<?xml version="1.0" encoding="UTF-8"?><rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
		>
<channel>
	<title>Comments on: Combat Excuses and Promote Accountability</title>
	<atom:link href="http://www.businesspundit.com/combat-excuses-and-promote-accountability/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.businesspundit.com/combat-excuses-and-promote-accountability/</link>
	<description>Entrepreneurship, Startup Companies and Business Philosophy</description>
	<lastBuildDate>Mon, 23 Nov 2009 02:54:25 -0600</lastBuildDate>
	<generator>http://wordpress.org/?v=2.8.5</generator>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
		<item>
		<title>By: david foster</title>
		<link>http://www.businesspundit.com/combat-excuses-and-promote-accountability/comment-page-1/#comment-1452</link>
		<dc:creator>david foster</dc:creator>
		<pubDate>Fri, 15 Sep 2006 19:00:51 +0000</pubDate>
		<guid isPermaLink="false">http://www.businesspundit.com.php5-6.websitetestlink.com/?p=2849#comment-1452</guid>
		<description>It is not trivial to establish goals &amp; measurements in a way that gets people to do what you really want them to do. For example, most corporate engineering organizations (including software development) are measured on schedule achievement. What very often happens is that engineering management then becomes very reluctant to take on new tasks, because they want to be darn sure they will hit their goals--often, product improvements that should be fairly simple are never done, or take long periods of time, because there is no incentive to stretch in terms of deliverables.
</description>
		<content:encoded><![CDATA[<p>It is not trivial to establish goals &#038; measurements in a way that gets people to do what you really want them to do. For example, most corporate engineering organizations (including software development) are measured on schedule achievement. What very often happens is that engineering management then becomes very reluctant to take on new tasks, because they want to be darn sure they will hit their goals&#8211;often, product improvements that should be fairly simple are never done, or take long periods of time, because there is no incentive to stretch in terms of deliverables.</p>
]]></content:encoded>
	</item>
</channel>
</rss>
