Need to quickly identify a typeface? Here's a handy gadget that should help. Take a screenshot of the type and upload it on:

http://www.myfonts.com/WhatTheFont/

Bam! You're welcome. Mama G

The tribal wisdom of the Dakota Indians, passed on from generation to generation, says that "When you discover that you are riding a dead horse, the best strategy is to dismount." However, in many organizations a range of far more advanced strategies are often employed, such as:

• Buying a stronger whip
• Changing riders
• Saying things like, "This is the way we have always ridden this horse."
• Appointing a committee to study the horse
• Arranging to visit other sites to see how others ride dead horses
• Lowering the standards so that dead horses can be included
• Appointing a tiger team to revive the dead horse
• Sending riders to training sessions to improve riding ability
• Comparing the state of dead horses in today's environment
• Changing the requirements to declare that "This horse is not dead."
• Declaring that "No horse is too dead to beat."
• Reclassifying the dead horse as "living impaired"
• Doing a Cost Analysis study to see if contractors can ride the horse more cheaply.
• Purchasing a product that claims to make dead horses run faster
• Hiring an outside contractor to ride the dead horse
• Harnessing several dead horses together to increase the speed
• Providing additional funding and/or training to increase the dead horse's performance
• Forming a quality circle to find uses for dead horses
• Doing a productivity study to see if lighter riders would improve the dead horse's performance
• Declaring that the horse is "better, faster and cheaper" dead (i.e. as the dead horse does not have to be fed, it is less costly, carries lower overhead, and therefore contributes substantially more to the mission of the organisation than do some other horses)
• Rewriting the expected performance requirements for all horses
• Promoting the dead horse to a supervisory position...

Dear Team: We have a problem. If you dread communicating project glitches, take heart—telling folks your project is facing issues is rarely a fun task, but here are some suggestions on how (and why) to get bad news out in the open.

1 – Say it early. Unless it’s an issue you’re certain can be handled internally without any detectable effects on stakeholders, you’re best off sounding the alert early. End users and supporters are more likely to be amenable to solutions that impact timeframes or final objectives if they can see you’ve been proactive and upfront with them.

2 – Say it clearly. Now is not the time for buzzwords or vague project-speak—confusing your stakeholders will only make them more unhappy. Instead, plainly state the issue, along with its triggers (if you can). Misunderstandings certainly won’t build support for whatever solution you implement, so lay out the facts in understandable language.

3 – Say it without blame. The urge to point fingers may be strong, but now is not the time to indulge it. Even if a team member or a vendor completely dropped the ball, it’s better to deal with the issue professionally—and with the vendor directly—than to air your grievances far and wide. 

4 – Say it with a solution. You may not have completely formulated a plan to deal with the problem yet, but framing the issue along with a possible resolution will often go a long way toward maintaining stakeholders’ confidence in your abilities. Be sure to delineate where the plan is still in development, so you aren’t inadvertently setting expectations you may need to revisit later.

(Excerpted from PM Alliance’s Project Management Blog)

In the beginning was THE PLAN.
And then came The Assumptions.
And The Plan was without substance.
And The Assumptions were without form.
And darkness was upon the face of the Workers.

And they spoke among themselves, saying,
"It is a crock of s--t, it stinks."
And the workers went unto their Supervisors, and said,
"It is a pail of dung, and none may abide the odor thereof."

And the Supervisors went unto their Managers, saying
"It is a container of excrement, and it is very strong,
such that none may abide it."

And the Managers went unto their Directors, saying,
"It is a vessel of fertilizer, and none may abide its strength."

And the Directors spoke among themselves saying one to another,
"It contains that which aids plant growth, and it is very strong."

And the Directors went to the Vice Presidents, saying unto them,
"It promotes growth, and it is very powerful."

And the Vice Presidents went to the President, saying unto him,
"This new plan will actively promote the growth and vigor of the company, with powerful effects."

And the President looked upon The Plan, and saw that it was good.
And The Plan became policy.

And that is how S--t happens.