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	<title>The K Unit &#187; process</title>
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	<description>I&#039;m not an expert; I&#039;m just opinionated</description>
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		<title>Process and Structure</title>
		<link>http://www.thekunit.com/post/2009/11/07/Process-and-Structure/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=Process-and-Structure</link>
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		<pubDate>Unknown, 30 Nov -0001 00:00:00 +0000</pubDate>
		<dc:creator>kelvin.kang</dc:creator>
				<category><![CDATA[People-Engineering]]></category>
		<category><![CDATA[This-and-That]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[process]]></category>

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		<description><![CDATA[Coming from a development background, I understand the disdain that comes from the words &#8211; process and structure. Often times, most processes and structures hinder rather than help people to do their jobs. In my observation, one of the reasons why this is has to do with the fact that processes are created reactively in large organizations. They are often written to stop certain actions or behaviours. Most people who move from large organizations to small organizations often understandably cringe at the thought of having process and structure created. However, the lack of process and structure is still process and structure; just very bad ones. Over the years, my career has evolved from being a developer to focus more on management and the creation of IT organizations. I&#8217;ve found structures and processes to be very powerful &#8220;people engineering&#8221; tools. The key thing about making these two tools work is to use them for what they are best at. &#160; The best execution of the lifecycle of a process in my career was the first one I had the privilege to help create. Much of the principles on which I use to create processes from stem from that experience. The project [...]]]></description>
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