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In the red corner, we have stress, overwork, costs, delays, frustrations. In the blue corner, we have predictabilty, structure, quality, job satisfaction. The battle continues... How can we make things faster, better, quicker, cheaper? How can we hold on to our best people? How can we increase customer satisfaction while reducing time to market? Can technology help? Can management help? Can process really make us happy? This presentation talks about the management and structure needs which should help you being more effective at your work, whatever that is. How to avoid “Agile” growing into fragile, how to avoid “lean” turning into anorexia, how to stop “process” becoming bureaucracy. How to stop your management turning into a homicidal maniac.
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The Battle for Success
Peter Leeson
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• Director of Q:PIT Ltd
• SCAMPI Lead Appraiser and CMMI Instructor
• SEI Visiting Scientist
• Over 35 years of software engineering
• 20 years as process improvement professional
• Process Improvement experience in Australia, Austria, Belgium, China, Denmark, England, France, Germany, India, Ireland, Japan, Mexico, Netherlands, Poland, Romania, Spain, Sweden, Switzerland…
Peter Leeson©
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• International association of independent process improvement professionals
• Q:PIT means…
–Reducing the cost of Quality through Process improvement, Information management and Teamwork
Q:PIT Ltd©
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Global Market©
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New Ways of Working©
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• Focus on Quality – that is what differentiates you from every other company in the world
Focus©
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The Deming Quality Chain©
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"Companies ... tend to focus only on the end result – return on investment. This viewpoint is like trying to keep a dog happy by forcibly wagging its tail."
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Defining Success©
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The Hierarchy of Quality©
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Satisfied Customer
Good Products
and Services
Successfully Managed Activities
People Work Practices Technology
Culture Finance NeedsStandards Abilities …
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What do you need?©
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Foundations of Quality©
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People
Process Technology
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The Process People Follow
From Idea to Product
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The Delivery Process©
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3. Work2. Plan
1. Envision
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The Managed Process©
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4. Measure
3. Work2. Plan
1. Envision
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The Improving Process©
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5. Improve 4. Measure
3. Work2. Plan
1. Envision
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The Risk Aware Process©
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5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover
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The Intelligent Process©
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5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover
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Process As Human Reasoning©
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Left Brain
Right Brain
Limbic Cerebral
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The Four Quadrants of the Human Brain©
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Limbic Cerebral
Left Brain
Right Brain
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Whole brain thinking©
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Me
Ego
Spirit
Soul
Self
Between stimulus and response there is a space. In that space is
our power to choose our response. In our response lies our
growth and our freedom.Viktor E Frankl “Man’s Search for Meaning”
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Motivating Change©
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Reflective Active
Reasonable
Emotional
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Motivating Change©
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Reflective Active
Reasonable
Emotional
Ability
Attitude
Acceptance
Aspiration
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Motivating Change©
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Reflective Active
Reasonable
Emotional
Ability
Attitude
Acceptance
Aspiration
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Motivating Change©
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Reflective Active
Reasonable
Emotional
The Insula registers our “gut feelings” – the posterior part deals with objective properties (like body temperature), while the anterior insula produces subjective
feelings and emotions – how we feel about ourselves, serenity, awareness…
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Happiness is Key to Productivity and Creativity©
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How do you make people happy?©
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Living Wages©
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Resources©
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Skills©
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Continuity©
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Stability©
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Plan©
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Methodology©
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View the Product©
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Vision©
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Environment©
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Leadership©
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Team©
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Support©
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Control©
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Voice©
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Recognition©
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Feedback©
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Trust©
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Eustress©
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Freedom in Framework©
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Putting it into context
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Maslow©
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Maslow©
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Breathing, food, water, sex,
sleep, homeostasis, excretion
Security of body, employment,
resources, morality, the family,
health, property
Friendship, family, sexual
intimacy
Self-esteem, confidence,
achievement, respect of/by
others
Morality, creativity, spontaneity,
problem solving, lack of
prejudice, acceptance of facts
Creativity
Problem Solving
Lack of Prejudice
Acceptance of facts
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• Common approach to the work and the success of the organization
• Decisions and estimates based on facts, data and experience
• Work assignments based on what can be achieved and working together to ensure customer satisfaction with regard to quality, functionality, budget and delays
• Assurance that the resources required for a task will be available as expected
Organizational Maturity 1/2©
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• Liberation of the imagination to continuous, common improvement
• Focus of all on delivering a product that satisfies the customer and placing the customer’s needs and expectations first
• Everyone taking personal responsibility for the quality of his/her own work and ensuring that the quality is optimized before responsibility is handed over to the next step of the development lifecycle
Organizational Maturity 2/2©
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Achieving Maturity©
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Manage Performance at Organization Level
Statistical / Analytical
predictable performance metrics
Common accepted
best practices
Repeatable activity results vs objectives
Common / accepted
business measurements
Stable shared
vision of success
ML2
ML3
ML4
ML5Manage Performance at Organization Level
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Effort to Improve2
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What Is a Process?©
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Procedures and methodsdefining the relationshipof tasks
Tools andequipment
Peoplewith skills, training, andmotivation
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Sometimes, my management’s process is…©
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5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover Enigma
“Theirs not to make reply
Theirs not to reason why,
theirs but to do or die…”(Alfred, Lord Tennyson “The Charge of the Light Brigade”)
Or maybe…
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1.Half a league, half a league,
Half a league onward,All in the valley of Death
Rode the six hundred."Forward, the Light Brigade!"Charge for the guns!" he said:Into the valley of Death
Rode the six hundred.
2."Forward, the Light Brigade!"Was there a man dismay'd?Not tho' the soldier knew
Someone had blunder'd:Theirs not to make reply,Theirs not to reason why,Theirs but to do and die:Into the valley of Death
Rode the six hundred.
3.Cannon to right of them,Cannon to left of them,Cannon in front of them
Volley'd and thunder'd;Storm'd at with shot and shell,Boldly they rode and well,Into the jaws of Death,Into the mouth of Hell
Rode the six hundred.
4.Flash'd all their sabres bare,Flash'd as they turn'd in air,Sabring the gunners there,Charging an army, while
All the world wonder'd:Plunged in the battery-smokeRight thro' the line they broke;Cossack and RussianReel'd from the sabre stroke
Shatter'd and sunder'd.Then they rode back, but not
Not the six hundred.
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The Charge of the Light Brigade5.Cannon to right of them,Cannon to left of them,Cannon behind them
Volley'd and thunder'd;Storm'd at with shot and shell,While horse and hero fell,They that had fought so wellCame thro' the jaws of DeathBack from the mouth of Hell,All that was left of them,
Left of six hundred.
6.When can their glory fade?O the wild charge they made!
All the world wondered.Honor the charge they made,Honor the Light Brigade,
Noble six hundred.
Copied from Poems of Alfred Tennyson,J. E. Tilton and Company, Boston, 1870
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Darwinian Management
Natural evolution is a series of random mutations at the lowest biological level.
Successful ones survived.
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No, but a WillingWorker Can!
Can a Slave Move a Pyramid?©
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Ask yourself:
If you do not do it, who will?
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First, Ask Yourself…©
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What do you want and why?
1. Accept the facts,live your life
2. Be a hero, recognized as the architect of change
3. Change the waythings are done
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Accept the Facts©
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• The easiest solution, live your life, you are not responsible for the company, you are not in charge, it is not your problem, there are other jobs out there
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Be a Hero©
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• They don’t want to listen, you are going to show them, they will see that you know what you are doing and can manage this. Your colleagues and your management will learn to respect you and listen to you when they see the results.
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Change Things©
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• “Those who bring light must be prepared to burn.”
» Viktor Frank “Man’s Search for Meaning”
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Architecture &
Best Practices
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Tolstoy
“The oppression of a majority by a minority, and the demoralization inevitably resulting from it, is a phenomenon that has always occupied me…”
» Count Leon Tolstoy “Letter to a Hindu”
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Architecture &
Best Practices
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Machiavelli
“It should be borne in mind that there is nothing more difficult to handle, more doubtful of success and more dangerous to carry through than initiating changes in state’s constitution. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would prosper under the new.”
Niccolò Machiavelli
24/09/2013
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“Conquerors estimate in their temple before the war begins. They consider everything. The defeated also estimate before the war, but they do not consider everything. Estimating completely creates victory. Estimating incompletely causes failures.”
Sun Tzu “The Art of War”
Strategy!©
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• Know the terrain
• Listen before you speak
• Learn to hear what your management is saying
• Listen beyondthe words…
Be Prepared!©
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• Process is the transformation of something– Idea into Product
– Input into Output
– Concept into Code
• To work process does not require– Bureaucracy
– Documentation
– Measurements
– Procedures
– Etc.
Process is Flow©
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Architecture &
Best Practices
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Value Flow
• Some sections of your process add value to the your product – some don’t
• Creating a Process or Data Flow may help identify the waste
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• Precisely specify value by specific product
• Identify the value stream for each product
• Make value flow without interruptions
• Let the customer pull value from the producer
• Pursue perfection
• Womack, James P.; Jones, Daniel T. “Lean Thinking: Banish Waste And Create Wealth In Your Corporation Simon” & Schuster.
Principles of Lean Management©
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• Management commitment– To really change– To be examples of the needed behaviour
• Focus on Customer Value and Quality– What are the true needs and expectations?– Effectiveness and quality in front of costs
• Involve people who do the “real work”– Done on the shop-floor and the front-lines where
value is added– Where we find knowledge of what is valuable
• Think in processes
Basic Requirements©
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• Business processes are often “invisible”
• Business process management should help visualize and analyse processes
• Value chain should be seen in the wider process
Think in Processes©
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Agile©
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Product Backlog
Sprint Backlog
Backlog
Expanded
by Team
20-30 day
Sprint
24
hour
Scrum
Shippable Product
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• Retrospectives are frequently limited to identifying issues in the team
• Estimates are based on team’s understanding
• Stories, story-points and poker estimates are not transferable
• The lean/agile process is largely limited to a single local team
• There is little consideration for the overall value-flow
Agile Weaknesses©
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The Agile Process Value Flow©
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User CustomerFront Desk
SalesEngineering Mgt
Eng. TeamEstimatesRequirements
Eng. Team 2Customer Rep
Arch. DesignStory / Specs
Product Backlog
Release PlanningSprint Backlog
Sprint Planning
Sprint Estimates
DevelopmentMonitor/Scrum
IntegrationDemo
Deliver
But, that’snot really what
I wanted!
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• Sharing lessons learnt across teams
• Comparing measurements of success
• Refining and improving the process
• Allow the process to offer better support
• Improve job satisfaction
• Improve product quality at every step
• Improve productivity
Continuous Improvement©
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Cost of Project Quality©
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Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995
Total Cost
Cost of Quality
Cost of Performance
Cost of Conformance
Cost of Non-Conformance
Cost of Appraisal
Cost of Prevention
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Cost of Project Quality©
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Project Cost
Cost of Quality Cost of Performance
Cost of Conformance Cost of Non-Conformance
Cost of Appraisal Cost of Prevention
TrainingPolicies, procedures, methodsToolsPlanningQuality improvement projectsData gathering and analysisRoot cause analysisQuality reporting
ReviewsSystemRequirementsDesignTest plansTest scripts
WalkthroughsTesting (first time)Independent V&V (first time)Audits
Generating plansDocumentationDevelopment
RequirementsDesignCodeIntegration
Fixing defectsReworking
DocumentsDesignUpdating codeRe-reviewsRe-testLab costs
Patches & FixesInternalExternal
Engineering changesChange control boardsExternal failures and finesCustomer supportHelp desks
Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995
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Results©
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Results!©
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Don’t Drown, Support©
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• “The best moments usually occur when a person’s body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile. Optimal experience is thus something that we make happen.”
• Csikszentmihalyi, Mihaly. “Flow: The Psychology of Happiness”. Ebury Publishing.
Happiness©
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• The types of activities which people all over the world consistently report as most rewarding—that is, which make them feel best— involve – a clear objective, – a need for concentration so intense that no
attention is left over, – a lack of interruptions and distractions, – clear and immediate feedback on progress toward
the objective, – a sense of challenge— the perception that one’s
skills are adequate, but just adequate, to cope with the task at hand.
Happiness at Work©
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So, Can Process Make You Happy?©
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• No
“…happiness is not something that happens. It is not the result of good fortune or random chance. It is not something that money can buy or power command. It does not depend on outside events, but, rather, on how we interpret them. Happiness, in fact, is a condition that must be prepared for, cultivated, and defended privately by each person. People who learn to control inner experience will be able to determine the quality of their lives, which is as close as any of us can come to being happy.”
• Csikszentmihalyi, Mihaly. Flow: The Psychology of Happiness. Ebury Publishing.
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• Performance improvement requires a culture change
– It is not easy
– It is dependent on communication between management and staff
– It can be highly successful if done correctly
– It requires you to change (and not only everyone else!)
Always remember©
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• The result will make life more predictable for you in your daily work
But it’s worth it!©
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Architecture &
Best PracticesNow choose
• Do you want to lie down and let them win?
• Do you want to try to change things?
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Q & A
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• “Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater than oneself or as the by-product of one's surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run—in the long-run, I say!—success will follow you precisely because you had forgotten to think about it”
• Viktor E. Frankl, “Man's Search for Meaning”
The last word©
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• Peter Leeson• Q:PIT Ltd
PO Box 6066Milton KeynesMK1 9BHUnited Kingdom
• Tel: +44 (0)20 8133 4120• Fax: +44 (0)7006 010 575• Mobile/Cell: +44 (0)773 998 98 67• E Mail: [email protected]• Skype: qpitpjl• Twitter: @PeterLeeson• Internet: http://www.qpit.net
Contact Information©
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