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<title>Ann Drinkwater - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Ann_Drinkwater</link>
<pubDate>Wed, 15 Feb 2012 01:41:11 -0600</pubDate>
<image><title>Ann Drinkwater - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Ann_Drinkwater</link>
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<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Ann's professional background includes significant accomplishments and areas of expertise. With a growing portfolio of achievements, her twenty years of professional experience has focused on consulting and managing within the disciplines of project management, software development, organizational design, business management and marketing. She has worked with multiple organizations to customize project and software delivery programs, focusing on continuous improvement and the resulting quality of all project interaction and deliverables. For optimal project value and goal attainment, she brings an integrated marketing view to all projects, ensuring all aspects of promotion and positioning are integrated within the project planning and delivery ... ]]></description>
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<title>Proper Methods for Resource Planning</title>
<link>http://EzineArticles.com/6628391</link>
<guid>http://EzineArticles.com/6628391</guid>
<pubDate>Mon, 17 Oct 2011 09:30:32 -0500</pubDate>
<description><![CDATA[Controlling and micro managing creative, knowledge workers generally doesn't work. Conversely, providing an arbitrary delivery date or even allowing the team to completely self regulate work without a delivery date, doesn't work either. We have all heard of Parkinson's Law (work expands to fill the time available for its completion), but don't try and run your business with this principle. Tried and true project management planning, scheduling and controlling will more scientifically determine the time needed to complete work assignments, effectively manage the execution of the work and create a reliable, realistic and healthy environment.]]></description>
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<item>
<title>Passion Vs Emotion</title>
<link>http://EzineArticles.com/6628397</link>
<guid>http://EzineArticles.com/6628397</guid>
<pubDate>Mon, 17 Oct 2011 09:29:35 -0500</pubDate>
<description><![CDATA[The Merriam Webster online dictionary lists emotion as "a disturbance, excitement, feeling, a conscious mental reaction subjectively experienced as strong feeling usually directed toward a specific object and typically accompanied by physiological and behavioral changes in the body." Passion is closely defined as: "the state or capacity of being acted on by external agents or forces, an emotion, intense, driving, or overmastering feeling or conviction, a strong liking or desire for or devotion to some activity, object, or concept, and an object of desire or deep interest." The biggest difference in these definitions is that emotion is a mental reaction and passion is the action resulting from strong emotion (often liking and desire).]]></description>
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<item>
<title>A Blessing And a Curse</title>
<link>http://EzineArticles.com/6628403</link>
<guid>http://EzineArticles.com/6628403</guid>
<pubDate>Mon, 17 Oct 2011 09:27:33 -0500</pubDate>
<description><![CDATA[Is being an expert in a field or practice a blessing and a curse? Possibly. If someone is deemed an expert and the most qualified in a certain area, that person may be more burdened and utilized than their counterparts. Businesses often look at the fastest approach and the short term direction that will involve less risk and cost. In the long run, this strategy may end up costing more than may be immediately apparent. Pareto's principle is quite often accurate, but doesn't mean it is the right approach or we should just accept it. While it can be detrimental to the longevity and growth of an organization, it can both hamper the deemed expert and other members of the team.]]></description>
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<item>
<title>Bureaucratic Barriers to Agile</title>
<link>http://EzineArticles.com/6628404</link>
<guid>http://EzineArticles.com/6628404</guid>
<pubDate>Mon, 17 Oct 2011 09:27:07 -0500</pubDate>
<description><![CDATA[We have all heard of the Agile Manifesto, which lists agile principles. But what does this mean for your business? How can you move from thinking agile sounds like a good idea to actually reaping the benefits? In order to be agile you must break down barriers, improve communication, collaboration, decision making speed, be open and accepting of change and exhibit positive energy.]]></description>
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<item>
<title>Project Baggage</title>
<link>http://EzineArticles.com/6628407</link>
<guid>http://EzineArticles.com/6628407</guid>
<pubDate>Mon, 17 Oct 2011 09:15:30 -0500</pubDate>
<description><![CDATA[Have you ever closed a project, yet you feel like the team or other stakeholders have not fully let go? For highly interactive, stellar projects this type of post project "high" can be very positive and infectious. However, even when a project is deemed a success, there are often people or issues that surface during the project or even post project that should be addressed. Projects with less than favorable results should be handled with greater sensitivity and concern for the parties involved.]]></description>
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<item>
<title>Making Better Decisions</title>
<link>http://EzineArticles.com/5499595</link>
<guid>http://EzineArticles.com/5499595</guid>
<pubDate>Tue, 07 Dec 2010 15:20:36 -0600</pubDate>
<description><![CDATA[Make a decision and go with it. This doesn't mean rushing judgment without the necessary information, but figure out what you need in order to make an informed decision, collect that data, review the situation completely and make your best educated decision.]]></description>
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<item>
<title>It's a Training Issue</title>
<link>http://EzineArticles.com/5499586</link>
<guid>http://EzineArticles.com/5499586</guid>
<pubDate>Tue, 07 Dec 2010 15:17:07 -0600</pubDate>
<description><![CDATA[Training is a key part of successful project implementations. I've recently noticed an increase in solutions to software or technical issues cited as training issues. Those in the IT and customer support functions are well aware of the references and associated jokes to statements "it is a training issue". I have been deeply involved in building, selling, purchasing and supporting all facets of software projects and sometimes issues can most definitely be training issues; however, we don' want to cry wolf and rush to judgment on feedback received on our projects.]]></description>
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<item>
<title>Show Me the Reports</title>
<link>http://EzineArticles.com/4985141</link>
<guid>http://EzineArticles.com/4985141</guid>
<pubDate>Fri, 10 Sep 2010 07:51:16 -0500</pubDate>
<description><![CDATA[Ensuring we meet organizational objectives for the lowest cost possible requires thorough analysis and due diligence when choosing a vendor. I strongly believe the devil is in the detail when it comes to numerous areas, including contractor selection. Proposals you may receive when going through an RFP process, likely include standard/marketing content prepared by those employed to close the sale through written promises.]]></description>
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<item>
<title>The Schedule &amp; The Project Plan</title>
<link>http://EzineArticles.com/4985152</link>
<guid>http://EzineArticles.com/4985152</guid>
<pubDate>Wed, 08 Sep 2010 11:25:20 -0500</pubDate>
<description><![CDATA[A project schedule is not the same as the project plan. Repeat after me, the schedule is not the project plan. As the name suggests, the project plan is a collection of documents used to manage the execution of a project. The schedule includes dates for tasks and milestones in the project plan and is an element of the plan, but is not comprehensive enough to be considered a plan. The project plan goes much deeper than a timeline and is the overall blueprint for the project.]]></description>
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<item>
<title>Trust Me, You Are in Good Hands</title>
<link>http://EzineArticles.com/4731905</link>
<guid>http://EzineArticles.com/4731905</guid>
<pubDate>Tue, 27 Jul 2010 15:15:22 -0500</pubDate>
<description><![CDATA[Savvy project managers have radar and can sense and predict events and circumstances. Their brains are gigantic magnifying glasses. They see what others don't. If you have someone like this in your organization or on your team, it may take a bit to acknowledge their abilities and foresight. Once they have several successful, complex projects under their belt with your company, it is time to trust them to do their job.]]></description>
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<title>The Benefits of Documentation</title>
<link>http://EzineArticles.com/4731931</link>
<guid>http://EzineArticles.com/4731931</guid>
<pubDate>Mon, 26 Jul 2010 15:46:26 -0500</pubDate>
<description><![CDATA[As a practitioner and supporter of agile and lean, I am a strong believer in doing things for a reason and only those things that add value. So when it comes to documentation, many with basic exposure to agile may think that the methodology means that project documentation is not created.]]></description>
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<title>Release the Reigns</title>
<link>http://EzineArticles.com/4731875</link>
<guid>http://EzineArticles.com/4731875</guid>
<pubDate>Mon, 26 Jul 2010 10:56:23 -0500</pubDate>
<description><![CDATA[As a perfectionist, I can wholeheartedly attest to how difficult it can be to give up control. But at the same time, I am also well aware that I simply cannot be involved with every aspect of all projects, nor does it make sense to be that involved to that degree.]]></description>
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<title>Shortcut Shortfalls</title>
<link>http://EzineArticles.com/3966691</link>
<guid>http://EzineArticles.com/3966691</guid>
<pubDate>Mon, 05 Apr 2010 09:16:50 -0500</pubDate>
<description><![CDATA[Some of us are more spatially intelligent than others. Knowing where I stand, I tend to rely on a GPS and printed maps for assistance. And when I feel like both have failed me, I stop and ask for directions from a reputable source. I'm always amazed at those who drive aimlessly expecting to "figure it out" at some point.]]></description>
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<title>Olympic Lessons</title>
<link>http://EzineArticles.com/3966685</link>
<guid>http://EzineArticles.com/3966685</guid>
<pubDate>Mon, 22 Mar 2010 15:34:38 -0500</pubDate>
<description><![CDATA[The Olympics inspire me. Ever since I was a little girl I remember watching the games, pretending one day I could be an Olympic figure skater as I glided up and down the ice covered driveway. This year I've been particularly mesmerized with the Olympics, watching as many specials and stories of the athletes as possible.]]></description>
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<title>Getting Back to Basics</title>
<link>http://EzineArticles.com/3548929</link>
<guid>http://EzineArticles.com/3548929</guid>
<pubDate>Mon, 11 Jan 2010 11:42:38 -0600</pubDate>
<description><![CDATA[I continue to be amazed at how many managers and businesses think they cannot take on certain projects or even perform their jobs to the fullest, without software. What did companies do 30, 40, or 50 years ago? Did we just tell our managers we can't do certain things because they are too complex or we don't have the proper tools?]]></description>
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<title>Professional Gratitude, Growth &amp; Recognition</title>
<link>http://EzineArticles.com/3504035</link>
<guid>http://EzineArticles.com/3504035</guid>
<pubDate>Mon, 04 Jan 2010 09:30:11 -0600</pubDate>
<description><![CDATA[Being so rushed and driven can certainly mean getting more done, but it can also result in glossing over some rich and meaningful encounters and the corresponding growth. While we may not always look at our professional interactions as something to be grateful for, we should. The people, projects and experiences we have in our professions shape our future, allow us to grow and allow us to shape the future of others. Pleasant or unpleasant, we should be thankful for the lessons we are presented.]]></description>
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<title>Rescuing Troubled Projects - Part 2 (The Informal Method)</title>
<link>http://EzineArticles.com/3306902</link>
<guid>http://EzineArticles.com/3306902</guid>
<pubDate>Mon, 23 Nov 2009 15:55:58 -0600</pubDate>
<description><![CDATA[Last month I wrote about formally rescuing projects where someone officially turns over the project to you. There are other, less direct ways in which you can be asked to help save a project. These requests and pleas for help can put a strain on the team dynamics, our relationship with our peers and other stakeholders. Following the guidelines below will help mitigate these issues and help keep your relationship in good standing.]]></description>
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<title>Rescuing Troubled Projects - Part I</title>
<link>http://EzineArticles.com/3190464</link>
<guid>http://EzineArticles.com/3190464</guid>
<pubDate>Tue, 03 Nov 2009 14:44:02 -0600</pubDate>
<description><![CDATA[Projects that are not performing as planned can be cancelled or if there is enough earned value and if the expected return is high, they can be rescued. I've been a part of many rescuing efforts for colleagues and know our first reaction may often be one of inquisition.]]></description>
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<title>Don't Fall Into the Order Taker Trap</title>
<link>http://EzineArticles.com/3178603</link>
<guid>http://EzineArticles.com/3178603</guid>
<pubDate>Mon, 02 Nov 2009 14:14:26 -0600</pubDate>
<description><![CDATA[Lately I have noticed an increase in businesses and industry experts requesting their customers tell them exactly what they want, how it should be delivered and so on. These businesses range from retailers to highly respected, professional organizations.]]></description>
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<title>Keeping the Band-Aid Affixed</title>
<link>http://EzineArticles.com/3178546</link>
<guid>http://EzineArticles.com/3178546</guid>
<pubDate>Mon, 02 Nov 2009 11:58:06 -0600</pubDate>
<description><![CDATA[In a perfect world we would all work on new projects, new technologies and everything would fall into place perfectly. Unfortunately this is usually never the case, at least the latter.]]></description>
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<title>Unnecessarily Creating a Custom Business</title>
<link>http://EzineArticles.com/2661011</link>
<guid>http://EzineArticles.com/2661011</guid>
<pubDate>Sun, 26 Jul 2009 12:22:31 -0500</pubDate>
<description><![CDATA[While all businesses are unique to some extent, the various functions and goals generally follow at least a semi-standard structure for what has to be done. We could all argue that because our businesses do things differently, we need a custom solution. In some cases I believe this creates a pattern of customization that carries through all areas of business, making not only systems but day to day business more complicated than actually necessary. By thinking that no one else does what you do, you in essence create a custom business.]]></description>
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<title>Software For All That Ails</title>
<link>http://EzineArticles.com/2391697</link>
<guid>http://EzineArticles.com/2391697</guid>
<pubDate>Wed, 27 May 2009 15:02:55 -0500</pubDate>
<description><![CDATA[In software development, many of us are responsible for improving the day to day operations and corresponding efficiencies of our users. We are often asked to create a system to satisfy a current or future need. While properly designed software can create much value, designing a system where there is no prototype or existing, defined process in place is highly risky.]]></description>
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<title>Capability Marketing For Non-Marketers</title>
<link>http://EzineArticles.com/2388272</link>
<guid>http://EzineArticles.com/2388272</guid>
<pubDate>Wed, 27 May 2009 12:52:31 -0500</pubDate>
<description><![CDATA[If you believe marketing is secondary to the delivery of a project or performed by a separate function, you are missing out on major opportunities. Everything your team does to add value to internal departments or for your external clients is noteworthy and should be used to build the morale of your team, build a portfolio of capabilities, educate the company on what value you are adding (not for a pat on the back, but to make them aware of the tremendous capabilities of the company they work for). A formal marketing effort may focus on the 5 P's, but marketing does not have to encompass all of these branches, all of the time.]]></description>
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<title>The Importance of Early Role Definition</title>
<link>http://EzineArticles.com/2163334</link>
<guid>http://EzineArticles.com/2163334</guid>
<pubDate>Thu, 02 Apr 2009 13:58:33 -0500</pubDate>
<description><![CDATA[If you ever hear, "we'll figure out who should be involved or who does what later, we have plenty of time", you should immediately document this thinking as a project risk. It may not seem important to all involved, but a clear path of responsibility and roles is important from the initial concept stage.]]></description>
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<title>When No One Can Decide</title>
<link>http://EzineArticles.com/2163344</link>
<guid>http://EzineArticles.com/2163344</guid>
<pubDate>Thu, 02 Apr 2009 08:33:01 -0500</pubDate>
<description><![CDATA[What do you do when key business stakeholders cannot make a decision needed for project success? Making it for them isn't effective and will not help your working relationship. If something needs to be decided that will impact the success of the project or even what projects are selected as priorities, it is our job to make sure the necessary decisions are made.]]></description>
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<title>Developing Your Team on a Shoestring Budget</title>
<link>http://EzineArticles.com/2019682</link>
<guid>http://EzineArticles.com/2019682</guid>
<pubDate>Mon, 23 Feb 2009 14:11:31 -0600</pubDate>
<description><![CDATA[Budgets for many training and development activities may have been reduced, but that doesn't mean we should eliminate options for keeping our team current and engaged. Training offers more than best practices and instruction. It can re-engage ourselves and our teams, help us solve ongoing challenges and help us learn to make better decisions in our every day practices.]]></description>
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<title>Achieving the Unachievable</title>
<link>http://EzineArticles.com/2019663</link>
<guid>http://EzineArticles.com/2019663</guid>
<pubDate>Mon, 23 Feb 2009 14:11:23 -0600</pubDate>
<description><![CDATA[Dramatically altering business processes and instilling organizational efficiency typically involves system automation. To succeed at system-related projects, it is important to join business and IT professionals early in the process.]]></description>
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<title>Tracking Change - Identification &amp; Categorization - Part II</title>
<link>http://EzineArticles.com/1920258</link>
<guid>http://EzineArticles.com/1920258</guid>
<pubDate>Wed, 04 Feb 2009 11:21:51 -0600</pubDate>
<description><![CDATA[There are numerous things we can do to help mitigate change and effectively respond to change that does occur. The bullets below outline how we can accomplish this, meet the customer's needs the first time, and in turn help better manage our projects, clients and team.]]></description>
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<title>Tracking Change - Identification &amp; Categorization - Part I</title>
<link>http://EzineArticles.com/1920244</link>
<guid>http://EzineArticles.com/1920244</guid>
<pubDate>Wed, 04 Feb 2009 11:21:23 -0600</pubDate>
<description><![CDATA[The adage "what gets measured gets managed" can be applied to many endeavors. While it may not seem important initially to know why the client requested significant changes to the project, since the schedule and cost plans have been adjusted, these changes, regardless of origin, are symptomatic of a larger issue.]]></description>
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<title>Portfolio Management in a Strained Economy</title>
<link>http://EzineArticles.com/1920268</link>
<guid>http://EzineArticles.com/1920268</guid>
<pubDate>Thu, 29 Jan 2009 10:26:28 -0600</pubDate>
<description><![CDATA[Doing more with less is becoming a standard in all aspects of our lives. In our professions, we are asked to accomplish more work with fewer resources. I am finding the increased focus on cost control and focus on efficiency shouldn't require anything too different than what we should be doing on our projects anyway. ]]></description>
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<title>The Exceptional Experience</title>
<link>http://EzineArticles.com/1494223</link>
<guid>http://EzineArticles.com/1494223</guid>
<pubDate>Mon, 22 Sep 2008 09:52:04 -0500</pubDate>
<description><![CDATA[Establishing strong relationships with our clients should be high on our priority list. It is often the little things we do to customize the experience that has the greatest impact. If you are doing everything else you can to achieve high levels of client satisfaction through the quality and value of products and services you offer, then the following items may make the difference in a client that is satisfied versus one that is extremely satisfied and impressed.]]></description>
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<title>Show Some Resolve</title>
<link>http://EzineArticles.com/986039</link>
<guid>http://EzineArticles.com/986039</guid>
<pubDate>Mon, 18 Feb 2008 13:20:11 -0600</pubDate>
<description><![CDATA[In the face of unrealistic schedules and ill-defined or changing requirements, defects on software development project are inevitable. But the rush to report a resolution can make the problem worse or create new ones. Here is a rigorous, six-step approach to issue-resolution that ensures 'fixed' means fixed.]]></description>
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<title>Apply Yourself</title>
<link>http://EzineArticles.com/818357</link>
<guid>http://EzineArticles.com/818357</guid>
<pubDate>Wed, 07 Nov 2007 15:30:33 -0600</pubDate>
<description><![CDATA[Requirements have been finalized, the development cycle is underway and stakeholders are ready to wait until the application is released for user acceptance testing. Not so fast. Here are six neglected supporting activities that will increase the chances of success on application development projects. ]]></description>
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<title>Putting the Cart Before the Horse - How to Keep Your Requirements Session on Track</title>
<link>http://EzineArticles.com/675768</link>
<guid>http://EzineArticles.com/675768</guid>
<pubDate>Mon, 13 Aug 2007 10:04:59 -0500</pubDate>
<description><![CDATA[By looking at the goals of a project, the client needs, and what the project is to deliver, we are more apt to properly define our needs and the expected outcome.  Keeping the focus on what needs to be done - not the mechanics of how to do it - will lead to a more successful implementation and end product.     ]]></description>
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<title>Communication - The Lifeblood of a Project</title>
<link>http://EzineArticles.com/348059</link>
<guid>http://EzineArticles.com/348059</guid>
<pubDate>Thu, 16 Nov 2006 08:38:20 -0600</pubDate>
<description><![CDATA[The communication plan-like the project plan-is a necessary part of the project. However, when thinking of the project manager's role in communication planning, organizations and project teams too often think solely of the documents that establish the frequency, roles, responsibilities, recipients, and channel for which communication will be dispersed during a project. If you don't look beyond the written word and the outline prepared in the early phases of a project, you are setting yourself up for project losses. ]]></description>
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<title>Empowered Outsourcing</title>
<link>http://EzineArticles.com/348029</link>
<guid>http://EzineArticles.com/348029</guid>
<pubDate>Thu, 16 Nov 2006 07:43:59 -0600</pubDate>
<description><![CDATA[We've all heard how outsourcing and augmenting staff with experts is an avenue for meeting business needs where the technology, skills, knowledge, staff or time is not internally available. In theory outsourcing provides the ability to develop products and services that are not easily achieved through the organization's existing structure, by providing operational and strategic benefit. On the surface the idea seems viable; however, depending on the type of solution and service being outsourced, these relationships may actually increase the demands on the organization that is outsourcing its work.  This article highlights six key questions you should answer before outsourcing, and eight things you should keep in mind while writing the contract. ]]></description>
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