ProjectConnections.

com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

INTRODUCTION: Responsibility Allocation Matrix

The Template Content Starts on the Following Page

W at T is Is
A detailed but relatively concise matrix outlining the primary responsibilities for the executives and the core and extended cross-functional team members connected to an individual project. It is designed to be used during the planning phase to get all team members engaged in thinking through the work and dependencies involved in the project.

W y It!s Use"#l
It's one thing to know that Steve is responsible for uality Systems on !roject "# it's another to know exactly what Steve$or anyone else$thinks that means% and what it will take for him to meet his responsibilities. &ather than focusing on simple 'involved(not-involved' measures indicating where people fall in a project's decision structure% this matrix collects and shares a high-level view of project responsibilities to show how team members and their responsibilities impact each other. In addition to listing the three to five key cross-functional responsibilities% team members also indicate what inputs they depend on% and what outputs they are responsible for delivering to others. )hese three items$inputs% key responsibilities% and outputs$combine to create a more complete understanding of what is involved in project work% the dependencies% and the communication channels that may be re*uired. )his document is especially important in getting all the functional groups identifying what cross-functional work is applicable to this project% which can help ensure that a full truly cross-functional end-to-end schedule is developed for the project.

$o% to Use It
&eview the example matrix on pages +,-. for ideas on the level of detail you may want to include /or exclude0 from your matrix.

1se the blank matrix on pages 2,3 to create a template appropriate to your project. Some projects may not include all of the roles indicated on this example# others may need several more that are not indicated. 4or example% construction projects may not include a 4irmware(Software 5eads and other I)-related roles% but may need rows added for Architect% 6esigner% 4oreman% and other roles specific to the industry. 5ikewise% smaller projects may re*uire fewer roles. Add% delete% and change roles as appropriate for your situation. Note: )he matrix is role focused% not person focused. Include a row for each central project role% even if one person is filling two or more roles.

7ave each person fill in the row for their role% indicating the 3,8 key cross-functional responsibilities they have to the project% and the inputs /dependencies0 and outputs for each. 4or a small project% you may want to collect this information in a group meeting% but where more than a few people are involved you will probably want to collect the information separately and include it in the table. 9ou may circulate the template among team members% or broadcast it and correlate input as it is returned.

&eview the completed matrix at the next team meeting to be sure that all primary responsibilities are agreed upon and understood. :dit if necessary.

;nce the team agrees on the responsibilities and dependencies outlined in the matrix% distribute it as part of the project documentation. 9ou may want to include it in the project <ommunications !lan.

&efer to the matrix when the team is creating the project schedule. It is valuable as a reference for creating a full cross-functional schedule for the project% helping catch all that peripheral work that often doesn=t make it into the official schedule but really is key work of the project. If something is listed as an input or output or core task in this chart% chances are it should show in the schedule as task or as a dependency to(from another group.

T e blan& template "ollo%s on pa'es ()*.

)emplate > ?iefling <onsulting consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. Introductory text > 2..C :mprend Inc. ( !roject<onnections.com. !ermission for Dembers= use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions. !age -

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting A complete+ sample template "ollo%s on pa'es ,)-..

)emplate > ?iefling <onsulting consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. Introductory text > 2..C :mprend Inc. ( !roject<onnections.com. !ermission for Dembers= use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age 2

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

Responsibility Allocation Matrix /RAM0 ) 1lan& 2orm /( pa'es0

!5:AS: just put high-level cross-functional responsibilities for this project. I know you do a lot of valuable stuff% but it won't all fit on this chart. )hanksE
Role Person INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

!&;61<) &:GI:? H;A&6 :":<1)IG: S!;IS;& !&;J&AD DJD) )&IA6 COR4 T4AM Darketing &ep. Danufacturing &ep. :ngineering &ep. 4inance &ep. Sales &ep. uality Systems &ep.

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age 3

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF 45T4ND4D T4AM

Marketing Darketing 6ocuments Darketing !rograms Manufacturing I!I :ngineering !roduction Assembly K )est !art L K 6oc. Danagement I!I !lanner Huyer Engineering System(7? )echnical 5ead 4?(S? 5ead

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age +

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF

)est 5ead :ng. 6oc. 5ead <ompliance K <onformance 5ead

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age 8

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

Responsibility Allocation Matrix /RAM0 ) 4xample o" Complete+ Matrix

Role Person INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF Status from team <ompany direction from <:; &eviews the program at 6ecision !oints. 7as authority K responsibility to approve new development projects% cancel or reprioritiNe projects% ensure fit to strategy. OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

!&;61<) &:GI:? H;A&6

Mumar% Gictor% Jeorge% Dartha% 5inda

<lear product strategy. &esource allocation among projects. &elative priority of various projects. 6ecision point review and approval.

:":<1)IG: S!;IS;&

Dartha

Status from project leader. <ompany direction from executive team.

At the executive level% for assure program success in alignment with business goals. Support the team% remove obstacles% providing ongoing review and oversight. Danage business risk of project failure. Assure recognition and reward for the team's successes.

<oaching and mentoring of leader. Insight into executive team thinking. &emove obstacles. !rovide resources. 7ighlight successes. Ditigate risks.

!&;J&AD )om% Oason% DAIAJ:D:I) SuNanne ):AD

Authority to do what needs to be done to bring the job in according to the technical% schedule% and market objectives /ability to make technical tradeoffs% rapid support of staff re*uests% etc.0 <lear and complete status input from the functional areas )imely identification of issues /staff% technical% etc.0 K options for resolution Darket K product re*uirements

!rovide clear goals and objectives with metrics to the team. <reate program plans and timelines. )rack progress and status against plans% timelines and metrics. 4acilitate communication , with the core team% extended team% sponsors% customers and other key stakeholders. )eam building% recognition and reward% celebration and generally keeping everyone sane.

)imely decisions about form% fit% function% and manufacturing tradeoffs Status for review by upper management &isk identification and resolution on an ongoing basis )imely identification of &e*uirements that were not originally identified or planned for

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age A

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF COR4 T4AM

Darketing &ep.

Oohn

Husiness strategy. !roduct strategy vision. :stimated K actual costs.

6efine market opportunity. 6efine re*uirements for a product that successfully addresses this market and business opportunity. <reate and execute successful launch of the product. !roduct-manage from idea-generation through :;5. !rovide marketing collateral for Sales K installation. ?ork with finance to set pricing. Galidate re*uirements meet customer needs. 4acilitate customer trials. !rioritiNe first shipments.

!roduct roadmap. Darket re*uirements. !roduct re*uirements. <ustomer K sales support. 4orecast K mix. :nd of life plan. !ositioning and pricing strategy.

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age C

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF Schedule status from :ng on key release itemsP H;D% Jerber% )est 6ocs tys and timeframes for builds ( shipments, !rotos ( !ilots !rimary interface for Dfg issues ( status to !roduct " core team and responsibility to ensure closure of action items. 4acilitate communication thru weekly ;ps mtg=s to ensure progress is tracked and timelines are met within overall schedule :nsure Dfg team has up to date info needed to succeed at their responsibilities and inform of any changes that may affect their planning. :ncouraging forward thinking in Dfg group to items that have not been planned or need further discussion to resolve /i.e. who is handling new packaging% etcF0 Juidance on who to go to in extended team for assistance with problem resolution.

Danufacturing &ep.

<laire

<osting ;n time builds !art status ( critical shortages info <ommunication of possible changes to build schedule

-2-month forecast in order to plan long lead critical items H;Ds for standard costing.

:ngineering &ep.

:d

Schedule inputs for all engineering activities &egular status on engineering tasks &egular inputs on engineering problems% impact% and options

<oordination of interdepartmental engineering activities <oordination of engineering leads Danage all tasks to the schedule 4ocal point to the !rogram Dgmt. )eam

1pdated eng. schedule K Dilestones )able :ngineering summary status and problem(resolution reports &esolution of interdepartmental eng. issues

4inance &ep.

Ian

<;JS. Darket siNe K growth. Q Darket share expected over time. Sales forecast

Support the team and !&H with financial models that help in making the best business decisions possible.

<ost and profit targets in alignment with the business model.

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age B

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF Darketing collateral to support road show and sales training. !ositioning strategy. !ricing strategy. He an advocate for the customer needs and Sales perspectives to the <ore )eam. <hampion the !roduct " products with the Sales organiNation and customers. Galidate offers with potential customers. 4acilitate the customer trials. 6rive the !roduct " road show. 6rive the Sales training process.

Sales &ep.

Dike

!rioritiNed customer needs. Sales *uota commitments. <ustomer trial sites.

uality Systems Steve &ep.

<ritical suppliers identified /Daterials(:ng0 to initiate supplier survey(visit Specific customer A process(design(manufacturing(etc. re*uirements /Dktg(5egal0% if any% that must be implemented /i.e. )5R... compliance0

!rovide feedback on any A concerns(recommendations on !5<( DS process to ensure integrity not compromised Initial feedback on any reliability(D)H4s concerns 4eedback on current product issues to avoid similar issues in !roduct ". Independent check on 6G) until process is fully defined 45T4ND4D T4AM

4eedback on critical supplier evaluations /to :ngineering(Daterials0 4acilitate implementation of new DS(!5< re*uirements and timeline /if lengthy0 /to !roject Dgmt )eam0

Marketing Darketing 6ocuments Oulie 6ocumentation input from :ngineering Iotified as early as possible of product changes that will impact the user documentation , <ommunication. S?(4? code froNen in time to document. )imely reviews of proof documents. 6evelop accurate user documentation on time. Assist with developing Darketing materials /presentations% etc.0 I:S needs installation documentation to support training and 3rd party installation.

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age R

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF !roduct !ositioning% <apabilities K Schedule 6eliver *uality Darketing !rograms on time.

Darketing !rograms Manufacturing.

Dary

Sales needs the output of the marketing programs to support their sales.

I!I :ngineering Dartin

H;D Jerber Spec released in system 6ocumentation I<) test !oints /64)0 64D 5abel re*uirement

D4J. 6oc <ontrol ;S! Daterial &eview for 64D Jerber review :ngineering Set up and prepare production for a dedicated !roduct " assy.% test and rework line. Huy or rent any new e*uipments and tools re*uired !lan% schedule and arrange for personnel assy.% rework K test training Assist or provide manpower help to engineering at prototype% pilot and preproduction 7andle all shipments of !roduct " products to customers 6esign and order new packaging re*uirements. !rovide technical and logistic support to turn key manufacturer

H;D loaded 64D completed 6ocumentation release !roduct to 5A and JA 5abel 4ormat

!roduction Assembly K )est

Ooe

!ilot K !re-production build schedules. All engineering plans% status% design reviews on testing )est procedure including list of test e*uip. 6ocument package /schematic% H;D S 0 Set of units from !ilot build for study% evaluation and testing. <omplete sales order% product and shipping info. !roduct review and test training

!roduction status% plans% schedules from pilot to production release. 4rom !ilot to production assy% test and rework history. Gendor% cost and packaging material information )echnical and logistic support to shop or turn key manufacturer

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!age -.

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF Info on what part numbers are re*uired as product is developed. <omplete and accurate :<;s K supporting documentation. !art number entry /:ng and Dktg L=s0 :<; updates after approval% in Dax /update revs etc.0

!art L K 6oc. Danagement

Dary

;fficial part numbers and up-to-date documentation that allow Daterials to procure parts routinely.

I!I !lanner

Harbara

!relim H;Ds for material analysis 4inal H;Ds% assy dwg % <A6 data to supply <ontract Danufacturer /<D0 Schedule of deliverables. 6irect link to purchasing. Support from warehouse for material moves

Daterial status Scheduled deliveries from the <D Alerts for lead-time and availability issues. Jenerate :<;=s to document preliminary and released status.

Huild schedules. 6elivery information. Daterial status.

Huyer

Sue

6ata sheets , mfg. part numbers. !lanning , Harb tells me when we are building , plan parts K delivery. Ion-Inventory , need a purchase re*.

!art deliveries. <rossing new parts /2nd sourcing0. <osting new components. Info on problem parts /delivery% end of life% etc0.

<ost. 6elivery info on re*uired parts.

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!age --

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role Engineering System(7? )echnical 5ead

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF

6ave

!rod. &e*mts 6ocument starting point for design. Dain input is from the design engineers. ?here are they% what problems they have. Danufacturing inputs for the design for manufacturing. Daterials ordering and delivery of material. :ngineering 4irmware and A): support(interface for units and system. System specification. )estability inputs from Dfg.

6elivery of working system /hardware(firmware0. System specification. )echnical support when system is installed in the field. 6ocumentation for the design /for the !<H0. <reation of the system /hardware(firmware0 schedule. 6eliver working units /Dain hub% :xpansion 7ub and &A10. Interface with Danufacturing for material /parts and assemblies0 for proto and pilot. A): for test re*uirements. 1nit specifications.

A design that can be manufactured at a reasonable cost. Daterial information% what needs to be ordered and when. )racking of the system /hardware(firmware0 schedule K status. System data sheet /for marketing0. System information for docs /for eng0. ?orking design to manufacturing. 6ocumentation to manufacturing to build units /H;D% 6rawingsS0.

4?(S? 5ead

&obin

!roduct &e*uirements 6ocument :ngr )op-level schedule(milestones System 5eadP )op-level system design specification 7? design engineersP 7? design specs. 4?(S? design engineersP design K schedule inputs% status reports% problems% concerns.

<oordinate design% development and delivery of 4? and S? components of product Jenerate% track% be responsible for 4?(S? schedules Assign tasks to 4?(S? staff :nsure 4?(S? team has necessary support from and interaction with System 5ead% 7? team% A): team S :nsure appropriate 4?(S? engineering procedures are followedP design documents% coding practices% testing

4?(S? components to system design specification% performance specs% on time and within cost targets /as appropriate0. 4?(S? design documents and design reviews w(development team% including initial system concept and design complete with cost and performance specs. )imely% accurate updates to 4?(S? scheds

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!age -2

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

OUTPUT3 ?hat do others need from 9;1 to do )7:I& jobF

Role

Person

INPUT3 Primary Responsibilities on t is project 6ependency on others - ?hat do 9;1 need from ?hat are the 3,8 key areas people count on you ;)7:&S to do your jobF to coverF Danufacturing )est <ost Dodel /)est 5abor Hudget0 from Darketing% Danufacturing and !gm. Danagement !rogram !lan from !gm. Danagement !roduct System 6esign Specs from 6esign :ngineering !roduct 1nit 6esign Specs 4rom 6esign :ngineering 1nit )est !lans from 6esign :ngineering

)est 5ead

Steve

6evelop test strategies% hardware and software )estability Juidelines to 6esign :ng. to implement test capability re*uired for )est Strategy to 6esign :ngineering% manufacturing to meet their test labor budgets. Danufacturing% !gm. Danagement <ollaborate with the design engineering team during new product development to ensure products are designed for maximum testability at the lowest cost% and provide test e*uipment and support for product characteriNation during development. )est 6evelopment !lan /Joals% Staff% Hudget% Schedule0 to 6esign :ngineering% Danufacturing% !gm. Danagement )est &e*uirements 6ocs /System K 1nit 5evel0 for :ng. and Dfg. review <apital :*uipment &e*uirements to !gm. Danagement and 4inance )estability &eviews of :ngineering 6esigns Dfg )est :*uip (S?( 6ocs to Dfg. :ng )est :*uipment( S?( 6ocumentation to 6esign :ngineering Support Dfg for problem resolution and process improvements.

!lay a partnership role /with 6esign :ngineering and Danufacturing0 in 6G) !lan from 6esign :ngineering transitioning new products from design into <ompliance(<onformance &e*uirements from production and support continuous 6esign :ngineering improvements. !rototype products from 6esign :ngineering(Danufacturing

:ng. 6oc. 5ead Matherine

1nit(system performance specifications <ustomer(installation(maintenance perspective. !roduct definition(development focus

4ocal point for :ng inputs to !roduct " 1ser Danual !roduct " functional description !roduct " faults(warnings description 4ormal approval scheduling 4ormal approvals ;ccasional mechanical construction considerations

4irmware 7igh 5evel 6esign document Installation Juidelines )roubleshooting 4lowchart

<ompliance K <onformance 5ead

Oohn

)o be kept in the loop on schedule changes Alpha units for :D< pre-scanning Heta units for :D< pre-scanning 6ocs and tech info prior to formal submittal

)he formal approvals schedule 6ocumentation input <onstruction considerations

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!age -3

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

<ontributed by ?iefling <onsulting% consulting@wiefilng.com A8.-BAC-.B+C. 1sed by permission. !ermission for Dembers' use on their projects. See our )erms of Service for information on !D;(group use and corporate subscriptions.

!age -+

ProjectConnections.com Template

Responsibility Allocation Matrix Contributed by Kimberly Wiefling, Wiefling Consulting

Abo#t t e A#t or
Kimberly Wiefling is the author of one of the top -.. project management books in the 1S% Scrappy Project Management: he !" Predictable and #$oidable Pitfalls %$ery Project &aces' % and the founder of ?iefling <onsulting% 55<% a scrappy global consulting enterprise committed to enabling her clients to achieve highly unlikely or darn near impossible results% predictably and repeatedly. 7er company has helped individuals% teams% and organiNations realiNe their dreams through a combination of courageous leadership% project management excellence% sheer determination% and plain old stubbornness. She has worked with companies of all siNes% including one-person ventures and those in the 4ortune 8.% and she has helped to launch and grow more than half a doNen startups% a few of which are reaping excellent profits at this very moment. She spends about half of her time working with Oapan-based companies that are committed to developing truly global leaders. Mimberly=s leadership workshops are extremely popular with her Oapanese clients% who are delighted to find the experience highly interactive% expressive and transformative% a refreshing change of pace from the lecture style typical in many Oapanese companies. Mimberly attributes her scrappiness to being raised in !ittsburgh% !ennsylvania and to the sheer luck of genetics$her whole family is seriously scrappy. /)hanks% Dom and 6adE0 A physicist by education% she earned a master's degree in physics from <ase Institute and a bachelor's in chemistry and physics from ?right State 1niversity. Mimberly spent a decade at 7! in engineering leadership and product development project management roles. She then spent four years in the wild and whacky world of Silicon Galley start-ups before leading one to a glorious defeat during the dotcom bust of 2..- as the G! of !rogram Danagement. /Indeed% the company was purchased by Joogle% but as luck would have it% for pennies on the dollar... 6ratE0 Gigorously scrappy% she reemerged from the smoldering remains of the TSilicon Galley Dood 6isorder' to launch her own company% consulting worldwide from )okyo to Armenia% as well as the once-again-vibrant Silicon Galley. Mimberly is the executive editor of )he Scrappy Juides)D% and a regular contributor to !roject<onnections.com. She is also the lead blogger on the 1< Santa <ruN :xtension's )he Art of !roject Danagement Hlog. 4eel free to contact her at kimberly@wiefling.com or check out her web site at www.wiefling.com. 9ou can order her book on AmaNon at httpP((www.amaNon.com(o(ASII(-A...8.8-+( and see the hilarious video of the nearly-true story of the precarious last hurdles that she overcame to get the book published at httpP((www.youtube.com(watchF vUM6<OHu3rdvk.

> ?iefling <onsulting consulting@wiefilng.com A8.-BAC-.B+C

!age -8