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Author: admin
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category: General Articles
 - BEAR MARKET LOSSES ARE REAL NOT ILLUSORY
 - STOCK MARKET PERCEPTIONS
 - Bear Market Recoveries
 - IS THERE A BETTER APPROACH THAN BUY AND HOLD?
 - FORGET ABOUT DOLLAR-COST AVERAGING IN A BEAR MARKET
 - Investors Are Too Emotional and Overconfident
 - Percent Gain After Bear Market
 - MOST INVESTORS ARE NOT FACING REALITY
 - Market Seers Are an Embarrassing Lot
 - SECULAR BULL AND BEAR MARKETS
 - INVESTORS NEED AN ACTION PLAN
 - Business Week Forecasts
 - THE BASICS OF BUY-AND-HOLD
 - STICK WITH THE FACTS
 - STOCK RETURNS VARY BY DECADE
 - INVESTOR PROFILES AND CONCERNS
 - Stock Market Confounds Most Investors Most of the Time
 - WHAT IS MARKET TIMING?
 - 50 Percent of All U.S. Households Hold Stocks and Mutual Funds
 - BULL AND BEAR MARKETS
 - BEAR MARKETS ARE A RECURRING PART OF THE INVESTING CYCLE—YOU MUST BE PREPARED TO DEAL WITH THEM
 - Survey of Investors Indicates Concern about the Stock Market Decline
 - Stock Market Performance over 102 Years
 - Collection versus Analysis and Evaluation Responsibilities
 - Basic Salary by Professional Experience
 - Relationship between CI and Market Research
 - Deciding to Set up a CI Unit
 - Collecting the Raw Data You Need Identify the most likely sources for that raw data
 - Four Stages Allocated Between Two People
 - Foundations of CI Units
 - Difference between CI and Market Research
 - Internal Customers
 - Evaluating and Analyzing the Raw Data
 - Exit Paths for Staff
 - Constructed Unit
 - Targets
 - Preparing, and Presenting Your Resulting CI
 - Overall Tasks
 - Evolutionary Unit
 - Feedback Finally, the new CI function must develop a review or feedback effort
 - Using the CI Integrate the CI into your firm's business decision-making
 - To Make a Difference, BI Pros Should be "Sufficiently Annoying"
 - CI Unit
 - Forms of CI Units
 - Tactics-Oriented Competitive Intelligence
 - The Basics of Competitive Intelligence and What They Mean to a Manager
 - Problem Areas in the CI Cycle
 - Necessary Skills
 - Other Units
 - Location
 - Technology-Oriented Competitive Intelligence
 - The CI Cycle
 - Selecting Staff with the Right Skills
 - Major Duties, Responsibilities and Principal Accountabilities:
 - Managers' Areas of Work: Percentages Manager's Area of Work
 - Target-Oriented Competitive Intelligence
 - Optimal Balance of CI Stages Phase
 - Talented Employees
 - Salaries
 - Requiring the Use of CI
 - Strategy-Oriented Competitive Intelligence
 - Differences between Active and Defensive CI and among Types of Active CI
 - Establishing Your CI Needs
 - IS THERE A BETTER APPROACH THAN BUY
 - MOST INVESTORS ARE NOT FACING REALITY
 - FORGET ABOUT DOLLAR-COST AVERAGING IN A BEAR MARKET
 - BEAR MARKET LOSSES ARE REAL NOT ILLUSORY
 - BEAR MARKETS ARE A RECURRING PART OF THE INVESTING CYCLE
 - WHAT IS MARKET TIMING?
 - Improving Competitive Intelligence
 - Risks of Outsourcing
 - Business Process Reengineering
 - What Is Market Demand and Why Is It Important?
 - Equivalence of Response
 - Differentiating the Company from Its Competition
 - Exit Barriers
 - Top-Down-Driven Initiative
 - Economic Factors that Drive Market Demand
 - Intensity of Rivalry Among Competitors
 - External Strategic Alternatives
 - Outsourcing as a Strategic Alternative
 - Dramatic Operational Shifts
 - Gross National Product
 - Threat to Entry
 - Mergers and Acquisitions
 - Internal Strategic Alternatives
 - Enterprise Use of Technology to Create Efficiencies
 - Gross Domestic Product
 - Bargaining Power of Suppliers
 - Understanding the Value Proposition: How Is Value Created?
 - Rationale for Mergers and Acquisitions
 - Demystifying Information Technology: What Is IT?
 - Rationale for BPR
 - Inflation (Deflation) CPI
 - Bargaining Power of Buyers
 - Revenue Increase and Maintenance
 - Competitive Integration
 - Rationale for Information Technology
 - Risks of Reengineering
 - Interest Rates
 - Substitute Products
 - Competitive Repositioning
 - Supply Chain Movement
 - Risks of IT
 - Reengineering as a Strategic Alternative
 - Resource Availability: Land, Labor, Capital, and Technology
 - Using the Porter Model to Drive Value
 - Increasing or Maintaining Market Share
 - Types of Outsourcing
 - Information Technology as a Strategic Alternative
 - The Economic Filter
 - Validation of Strategic Alternatives Using the Economic Screen Alignment with Market Demand
 - The Balanced Scorecard

category: The Manager Guide
 - Likelihood
 - Technology-Oriented Competitive Intelligence
 - The CI Cycle
 - Major Duties, Responsibilities and Principal Accountabilities
 - Improving Internal Attitudes toward CI
 - What Laws Really Impact the Collection of CI?
 - What are the Major Ethical Issues in CI Data Collection?
 - Intermediaries
 - For Individual Competitive Target(s)
 - Strategies, Objectives, and Perception of Self
 - Visualization and Research Planning
 - Overall Drafting Suggestions
 - Target-Oriented Competitive Intelligence
 - A Checklist for the Internal CI Professional
 - Constructed Unit
 - Dealing with Other CI Units
 - Federal and State Laws Dealing with Trade Secrets
 - The Need for Written Policies
 - Sample Memo on Reshaping a CI Project
 - Identity
 - Competitor Data as a Commodity
 - Telephone Interviews
 - Selecting the Right Way to Present CI
 - Strategy-Oriented Competitive Intelligence
 - Just How Good are You?
 - Evolutionary Unit
 - Internal and External Networking
 - National Laws Dealing with Privacy Concerns
 - Drafting Written Policies
 - Need to Know Versus Want to Know
 - Products and Services
 - Competitor Data as a Commodity
 - Planning for As-Yet Uncommissioned Research
 - Regular Reports
 - Tactics-Oriented Competitive Intelligence
 - To Make a Difference, BI Pros Should be "Sufficiently Annoying"
 - Forms of CI Units
 - Training for CI Professionals
 - Protections of Certain Property Rights in Intellectual Property
 - SCIP Code of Ethics for CI Professionals
 - Purpose of the CI Assignment
 - Sales and Pricing
 - Examples of Government Data Sources
 - The Process of Analysis
 - Hints for Handling CI Data
 - Targets
 - Necessary Skills
 - Location
 - Training for CI End Users
 - Civil Laws Enforcing Contracts
 - Samples of Written Policies
 - Ongoing Contact
 - Marketing
 - Examples of Common Specialized Interest Data Sources
 - Evaluating the Raw Data
 - Feedback
 - Selecting Staff with the Right Skills
 - Requiring the Use of CI
 - Training for all Other Employees
 - Records Retention
 - Applying Policies
 - Due Dates
 - Financial and Legal Positions
 - Common Private Sector Data Sources
 - Organize Your Analysis
 - Deciding to Set up a CI Unit
 - Deciding to Set up a CI Unit
 - Collection versus Analysis and Evaluation Responsibilities
 - Relationship between CI and Market Research
 - Purposes of Training
 - U.S. Anti-trust laws
 - Internal Client Management
 - Issues Associated with Needs Determination
 - Technology, R&D
 - Common Media Data Sources
 - Dealing with CI's Half-Life
 - Internal Customers
 - Problem Areas in the CI Cycle
 - Exit Paths for Staff
 - Budgets and Financing
 - Legal and Ethical Issues
 - U.S. Securities Laws
 - Needs Determination: Face-to-face and Alternatives
 - Industry Structure
 - Personnel, Resources, and Facilities
 - Who Creates Data versus Where You Locate It

category: Essentials of Payroll
 - Insurance Benefits
 - Workers Compensation Benefits
 - Payroll Taxes for Employees Working Abroad
 - Child Support Payments
 - Cash Payments
 - Overview of the Outsourced Payroll Process
 - Timekeeping Reports
 - When to Eliminate Controls
 - Use Honor System to Track Vacation and Sick Time
 - Automate Vacation Accruals
 - Workers Paid by a Temporary Agency
 - Tips
 - Moving Expenses
 - Insurance Continuation Subsequent to Employment
 - W-4 Form
 - Payroll Taxes for Aliens
 - Deduction of Prior Pay Advances
 - Check Payments
 - Overview of the In-House Computerized Payroll Process
 - Problems with Timekeeping and Payroll
 - Automate Fax-Back of Payroll Forms
 - Switch to Salaried Positions
 - Post Commission Payments on the Company Internet
 - The Workweek
 - Back Pay
 - Outplacement Services
 - Life Insurance
 - Federal Income Taxes
 - Registering with the Government for Tax Remittances
 - Employee Portion of Insurance Expenses
 - Direct Deposit Payments
 - Overview of the In-House Manual Payroll Process
 - Reducing the Cost of Timekeeping
 - Give Employees Direct Access to Deduction Data
 - Minimize Payroll Cycles
 - Deposit Payroll Into Credit Card Accounts
 - The Minimum Wage
 - Business Expense Reimbursements
 - Personal Use of Company Vehicles
 - Leaves of Absence
 - Supplemental Pay
 - Remitting Federal Taxes
 - Garnishments for Unpaid Taxes
 - Payments to Employee Credit Cards
 - Setting Up the New Employee
 - Payroll Procedures
 - Use Bar-Coded Time Clocks
 - Link Payroll Changes to Employee Events
 - Use Direct Deposit
 - Computing Pay under the Hourly Rate Plan
 - Club Memberships
 - Annual Paperwork Reminders
 - The W-2 Form
 - Qualified Retirement Plan
 - Sick Pay
 - Federal Tax Deposit Penalties
 - Loan Repayments
 - Termination Payments
 - Creating the Personnel File
 - The Need for Control Systems
 - Use Biometric Time Clocks
 - Link the 401(k) Plan to the Payroll System
 - Use a Forms/Rates Data Warehouse for Automated Tax Filings
 - Computing Pay under the Piece-Rate Plan
 - Education Reimbursement
 - Employer's Annual Tip Income Tax Return
 - Sick/Disability Pay
 - Social Security Taxes
 - Employer's Quarterly Federal Tax Return
 - Pensions and Other Savings Plans
 - Making Voluntary Unemployment Tax Contributions
 - Overview of the General Payroll Process
 - In the Real World: Problems with Centralized Payroll Records
 - Key Payroll Controls
 - Prohibit Deductions for Employee Purchases
 - Link the Payroll and Human Resources Databases
 - Employee or Contractor Status
 - Paying Salaries for Partial Periods
 - Employee Achievement Awards
 - The 1099 Form
 - Stock options
 - Medicare Taxes
 - Asset Purchases
 - Student Loans
 - Travel Time
 - The Need for Time Tracking
 - Payroll Checks
 - Disallow Prepayments
 - Consolidate Payroll Systems
 - Wage Exemption Guidelines
 - Overtime Pay
 - Golden Parachute Payments
 - Cafeteria Plans
 - Stock Purchase Plans
 - State Income Taxes
 - Charitable Contributions
 - Frequency of Payment
 - Reduced Interest Loans
 - Data Collection Methods
 - Payroll Expenses
 - Eliminate Personal Leave Days
 - Avoid Job Costing through the Payroll System
 - Wage Payment Guidelines
 - Commissions
 - Meal Breaks

category: Sales Management
 - Sales Force Compensation
 - The Needs of Your Sales Team
 - Rechecking Prioritized Corporate Objectives
 - The Needs of Your Customers and the Territory
 - Knowing the Business Realities: Situational Analysis
 - What Is the Current Performance Level of the Organization?
 - The Changing World of Sales Management
 - What Is the Current Performance Level of the Sales Department?
 - The Needs of the Candidate
 - Counseling the Problem Team Member
 - How to Recruit
 - Determining Strengths and Weaknesses of Individual Sales Team Members
 - Making the Plan Fair for Everyone
 - Managing Dismissals Intelligently
 - Interviewing ‘‘Best Practices’’
 - Creating Career Development Plans for Your Sales Team Members
 - Getting the Sales Professional’s ‘‘Buy-In’’
 - Organizationally Directed Goals
 - Description of S.W.O.T. letters:
 - Customer Values Benchmarking
 - The Value of Planning
 - Developing Critical Objectives
 - Vision Statement
 - Mission Statement
 - Simulation Planning
 - Scenario Planning
 - Determining Resource Requirements and Availability
 - Identifying Key Players and Their Motivators
 - What Are the Organization’s Performance Objectives?
 - What Must the Sales Department Achieve to Meet These Objectives?
 - What Environmental Factors Outside Your Control Are Impacting Performance Results?
 - Raising the Bar for Existing Sales Team Members
 - The Needs of Your Organization as a Whole
 - Linking Organizational Processes
 - Understanding the Legal and Ethical Ramifications of Recruiting and Hiring
 - Selecting and Implementing Critical Technologies
 - Understanding Evolving Technologies and Software
 - Using Technology as a Point of Differentiation
 - Creating Individualized Plans for Growth
 - Making Sure Your Compensation Plan Drives the Desired Objectives
 - Weighing Compensation Plan Variations
 - Effective Development and Training Initiatives
 - Watching for Negative Results
 - Fine-Tuning the Plan
 - Sales Forecasting
 - Rating Systems
 - Evaluation Tools
 - Understanding Changes in the Territories and the Marketplace That Impact Performance
 - Recognizing Individual Challenges
 - Identifying All Contributors to a Forecast
 - Communicating the Results to Senior Management
 - Areas of Executive Concern
 - The Art of Coaching
 - Coaching Skills to Improve Performance
 - The Ride-Along or Co-Calling Coaching Session
 - The Office Coaching Session
 - Creating a Motivational Environment
 - Dealing with the Difficult Times
 - Personal or Life Goals
 - Professional or Career Goals
 - Preparing for Turnover
 - Succession and Legacy Planning
 - Wearing the Mantle of Leadership

category: Business News
 - Blackberry sees profits increase
 - Would an international agency cool volatile prices--or just guarantee oil company profits?

category: International Project Management
 - How International Projects Are Different
 - Purpose And Scope
 - Multinational Software Deployment
 - Why International Projects Are Complex
 - Nail Down The Project Organization And Team
 - Mergers and Acquisitions
 - Characteristics Of International Projects
 - Develop The Project Plan
 - Marketing of a New Product
 - Why International Projects Fail
 - Use Technology to Your Advantage
 - Project Issues
 - Critical Success Factors For International Projects
 - Manage the International Team and the Work
 - Business Issues
 - Examples Of International Projects
 - Purpose And Scope
 - Manage Outsourcing And Vendors
 - Management Issues
 - Trends In Global Business
 - End Products
 - Sustain Effective Communications
 - External Issues
 - Technology And Systems Trends
 - Approach
 - Deal with Issues and Use Experience
 - The Magic Cross Reference
 - Set Up The Project File
 - Set The Baseline Schedule
 - What Is An International Project?
 - Critical Success Factors For International Projects
 - Management Structure For International Projects
 - Nail Down The Project Organization And Team
 - Employ Project Templates
 - Evaluate Your Plan
 - Examples Of International Projects
 - Critical Success Factors For International Projects
 - Titan Broadcasting
 - Identify Areas Of Project Risk
 - Split Up The Overall International Project
 - Establish The Role Of A Central International Project Coordinator
 - Trends In Global Business
 - What To Look For In A Project Leader
 - Define Team Member Requirements For Success
 - Create The Issues And Lessons Learned Databases
 - Technical Purpose
 - Typical Duties For An International Project Leader
 - Attributes Of Team Members
 - Define Tasks And Milestones
 - Measure The Current Situation
 - Business Purpose
 - What To Avoid In A Project Leader
 - Deal With Estimation, Contingencies, And Uncertainty
 - Political Purpose
 - Project Leader Selection
 - Manage Team Members
 - End Products
 - The Score Card For The Project Leader
 - Estimate Costs, Benefits, And The Schedule
 - E-Business Example
 - Identify Potential Issues For The Project
 - Lessons Learned
 - Purpose And Scope
 - Determine Project Interdependencies
 - Identify The Project Leaders
 - What Can Go Wrong?
 - Technology And Systems Trends
 - End Products
 - Present The Project Concept
 - Market The Plan To Management
 - How International Projects Are Different
 - Multiple Projects And The Project Slate
 - Replace Team Members
 - Use Technology to Your Advantage
 - Why International Projects Are Complex
 - Define Objectives For The International Project
 - Management Review And Approval Of International Projects
 - How To Succeed As A Project Leader
 - Perform Cost Estimation
 - Define Your Needs For Technology
 - Characteristics Of International Projects
 - Determine The Scope Of The Project
 - Sambac Energy
 - How To Fail As A Project Leader
 - Develop The Project Plan
 - Perform Resource Usage Analysis
 - Why International Projects Fail
 - Establish Roles, Responsibilities, And Resource Availability
 - Whitmore Bank
 - Project Management For International Projects
 - Review Market Research And Other Information
 - Individuals In A Country Are Pulled Away From Work On The Project Due To Local Needs
 - There Is Too Much Attention On Project Details That Many Issues Are Not Identified
 - Problems In One Country Are Not Seen As Sufficiently Important In Headquarters
 - Guidelines For Communications And Networking
 - Management Approval Was Only Obtained At Headquarters Without Involvement Of Local Management
 - Update The Plan
 - New Technologies Appear In Some Locations That Offer New Opportunities
 - Measure Project Results
 - Monitor And Direct Vendor Work
 - Manage Project Meetings
 - Deal with Issues and Use Experience Political Purpose
 - Characteristics Of Lessons Learned
 - Types of Global Projects
 - The Software Does Not Interface Easily With Several Critical Legacy Systems
 - Training And Cutover
 - Costs Are Not Reduced As Planned
 - Marketing of a New Product Purpose And Scope
 - Review Track Record For Successful And Failed Competitive Products
 - There Are Different Languages Employed Among Team Members. There Is No Provision For Interpreters
 - Business Issues
 - There Is Substantial Turnover Of Staff In One Location
 - Guidelines For Software Tools
 - The Method For Managing The Project Overall Is Too Bureaucratic
 - Track Project Work
 - It Is Difficult To Line Up Qualified Suppliers In Some Countries
 - The General Steps In Outsourcing
 - Manage Multiple Vendors
 - Project Status Communications
 - Deal with Issues and Use Experience End Products
 - A General Process For Lessons Learned
 - Multinational Software Deployment
 - Headquarters Does Not Provide Sufficient Resources Or Money For The Implementation In Remote Locations
 - Mergers and Acquisitions
 - Current Work In Many Locations Is Negatively Impacted
 - Marketing of a New Product End Products
 - Develop Culture Profiles Of The Product For Each Market
 - People In Some Locations Lack Experience And Knowledge About Methods And Tools
 - The International Project Requires Critical People In A Country
 - Management Issues
 - Project Management Software
 - The Manager Who Was Behind The Project Moves To A New Position
 - Review Milestones
 - The Culture In A Country Is Not Compatible With The Results Of The Project
 - Outsourcing From The Vendor’s Perspective
 - Cope With Some Common Outsourcing Issues
 - Issue Communications
 - Characteristics Of Issues
 - Gather Lessons Learned
 - Multinational Software Deployment Purpose And Scope
 - The Consultant Selected For Supporting The Implementation Of The Software Does Not Have Personnel in Some Company Locations
 - Mergers and Acquisitions Purpose And Scope
 - Identify Merger And Acquisition Candidates
 - There Is A Failure To Learn From Other Product Launches
 - Prepare The Launch Of The New Product
 - Communications Across The Locations Are Poor
 - The Infrastructure In A Country Is Very Poor
 - Work Is Performed In One Country And Then Sent To Another Country For Finishing
 - Collaborative Tools
 - Management Appears To Lose Interest In The Project Due To Other Commitments
 - Determine The State Of The Project
 - There Are Many Different Cultures And Languages In A Country
 - Determine Objectives And What Is To Be Outsourced
 - Sustain Effective Communications
 - Written Reports
 - Potential Actions And Decisions
 - Use Lessons Learned For Advantage
 - Multinational Software Deployment End Products
 - Planning
 - Mergers and Acquisitions End Products
 - Carry Out Due Diligence And Investigations
 - There Is A Lack Of Culture Sensitivity
 - Coordinate Product Marketing And Sales
 - Technology Employed In Different Locations Is Not Compatible
 - The Business Needs Are Diverse In Each Country For The Project
 - Management Expectations Are Centered Upon Headquarters With A Lack Of Attention To Local Needs
 - Use The Internet And Web
 - Competition Is Much More Intense In A Specific Country
 - Employ A Project Score Card
 - Identify Vendor Requirements
 - Informal And Formal Communications
 - Signs Of Communications Problems
 - A General Process For Managing Issues
 - Project Meetings For Lessons Learned
 - Multinational Software Deployment Lessons Learned
 - Software And Consultant Acquisition
 - The Two Companies Are Not Compatible In Terms Of Culture
 - Undertake Detailed Planning
 - Too Much Of The Advertising Is Geared To An Upscale, Western Audience
 - Gather Experience And Lessons Learned
 - The Project Leaders Do Not Have Prior Experience In International Projects
 - The Project Depends Upon Vendors Who Do Not Have A Strong Presence In Some Locations
 - The Project Is Approved Without Recognizing Other Projects And Efforts
 - How Technology Creates Benefits And Problems
 - Savings From A Project Are Not Attainable Because Of Local Laws
 - Carry Out Change Management
 - Prepare For Outsourcing
 - Selling The Project Concept
 - Deal with Issues and Use Experience
 - Issues And Multiple Projects
 - Deal with Issues and Use Experience Examples
 - There Is A Lack Of Sensitivity To The Culture Factors In Specific Countries
 - Software Implementation
 - There Was A Lack Of Analysis Of Processes And Systems; Too Much Attention Was Placed On Organization
 - Perform The Consolidation
 - How The Product Marketing Is Handled Is Inconsistent Between Countries
 - Marketing of a New Product Lessons Learned
 - Project Team Members Lack Experience And Knowledge About Conditions In Other Countries
 - There Is No Provision To Address Problems And Issues In Countries As They Arise
 - There Is A Lack Of Control Since The Project Is A Joint Venture
 - Manage the International Team and the Work
 - Economic Conditions In One Country Worsen
 - Deal with Scope Creep
 - Select The Right Vendors For International Projects
 - Interviews And Data Collection
 - Deal with Issues and Use Experience Technical Purpose
 - Issue Analysis
 - Deal with Issues and Use Experience Lessons Learned
 - The Software Was Purchased; However, It Cannot Handle The Regulatory Requirements In Certain Countries Despite The Vendor Claims
 - Data Conversion
 - The Acquiring Or Dominant Firm Does Not Pay Attention To Issues At The Local Level
 - Measure Results
 - There Is A Lack Of Coordination During The Marketing In Different Areas
 - There Is Insufficient Follow-Up After The Product Is Launched
 - Project Issues
 - It Is Difficult To Determine Status Of The Work In Various Locations
 - There Is A Wide Variety Of Business Processes In Different Countries
 - Guidelines For Communications And Networking
 - The Company In One Country Is Jointly Owned With A Local Firm
 - Carry Out Proactive Resource Allocation
 - The Operations In One Country Have More Urgent Work Than The Project
 - Alter Project Direction
 - Establish Working Relationships
 - Team Communications
 - Deal with Issues and Use Experience Business Purpose
 - Total Number Of Issues Over Time
 - Deal with Issues and Use Experience Exercises
 - A Large Number Of Key Personnel May Be Tied Up In This Project For Months
 - Interfaces
 - Organization Change Is Pushed Through Without Thought Or Planning
 - Marketing of a New Product
 - Market Direction
 - Applying Your Skills to Other Activities
 - Australian Institute for Project Management (AIPM)
 - The Current State of the Art
 - Project and Program Skill Sets
 - Acquiring Preparatory Skills
 - Where Are You Now in Your Education?
 - How Will You Pay for Your Schooling?
 - Assessing Your Persona
 - A Program
 - Addressing the Market
 - Gathering Leading-Edge Ideas
 - projects and Programs
 - Association for Project Management (APM)
 - Where Is Project Management Going from Here?
 - Basic Skill Set
 - Company/Customer/Industry Skill Set
 - Advanced Skill Set
 - Expanding Your Training
 - Improving Your Abilities
 - An International Program
 - Getting Settled
 - Mentoring and Training
 - Understanding What Project Management Is All About
 - The Project Management Process
 - American Society for the Advancement of Project Management (asapm)
 - Selecting the ‘‘Right’’ Organization for You
 - Advanced Skill Set
 - Enterprise Policies, Plans, and Procedures
 - Proficiency Enhancement Resources
 - Certification
 - Improving Your Performance
 - A Large-Scale Project or Program
 - Getting the Lay of the Land
 - Policies, Processes, Plans, and Procedures
 - The Applicability of the Project Management Process
 - International Project Management Association (IPMA)
 - Speaking the Language
 - Virtual Project or Program
 - Customer Standards
 - Advanced Skill Set proficiency levels.
 - Comparison of certifications and skill sets.
 - Review Your Performance
 - What Will the Next One Be?
 - The Organization
 - Project Management Office?
 - The Project Manager
 - Project Management Institute (PMI)
 - Project and Program Types
 - An International Program
 - Industry Standards and Regulations
 - What Level of That Career Field Do You Want to Enter?
 - Gaining Experience
 - Enhance Your Performance
 - How Will You Get There?
 - The Power Structure
 - The Path to Success
 - American Management Association (AMA)
 - A Virtual Project or Program
 - A Large-Scale Program
 - Acquiring Project and Program Skills
 - In What Location Do You Want to Go to School?
 - Initial Experience
 - Matching the Skill Sets to Projects and Programs
 - Meeting Market Needs
 - Making Friends and Alliances
 - Deciding if Project Management Is for You
 - Standards Organizations
 - An International Program
 - Project and Program Skill Sets
 - Expanding Your Knowledge
 - What Particular School Do You Want to Attend?
 - Continuing Experience
 - A Small Project
 - Assessing the Market
 - Taking Over a Project
 - Introducing the Principal Organizations
 - Technical Standards Organizations
 - A Large-Scale Program
 - Leadership Roles
 - Expanding Your Education
 - Do You Want to Go to School Full-Time, Part-Time, Day, Night, Correspondence, Via E-Learning?
 - Developing Your Persona
 - An Intermediate Project

category: Power Of Culture
 - Changing culture through the power of humour
 - But first . . . understanding appropriateness
 - The strategic use of humour
 - The pathology of groups
 - Signs of pathology
 - Some recent cases
 - The Power of Culture:Turning the Soft Stuff into Business Advantage
 - What is culture?
 - Performance enhancement: the business case for culturalchange
 - Performance-enhancing behaviours Behaviour
 - Focusing on the right cultural opportunity
 - Three cultures that offer potential business advantage Culture
 - Building on your strengths
 - Leadership beliefs and values
 - The Performance Culture
 - Creating awareness of UGRs
 - Characteristics of a Performance Culture
 - Would you benefit?
 - Business benefits
 - Harnessing your strengths
 - Leadership beliefs
 - Leadership values
 - The Customer-Centric Culture
 - The One-Team Culture
 - Becoming a values-driven organisation
 - The role of the top team
 - Cultural Change Agent:Leading Transformational Change
 - The new performance standard
 - Culture and corporate performance
 - Strategy or culture?
 - Alignment
 - Transformational change
 - Cultural stages
 - The Administrative Culture
 - The Performance Culture
 - The Learning Culture
 - The Unique Culture
 - Leadership styles for each stage
 - Transformational pathways
 - Leading cultural transformation
 - Embedding the changes
 - How are UGRs created?
 - The power of UGRs
 - Research into UGRs
 - UGRs explain misalignment
 - Often UGRs are negative, and management don't know it
 - Staff value the opportunity to be exposed to the concept of UGRs
 - Working on UGRs makes a difference to the culture
 - Using UGRs to change culture
 - Creating positive UGRs
 - Maintaining the focus on positive UGRs
 - Things that can go wrong
 - Positive UGR overload
 - Leaving the UGRs out to dry
 - Isolated UGRs
 - Emotions in organisational culture and climate
 - The emergence of emotions in organisational life
 - The neurobiology of emotions
 - Affective events
 - Personality and emotion
 - Emotional intelligence
 - Emotions in face-to-face encounters
 - Emotions in groups and teams
 - Leadership and emotion
 - Building a healthy climate and culture
 - Cultural Motivation:Unlocking the Secrets of the Volunteer Organisation
 - Why create a volunteer culture?
 - Cost reduction
 - Knowledge economy capability
 - Agility
 - How to create a volunteer organisation
 - Strategies, structures and stories (or how the IOC attempts to make volunteers of us all)
 - Complex leadership (or how Al-Qaeda creates an organisation to die for)
 - HR-built in, not bolted on
 - Applying lessons from successful volunteer organisations
 - Volunteer organisations are not for everyone
 - What is humour in the workplace?
 - The benefits of workplace humour
 - Culture through the lens of sociology
 - The networked organisation
 - On the couch: confronting the truth
 - Culture and succession planning
 - Is succession planning worth it?
 - Confusion in the corporate sector
 - The public sector perspective
 - Planning for succession

category: Quantitative Methods
 - Project Value: The Source of all Quantitative Measures
 - The Treacy-Wiersema Model
 - Introduction to Probability and Statistics for Projects
 - The (1-p) Space
 - Uniform Distribution
 - Confidence Intervals and Limits for Projects
 - The Kano Model
 - Probability ... What Do We Mean by It?
 - Subjective Probability
 - Triangular Distribution
 - The Arithmetic of Operations on Statistics and Random Variables
 - The "S" Curve
 - A Framework for Value, Risk, and Capability: The Project Balance Sheet
 - Coin Toss 101
 - Random Variables and Their Functions in Projects
 - The BETA Distribution
 - Probability Distribution Statistics
 - Confidence Tables
 - Financial Accounting
 - Calculating Probability
 - Probability Functions
 - The Normal Distribution
 - Three-Point Estimate Approximations
 - Debits and Credits
 - Relative Frequency Definitions
 - Discrete Random Variables
 - Other Distributions
 - The Central Limit Theorem and Law of Large Numbers
 - The Project Balance Sheet
 - AND and OR
 - Continuous Random Variables
 - Key Statistics Used in Projects
 - The Law of Large Numbers and Sample Average
 - Business Value is the Motivator for Projects
 - Project Balance Sheet Details
 - AND and OR with Overlap or Collisions
 - Cumulative Probability Functions
 - Expected Value and Average
 - Maximum Likelihood and Unbiased Estimators
 - The Balanced Scorecard
 - Integrating the Project Balance Sheet and Business Value Models
 - Conditional Probabilities
 - Probability Distributions for Project Managers
 - Variance and Standard Deviation
 - Central Limit Theorem
 - Six Sigma Processes
 - The Basic Tree for Projects
 - The Mathematics of Project Contracts
 - Bayes' Theorem
 - The Expense Statement
 - The Trial Balance for Project Managers
 - Net Present Value and Net Future Value
 - Direct and Indirect, Fixed and Variable Expenses in Projects
 - Earned Value Measurements
 - Rebaselining the Performance Measurement Baseline
 - Time-Centric Principles
 - Estimating Duration and Effort
 - Significance of Normal Distributed Output Milestone
 - Convergence of Parameters in the Simulation
 - Rolling Wave Characteristics
 - Goodness of Fit to the Regression Line
 - Multiple Views in Scope Organization
 - t-Statistic Test
 - Estimating Concepts
 - Project Management and Six Sigma
 - A Project Example with Decision Tree
 - Fixed Price Contract Math
 - Decision Trees with Dependent Conditions
 - P&L Statement for Project Statement Item
 - The Trial Balance and the Work Breakdown Structure
 - Internal Rate of Return
 - Variable Expenses and Lean Thinking
 - The Bicycle Project Example
 - Applying Earned Value
 - Forecasting with the Time-Centric System
 - The Critical Path Method
 - Calculating the Statistical Parameters of the Output Milestone
 - Fixed Dates and Multiple Precedences in Monte Carlo Simulations
 - Monte Carlo Effects in the Rolling Wave
 - The r2 Figure of Merit
 - The Work Breakdown Structure
 - Risk Management with the Probability Times Impact Analysis
 - Estimating "Completion" versus "Level of Effort"
 - Quality Function Deployment
 - Probability Functions in Decision Trees
 - Cost Plus Contract Math
 - Dependent Scenarios Project Situation: MAKE
 - The Expense Statement and the Work Breakdown Structure
 - Capital Budgeting
 - Benefit/Cost Ratio
 - Cost Categories on the Profit and Loss Statement
 - Earned Value Equations for Variances and Indexes
 - Two-Task Example
 - Quantitative Time Management
 - Some Characteristics of the Critical Path
 - Statistical Parameters of Other Program Milestones
 - Architecture Weaknesses in Schedule Logic
 - The Critical Chain
 - Some Statistical Properties of Regression Results
 - Work Breakdown Structure Standards
 - Probability and Impact
 - Summary of Important Points Point of Discussion
 - Probability Times Impact Tools
 - A Project Policy for Decisions
 - Phases of Quality Function Deployment
 - Decision Tables
 - Time and Materials Contract Math
 - Buy Calculations with Dependent Conditions
 - The Balance Sheet
 - Capital Budgeting for Projects
 - Break-Even Point
 - Applying Three-Point Statistical Estimates to Cost
 - Preparing the Project Team for Earned Value
 - Three-Task Example
 - Setting the Program Milestones
 - Calculating the Critical Path
 - Monte Carlo Simulation of the Network Performance
 - Merge Points in Network Logic
 - The Theory of Constraints
 - Covariance and Correlation in Projects
 - Multiple Independent Variables
 - Adding Organizational Breakdown Structure and Resource Assignment Matrix to the Work Breakdown Structure
 - Unmanaged Risks
 - Decision Policy Elements
 - Quantitative Attributes on the Quality Function Deployment Matrix
 - Project Decision Example Alternative ID
 - Make Calculations with Dependent Conditions
 - The Balance Sheet and the Work Breakdown Structure
 - Capital Structure and Projects
 - Economic Value Add
 - Statistical Distributions for Cost
 - Dollar Sizing the Cost Account
 - Penalty Costs and Opportunity Costs in Earned Value
 - Planning Gates for Project Milestones
 - Calculating the Forward Path
 - The Monte Carlo Simulation
 - Merging Dependent Paths
 - From Theory of Constraints to Critical Chain
 - Hypothesis Testing
 - Budgeting with the Work Breakdown Structure
 - Six Sigma and Project Management
 - A Context for Quantitative Decisions
 - Validating the Quality Function Deployment Analysis
 - Decisions with Conditions
 - Decision with Dependent Conditions Alternative ID
 - The Cash Flow Statement
 - Opportunity Cost for Projects
 - Economic Value Add and Net Present Value Equivalence
 - Three-Point Estimates
 - Rolling Wave Planning
 - Graphing Earned Value
 - Program Milestones as Deterministic Events
 - Calculating the Backward Path
 - Monte Carlo Simulation Parameters
 - Resource Leveling Quantitative Effects
 - Regression Analysis
 - Organizing and Estimating the Work
 - The Type 1 and Type 2 Error
 - Cost Accounts and Work Packages
 - Six Sigma and Process Capability
 - The Utility Concept in Decision Making
 - Affinity and Tree Diagrams in Quality Function Deployment
 - Decisions with Independent Conditions
 - Risk-Adjusted Financial Management
 - Sources and Uses Sources of Project Cash
 - Discounted Cash Flow
 - Expense Accounting and Earned Value
 - The Earned Value Concept
 - Project Rules for Claiming Earned Value Credit
 - Forecasting with Earned Value Measurements
 - The Schedule Network
 - Finding the Critical Tasks
 - Monte Carlo Simulation Outcomes
 - Long Tasks
 - Single-Variable Regression
 - Organizing the Scope of Work
 - Interval of Acceptance
 - Work Breakdown Structure Dictionary
 - 3.4 Parts Per Million
 - The Decision Tree
 - Regression Analysis
 - Decision with Independent Conditions Alternative ID
 - Financial Statements
 - The Cash Flow Statement and the Work Breakdown Structure
 - The Discount Rate
 - The Expense Statement
 - Earned Value Standards and Specifications
 - The Earned Value Claims Process
 - Time-Centric Earned Value
 - Network Building Blocks
 - The Central Limit Theorem Applied to Networks
 - The Near-Critical Path
 - Rolling Wave Planning
 - Calculating the Regression Curve
 - Work Definition and Scoping Process
 - Testing for the Validity of the Hypothesis
 - Work Breakdown Structure Baseline
 - Types of Outsourcing

category: The Dynamic Workplace
 - Constructive Chaos
 - Experience of the Transitional Space
 - Change from Balanced Work to Chaotic Experience
 - The Creation of Stability
 - Facilitating Group and Organizational Process
 - The Search for the Organizational Solution to the Industrial Revolution
 - RING ORGANIZATION DESIGN IN OPERATION
 - THE ORIGINS OF RING ORGANIZATIONS
 - Ring Organization May Promote Member Anxiety
 - Is the Typology Exhaustive?
 - DYNAMIC WORKPLACE THEORY AND RING ORGANIZATION DESIGN INSIGHTS INTO THE OTHER
 - ORGANIZATIONAL PLASTICITY—A PATH TO DYNAMIC ADAPTIVENESS
 - The Intrapersonal Realm
 - Interpersonal Dynamics
 - Start with the Workplace and Build the Theory
 - Constant Dynamic Tension
 - The Psychodynamics of Chaotic Work Experience
 - Constructive Bureaucratic Hierarchical Order
 - Change from Bureaucratic to Chaotic Experience
 - BUREAUCRATIC VERSUS CHARISMATIC WORK EXPERIENCE
 - The Maintenance of Stability
 - Making Management Inxterventions
 - THE LITERATURE REVIEW AND ANALYSIS
 - Organizational Planning
 - The Interpersonal and Social Context of Creation
 - Organizational Boundary Management as a Means of Managing Member Anxiety
 - Does the Nature of Organizational Change and Balance Really Permit Better Management?
 - Will Ring Organizations Contain the Four Types of Dynamic Workplace Experience?
 - Operationalizing Organizational Plasticity
 - The Interpersonal Realm
 - Group Dynamics
 - Dynamic Workplace Theory
 - Change Dynamics
 - BUREAUCRATIC WORK EXPERIENCE
 - The Role of Human Nature in Defeating Logical Organization
 - Constructive Charismatic Leadership
 - Experience of the Transitional Space
 - Change from Bureaucratic to Charismatic Experience
 - The Loss of Stability
 - Organizational Diagnosis
 - OUTCOMES OF THE INDUSTRIAL REVOLUTION: LOOKING BACK, LOOKING FORWARD
 - Planning Implementation and Decision Making
 - CREATING RING ORGANIZATIONS
 - Managing Intrapersonal Anxiety
 - A CRITICAL REVIEW OF RING ORGANIZATION DESIGN
 - Will Organizational Stability and Change Resemble that Described in DynamicWorkplace Theory?
 - ORGANIZATIONAL IDENTITY
 - The Group Realm
 - IN FINAL ANALYSIS
 - The Making of a Better Mouse Trap
 - Sentence Groups
 - The Psychodynamics of Bureaucratic Work Experience
 - The Psychodynamics of Balanced Group Experience
 - CHAOTICVERSUS CHARISMATICWORK EXPERIENCE
 - Change from Charismatic Leadership to Bureaucratic Experience
 - The Creation of Stability
 - Organizational Intervention Strategies
 - ENVISIONING A POST-INDUSTRIAL ORGANIZATION DESIGN
 - Monitoring Organizational Performance
 - Entrepreneurial Redesign
 - Managing Interpersonal Anxiety
 - Is Ring Organization Design a Radical New Idea?
 - Does a Ring Organization Design Introduce a Type of Group Experience Not Accounted for by Dynamic Workplace Theory?
 - ORGANIZATIONAL VISION
 - The Organizational Realm
 - Chaotic Group Experience
 - Balanced Experience and Stability
 - CHARISMATIC LEADERSHIP AND WORK EXPERIENCE
 - THE NOTION OF GROUP AND ORGANIZATIONAL CULTURE
 - Change from Chaotic to Charismatic Experience
 - BUREAUCRATIC VERSUS BALANCED WORK EXPERIENCE
 - CHARISMATICWORK EXPERIENCE
 - Client Education
 - Ring Organization Design
 - Intra-Ring Management
 - Bureaucratic-Hierarchical Redesign
 - Managing Group Anxiety
 - Is Ring Organization Design Galloping Egalitarianism?
 - DYNAMIC ADAPTIVENESS: ENVISIONING ORGANIZATIONAL PLASTICITY
 - Know Thy Workplace
 - ORGANIZATIONAL VALUES
 - The Societal Realm
 - Bureaucratic Group Experience
 - The Elemental Forces of Dynamic Workplace Theory
 - The Origins of Charismatic Leaders within Groups and Organizations
 - Transitional Organizational Space
 - Change from Charismatic to Chaotic Experience
 - Change from Bureaucratic to Balanced Work Experience
 - BALANCED WORK EXPERIENCE
 - Planning and Implementing Organizational Change
 - The Physical Workplace—The Rings
 - The Absence of an Excessively Controlling Bureaucracy
 - Startup Ring Design
 - Managing Organizational Anxiety
 - Does Ring Organization Design Represent a Collectivist Approach to theWorkplace?
 - THE CREATIVE CONTEXT
 - The Rational Side of Organization Life
 - A Word of Caution
 - Placing Things into Perspective
 - Charismatic Group Experience
 - A WORD ON WORKPLACE PSYCHODYNAMICS
 - The Psychodynamics of Charismatic Work Experience
 - THE PSYCHODYNAMICS OF TRANSITIONAL SPACE
 - CHAOTIC VERSUS BALANCED WORK EXPERIENCE
 - Change from Balanced to Bureaucratic Experience
 - Managing and Consulting Using Dynamic Workplace Theory
 - Consulting inside the Context
 - The Potential Workplace
 - Incorporating the ExternalWorld
 - RING ORGANIZATIONAL CULTURE AND VALUES
 - An Analysis of Dynamic Workplace Theory and Ring Organization Design
 - Is Ring Organization Design Management by Committee?
 - Paradigm-Bounded Thinking
 - The Irrational Side of Organizational Life
 - THE BIGGER PICTURE
 - Sorting Out Organizational Experience
 - Balanced Group Experience
 - CHAOTIC WORK EXPERIENCE
 - BALANCED WORK EXPERIENCE
 - Change from Chaotic to Bureaucratic Experience
 - Change from Chaotic to Balanced Work Experience
 - Finding Stability in the Workplace
 - MANAGEMENT INFORMED BY DYNAMIC WORKPLACE THEORY
 - REALITY TESTING—THE THEORY IN THE REAL WORLD
 - The Virtual Workplace
 - A NOTE ON RING-RELATED THINKING IN THE MANAGEMENT LITERATURE
 - THE EXPERIENTIAL CONTEXT OF RING ORGANIZATION
 - A CRITICAL REVIEW OF DYNAMIC WORKPLACE THEORY
 - Is Ring Organization Really Implementable?
 - Utopia in a Teacup
 - The Spiritual Side of Organizational Life
 - Individual Dynamics
 - Start with Theory and Apply to the Workplace
 - THE DYNAMIC NATURE OF THE THEORY
 - The Underlying Order of Chaos—Bounded Instability

category: Customer Management
 - What is CMAT?
 - Convergence of channel roles
 - Pervasive computing
 - Hyundai: segmented customer magazine
 - Pricing
 - Business intelligence and online analytical processing (OLAP) tools
 - Motor company: business case for CRM system
 - Channel costs
 - The 'Solutions' Playing Field: What's Going On
 - Industrial products: link between satisfaction and purchase behaviour
 - The in-depth interviews
 - Customer values: why they buy
 - Obtain resources to support the plan
 - What to do About It
 - The deployment of enterprise software for customer understanding
 - Account for third-party data (intermediation)
 - Commodity or value add?
 - Why it is important
 - Trends in Customer Management
 - Governance and Executive Sponsorship in CRM Programmes
 - The Challenge
 - Identifying the Main Benefits
 - Risk management plans
 - The challenges in introducing CRM
 - Business benefits: two worked examples
 - A Range of Roles and Types of Leadership
 - The telecommunications turning point
 - Transaction
 - A Single Vision of CRM, a Single Customer View?
 - Campaign execution
 - The Current Status
 - Creating and destroying customer value % Scores
 - The New Call Centre Challenge
 - Building the CRM Strategy
 - Asset clustering
 - There remains a belief that IT is a panacea
 - Profitability
 -  Web analytics
 - Switzerland
 - B2B Market Context
 - In-depth diagnosis, programme planning and budgeting
 - How value can be created Analysis and planning: creating value through insight, knowledge and effective planning
 - An understanding of the profitability of accounts
 - Business and systems integration (or not?)
 - Customer-centred (REAP) planning measures
 - Efficiency benefits
 - Enterprise architecture management and IT governance
 - Gas company: proposition target helps plan communication messages
 - Poorly integrated technology
 - Customer Management Activity
 - Increased variety in customers' channel use patterns
 - Continuous operations
 - Manufacturing company: active complaint targeting
 - Overcoming Technology Complexity
 - New-technology-driven CRM analytic players
 - Rolls-Royce & Bentley Motor Cars: planning for customer contact
 - Implementation
 - Data analysis redraws the CRM landscape
 - Retail finance company: competitor product purchase scheme
 - Online e-mail data collection
 - Customer behaviour segmentation
 - Define a single customer view
 - Putting Citizens First, Establishing Usable E-Government
 - E-Research and Business
 - Understand privacy
 - Declining UK Customer Service Standards
 - Why it is overlooked
 - Customer Management Spend is Increasing
 - Programme Governance
 - Special Issues Affecting Public Sector Customer Management
 - Benefits as a Percentage of Turnover
 - Setting up and managing sub-projects within the programme
 - Citizen services in action
 - Return on Investment on e-CRM
 - The Executive Sponsor Role: Director, Scriptwriter and Producer
 - The voice battle
 - Integration
 - Segmentation, Not Stereotyping
 - The Forces
 - The Research Results
 - Why the Scores Have Declined
 - E-Marketing and Multi-Channel Marketing: Seamless or Seamy?
 - Market orientation
 - Asset clustering vs. RFM
 - Poor implementation of customer management projects
 - Paperless Complaint Resolution
 - Operational data mining, and data-driven personalization
 - Austria
 - The customer in B2B CRM
 - Development of a systems brief and package selection
 - Analysis and Planning
 - An effective incentives scheme
 - Mapping business needs to IT development and delivery
 - BP Amoco Chemicals: sharing customer knowledge
 - Benefits for customers
 - The Challenges
 - Collaborative, operational and analytical functions
 -  Where value is being created
 - Regulatory pressure
 - E-sourcing
 - People and Organization
 - Organizational Issues
 - Pure play online firms
 - Process Management
 - Business case and roadmap
 - How analytics fit into the big CRM picture
 - The Role of Customer Information Management and Usage in Best Practice Customer Management
 - The Data Lessons of E-mail in CRM
 - Customer Experience Management Solutions: CRM Looks in the Mirror
 - Collect transaction history data
 - Customer and Employee Loyalty
 - The five components of e-research
 - Consider outsourcing business processes
 - Methodology
 - Whither CRM?
 - Supply-side complexity
 - Programme manager
 - Inter-Sector Differences
 - The Size of the Investment: The 4:1 Rule
 - Managing process and application change
 - The contact centre
 - e-CRM is CRM Enabled by Internet Technologies
 - Executive Sponsorship in the Initial Phase
 - The message battle
 - e-CRM for Cost Reduction
 - Competing for Share of Wallet
 - The support force
 - Using Advanced Data Analytics to Improve Customer Management
 - Why Companies are Performing so Poorly, Despite the Investment
 - Service: The Most Common Contact of All
 - Improve collaboration
 - Exploring the implications of asset clusters and budgeting
 - It's Not all Doom and Gloom
 - E-complainers
 - Applying cross-channel campaign management to improve results
 - United Kingdom
 - A new type of customer
 - Package installation
 - Characteristics of the Highest-Performing Companies
 - The Final Link in the Supply Chain
 - Management of cost and value from IT projects
 - Proposition
 - Seven Factors Driving Change
 - Batch and on-time execution integration by synchronous or asynchronous operations
 - Telecomms company: inbound enquiry handling framework
 - Determining Channel Functionality
 - Deep computing
 - Characteristics of the Highest-Performing Companies
 - Measurement
 - Database and direct marketers
 - Utility company retail division: customer journey
 - Permission-Based E-Mail
 - The 'Closed Loop' Breakdown
 - Methodology and Findings
 - Measuring and Improving the Usability of New Media
 - How customers interact with us
 - Use customer data to understand customer worth, lifetime value, preferences and retention drivers
 - Happy Employees, Happy Customers, High Profits?
 - Web site and marketing/advertising assessment
 - The Dutch Insurance Industry CMAT Study
 - Business Fashion or Worthwhile Investment?
 - Improved customer understanding
 - Demand-side promiscuity (and control by customers)
 - Programme board and team
 - Understanding the Customer
 - The Organization's Maturity and Competence in CM Management
 - Ensuring ROI
 - Measuring Customer Management Performance
 - Back to Basics for an e-CRM Metric
 - Achieving Commitment Via 'Symbolic Action': The Part-Time Acting Role
 - The data battle
 - e-CRM for Increased Revenues
 - The Scope of a CMAT Assessment
 - Managing Branch Customers: The Local View of CRM
 - The motive force
 - Treating the Customer as an Investment
 - Too much thinking, too little doing
 - The Unifying Theme: Know Where You are and Measure What You Achieve
 - People management and commitment
 - Using asset clustering for tactical targeting
 - Characteristics most closely associated with high scores Analysis and Planning
 - Implementation investment
 - Multi-channel optimization
 - Developing Asia Pacific
 - Consultative marketing
 - Package running and maintenance
 - High technology intermediary: market portfolio direction and competitive positioning
 - Measurement and CRM Metrics in B2B
 - Business impact of technology
 - Characteristics of the Highest-Performing Companies
 - Customer demand
 - Integration summary
 - Technology company: Web-based sales lead system
 - Customer Experience Must be the Start Point
 - Security and privacy
 - High street retailer: customer management leadership
 - The Economics of Multi-Channel Integration
 - Major consultancies
 - Rolls-Royce & Bentley Motor Cars: customer management process documentation
 - Ethical Issues and the Internet
 - A universe of CRM analytic solutions
 - General Findings
 - Improving Usability
 - How you do CEM
 - Customer worth
 - Employee satisfaction
 - Positioning, strategy and branding studies
 - General Results
 - Benchmarking Best Practice Customer Service
 - Component integration
 - Trends in Customer Contact Channels and Media
 - Architecture board
 - Translating Experience between Sectors
 - Lower-quartile performers
 - The Historic View of Organizations and Change
 - Public Sector CMAT
 - Determining the ROI on e-CRM is Challenging
 - Managing Customers: Challenges for the Future
 - The Vision
 - -CRM for Improving Cash-Flow Management
 - Know Your Bad Customer: A New Set of Requirements
 - The spoiler force
 - Single-Entity View
 - Functional and departmental silos
 - Knowledge acquisition and knowledge management
 - Strategic direction setting, developing a road map
 - Customer Management Around the World
 - Return on investment
 - the relationships between promotions and channels
 - Japan
 - Consultative solution selling
 - Recent Changes
 - Selected facts and figures from research Overall customer management planning
 - Multi-Channel Customer Management
 - IT as the service provider for business
 - Financial services company: proposition development
 - Channel costs
 - Future Technology Trends
 - UK financial services company: monitoring welcoming
 - Experiment with scenario planning
 - CRM's Achilles Heel: Understanding the Customer
 - Manufacturing company: customer management competency framework
 - Recommendations
 - Syndicated research and expert analyst firms
 - Measurement
 - Permission-Based E-Mail Marketing
 - Companies that are addressing CRM weaknesses
 - Information Management and Usage Findings
 - Why People do Not Buy From Web Sites
 - Alignment is critical
 - Customer lifetime
 - Customer focus
 - Online surveys
 - Direct Insurers Score Best
 - The customer service league table (high scores for service at the top)
 - Strategic thinking, planning and action
 - The Business Case for Customer Management
 - Where are we starting? What do we do next?
 - The public sector CRM vision
 - Higher-quartile performers
 - The Process and Style of Change
 - The Cost of Customer Management
 - The Change Required is Greatest on People, Organization and Processes
 - Branding in an Era of CRM
 - Prioritization and goal setting
 - e-CRM for Improvements in the Customer Experience
 - How a CMAT Assessment is Carried Out
 - Retailing: To R or Not to R
 - Key activities
 - Implementing ECA
 - Great is small!
 - Data proliferation and data management
 - Developing or enhancing a marketing-driven technical infrastructure
 - North America
 - Telecom Italia
 - Applying IT in Customer Management
 - Japanese results Average
 - Effective Account Management, Possibly Global in Scale
 - Learning from experience
 - Financial services company: using profitability analysis
 - Definition of Multi-Channel Customer Management
 - Process-oriented application development and integration of IT systems
 - Selected facts and figures from research
 - Strategic competitive advantage and differentiation
 - Bandwidth
 - Global chemicals company: key account planning
 - Consistency
 - What Happened to the CRM 'Vision'?
 - Information and Technology
 - Strategy
 - Global marketing communications conglomerates
 - Utility company retail division: key performance measurement
 - In-depth interviews
 - Customer-centric insight: how it is driven
 - Best Practices
 - The Solution
 - The evolution of CRM analytics
 - Customer preferences
 - Customer satisfaction
 - Advisory, business and consumer access panels
 - Analysis and Planning
 - UK Companies are Sitting on a Customer Service Time Bomb
 - What's ahead
 - The Correlation between Customer Management and Business Performance is Clear
 - Business cases
 - Becoming customer-focused
 - Maturity and the time dimension
 - The Challenge of Change
 - Service to the Elderly
 - Publishing Information
 - Building Loyalty and Relationships into Products
 - Modelling
 - The Costs of e-CRM are in Technology, Process, People and Organization
 - The Benefits of CMAT Assessment
 - The Magic of Customer Knowledge: Dare We Outsource It?
 - Improved ability to understand customer needs and detect fraud
 - Assess customer management practices
 - CM is 'champion' based
 - Efficiency and effectiveness
 - Data warehousing/real-time data store: an essential ingredient
 - CMAT-R scores of Canadian and US retail banks Canadian banks
 - Insight and communication
 - The Basics of Systems Selection
 - Where Companies Can Create and Destroy Value
 - Organization of the ownership of accounts
 - Implementation
 - Consumer durables company: REAP planning framework
 - Why Multi-Channel Customer Management is Important Now
 - Ability to develop a business case for each new IT project
 - Foods company: using emotional loyalty drivers to improve proposition and ROI efficiencies
 - Allowing customers to manage relationships
 - Performance and capacity
 - On-line retailer: role of e-service
 - Consistency in customer service and promotions
 - CRM providers and consulting integrators
 - Characteristics of the Highest-Performing Companies
 - Understanding customer behaviour and needs
 - Enterprise Applications Integration (EAI) firms
 - The Customer Experience
 - Online e-mail data collection
 - Customer profitability
 - Create an enterprise customer information management plan
 - The Benefits
 - The (near) future: real-time analytics and reporting
 - Build a customer infrastructure that supports recognition and welcoming of customers
 - Profitability
 - Business intelligence and data/Web mining
 - Customer Management Activities
 - The Effects of Poor Service
 - Managing Public Sector Customers
 - An integrated approach is required to create maximum value
 - Objectives and measures
 - The role of customer relationship management
 - Net benefit by customer maturity
 - The Rise of People, or Stakeholder, Power
 - CRM Strategy and Implementation in Telecommunications
 - Interaction
 - CRM: Just Like the Corner Shop?
 - Campaign/programme development
 - UK Data Warehousing and Business Intelligence Implementation: General and Retail
 - Customer Management Performance is Disappointing
 - Understanding the Customer - Instantly!
 - Future plans
 - Asset clustering, valuing the portfolio
 - More education is required
 - Speedy solutions
 - Obstacles to customer-centric data warehouse implementations
 - Germany
 - Business-to-Business CRM
 - Planning and strategy
 - Focusing on Customer Value
 - Refined and clearly understood customer management processes
 - Building an Integrated IT Capability for Customer Management
 - Financial institution: customer-centred (REAP) planning
 - Benefits that work through customers
 - IT strategy based on a global requirements management process
 - Retail fast food outlet: proposition: a case study of living and measuring business values

category: Construction Industry
 - Going to the people, not expecting them to come to you
 - Know-how - and knowing how to implement it
 - Versatility and flexibility
 - Delivery
 - Meeting Client Expectations
 - Pragmatism
 - Helping people to help themselves
 - Passing the baton from consultant to client
 - Speed
 - Electronic Trading
 - What Sets Excellent Consulting Apart?
 - The Best of the Best
 - Avoiding fuzzy thinking
 - Providing incentives to change
 - Multi-sourcing
 - Pull Not Push
 - Project, time and cost management
 - Change and Scale
 - Advising Versus Doing
 - Business Strategy
 - It Consulting: Leaner and Fitter?
 - Getting the Technology Right
 - Specialist experience
 - Public and Private Faces of Change Management Consulting
 - Operational Performance
 - Strategy Consulting: Smaller, Leaner, Fitter
 - Outsourcing
 - Technologists, Coordinators and Bridges
 - Reasons for Selecting a Particular Consulting Firm
 - Leadership
 - Making short, sharp interventions
 - The Five Pillars of Operational Consulting
 - Technology Exploitation
 - Second-Generation Outsourcing
 - The Power of Working Together
 - Skills transfer
 - Human Resources
 - Seeing the wood for the trees
 - Making good use of tried and tested ‘new' technology
 - From Advice to Delivery
 - The Challenge of Consulting Projects
 - Projects That Exceed Client Expectations
 - Change Management
 - Still seeing the trees
 - Heterogeneity, not uniformity
 - Independent advice
 - The Client-Consultant Relationship
 - Originality
 - Thinking on your feet

category: Knowledge Management
 - Knowledge Management Theory
 - The Need for Tacit Knowledge Sharing Within Construction Organisations
 - Changing Organisational Structures and Work Content
 - Market Reconfiguration: Awareness, Marketing, and Gatekeepers
 - Reusing Knowledge and Experience
 - Developing a Knowledge Management Strategy
 - Organisational Culture in a Knowledge-Sharing Environment
 - The Knowledge Management Market
 - What is the Skandia Model for Measuring Intellectual Capital?
 - Knowledge Management Systems in a Project-Driven Environment
 - Encouraging Knowledge Sharing Within Organisations
 - Identifying KM Needs
 - What are the Diverse Focal Areas of Capital?
 - A Company Knowledge Management Problem Identified
 - HRM and Encouraging a Knowledge Sharing Culture
 - Marketing Bespoke Services and KM Packages
 - Human Capital
 - Knowledge Management Theory
 - Identifying Knowledge Holders and Capturing Feedback
 - Barriers to Developing a Knowledge-Sharing Culture
 - The Project End User and Gatekeepers
 - Process Capital
 - Strategies for Managing Project Generated Knowledge-A New Zealand Case Study
 - Managing Different Knowledge Types
 - Organisational Knowledge-Sharing Practices
 - Case Study Method
 - Customer Capital
 - Communicating Captured Knowledge
 - Recognising and Rewarding Knowledge Sharing
 - Context
 - Renewal and Development Capital
 - Strategies for Managing Project Generated Knowledge-A New Zealand Case Study
 - Coordination, Control, and Use of Knowledge
 - Developing Effective Training and Development Systems
 - Restructuring
 - The Process of Preparing the Danya Cebus Report
 - Jean Lipman-Blumen: leaders need to make connections rather than build one vision
 - Millennium Pharmaceuticals
 - Creating and Managing Diverse Teams
 - O’Neill: four key roles for successful change
 - Fostering Collaboration
 - Content Management Systems
 - Rosabeth Moss Kanter: learning how to persevere
 - MyTargetValidation
 - Outcomes and Benefits of Using Knowledge to Drive Innovation
 - REASONS FOR RESTRUCTURING
 - THE BEHAVIOURAL APPROACH TO CHANGE
 - KM Strategy at the Partner Organizations 3M
 - Project planning and project implementation
 - Techniques for change
 - Information Technology
 - Mergers and acquisitions
 - Acceptance
 - Culture and Communicating The Guiding Principles, Objectives, and Behaviors
 - Communicate constantly
 - Summary of humanistic psychology approach
 - Lotus Notes Databases
 - Managing yourself
 - Team change
 - Leveraging External Knowledge
 - Remember that the how is as important as the what
 - Parallel team
 - Examining Indicators Of Success and Change
 - Case study description
 - Team mission planning and goal setting
 - Culture, Innovation, and Knowledge Sharing
 - Case study description
 - Tuckman’s model of team change
 - Fostering Collaboration on a Global Scale
 - THE ROLE OF IT MANAGEMENT
 - HOW INDIVIDUALS AFFECT TEAM DYNAMICS
 - Establishing Support Roles and Structures
 - Knowledge Management In Scientific and Technical Settings
 - Combination approach: PROGRESS methodology
 - Four different approaches to the change process Metaphor
 - Recruiting and Training
 - Crossing Boundaries To Share Knowledge
 - Kotter, eight-steps: machine, political, organism
 - Knowledge Management Activities
 - Orchestrated Serendipity
 - Leadership linked to organizational metaphors Metaphor
 - Framework, Goals, and Strategy
 - Creating A Knowledge-Sharing Culture
 - Leadership for the 21st century: less vision, more connection?
 - Knowledge Management and Innovation Practices
 - What the Individual Brings to the Team
 - LEADERSHIP STYLES AND SKILLS
 - Compass and Usability
 - Databases and Repositories
 - Bridges: leading people through transition
 - Ingenuity
 - Measures Of Success
 - THE RESTRUCTURING PROCESS
 - Reinforcement strategies
 - KM-Specific Structures and Roles
 - Monitoring and review
 - Summary of cognitive approach
 - Tools Used by Study Partners
 - THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY
 - Virginia Satir model
 - Promoting Knowledge Creation and Innovation
 - Get the structure right
 - PERSONALITY AND CHANGE
 - Idea Hopper
 - Handling difficult appointment and exit decisions
 - WHAT IS A GROUP AND WHEN IS IT A TEAM?
 - Collaborative Environment
 - Build on the old, and step into the new
 - Project team
 - Measures
 - Continually increasing customer and citizen focus
 - Team roles
 - Cultural Issues
 - Getting started
 - Storming
 - Rewards and Recognition for Collaboration
 - Defining Innovation and Knowledge
 - THE NEED FOR IT CHANGE MANAGERS
 - MBTI and teams
 - Innovation
 - The Nature of the Knowledge and Innovation Being Managed
 - County planning office case study
 - Organizations as machines
 - Feedback Mechanism
 - 3M
 - Beckhard and Harris, change formula: organism
 - Getting Started
 - Aligning Messages, Rewards, and Recognition
 - VISIONARY LEADERSHIP
 - Deploying Systems and Services
 - Identifying the Need
 - 20th century organizations and 21st century organizations Structure
 - The Role of Knowledge, Informatics, and Technology
 - Professional Development
 - Goleman: leadership that gets results
 - Collaboration Support
 - Collaboration
 - THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES
 - Examining Indicators Of Success and Change
 - Success Stories
 - Strategic review and reasons for change
 - Motivation and behaviour
 - Steering Committee or Leadership Team
 - RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY
 - THE PSYCHODYNAMIC APPROACH TO CHANGE
 - KM Measures
 - Growth
 - Summary of psychodynamic approach
 - Organizational Barriers
 - Tackle the cultural issues
 - Myers Briggs Type Indicator types MBTI type by Quadrant
 - Staff Rotation
 - Managing the organization
 - Differences between groups and teams Group
 - Collaboration Model
 - Generate enabling mechanisms
 - Matrix team
 - Surface Conditioning Division (SCD) Supply Chain Model—A Case Study
 - Clarity and impact of core values and direction setting on service delivery
 - Team operating processes
 - Leveraging the Culture to Support Knowledge Sharing and Innovation
 - Summary of key points arising from case study
 - Norming
 - Collaboration Enhances Innovation
 - Millennium Pharmaceuticals
 - The expert role
 - Complementarity and conflict in teams Extraversion
 - Leadership, Organization, and Group Roles
 - The Nature of the Professionals Doing the Work
 - CHANGING THE INFORMATION CULTURE
 - Organizations as political systems
 - Examining Indicators Of Success and Change
 - Millennium
 - Nadler and Tushman, congruence model: political, organism
 - Rewards and Recognition
 - Aligning the Message 3M
 - Bennis on the characteristics of visionary leaders
 - Strategic Intellectual Assets Management Office
 - Voice Of The Customer
 - ROLES THAT LEADERS PLAY
 - Architecture Framework
 - Expertise Location
 -  Our summary of Goleman’s six leadership styles Coercive
 - Establishing Support Roles and Structures
 - Access and Reuse Of Knowledge
 - Bennis: the role of self-knowledge
 - The World Bank
 - Improving Measurement for Innovation
 - Critical success factors
 - Summary of behavioural approach
 - The KM Core or Central Team
 - The individual and organizational short to long-term impact of redundancy Individual impact
 - The Kubler-Ross model
 - Success Stories
 - Synergy
 - THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE
 - Rewards and Recognition for Innovation
 - Keep customers on board
 - MANAGING CHANGE IN SELF AND OTHERS
 - Recognition
 - Cultural change
 - WHY WE NEED TEAMS
 - Establishing Support Roles and Structures
 - Act as role models
 - Virtual team
 - The Boeing Company, Rocketdyne Division
 - A visible and congruent leadership and management style
 - Team interpersonal relationships
 - Communicating the Principles, Objectives, and Desired Behaviors
 - Case study description
 - Performing
 - Challenges in Fostering Collaboration
 - Knowledge-enabled Learning and Innovation
 - The pair of hands role
 - Belbin’s team types
 - Roles to Support Knowledge Sharing
 - A Model Of Knowledge-Enabled Learning and Innovation
 - NEW RULES FOR A NEW AGE
 - Organizations as organisms
 - Tying KM and Innovation to Performance Management Systems
 - Nasa Jpl
 - William Bridges, managing the transition: machine, organism, flux and transformation
 - Fostering Collaboration
 - Boeing Rocketdyne
 - Managers and leaders A manager
 - Advancing Learning and Training Functions
 - Demographics and Knowledge Loss
 - Senge: dispersed leadership
 - Culture and Communicating The Guiding Principles, Objectives, and Behaviors
 - Access To Relevant Communities Of Practice
 - Goleman: the importance of emotional intelligence for successful leaders
 - Views To further help Millennium organize its knowledge and data, it has adopted the concept of views
 - Organizational Learning
 - Development stages and their challenges Stage
 - Individual change
 - Outcomes and Benefits
 - Design options
 - THE COGNITIVE APPROACH TO CHANGE
 - Support Roles
 - Disclosed and undisclosed feelings about redundancy Feelings
 - Denial
 - APQC’s Input-to-Output Model
 - Diversification
 - The psychoanalytic, behaviourist, cognitive and humanistic approaches Theme
 - Fostering Collaboration
 - Use a clear overall process
 - Propensity for change
 - Six Sigma
 - GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE
 - THE TYPES OF ORGANIZATIONAL TEAMS
 - Knowledge Validation
 - Create a community of focused and flexible leaders
 - Networked team
 - Defining Innovation
 - Moving to a more consistent performance and enabling culture
 - Inter-team relations
 - Role of Leadership in Communication
 - IT-based process change
 - THE LEADERSHIP ISSUES IN TEAM CHANGE
 - Collaboration Tools
 - 3M
 - The collaborative role
 - HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE
 - Validating Knowledge
 - The Structural and Cultural Context for Knowledge and Innovation
 - Organizations as flux and transformation
 - Success Stories
 - The World Bank
 - Carnall, change management model: political, organism
 - NASA Portal, Inside JPL
 - Aligning Rewards and Recognition 3M
 - Kotter on what leaders really do
 - Academy of Program and Project Leadership
 - NASA JPL
 - Local line leaders
 - Knowledge Management
 - Enabling Cross-Functional Work
 - DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE
 - Information Sharing Solutions Group
 - Knowledge Capture For Reuse
 - Covey: the need for principle-centred leadership
 - LEARNING AND THE PROCESS OF CHANGE
 - Faster Solutions and Decisions
 - Advantages and limitations of different types of organization structure Structure
 - Achieving results
 - Subject Matter Experts
 - Dealing with redundancy: Noer’s model
 - Anger
 - Lessons Learned About KM Infrastructure
 - Integration to achieve economic gains
 - Maslow and the hierarchy of needs
 - Tech Forum
 - APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS
 - Schein’s model of transformative change
 - Story Telling
 - Always link to organizational vision, mission and objectives
 - Types of team Team
 - Advancing Learning and Training Functions
 - Insist on collective ownership of the changes
 - Management team
 - KM and Innovation Best Practices
 - More effective ways of working
 - Effective and ineffective teams Element
 - Organizational Barriers to Knowledge Sharing and Innovation
 - STRATEGY AND IT
 - Moving through conflict
 - Internal and External Collaboration
 - NASA Jet Propulsion Laboratories
 - ACHIEVING PROCESS CHANGE
 - Teams going through change Team type
 - Integrating Customers, Vendors, and Partners
 - Structural and Cultural Challenges
 - MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE
 - Barriers to Success
 - Face-To-Face Opportunities
 - Senge et al: systemic model: political, organism, flux and transformation
 - Technical Questions Database
 - To Pay or Not to Pay?
 - Bass: proof that visionary leadership works!
 - Expertise Location
 - Marketplace Pressures
 - Executive leaders
 - Knowledge Bases
 - Enabling Project and Work Processes
 - Cameron and Green: inner and outer leadership
 - Building a Knowledge Base
 - Highlighting Knowledge Sources and Resources
 - The Applications
 - Conscious and unconscious competence and incompetence
 - The Knowledge Management Strategy
 - Risk assessment
 - Setting goals
 - Information Specialist
 - ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE
 - Bargaining
 - Defining Knowledge Management and Innovation
 - Pressure to do a deal, any deal
 - Rogers and the path to personal growth
 - Technology Platforms
 - The Boeing Company, Rocketdyne Division
 - Managing the individuals
 - What gets in the way of change: resistance to change
 - Library and Information Services
 - Create a sense of urgency and continually reinforce the need to change
 - Work team
 - Recruiting Strategies
 - CASE STUDY ONE: ALIGNING THE ORGANIZATION
 - Change team
 - Culture and Communicating The Guiding Principles, Objectives, and Behaviors
 - Extending the council’s capacity for community and partnership working
 - WHAT TEAM CHANGE LOOKS LIKE
 - Organizational Structure and Idea Generation
 - IT strategic grid
 - Moving towards creativity
 - Communities of Practice and Collaboration
 - The World Bank
 - BPR
 - Organizational change
 - Knowledge and Innovation in the R&D Function
 - Addressing Structural Barriers
 - Lewin, three-step model: organism, machine
 - NASA and the Jet Propulsion Laboratory
 - Millennium
 - Stacey and Shaw, complex responsive processes: political, flux and transformation
 - Lessons Learned System
 - Boeing Rocketdyne
 - Gardner: the need for leaders to embody a story
 - Examining Indicators Of Success and Change
 - MECHANISMS FOR IDEATION
 - Forming the Team
 - Network leaders
 - Views
 - Portal Technology
 - Kotter: the importance of getting the early steps right
 - Scientific Findings Capture Process
 - Sharing Stories and Lessons Learned
 - Restructuring
 - Kolb’s learning cycle
 - Defining KM
 - Learning from previous projects and best practice
 - Making sense of our results
 - KM Budgets and Funding
 - Addressing team change during restructuring Forming
 - Depression
 - KM and Innovation Best Practices
 - LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS
 - Gestalt approach to individual and organizational change
 - 3M Education and Learning Site
 - Managing the team
 - managers and change agents help others to change
 - Leveraging Internal Knowledge
 - Attend to stakeholder issues
 - Self-managed team
 - Training for Sharing and Creating New Knowledge
 - Summary of key points arising from the case study
 - HOW TO IMPROVE TEAM EFFECTIVENESS
 - The Role of Knowledge in Innovation
 - Summary of key points arising from case study
 - Key attributes in the stages of team development Tuckman (1965)
 - Fostering Collaboration
 - Developing guiding principles
 - Moving through cohesion and cosiness
 - Virtual Collaboration
 - The Role Of Knowledge In Innovation
 - Socio-technical design
 - HOW ORGANIZATIONS REALLY WORK
 - Advancing Learning and Training Functions
 - Cultural Barriers
 - Bullock and Batten, planned change: machine
 - Knowledge Management and Innovation Practices
 - Nasa Jpl
 - Leading change
 - Story Telling
 - Time For Reflection and Creativity
 - Heifetz and Laurie: vision is not the answer
 - Key Implementation Successes

category: Intercultural Management
 - Restructuring at Shell
 - Communication infrastructure
 - Transnational aspects of corporate strategy
 - Japan
 - What knowledge management is
 - Internal conflict resolution
 - Expatriate Management and Intercultural Management
 - Cultural Aspects of Japan, the United States and Europe
 - Intercultural Relationships
 - Corporate Strategy and Intercultural Management
 - The UK
 - Problems with Ignoring Knowledge Management
 - Creation by International Organizations of Conflict Situations in Host Countries: A Failure Case
 - Elements of Expatriate Management
 - Communication and Intercultural Management
 - Effective Corporate Communication
 - Transnational Collaborative Arrangements
 - Spain
 - The Intranet
 - Environmental Turbulence for Host Organizations Created by Globalization
 - Pre-assignment orientation
 - Inferences
 - Core Values and Intercultural Management
 - Pepsi's Global Strategizing Following the Cola Wars
 - Germany
 - The Internet
 - Conflict Arising Out of Different Attitudes to Ethics
 - Organizational support at the new locale
 - Academic Discussion
 - Intercultural Communication
 - Skills in Intercultural Management: A Core Value
 - Problems with Global Strategy
 - China
 - Digital Home Entertainment Products
 - Conflict Resolution Strategy
 - Women Expatriates
 - Academic Discussion
 - Intercultural training
 - Core Values as Ties that Bind Across Cultures
 - Global Strategy and Local Adaptation
 - India
 - Media
 - Conflict Arising Out of Different Attitudes to Corporate Culture
 - Gaining Acceptance as an Expatriate Manager
 - Conventional Organizational Structures of Global Organizations
 - Language training
 - Core Values and the Integrationist/Differentiation Perspective on Culture
 - Strategic Collaborations in the Airline Industry
 - Country Manager and Corporate Strategy
 - Leveraging Knowledge Management in Transnational Corporations
 - Cultural Conflict and Management Style
 - Diagnosis and Prognosis
 - Structural Mechanisms
 - Culture-specificity versus pan-culturalism
 - Strategy and Intercultural Management
 - Advertising and Corporate Strategy
 - Knowledge Management and Intercultural Management
 - Leadership in a Knowledge Management Global Corporation
 - Cultural Conflict and Leadership
 - Prognosis for Intercultural Management

category: eBay
 - Setting Up an Accounting System
 - Pros and Cons of Second-Hand Reselling
 - Specializeor Vary Your Inventory?
 - eBay for Manufacturers
 - Where to Find Merchandise to Resell
 - inkFrog
 - Packing Your Items
 - Coping with Complaints About You
 - Another Option: Software Tools
 - Selecting the Right Pricing Option
 - Editing Your PhotosDigitally
 - Do You Qualify?
 - Do You Qualify?
 - Other Online Auction Sites
 - Determining Your Business Model
 - Revenues, Expenses, and Profits
 - Choosing a Type of Business
 - Setting Up Your Home Office
 - How to Become a Second-Hand Reseller
 - Running a Bulk Reseller Business
 - eBay for Artists and Craftspeople
 - Managing Your Inventory Levels Once you find a source for merchandise, you now have the challenge of managing your newfound inventory
 - Vendio Sales Manager
 - Streamlining the Packing and Shipping Process
 - Should You Use an Auction Management Tool?
 - Setting a Pricing Strategy
 - Choosing Listing Enhancements
 - Cross-Promoting All Your Auctions
 - PowerSeller Benefits
 - The Costs of Running an eBay Store
 - What, Exactly, Is an eBay Business?
 - Other Selling Sites
 - Thinking It ThroughBefore You Start
 - Assets and Liabilities
 - Filing and Registering
 - Setting Up Your Packing and Shipping Center
 - Turning a Hobby into a Business
 - Pros and Cons of Bulk Reselling
 - Pros and Cons of Selling Your Own Products on eBay
 -  eBay Turbo Lister
 - Other Bulk Listing Options
 - Shipping Larger Items
 - Popular Auction Management Tools
 - Determining the Best Days and Times to List
 - Writing an Effective Item Listing
 - Adding Photos to Your Item Listings
 - How to Become a PowerSeller
 - How to Set Up an eBay Store
 - Understanding eBay's Fees
 - Analyzing Your Business
 - How to Create a Business Plan
 - Financial Statements
 - Dealing with Taxes
 - Managing Your Physical Inventory
 - Grading and Authenticating Your Merchandise
 - How to Become a Bulk Reseller
 - Selling Other People's Stuff
 - eBay's Other Listing ProgramsBlackthorne Basic and Blackthorne Pro
 - Evaluating Different Payment Options
 - Shipping Internationally
 - Evaluating Auction Management Tools
 - Other Tricks for Improving Item Sell-Through
 - Creating Better-Looking Item Listings
 - Linking from Other Sites to Your eBay Auctions
 - Ten Tips for Achieving PowerSeller Statusor Just Increasing Your Day-to-Day Sales
 - Promoting Your eBay Store
 - Different Ways to Sell on eBay
 - Locating More Merchandise to Sell
 - The Components of a Winning Business Plan
 - Setting Up Your Bank Accounts
 - Easing into BusinessBy Selling What You Own
 - Running a Collector/Trader Business
 - Becoming an Authorized Dealer
 - Setting Up Shopand Setting Prices
 - Ándale Lister
 - Accepting Credit Card Payments via PayPal
 - Answering Bidder Questions
 - eBay Blackthorne Basic
 - Selling Internationally
 - Ready-to-Use HTML Templates
 - Promoting with eBay Keywords
 - Obtaining Additional Exposure with eBay Express
 - Promoting Your eBay Store
 - The Secret to eBay Business Success: Planning
 - Finding More Space
 - Writing the Plan
 - Obtaining Insurance
 - Hiring Professional Help
 - Moving from Pastime to Business
 - Pros and Cons of Collecting and Trading
 - Running a Retail Business on eBay
 - Running a Consignment Business on eBay
 - Auction Hawk
 - Alternatives to PayPal
 - Managing End-of-Auction Correspondence
 - eBay Blackthorne Pro
 - Selecting the Right Auction Length
 - Using HTML in Your Listings
 - Other Ways to Advertise Your Auctions
 - Offering Books, CDs, and DVDs on Half.com
 - Earn Referral Fees
 - Why Research Is Important
 - Hiring Additional Employees
 - How Much Money Do You Needand Why?
 - Why You Need to Keep Good Records
 - Sell Everythingor Certain Things?
 - How to Become an eBay Collector/Trader
 - Pros and Cons of Official Retailing
 - Pros and Cons of Consignment Selling
 - Auctiva
 - Choosing a Shipping Method
 - Handling Buyer Complaints
 - eBay Selling Manager
 - Choosing a Different Start Time
 - Scanning Instead of Shooting
 - Using eBay's Seller Resources
 - What Is an eBay Store?
 - Building Your Own Merchant Site from Scratch
 - Searching Closed eBay Auctions
 - How Big Is Too Big?
 - Where to Find Funding
 - Components of a Bare-Bones Recordkeeping System
 - Running a Second-Hand Merchandise Business
 - Selling in Bulk Means Buying in Bulk
 - How to Become an Official Retailer on eBay
 - How to Become an eBay Trading Assistant
 - ChannelAdvisor
 - Calculating Shipping and Handling Fees
 - Dealing with Deadbeat Bidders
 - eBay Selling Manager Pro
 - Picking the Right Category
 - Taking Effective Photos
 - What Is a PowerSeller?
 - Benefits of Opening Your Own eBay Store
 - Utilizing a Prepackaged Storefront
 - Using Other Research Tools
 - Managing Your Time
 - Which Funding Option Is Right for You?
 - The Silver Bullet
 - REVIEWING AND IMPLEMENTING THE PLAN; ACHIEVING THE GOAL

category: IT Project Management
 - Defining the Organizational Structure
 - Using Top-Down Estimating
 - Obtaining Management Approval
 - Deadline-Orientated Projects
 - Focus on the Work
 - Delaying a Project
 - Establishing the Project Authority
 - Obtaining Final Sign-Off
 - Everything You Must Know
 - Presenting the Project to Management
 - Budget at Completion
 - Assessing Internal Skills
 - Creating a Project Network Diagram
 - Hosting a Project Status Meeting
 - Quality of the Deliverables
 - Mechanics of Leading a Team
 - Post-Project Audit
 - Making Yourself at Home
 - Defining Management’s Role
 - Zero-Based Budgeting
 - Creating a Team
 - Working with Project Constraints
 - Defining the Need for Revision
 - Quality of the Process
 - Team Meetings
 - Creating the Final Report
 - Becoming a Leader
 - Inventing a Project Kickoff
 - Determining Project Expenses
 - Interviewing Potential Team Members
 - Building the Network Diagram
 - Tracking Financial Obligations
 - Quality Management as a Process
 - Maintaining Team Leadership
 - Declaring Victory
 - Delivering More Than What You Promise
 - Gathering Project Information
 - Creating Management Alliances
 - Tracking Budgetary Expenses
 - Managing Team Issues
 - Analyzing the Project Network Diagram
 - Establishing Change Control
 - Creating a Strategy for Quality
 - Working Toward the Finish
 - Declaring Failure
 - Installing and Running MasterExam
 - Identify the Project Needs
 - How to Plan
 - Budget Basics
 - Working with a WBS
 - Using External Resources
 - Management Reserve
 - Issue Management Meetings
 - Ensuring Quality Throughout the Project
 - Motivating the Team
 - Cheers! Celebrating Victory
 - Establishing Project Priority
 - Determine the Estimate Type
 - Coordinating WBS Components
 - Building the Project Plans
 - Reviewing Assignments with the Project Team
 - Implementing Project Changes
 - Leading the Team
 - Completing the Final Tasks
 - IT Project+ Exam Objectives
 - Creating an Approach
 - Implementing Bottom-Up Cost Estimates
 - Creating a WBS
 - Defining the Project Schedule
 - Using Microsoft Project
 - Defining Quality
 - Tracking Progress
 - The Project Postmortem
 - Test-Passing Tips

category: Successfull Projects
 - CHANGES TO THE GOAL AND CHANGE CONTROL
 - APPLICATION TO SOFTWARE ENGINEERING
 - ANALYZING AND PLANNING PROJECTS
 - PSI CONTRIBUTION
 - STRUCTURED PROJECT MANAGEMENT: THE TEN STEPS
 - Make a List of Works to be Done
 - IDENTIFYING THE GOAL
 - THE REASON FOR THE GOAL
 - MOTIVATING THE TEAM
 - MOTIVATING THE TEAM
 - A ROLE MODEL
 - ASSIGNING PEOPLE TO JOBS
 - MANAGE EXPECTATIONS
 - A WORD ON COMMITTING
 - APPLICATION TO SOFTWARE ENGINEERING
 - PSI CONTRIBUTION
 - EACH JOB HAS A NAME
 - PEOPLE'S OTHER COMMITMENTS
 - MAXIMIZE STRENGTHS
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International Project Management
arrow How Will You Get There?
arrow Addressing the Market
arrow Getting Settled
arrow The Organization
arrow The Power Structure
arrow Making Friends and Alliances
arrow Taking Over a Project
arrow Applying Your Skills to Other Activities
arrow Gathering Leading-Edge Ideas
arrow Mentoring and Training
arrow Policies, Processes, Plans, and Procedures
arrow Project Management Office?
arrow Guidelines For Communications And Networking
arrow Guidelines For Communications And Networking
arrow Guidelines For Software Tools
arrow Project Management Software
arrow Collaborative Tools
arrow Use The Internet And Web
arrow How Technology Creates Benefits And Problems
arrow Manage the International Team and the Work
arrow Carry Out Proactive Resource Allocation
arrow Update The Plan
arrow Track Project Work
arrow Review Milestones
arrow Determine The State Of The Project
arrow Employ A Project Score Card
arrow Carry Out Change Management
arrow Deal with Scope Creep
arrow Alter Project Direction
arrow Measure Project Results
arrow The General Steps In Outsourcing
arrow Outsourcing From The Vendor’s Perspective
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