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		<title>Why We Are Always Late</title>
		<description>Discuss Why We Are Always Late</description>
		<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06</link>
		<lastBuildDate>Thu, 17 May 2012 22:20:29 --800</lastBuildDate>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-231</link>
			<description><![CDATA[Very good article. The issue to me is, how then do you change corporate culture? My experience points to several things, including: 1. It starts at the top. As Deming said, 'organizations are perfectly designed to deliver the results they get.' So, if you are dissatisifed with the result, you have to change the organization - and it takes the top to do that. 2. It has to be a part of the plan. Hope is not a strategy here - the organization's momentum will keep it on the same path unless some energy is put into changing directions. 3. The specifics that must be addresses are the reward system, feedback system, language must be changed (ie stop using firefighter as a good term), the routines must be changed (ie weekly program reviews must not skip over the work that is on track - we must learn from it), the guards of the old way of doing work must be changed or removed, and all the symbols of success that hang on the walls must be changed (ie stop giving President's awards to firefighters, and hanging them on the wall to teach others what is important.). All of this is manageable - but you have to be INTENTIONAL about getting it done. Mitch]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Thu, 23 Sep 2010 08:28:47 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-231</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-229</link>
			<description><![CDATA[Great article. Sad but true that proper time management, finely tuned resource allocation, and on time delivery of a project goes unsung. I personally subscribe to the Scotty method. As in Engineer Montgomery Scott of "Star Trek". He said if it will take an hour, estimate a day and look like a hero! Steve]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Wed, 15 Sep 2010 14:36:36 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-229</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-223</link>
			<description><![CDATA[Hi Todd, One thing I'll add: Sometimes you have dependencies you have little or no control over. You can wind up in a contract with a service provider that isn't able to react as quickly as you. This gets compounded when they have unresponsive subcontractors. You can do everything right and be right on schedule, only to have a service provider tell you, two days before deadline, that they not only won't be able to meet the deadline, they have no idea when they'll be able to deliver service. I suppose they're doing what you discussed in your article, but it is my project that suffers.]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Sun, 12 Sep 2010 22:41:51 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-223</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-222</link>
			<description><![CDATA[I would add one more reason as to why tasks are often late. We should acknowledge that there are tasks we cannot estimate realistically. For instance creative and innovative work. Such are many tasks in software development and for that reason agile methodologies were created as opposed to Waterfall.]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Fri, 10 Sep 2010 01:02:18 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-222</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-221</link>
			<description><![CDATA[Interesting take on this topic. I have had my own struggles with changing corporate culture. It can be done slowly with a lot of effort. I think the driver of the schedule has to be known by the team. Otherwise it is perceived as arbitrary and is thus not motivating. There is also an old rule in IT: "If you want an estimate that is reasonable, multiply by two. If you want one that is true, multiply by four" :-) http://blog.pmtechnix.com]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Thu, 09 Sep 2010 13:48:10 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-221</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-220</link>
			<description><![CDATA[I agree with the recommended solution 100%. Until cultures reward accuracy in estimates, they will get what they reward. I'm not holding my breath, however.]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Wed, 08 Sep 2010 18:28:26 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-220</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-219</link>
			<description><![CDATA[Yes, good article and it speaks to a condition that has existed for a long time in many organizations and will continue to exist for a long time for many organizations. My experience points to the root cause as the organization lacking management and/or leadership capability and competency. Resources are much easier to acquire than capability/competency...]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Wed, 08 Sep 2010 12:00:56 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-219</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-215</link>
			<description><![CDATA[Excellent Article ! I strongly agree with your perspective that "People completing their work quietly or ahead of schedule with no fanfare go unrecognized for their proper planning. Managers fail to reward the calm methodical approach or early completion". However the flip side of this scenario could be the estimates padded on the high end. There is no chance of missing the deadline. I like to use three phase estimation technique which gives a reasonable picture of the work effort and it has worked well in projects which I have overseen. Cheers Kuldeep]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Mon, 06 Sep 2010 17:02:41 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-215</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-214</link>
			<description><![CDATA[Nice to see the work of Eliyahu Goldratt revisited! One thing that is missing though and is quite essential to this topic is that Goldratt states that you should plan your deadlines to the median duration. That is, you find out the point in time that the probability of finishing a specific task is 50%. As a consequence resources will often fail to meet this deadline, but they should not be punished for that (project manager should be forgiving, but not too much of course :-) Also, Goldratt adds the same buffer principle to critical resources (for instance the IT department). So, to all who are interested in learning more on this topic: read stuff from Eliyah, famous author of the Theory Of Constraints. Oene Doevendans.]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Mon, 06 Sep 2010 12:38:17 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-214</guid>
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			<title>Guest says:</title>
			<link>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-212</link>
			<description><![CDATA[Great article, thanks! Unfortunately, my experience has been that doing the right thing (proper planning, meeting commitments, etc.) does not only go unrecognized, but is actually detrimental to the individual. By appearing 'not busy', more work is assigned to that person. If left unchecked, this vicious cycle ultimately escalates to the point where the person leaves the organization out of frustration about the status quo or adapts to the prevailing culture. One can argue that the latter is the behavior the organization wants of its employees, but the idealist in me hangs on to the knowledge that there is a better way. Cheers, Chris]]></description>
			<dc:creator>Guest</dc:creator>
			<pubDate>Mon, 06 Sep 2010 09:34:05 --800</pubDate>
			<guid>http://ecaminc.com/index.php/blog/59-generalblog/216-2010-09-06#comment-212</guid>
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