Top Tips for Project Management Success   A selection of professional insights from the Blog archive             ProjectMa...
Since 2008 our project management professionals have been sharing knowledge,experience and learning with online readers vi...
4 Ways to Attach Yourself to the C-Suite as a Project ManagerThe problem is that Project Managers sometimes have a hard ti...
“You know, we recently ran a study and found that there were missed opportunitieswhen it came to project collaboration whi...
3. Present the Idea of a PMODepending upon how your company is set up and where they are in the lifecycle ofProject Manage...
Whether or not you feel comfortable with marketing yourself, we can no longer deludeourselves with the feeling that “our w...
The next time I cut the time down by 75% in the time I spent putting the presentationtogether and things went just fine! N...
Be prepared to get into the weeds with any topic you are presenting. This may be theopportunity you need to unclog an area...
wrong with ending the meeting a few minutes early. Everyone will appreciate gettingthose couple of minutes back to their d...
The people that were around at that time are probably not here now. You may havechanged careers. The circumstances that we...
the risk of becoming a bit stale in the profession. Without adversity you run the risk ofgetting a bit soft on your skills...
this information and pull it together. Map the needs of the different users to theinformation you already have.Determine W...
Make the Reports Easy to Access: Finally, now that you have given everyone just whatthey are looking for and in the freque...
An easier option may be to set up your auditor with access to your online projectmanagement tool, so that they can browse ...
They may have lots of skills in uncovering problems on projects or makingrecommendations about how organizations can manag...
something of real business value instead of working on something that everyone knowsis a waste of time. Everyone except th...
30 Day Free Software TrialThere are two key differences between ProjectManager.com and its competitors.The first is that w...
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Top tips for project management success

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Project management is a challenging space to work so perhaps this collection of top tips and insights, covering everything from working with the executives to audits and information overload may help.

This is a collection of excerpts from the ProjectManager.com blog archives 2008 - 2013 presenting top tips and advice from our professional project managers in a "best of" series now available free to download and share.

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Top tips for project management success

  1. 1. Top Tips for Project Management Success A selection of professional insights from the Blog archive ProjectManager.com © 2013 All Rights Reserved 1
  2. 2. Since 2008 our project management professionals have been sharing knowledge,experience and learning with online readers via the Project Manager Blog.Their collective wisdom provides a wealth of how to, top tips and best practice advice,for project managers, teams and businesses.To make their writings more accessible we’ve created a series of “Best of” projectmanagement topics available free to download and share.We know that Project management is a challenging space to work so perhaps thiscollection of top tips and insights, covering everything from working with the executivesto audits and information overload may help.Enjoy!Jason Westland CEOProjectManager.com4 Ways to Attach Yourself to the C-Suite as a Project Manager ................................................................. 3Project Management Training Tips for Executive Reviews ......................................................................... 64 Ways to Power Through Tough Projects .................................................................................................. 96 Steps to Prevent Project Information Management Overload .............................................................. 115 Ways to Survive the Auditors ................................................................................................................. 13When Your Projects Are Late .................................................................................................................... 16When You Are Not Meeting Targets ......................................................................................................... 165 Steps To Improving Project Quality Targets ........................................................................................... 1630 Day Free Software Trial ........................................................................................................................ 17 ProjectManager.com © 2013 All Rights Reserved 2
  3. 3. 4 Ways to Attach Yourself to the C-Suite as a Project ManagerThe problem is that Project Managers sometimes have a hard time relating to the roughand tumble environment of the executive offices. We have a pre-disposition for ourGantt Charts, online collaboration software, Work Breakdown Structures, riskmitigation, and the predictability and certainty on how our day unfolds. Executives, onthe other hand, are all about opportunities, risk taking, the unknown and uncertain, andmany times may deliberately throw chaos at something that appears to be working justfine.How can these two mindsets come together? First, it’s up to you as a Project Managerto change YOUR mind-set to think like an executive. They will not change THEIR mind-set to think like a Project Manager. This will entail leaving your comfort zone andstretching a bit. However, you will soon find the benefit of thinking like someone in thecorner office puts you in an entirely different league than run of the mill projectmanagers.Next, you will want to implement the following 4 suggestions on how to attach yourselfto the C-Suite:1. Learn to Speak in the Language of an ExecutiveExecutives are about return on investment and increasing value. They love innovation,uncharted territories, and business opportunities that will propel the organizationforward. They like growth, efficiencies and processimprovement. They don’t like excuses, complaining,stagnation, inactivity, or wasting time.Your challenge, then, is to translate the current projectyou are working on into language that will resonate withthe executive. Let’s say you have the proverbial 30-second ride up together in the elevator and the CEOasks you what you’ve been working on. You have achoice to make. You could say“I’m working on implementing a new projectmanagement software package”, or you could say ProjectManager.com © 2013 All Rights Reserved 3
  4. 4. “You know, we recently ran a study and found that there were missed opportunitieswhen it came to project collaboration which resulted in 30% loss of productivity. To fixthis problem, I’ve been working on an enterprise-wide initiative that will not onlyrecapture that 30% loss of productivity, but also introduce an additional 20% increaseon productivity once this new project management software is implemented…which, bythe way, will be done in the next two months.”What a difference between the two responses!The CEO undoubtedly knows about this initiative since it is company-wide, however, hewill appreciate and make note of your excitement about the opportunity, the cost-savings it will introduce and the fact that you understand the impact to the businessthat your project will have.2. Don’t Talk to an Executive in Project Manager-eseThe opposite of the above is true as well. In ProjectManagers roles we have our own jargon and expressionswe use to move projects forward every day.For example …“Is the WBS complete so I can begin onthe project schedule to allocate resources to determineif we need to crash or fast-track this project and developthe necessary contingency plan based upon theprobability and impact of the associated risks…” may justleave us giddy with excitement.However, you can be assured that talking to the CEO, CIO, CFO or other Executives atthis level of detail will be sure to make their eyes glaze over. Worse yet, they maymentally banish you in their minds as someone who can’t see beyond the tactical leveland grasp the big picture.There’s a time and place for project manager-ese. You just need to be judicious on whenyou break into this dialect and make sure you are not losing your C-Level audience. ProjectManager.com © 2013 All Rights Reserved 4
  5. 5. 3. Present the Idea of a PMODepending upon how your company is set up and where they are in the lifecycle ofProject Management maturity, floating the idea of a Project Management Office is agreat way to attach yourself to the C-Suite.There may only be a handful of Project Managers that work for individual departmentswith varying degrees of effectiveness and success. The appeal of a Project ManagementOffice is the ability to establish consistent process and provide visibility into what ishappening within the organization.One component of a PMO is a regularly scheduled meeting where upper levelexecutives in the company come together for a quick debrief on where all projectactivity stands. This is a great opportunity to talk about the business value that can berealized from projects that are in the works, enlist the help of executives to clearobstacles out of the way, and provide an overall pulse on how things are going withinthe company.Many times, a PMO will report directly to a top level executive to remove any conflictsof interest or interdepartmental infighting, another great opportunity to attach yourselfto the C-Suite as a Project Manager.4. Market Yourself and Your TeamOne final aspect of being visible at the C-Level is to market yourself and your team. Youneed to let them know the business value you continue to bring to the organization.We’re not saying always going around patting yourself on the back, but tastefully lettingpeople know that you and your team’s contribution bring value to the organization.Here’s an example of how that can be done. You’ve just received an email fromsomeone who benefited from the project you finished implementing. It may be theproject collaboration software. The email states that it’s easy to use, saves them a lot oftime, and has indeed increased their productivity.All you need to do to market yourself and your team is to forward that to your manager.Your manager will then forward that to their manager, their manager will forward it onto their manager, and up the chain it goes. This type of feedback makes everyone lookgood, and your name, along with the team are attached to another successful project. ProjectManager.com © 2013 All Rights Reserved 5
  6. 6. Whether or not you feel comfortable with marketing yourself, we can no longer deludeourselves with the feeling that “our work will speak for itself”. Business moves too fastand there are so many distractions that your work will quickly be swept under thecarpet unless you take a moment and have others pause and reflect.It’s up to you whether you want to be an executive or not. But, it’s also up to you tomaintain your viability as a project manager in any company you work. By implementingsome, or all, of the suggestions above you will find yourself attached at the hip with thevision, strategy, and future of your company.Project Management Training Tips for Executive Reviews The presentation was set up. Everyone took their places. The meeting was brought to order. The presentation began. The money slide was the 4th slide into the presentation. Everything was going great as we gracefully moved through slides one through three. Then, someone accidentally hit a button that caused the screen to disappear into the ceiling and all the equipment to power down! What’s worse, nobody was able to figure out how to get things running again.I was relegated to handing out a handful of printed presentation copies I had broughtwith me. Gone were the sweeping transitions, gone were the creative slide animations,and gone was the impact of this slide show I had worked so hard on!It was replaced by scrappy sheets of black and white paper that had jumbled togetherpieces of presentation artifacts that nobody could read. How disappointing!The meeting went well despite the mishap, but it I learned a lesson that day. I couldhave probably spent my time on things more important than putting together apresentation that nobody even saw. After all, the meeting went well. ProjectManager.com © 2013 All Rights Reserved 6
  7. 7. The next time I cut the time down by 75% in the time I spent putting the presentationtogether and things went just fine! Nobody had told me this before. It’s not like there’sproject management training on how to make it through a quarterly executive review.1. What Does This Audience Care About?Presenting to this audience is very different from presenting to other audiences. Youmay be used to presenting to your project team or your colleagues that work for yourclient.You can be dropped into these meetings at any moment in time and pick things upwithout missing a beat. They are interested in where things stand, what’s next, andwhat’s in the way. You know these facts like the back of your hand.The first lesson in project management training to be prepared for an executive reviewis that they are interested in something entirely different. This audience of executives isnot interested in the details. They want a high-level overview of where things stand (see#2 below for the exception). More importantly, they want to understand how thisproject ties into the company’s corporate strategy and ways that it supports thisstrategy. They are more interested in where things are going in the future with theproject and less interested in where it has been.2. Start at 30,000 Feet, but be Prepared to Land if NecessaryAnother project management training lessonabout executive reviews is that most of thetime they are not interested in the details.You can keep your presentation at a highlevel in order to cover a lot of ground in ashort amount of time. But, there are timeswhen you must be prepared to land.There may be a topic that comes up that has been bogged down for some time. Thisgroup of people has the ability to clear things out and move forward, but they will needthe details to get this done. ProjectManager.com © 2013 All Rights Reserved 7
  8. 8. Be prepared to get into the weeds with any topic you are presenting. This may be theopportunity you need to unclog an area of that project that doesn’t seem to be goinganywhere.3. Keep it ShortExecutives are busy people. They are booked from early in the morning until late atnight. Their days are carefully orchestrated.Another project management training tip for executive reviews is to keep thepresentation short. You are on their time schedule. They are not on your time schedule.Think about what happens if you don’t cover everything in the time allotted with yourproject team. You say it will take another 10 minutes or so and ask everyone to stay.Everyone is usually able to stay and you are able to wrap things up.It doesn’t work that way in an Executive Review. If you have 2 hours to cover thematerial, you have 2 hours to cover the material. They will be on their way to their nextmeeting (mentally and physically) as your allotted time comes to a close.4. Cover the Most Important Points Up FrontPrioritize where you put your material in the presentation by its level of importance.Start with those points that are the most impactful and meaningful up front or that youknow will take a lot of discussion. Executive review project management trainingdictates that you may not be able to cover all the material no matter how hard you try.It will be better to have covered the most important points up front. If you run out oftime, it will be the less important points that are missedat the end.5. Always Leave Time for QuestionsExecutives are inquisitive. They want to know, who,what, why, where, and when about your project. Makesure that you leave plenty of time for these types ofquestions to come up in during your presentation.What if questions don’t come up? Then end the meetingearly. If you’ve covered everything that needs to becovered during your presentation, then there’s nothing ProjectManager.com © 2013 All Rights Reserved 8
  9. 9. wrong with ending the meeting a few minutes early. Everyone will appreciate gettingthose couple of minutes back to their day.By the way, you may want to ascertain why there were not any questions asked. Was itbecause the material was covered so well, or, was it perhaps an indication of peopleswaning interest in the project. Project management training for executive reviews willkeep you on the lookout for these signs. Don’t assume that it’s one or the other but lookat the situation in an honest way with yourself.6. Provide them with a Brief Handout of What They Need to DoLeave the executives with a one page “to-do” list with a couple of major tasks that needto be accomplished. For example, it could be that a particular contract needs to beapproved, a decision needs to made on a direction to take, and some equipment needsto be purchased. Leave them with that list of actionable items and the rest of yourproject will go that much smoother.Oh yeah, and don’t spend a week on one slide of your PowerPoint presentation that inthe end doesn’t make that big of a difference anyway! If you apply the list of executivereview project management training tips above you’ll find that you no longer dreadthese reviews, but rather look forward to them as an opportunity to showcase yourproject and the great job your team is doing!4 Ways to Power Through Tough Projects1. Realize that Everything is TemporaryThink about all the other tough times you’vebeen through in your life, whether professionalor personal. They seem insurmountable. Youcan’t see a light at the end of the tunnel andeach step you take feels like one step furtherinto darkness. But, here you are and maybefive, ten, or even twenty years have passed andit’s only a distant memory. ProjectManager.com © 2013 All Rights Reserved 9
  10. 10. The people that were around at that time are probably not here now. You may havechanged careers. The circumstances that were bringing you down may have changed.No matter how tough times get, you can be guaranteed of one thing…given time, thingswill change. It’s no different with tough projects or clients. When a mess has beencreated, and you just don’t see a way out of it, keep your head down and power throughit. Things will change if given enough time.2. Know the (Extreme) DetailsProject managers are expected to know the details about their projects. However, theycan’t be expected to know every little detail. Guess what? During the tough times youdo need to know every little detail about your project. This is a powerful tool when youare up against a bully that is looking to create a scene. You can’t blow smoke about thefact that there are legitimate issues that need fixing on your side. Anybody that hasbeen around technology for any amount of time knows that this will happen. You’llinstantly undermine your credibility if you try and paint the picture that your companyhas zero issues and it’s all user error.3. Never Lose Sight of the BallIt’s a bit cliché, but also very true. Never losesight of your project’s end goal. Someonelike this VP is going to come along and tryand knock you off course every now andthen. They’ll push you sideways, pull youfrom behind, and block you from movingforward. If you don’t have a firm gaze set onthe end of the project, it will be easy to bepushed off track. Have a deep understanding of what the project is to accomplish andthe benefits it will bring.4. Understand You Are Learning Invaluable LessonsHonestly, not a great deal of true learning occurs when things are going smoothly. Onceyou’ve made it to a certain level of competence as a project manager, your days can goby effortlessly. Sure, there may be a crisis or slight emergency, but you know exactlyhow to handle it. You know what to do, who you need to work with, and that it’s not theend of the world. That’s a great place to be as a project manager. But, it also introduces ProjectManager.com © 2013 All Rights Reserved 10
  11. 11. the risk of becoming a bit stale in the profession. Without adversity you run the risk ofgetting a bit soft on your skills. True learning comes when you are faced with extremesituations. It forces you to think on your feet. You have to figure out the best way tomake it through these tough times. You have to go down some paths that are dead endsor lead you to big, bold mistakes on your part. Once you’ve made a mistake while theworld is breathing down your project manager neck, you will never make that mistakeagain, guaranteed!Take a moment every now and then while you are going through a tough time to reflecton what you’ve learned. You’ll at least feel you are gaining some experience along theway.6 Steps to Prevent Project Information ManagementOverload7 step process to provide avoid overloading other people with informationDefine Your Users: The first thing that mustbe done in order to prevent projectmanagement overload is to have a very clearunderstanding of who is using your reports:Is the report being used by management tomake decisions on whether to continue orcancel the project? Is the report being usedby project team members to get a feel forwhen it will be their turn to start working onthe project?Sit down with end users and get a feel for what they need to glean from the report. Findout what they don’t need on the report.Determine What Information You Already Have: Once you know what is important toyour users, start pulling together the metrics and data you already have at yourdisposal. Is everyone interested in the percentage of high, medium and low risks thatare attached to a project? Find out where you have this information and pull it together.Are people interested in the variance of actual over budgets? Find out where you have ProjectManager.com © 2013 All Rights Reserved 11
  12. 12. this information and pull it together. Map the needs of the different users to theinformation you already have.Determine What Information you Don’t Have: Despite the fact that project informationoverload is rampant, there may be some things you do not currently have available, thatshowed up on the needs assessment from step #1. Identify those gaps and then comeup with a way to locate this information. One thing that’s way worse than providing toomuch information is not providing enough information. If someone is asking for arelevant piece of information to be included on your report then it’s incumbent uponyou to find a way to make that happen.Determine What Everyone NEEDS: Just like the song says “You can’t always get whatyou want”…you need to now take the data that was assembled in steps two and threeabove and come up with a matrix clarifying which stakeholders requested whichinformation, and what it is that you will be able to provide.You may find out that some requests are just notachievable or require an inordinate amount ofmanual time pulling information together that isspread out over 2-3 disconnected systems. Eventhe best pivot table expert and VLOOKUP expertin the world would struggle with accommodatingsome of the requests for information.You now go back to the people that asked and letthem know what can and can’t be done. You may be surprised to find that what you areable to provide, is fine. People are so used to being overwhelmed by projectmanagement information overload that they ask for the moon. When they realize whatyou give them will satisfy their needs, they are usually just fine.Determine the Frequency of Reports: You now have the basis for a solid report or set ofreports that can be generated which people can use to understand what is going onwith the project. Find out how often they need this report. Remember, a daily reportmay contribute to project information management overload and quickly find its wayinto the Trash folder. People may initially say they want a report generated every day,but the changes are so minute, or it doesn’t tell them anything new, that they quicklystop looking at the report. Perhaps it’s better to spread the frequency out over a weekor two to allow for bigger changes to occur. ProjectManager.com © 2013 All Rights Reserved 12
  13. 13. Make the Reports Easy to Access: Finally, now that you have given everyone just whatthey are looking for and in the frequency they need it, make sure everyone knows howthey can get the report. Is it something you are going to email to them on a weeklybasis? Is it a folder on a shared drive where they can access the report? Are they able torun the report themselves whenever they want? Make sure everyone is clear on howthey can locate the report so it is utilized.That’s it. The above should help you address your stakeholder’s project managementinformation needs without overwhelming them with unnecessary bits of information.5 Ways to Survive the AuditorsFind out why your project has been selected for audit. Are you just the unlucky recipientof the audit lottery or is there a special reason why your project has been singled out?Of course, you might have volunteered, especially if your project schedule shows thatthe project isn’t going as well as you had hoped. Once you know whether the auditorsare looking for general reassurance or evidence that something is going wrong, you’llknow how best to approach the next few weeks. Here are five tips to help projectmanagers survive the audit process.1. Get PreparedAs soon as you know that your project is goingto be audited, start preparing the team. Letthem know that the auditor may want to talkto them about their involvement in the project.If you work with any contractors or thirdparties, they may be interviewed too, so warnthem in advance.You’ll also want to prepare all your project documentation. A project audit normallybegins with a documentation review, so you will be asked for copies of your projectschedule, project initiation document, requirements, status reports, latest Project Boardminutes, risks and issues log and so on. The list can be quite long and pulling it alltogether in a handy format can take a while, so get as much as you can prepared inadvance. ProjectManager.com © 2013 All Rights Reserved 13
  14. 14. An easier option may be to set up your auditor with access to your online projectmanagement tool, so that they can browse information about the project and thencome to you and ask for additional information as required.2. Don’t Hide StuffDon’t try to hide anything. If your risk log hasn’t been updated for weeks or your projectschedule never had a baseline, it’s too late to do anything about it now. Auditors haveseen it all before, anyway. Chances are, you were busy managing the project and notupdating paperwork – this is something you can explain so don’t try to cover it up. Noone is expecting you to be perfect. Anything too perfect in the real world is a bitsuspicious!3. Agree the Reporting ScheduleYou really don’t want there to be any surprises,especially if the person doing your audit is goingto send a report to your manager, projectsponsor or the Project Management Office. Talkto the auditor about the frequency of reportingwhile they are carrying out their investigations.A once-a-week summary of their findings andrecommendations, sent to you, is a good start. Itdoesn’t have to be long – a quick email will do.This gives you a chance to build up a picture of what their final report will say. It’s alsoan opportunity to review as you go – weekly updates will give you a chance to identifyany weaker areas and work to put them right, perhaps even before the audit hasfinished. You’ll get extra credit for reacting quickly. 4. Make Enough Time It is hugely time-consuming to have to explain yourself to someone else. Especially to someone who knows nothing about your project and potentially very little about your business. ProjectManager.com © 2013 All Rights Reserved 14
  15. 15. They may have lots of skills in uncovering problems on projects or makingrecommendations about how organizations can manage things more effectively, butwhat do they really know about healthcare, or running a college, or candle-making – orwhatever it is that you do?Don’t underestimate the time it is going to take to provide all the background data theauditor needs. Talk to your project sponsor about the impact that the audit will have onyour project progress. If you pull key project team members into audit meetings for aday or so, this could have a detrimental impact on the work they are doing, so you mightneed to review your project schedule accordingly.Try to schedule meetings in at times when you don’t have critical resources working flatout on essential tasks. It’s another planning job for you, but minimizing the impact onthe project and the team should be a priority. A good auditor will understand especiallyif you share the schedule with him or her and explain why someone can’t meet themright now.5. Remember, Audits are Good!Try to stay positive! If your project is going well,then the audit will show that you are doing agreat job at managing the work and the team.Look at the areas where you are strongest andsee what you could do to build on those further,maybe be mentoring a junior project manager orgiving a ‘lunch and learn’ session on what you do so that you can share your goodpractices with the rest of the project managers in the company. Be proud of what youhave achieved.It can be very frustrating to work on a failing project, but sometimes project sponsorsjust won’t listen. If your project isn’t going well, and you already know that, then theaudit could give you the visibility you need to get your message across to seniormanagement. A report from an independent person is exactly what’s needed to getyour project sponsor to take notice of all the issues you keep flagging up. It might evenrecommend that the project is closed down, which would mean your time andresources could be redeployed on to projects that have a chance at delivering ProjectManager.com © 2013 All Rights Reserved 15
  16. 16. something of real business value instead of working on something that everyone knowsis a waste of time. Everyone except the sponsor, that is!Of course, there is always the option that the audit report will say that the project isn’tgoing well and you had absolutely no idea about the failings. That’s not a great place tobe, but keep a positive outlook. The output of the audit process will help you get theproject back on track. It can be a really valuable learning opportunity as well, even forexperienced project managers. Use the report to identify areas that you need to workon and talk to your manager about getting some training or mentoring on those topics.In short, project audits can be a real pain – they are time-consuming, intrusive and a bitscary. But a good auditor will help you identify areas where the project is not going aswell as it could be. Look on audits as a great learning experience and something to helpyou make sure that your project has the best possible chance of success. And theyshould give you advice on what to do to put it right. Of course, it’s up to you whetheryou act on their recommendations or not!When Your Projects Are LateThere isn’t a project manager on earth where 100% of their projects have come in 100%on time. Devin Deen, Content Director here at ProjectManager.com offers five simplesteps that every project manager can do to get back on top of this situation.http://www.projectmanager.com/when-your-projects-are-late.phpWhen You Are Not Meeting TargetsDevin Deen, Content Director at ProjectManager.com shares his advice on what to sowhen your project team is not meeting their date or time targets. Watch the video herehttp://www.projectmanager.com/when-you-are-not-meeting-targets.php5 Steps to Improving Project Quality TargetsTo learn more about meeting quality targets, follow these steps presented by JenniferWhitt, Director at ProjectManager.com http://www.projectmanager.com/meeting-quality-targets-on-projects.php ProjectManager.com © 2013 All Rights Reserved 16
  17. 17. 30 Day Free Software TrialThere are two key differences between ProjectManager.com and its competitors.The first is that we give you all of the features you need to plan, track and report onprojects efficiently. The second key difference is that our competitors charge a highupfront price as well as annual maintenance fees for new releases.Here at ProjectManager.com we offer you all of the features you need to manageprojects, at a small monthly price of just $25 per user. That simple! When you sign up toProjectManager.com, you also get for free: Unlimited Projects 3 Gigs of Document Storage Client Login Free Upgrade to New ReleasesTake Action, Sign-Up for a 30 Day Free Trial Today! Take a Free Trial Create your own Projects Sign up to boost your project successAny questions? Email support@ProjectManager.com andone of our friendly support staff will be happy to help. Wealso recommend a visit our resource library if you wouldlike access to further:-  project management tips  video tutorials  project management templates ProjectManager.com © 2013 All Rights Reserved 17

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