<?xml version="1.0" encoding="iso-8859-1"?>
<rss version="2.0"> 
<channel>
<title>Atul Uchil Management Articles</title>
<description>Recent Articles From EvanCarmichael.com</description>
<link>http://www.evancarmichael.com/</link>
<item>
<link>http://www.evancarmichael.com/Management/1033/RELATIONSHIP-SELLING--PART-II-TYPES-OF-RELATIONSHIPS.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/RELATIONSHIP-SELLING--PART-II-TYPES-OF-RELATIONSHIPS.html</guid>
<title>RELATIONSHIP SELLING – PART II (TYPES OF RELATIONSHIPS)</title>
<description>Do not sell products, services or commodities.  Just establish strong relationships with clients and achieve the coveted status of a trusted advisor.  Then, your clients will elect to buy services and/or products from you.  Never try to sell them.  
I know that this sounds deceptively simple.  Almost as if one could just sit around and wait for things to happen.  Establishing and maintaining trusted client relationships without trying to sell them anything, requires a lot of patience and a constant struggle against the temptation to start selling.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/RELATIONSHIP-SELLING--PART-I--BUYING-VERSUS-BEING-SOLD.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/RELATIONSHIP-SELLING--PART-I--BUYING-VERSUS-BEING-SOLD.html</guid>
<title>RELATIONSHIP SELLING  PART I  (BUYING VERSUS BEING SOLD)</title>
<description>Do not sell products, services or commodities.  Just establish strong relationships with clients and achieve the coveted status of a trusted advisor.  Then, your clients will elect to buy services and/or products from you.  Never try to sell them.  
I know that this sounds deceptively simple.  Almost as if one could just sit around and wait for things to happen.  Establishing and maintaining trusted client relationships without trying to sell them anything, requires a lot of patience and a constant struggle against the temptation to start selling.
</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/ENTERPRISE-ARCHITECTURE--THE-NEW-LANGUAGE-OF-MANAGEMENT.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/ENTERPRISE-ARCHITECTURE--THE-NEW-LANGUAGE-OF-MANAGEMENT.html</guid>
<title>ENTERPRISE ARCHITECTURE  THE NEW LANGUAGE OF MANAGEMENT</title>
<description>Enterprise Architecture is rapidly becoming to management thinking what mathematics is to the engineering of physical systems.  The primary purpose of Enterprise Architecture is to make the invisible visible.  Management Consultants that are not already versed in Enterprise Architecture appear to be scrambling to learn its principles.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/WORKAHOLISM--THE-SCOURGE-OF-MANAGEMENT-CONSULTING.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/WORKAHOLISM--THE-SCOURGE-OF-MANAGEMENT-CONSULTING.html</guid>
<title>WORKAHOLISM – THE SCOURGE OF MANAGEMENT CONSULTING</title>
<description>It is very easy to fall prey to the glamour of Corporate America and become a workaholic.  It is up to each individual to achieve the right balance between work-life and personal-life.  Not achieving this balance can result in burnout.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/PROCESS-MANAGEMENT-AND-CONTINUOUS-PROCESS-IMPROVEMENT.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/PROCESS-MANAGEMENT-AND-CONTINUOUS-PROCESS-IMPROVEMENT.html</guid>
<title>PROCESS MANAGEMENT AND CONTINUOUS PROCESS IMPROVEMENT</title>
<description>In effective organizations, processes are constantly evaluated and improved.  The ultimate goal of business process optimization is to better serve stakeholders; which includes establishing a process framework and effort involved in modeling processes to allow better delivery of services.  Process Management is a very effective tool for management consultants to help focus their client organization and help achieve increased productivity. </description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/PROGRAM-MANAGEMENT-PLANNING.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/PROGRAM-MANAGEMENT-PLANNING.html</guid>
<title>PROGRAM MANAGEMENT PLANNING</title>
<description>Effective and efficient management of a contract is critical to its success. In addition, management methodology should be based on a clear understanding of the client’s requirements and past experience.  Proactive management, direction, control, and motivation of project personnel are the cornerstones of successful management plans.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/IS-A-CAREER-IN-MANAGEMENT-CONSULTING-RIGHT-FOR-YOU.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/IS-A-CAREER-IN-MANAGEMENT-CONSULTING-RIGHT-FOR-YOU.html</guid>
<title>IS A CAREER IN MANAGEMENT CONSULTING RIGHT FOR YOU</title>
<description>In all, over 300,000 people work full-time in the management consulting industry, generating more than $30 billion in annual revenues. Just over half of these consultants come from the United States.  However, management consulting is not a good fit for everyone.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/MANAGING-RISK.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/MANAGING-RISK.html</guid>
<title>MANAGING RISK</title>
<description>A risk management approach should continuously monitor risk through activities such as identifying, analyzing, mitigation planning, tracking, and controlling risks. Additionally, risk management programs balance the cost of risk occurrences with the cost of mitigation activities by prioritizing risks and the activities to mitigate risks. </description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/DOING-BUSINESS-WITH-THE-FEDERAL-GOVERNMENT--PART-III.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/DOING-BUSINESS-WITH-THE-FEDERAL-GOVERNMENT--PART-III.html</guid>
<title>DOING BUSINESS WITH THE FEDERAL GOVERNMENT – PART III</title>
<description>In many cases, the government and its established vendors require you to have a GSA schedule to respond to a government requirement.  The reason for this is the Schedule has pre-negotiated rates and prices, so the government and its vendors know that these rates and prices are fair and reasonable.</description>
</item>
<item>
<link>http://www.evancarmichael.com/Management/1033/DOING-BUSINESS-WITH-THE-FEDERAL-GOVERNMENT--PART-II.html</link>
<guid isPermaLink="true">http://www.evancarmichael.com/Management/1033/DOING-BUSINESS-WITH-THE-FEDERAL-GOVERNMENT--PART-II.html</guid>
<title>DOING BUSINESS WITH THE FEDERAL GOVERNMENT – PART II</title>
<description>This article deals with the standards of conduct when doing business with the Federal Government. The policies and procedures for avoiding improper business practices and personal conflicts of interest and for dealing with their apparent or actual occurrence are defined in the Federal Acquisitions Regulations (FAR) Part 3.</description>
</item>
</channel>
</rss>