RSUs that they were eligible to receive under the full-year program based only on Company (rather than business unit) revenue and NOI for the second half of 2009.

        Equity incentives ultimately awarded under the full-year 2009 LTIP were based on the Company financial performance for certain corporate employees and executives and the Company financial performance, as well as the performance of their respective business units for those participants who have business unit responsibility. No awards were made pursuant to the 2H09 LTIP. The awards of both stock options and RSUs that were made on the achievement of the performance criteria for 2009 are still subject to vesting in equal portions over a three-year period. The following table sets forth the NEOs' target and actual stock option and RSU awards for 2009. In 2008, approximately 53% of the available stock options and RSUs were awarded under the 2008 LTIP for all eligible participants. In 2009, approximately 25% of the available stock options and RSUs were awarded pursuant to the 2009 LTIP.

2009 LTIP Awards

Additional Equity Grants

        The Board continues to be concerned that recent stock price changes left virtually all of the Company's long-term incentives in the form of stock options out-of-the-money, i.e., having no economic value. In March 2009, our Board approved special discretionary grants of RSUs to recognize the performance of our leadership, to compensate for declines in the value of previous equity grants and to incent employees and align their interests with Stockholders, as well as to begin a shift toward awarding more RSUs than stock options. The Board authorized grants of RSUs to Mr. Slingerlend, Mr. Cheesbrough, Mr. Hadzi, Ms. Kim and Mr. Laugerud in the amounts of 24,000, 15,000, 18,000, 30,000 and 18,000, respectively.

Fiscal 2010 Quarterly Equity Incentive Program Targets

        Our NEOs, other than Mr. Slingerlend, are eligible to participate in the Board-approved Quarterly Equity Incentive Program for 2010. In 2010, Messrs. Cheesbrough and Laugerud will be eligible to receive 5,000 options per quarter and Mr. Hadzi and Ms. Kim will be eligible to receive 4,000 options per quarter, provided that 95% of the revenue target at the 100% award level and 90% of the NOI target at the 100% award level are met for that quarter. Based on the judgment of the Compensation Committee, the NEOs may also receive discretionary stock options or RSUs for exceptional performance or other contributions. Mr. Cheesbrough's targets are Company level targets while the other NEOs' targets are business unit based.

36

Fiscal 2010 LTIP Award Targets

        All of our NEOs are eligible to participate in the 2010 LTIP. Awards granted under 80% of the LTIP will be based on the achievement of performance to Company or business unit plan targets for revenue and NOI. For 2010, and consistent with our approach to setting the targets for our cash bonus compensation awards for 2010, the revenue and NOI targets reflect an increase over the actual performance on those targets in 2009. Stock options and RSUs under the 2010 LTIP will be awarded in a ratio of three stock options to one RSU and an award split that is based 20% each on Company or business unit revenue results and 20% each on Company or business unit NOI results, depending on the recipient. For the minimum Company award of 20%, revenue must be at 100.5% of 2009 baseline revenues and NOI must be at 102% of the 2009 baseline number for NOI performance. For the maximum 100% award, Company revenue must be at 102.9% of 2009 baseline revenues and NOI must be at 115% of 2009 baseline NOI results. The revenue and NOI targets for Mr. Slingerlend were and for Mr. Cheesbrough are Company consolidated targets, and the targets for Mr. Hadzi, Mr. Laugerud and Ms. Kim are business unit-based targets. As to the Company and business unit targets, each NEO has individual baseline numbers for revenue and NOI, and the awards are generally at threshold percentages equal to the Annual Cash Bonus Award Targets discussed above. The baseline numbers approximate 2009 actual results. Additionally, 20% of the LTIP awards will be qualitatively determined. Given the general economic conditions, we believe that these targets will be fairly difficult to achieve although not out of reach.

Other Benefits

        Our health care insurance and other welfare and employee benefit programs are the same for all eligible employees, including our NEOs. Our NEOs also receive various modest personal benefit perquisites that we believe are consistent with their positions, the need for appropriate entertainment forums for customers and their roles in the community. We expect to continue to provide these perquisites. The perquisites may include physicals, membership in social and country clubs, life insurance and sporting event tickets and are more fully discussed in the Summary Compensation Table. To provide competitive salary and benefits to Mr. Laugerud, as is customary in Europe, Mr. Laugerud's employment agreement provides for an annual automobile allowance of $20,724 (calculated at a rate of 1 GBP to 1.57 U.S. Dollars).

Post-Termination Compensation and Benefits

Employment and Change in Control Agreements

        Pursuant to their employment and change in control agreements, our NEOs may receive payments upon termination of employment other than for cause, or in the event of a change in control of the Company. We believe that reasonable severance benefits and payments upon a change in control are necessary components of a competitive pay package. Payments are appropriate in both instances given the period of time that may be necessary for an executive officer to find comparable employment following a termination or change in control. In addition, payments upon a change in control are appropriate because they provide stability and continuity of business leadership in a period of transition following a change in control, thus benefiting our Stockholders.

        The severance benefits payable under the employment agreements vary somewhat from executive to executive and are more fully set forth in the Termination and Change in Control Payments table and narrative discussion below. Each executive is bound by a covenant not to compete with us or to solicit our employees for up to 18 months following termination and each executive is subject to liquidated damages for breach of these covenants. These provisions are also part of the change in control agreements. Severance payments are not in addition to change in control payments. We do not take potential payments pursuant to these agreements into account when determining our NEOs

37

compensation because these agreements serve very specific purposes generally unrelated to annual compensation packages. Potential individual payments are determined based on what is common in the employment market for similar positions and with a view toward internal pay equity at the Company.

        The provisions for payments under the change in control agreements supersede any similar provisions in our executives' employment agreements in the event of a change in control. The payments include a multiple of salary and target annual cash bonus compensation, medical, life and disability and long-term care insurance premiums for up to 36 months following termination, and one year of outplacement services. Two separate criteria must be met before payments are made upon a change in control. First, a change in control must occur as defined in the agreement and second, the executive must be terminated or constructively terminated. Accelerated vesting of an executive's equity compensation is at the judgment and discretion of our Board of Directors as the administrator of our 2004 Incentive Plan. In addition, terminated executives are entitled to receive any payments for which they would otherwise have been eligible under our 401(k) Savings Plan and, for Mr. Slingerlend, under his Salary Continuation Retirement Plan described below. Change in control payments are discussed in more detail in the Termination and Change in Control Payments table and narrative below.

Retirement Plan

        On March 30, 1995, our Board of Directors approved a Salary Continuation Retirement Plan (the "Retirement Plan" or "SERP") for Mr. Slingerlend under which we will make certain post-employment payments to him or his designated beneficiaries, except in the event of a termination for cause. Our Board of Directors believed such a plan was appropriate to recognize Mr. Slingerlend's long-term efforts in our growth and success. The Compensation Committee approved changes to the Retirement Plan in 2008 as a result of the recommendations of the compensation consultant. Additional language changes were also made to comply with Section 409A of the Internal Revenue Code.

        The Retirement Plan provides that payments will be made at the rate of one year for each year that Mr. Slingerlend was an employee of the Company, not to exceed 20 years. Payment will begin after Mr. Slingerlend's termination of employment. Annual payment amounts will range from $175,000 at the present time to $200,000 per year, depending upon Mr. Slingerlend's age at the time of termination of employment. The Retirement Plan also provides that, should Mr. Slingerlend's employment terminate subsequent to a change in control of the Company, the payments will be $300,000 annually over a period not to exceed 20 years. Additional details are provided below in the Pension Benefits Table.

Retirement of Mr. Slingerlend

        As noted above, Mr. Slingerlend retired as CEO and President effective April 11, 2010. Mr. Slingerlend was named President Emeritus and will provide transition consulting services to the Company. The terms of Mr. Slingerlend's retirement package are not yet determined and will be disclosed in a Form 8-K when determined.

Summary Compensation Table Discussion

        Total actual cash bonus awards are reported in both the Bonus and Non-Equity Incentive Plan Compensation columns. The Bonus column includes that portion of the bonus award that is discretionary and the Non-Equity Incentive Plan Compensation column includes that portion of the award that is based on the performance plan targets approved by the Compensation Committee at the beginning of the fiscal year.

38

        The Summary Compensation Table for the three most recent fiscal years is as follows:

Summary Compensation Table

39

Grants of Plan-Based Awards Table Discussion

        The grants to NEOs, other than the CEO, are formula driven against performance targets built around the business plans of the respective NEO. If an NEO is awarded the maximum number of options under their performance plan, the options for fourth quarter performance will be awarded during the first quarter of the following year.

2009 Grants of Plan-Based Awards