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Project ManagementProject Management6. Leadership6. Leadership
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week 6
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Develop and facilitate leadership,
team building,
performance management,
conflict management skills
in an IT environment.
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Gray Larson, !""6, #h $".
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
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$. Leadership and %anagement!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
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management
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What is Management?
%anagement is the process of achieving organiational goals through engaging
in the four ma'or functions of planning, organiing, leading and controlling1artol et al, $5537.
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planning is the process of setting goals and
deciding best way to achieve them
planning
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organiing is the process of allocating andarranging human and other resources
organising
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leading is the process of influencing others
leading
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8hat is controlling about9
controlling
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Management
%anagement is the process of achieving organiational goals through engaging
in the four ma'or functions of planning, organiing, leading and controlling1artol et al, $5537.
planning
organising
leading
controlling
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:igure $.$ The functions of management1artol et al, $553, p27
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What is Leadership?
%anagement is the process of achieving organiational goals through engaging
in the four ma'or functions of planning, organiing, leading and controlling1artol et al, $5537.
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The process ofinfluencing
others to achieveorganiational
goals1artol et al, $5537.
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&eople accept a leader;s influence because leaders have power
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8here does power come from9
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legitimate powerreward powere+pert power
information power
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legitimate powerreward powere+pert power
information power
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legitimate powerreward power
e+pert power
information power
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legitimate powerreward power
e+pert power
information power
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legitimate power
reward powere+pert power
information power
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legitimate powerreward power
e+pert power
information power
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legitimate powerreward power
e+pert power
information power
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legitimate powerreward power
e+pert powerinformation power
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Leaders
%anagers
%anagers
who are not
leadersLeaders who
are not
managers
&eople who
are both
managers
and leaders
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leader and manager are often used interchangeably
Leaders%anagers
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but the two should be distinguished
Leaders
%anagers
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(ome managers function as leaders, and this fits with the
definition of management
leaders%anagers
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-ther managers do not function as leaders,
leaders%anagers
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and not all leaders are managers
leaders%anagers
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Innovates
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Innovates
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Innovates
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Innovates
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Innovates
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Innovates
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Innovates
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Innovates
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Innovates
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Leaders %anagers
Innovates
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Leaders %anagers
Innovates
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http=>>www.slideshare.net>tommyland>management?vs?leadership?on?linkedin
Leadership and %anagers are not the same thing
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Do pro'ects need leaders or managers9
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< pro'ect manager has many roles and responsibilities
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%anaging pro'ects is managing comple+ity
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:ormulate plans and ob'ectives
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%onitor results
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Take corrective action
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*+pedite activities
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(olve technical problems
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(erve as peacemaker
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%ake tradeoffs among time, costs, and pro'ect scope
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@ecognie the need to change to keep the pro'ect on track
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Initiate change
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&rovide direction and motivation
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Innovate and adapt as necessary
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Integrate assigned resources
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:ormulate plans and ob'ectives%onitor results
Take corrective action
*+pedite activities
(olve technical problems
(erve as peacemaker
%ake tradeoffs among time, costs, and pro'ect scope
@ecognie the need to change to keep the pro'ect on track
Initiate change
&rovide direction and motivationInnovate and adapt as necessary
Integrate assigned resources
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
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8hat are stakeholders9
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Aou can;t do it all and get it all done
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&ro'ects usually involve a vast web of relationships
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Bands?on work is not the same as leading
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%ore pressure and more involvement
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%ore pressure and more involvement
will reduce your effectivenessas a leader
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8hat;s important to you
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8hat;s important to you
likely
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8hat;s important to you
likely
isn;t as important to someone else
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Different groups have different stakes
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Different groups have different stakes
responsibilities, agendas, and priorities7
in the outcome of a pro'ect.
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@emember
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@emember
&ro'ect management is tough, e+citing, and rewarding.
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@emember
&ro'ect management is tough, e+citing, and rewarding.
so persevere
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http://www.betterprojects.net/2007/05/introduction-to-staeho!der-management.htm!
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.htmlhttp://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.htmlhttp://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html7/25/2019 Project Management Leadership
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Figure 10.1Figure 10.1 Network of stakeholdersNetwork of stakeholders((Gray & Larson, 2006Gray & Larson, 2006, p314), p314)
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&ro'ect team
manages and completes the pro'ect work. %ost participants want to do agood 'ob, but they are also concerned with other obligations and how their
involvement will contribute to their personal goals and aspirations
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&ro'ect managers
naturally compete with each other for resources and support topmanagement.
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:unctional managers
depending upon how the pro'ect is organised can play minor or ma'or role
toward the pro'ect success, for e+ample providing technical input etc.
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Top management
approves funding of the pro'ect and establishes the priorities within the
organiation. They define success, rewards for the successful completing of
the pro'ect. (ignificant ad'ustments in scope, time and cost
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&ro'ect sponsors
champion of the pro'ect and use their influence to gain approval of the
pro'ect. Their reputation is tied to the success of the pro'ect
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#ustomers
define the scope of the pro'ect, and ultimate pro'ect success rests in theirsatisfaction. &ro'ect managers need to be responsive to changing customerneeds and reCuirements and to meeting their e+pectations
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such as human resources, information systems, purchasing agents,maintenance etc. provide valuable support service.
Government agencies
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&lace constrains on pro'ect work. &ermits need to be secured
#ontractors
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may do the actual work with team members
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders
). Influence as *+change. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
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Task-related currencies
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TABLE 10.1
Task related currencies@esources Lending or giving money, budget increases, personnel,
etc.
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TABLE 10.1 (contd)
ns!iration related currencies
ision 1eing involved in a task that has larger significance
for the unit, organiation, customer, or society.
*+cellence Baving a chance to do important things really well.*thical correctness Doing what is Fright by a higher standard than
efficiency.
"elations#i!-related currencies
learning (haring tasks that increase skills and abilities.
-wnership>involvement Letting others have ownership and influence.
Gratitude *+pressing appreciation.
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
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%apping Dependencies
for social networks
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&ro'ect team perspective
8hose cooperation will be needed9
8hose agreement or approval will we need9
8hose opposition would keep us from accomplishing the pro'ect9
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(takeholders; perspective
8hat differences e+ist between the team and those on whom theteam will depend9
Bow do the stakeholders view the pro'ect9
8hat is the status of our relationships with the stakeholders9
8hat sources of influence does the team have relative to thestakeholders9
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Figure 10.2Figure 10.2 Dependences for fnancal software nstallaton pro!ectDependences for fnancal software nstallaton pro!ect((Gray & Larson, 2006Gray & Larson, 2006, p320), p320)
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#haracteristics of *ffective &ro'ect %anagers
initiate contact with key players
anticipate potential problems
provide encouragement
reinforce the ob'ectives and vision of the pro'ect
intervene to resolve conflicts and prevent stalemates
Management $% &alking Around (MB&A)
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A management st%let#at in'ol'es managers s!ending t#e majorit% o timeoutside o t#eir oices in ace-to-ace interactions it# em!lo%ees $uilding
coo!erati'e relations#i!s
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%anaging Hpward @elations
Project *uccess + To! Management *u!!ort
appropriate budgetsresponsiveness to une+pected needs
a clear signal to the organiation of the importance of cooperation
Moti'ating t#e Project Team
influence top management to favor team by
withdrawing unreasonable demandsproviding additional resources
recogniing the activities of team members
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Figure 10.3Figure 10.3 "he s#nfcance of a pro!ect sponsor"he s#nfcance of a pro!ect sponsor((Gray & Larson, 2006Gray & Larson, 2006, p324), p324)
Leading by *+ample
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,ig#l% 'isi$le interacti'e management st%le#ic#allos $uilding and sustaining coo!erati'e
relations#i! and modeling !roject managers$e#a'ior
6 aspects of leading by e+ample$. &riorities
! H
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!. Hrgency
). problem solving
. standards of performance
/. *thics
6. #o?operation
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Figure 10.4Figure 10.4 Leadn# $y e%apleLeadn# $y e%aple((Gray & Larson, 2006Gray & Larson, 2006, p326), p326)
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
Industry ethical guidelines
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Industry ethical guidelines
www.pmi.org
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*thical dilemmas(ituations where it is difficult to
determine whether conduct is
right or wrong
lagging of cost and time estimations falsely assuring customers that everything is fine being pressured to alter status reports
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g p p falsifying cost accounts compromising safety standards to accelerate progress
approving poor work
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$. Leadership and %anagement!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect%anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
#ontradictions of &ro'ect %anagement
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#ontradictions of &ro'ect %anagement
#ontradictions of &ro'ect %anagement
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InnovatorJ %aintain stabilityJ
#ontradictions of &ro'ect %anagement
#ontradictions of &ro'ect %anagement
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InnovatorJ %aintain stabilityJ
IndividualsJ TeamworkJ
#ontradictions of &ro'ect %anagement
#ontradictions of &ro'ect %anagement
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InnovatorJ %aintain stabilityJ
IndividualsJ TeamworkJ
:le+ibleJ DeterminedJ
#ontradictions of &ro'ect %anagement
#ontradictions of &ro'ect %anagement
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InnovatorJ %aintain stabilityJ
IndividualsJ TeamworkJ
:le+ibleJ DeterminedJ
Team loyaltyJ -rganisational loyaltyJ
#ontradictions of &ro'ect %anagement
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$. Leadership and %anagement!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding
6. *thics and &ro'ect %anagement2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect
%anager5. (uggestions for &ro'ect %anagers
4ualities of an *ffective &ro'ect %anager
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4ualities of an *ffective &ro'ect %anager
(ystems thinker&ersonal integrity
&roactive
Bigh tolerance for stress
General business perspectiveGood communicator
*ffective time management
(killful politician
-ptimist
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$. Leadership and %anagement
!. %anaging &ro'ect (takeholders
). Influence as *+change
. #ommonly Traded -rganiational #urrencies
/. (ocial 0etwork 1uilding6. *thics and &ro'ect %anagement
2. #ontradictions of &ro'ect %anagement
3. 4ualities of an *ffective &ro'ect %anager
5. (uggestions for &ro'ect %anagers
Leaders=
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Leaders=
@eferences
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@eferences
1artol, K. et al. $5537. %anagement < pacific rim focus !nded.7.
@oseville, 0(8= %cGraw?Bill.
Greenberg, E. 1aron, @. $55)7. 1ehavior in organiations thed.7.
(yd., 0(8=
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0e+t 8eek
Topic= %anaging &ro'ect Teams
@eading= Gray Larson, !""6, #h. $$.
http://"!icr.com/photos/!uma#art/2$%772&'%0/http://"!icr.com/photos/beija-"!or/522&20'(/si+es/s,/
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http://"!icr.com/photos/dunechaser/20$&'5((&%/
http://"!icr.com/photos/shadows)and)!ight/20720*5*&*/si+es/s,/
http://"!icr.com/photos/mjthomas'%/2*&'%5$2(/si+es/s,/
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http://"!icr.com/photos/mania/27%$'02&$&/si+es/s,/
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http://"!icr.com/photos/je""be!monte/*22*('0/si+es/s,/
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http://"!icr.com/photos/cind'7'52/2'7&2$007(/si+es/s,/
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http://"!icr.com/photos/cmbe!!man/2775&5($*'/si+es/s,/in/photostream/
http://"!icr.com/photos/cmbe!!man/2772%'%%%(/si+es/s,/
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http://"!icr.com/photos/jenicra*'/2$7'2(050(/si+es/s,/
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http://"!icr.com/photos/meredith"armer/%$55'$&70/si+es/s,/
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1etter&ro'ects.net