This plugin allows you to dynamically (i.e. at the time when a page is generated) replace code and text from themes and other plugins with code and text of your choosing before a page is delivered to a user's browser.

Because the find and replace happens in real-time no changes are needed to plugins or themes which means upgrades remain easy!

Here are some real-world examples:

1. Don't like the "Category:" text that the Dagon Design Sitemap plugin puts in front of every category? Remove it!
2. Annoyed by the link that Global Translator adds to every page? Remove it!
3. Have you noticed that the Sociable plugin doesn't correctly display the Twitter image? No problem, insert it!

And remember, all of the above can be done WITHOUT modifying themes or plugin files so you'll always be able to upgrade them without having to worry about losing custom edits.

Download the plugin here.

Special thanks to Aaron Waggener for providing the technical brains behind this plugin!

Version History
1.0.0 Initial Release

Despite it being one of the most challenging hiring environments in the nation's history, there are still opportunities for job seekers. In fact, recent CareerBuilder research found that half of workers who were laid off from full-time jobs in the last 12 months reported they found a new full-time, permanent position while another 8 percent found part-time work. [...]

This post builds on the fundamental principle that many of the challenges stem from the fact that project management is not the primary purpose of organizations, and never will be. Companies are created, structured and run primarily to deliver operational products and services. Projects, however, are still critical to the business success of these organizations - in creating, enhancing, replacing and retiring products and services in response to competitive and market demands. The challenge, then, is to arrive at an approach to managing projects in organizations that can co-exist with their current operational focus. This series addresses the practical steps that organizations can and must take to successfully create an effective project management capability. [...]

The concept of management by projects is a non-starter. The average company is not a project-driven company, and likely never will be. So why is this an idea that continues to be so prevalent? What problems — real or perceived — do it's proponents hope to address? And if the project-driven organization cannot exist, what business model will surface that will reasonably address these problems? This series takes an in depth look at these questions, and offers insightful and reasoned answers. [...]

I received an e-mail from a visitor to my site who described the following situation:

Hope you're fine. I was wondering if you could possibly help me. I'm a final year project management student currently undertaking a university research project as my final year assignment. I was shocked to see that so many methodologies actually exist as we have only been taught Prince2. My question is, what would be an ideal methodology for me to undertake in regards to a university project on children with asthma? My university has received funding from an organization called [company name removed] and we want to create an Expert Patient Program for young children with asthma. This will be done by conducting a number of workshops and drawing conclusions from the children's views. Any ideas? [...]

In a previous post, we discussed the reality that while the practice of project management may continue to advance, overall project results will not significantly improve until better decisions are made through the full lifecycle of an idea. One of the most significant barriers to improvement, however, is the comprehension of what this lifecycle represents in terms of stages — and where the responsibility for decisions resides in each stage. [...]

The road to organizational change is an odd one: both well traveled and unfamiliar at the same time. The intensity of resistance, the many bumps and potholes and the sense of isolation all too often lead one to surmise that the road is one seldom traveled. It is easy to assume that few have passed this way, and those that have had not too easy a time of it. Certainly no easier than ourselves as we face it today as if for the first time. [...]

An emerging theme that I have encountered in conversations of late is the perception that project management is becoming the latest management fad. Interestingly, my reaction has ranged from "Is it?" to "Already?" to "Why did it take this long?" For someone who has been on the inside of promoting and developing project management as a corporate competency, it is easy to develop the impression that this is the way things have always been done. Objectively stepping back, however, project management as a formal discipline is a much newer concept for many organizations. [...]

The concept of management by projects is a non-starter. The average company is not a project-driven company, and likely never will be. So why is this an idea that continues to be so prevalent? What problems — real or perceived — do it's proponents hope to address? And if the project-driven organization cannot exist, what business model will surface that will reasonably address these problems? This series takes an in depth look at these questions, and offers insightful and reasoned answers. [...]

I recently got through the book, The Blind Men and the Elephant by David Schmaltz. The sub-heading of this book is "mastering project work". That, along with recommendations from others, prompted me to buy the book expecting to read about processes and techniques for managing projects. That's not quite what I got. [...]