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Abstract
AS AN IT EXECUTIVE OR MANager today, just how much and what do you think you can really control? Projects? Change management initiatives? Processes? Budgets? Schedules? Time? People? Given that time appears to be the scarcest resource today, there is a tendency to think we can control all of these items. When running full out, we often fall back on a command-and-control management style, believing that we will achieve better or faster results by holding a tight rein on those who work for us.