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	<title>Project Management Articles - PM Hut</title>
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	<link>http://www.pmhut.com</link>
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	<pubDate>Fri, 19 Mar 2010 20:32:29 +0000</pubDate>
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		<title>Do Project Managers Need to Know Content?</title>
		<link>http://www.pmhut.com/do-project-managers-need-to-know-content</link>
		<comments>http://www.pmhut.com/do-project-managers-need-to-know-content#comments</comments>
		<pubDate>Fri, 19 Mar 2010 20:30:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5015</guid>
		<description><![CDATA[Do Project Managers Need to Know Content?
By Kerry Wills
There is a common viewpoint that Project Management skills are transferable across industries, companies and types of work. I do subscribe to this belief to a point. Project Managers need to have the fundamentals of estimating, planning, resource management, communications, risk management and issue management to name [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-project-managers-need-to-know-content/feed</wfw:commentRss>
		</item>
		<item>
		<title>Improve Your PMO Effectiveness by Walking Around</title>
		<link>http://www.pmhut.com/improve-your-pmo-effectiveness-by-walking-around</link>
		<comments>http://www.pmhut.com/improve-your-pmo-effectiveness-by-walking-around#comments</comments>
		<pubDate>Fri, 19 Mar 2010 12:31:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5013</guid>
		<description><![CDATA[Improve Your PMO Effectiveness by Walking Around
By Zenkara
As a PMO member, probably one of the most productive things you could do for your customers is to get out from your desk and get into businessland.
By physically staying in the PMO team area (and let’s face it many do), you risk becoming isolated – organizationally, culturally [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/improve-your-pmo-effectiveness-by-walking-around/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Office Improvement and Lessons Learned</title>
		<link>http://www.pmhut.com/project-management-office-improvement-and-lessons-learned</link>
		<comments>http://www.pmhut.com/project-management-office-improvement-and-lessons-learned#comments</comments>
		<pubDate>Thu, 18 Mar 2010 19:12:20 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5011</guid>
		<description><![CDATA[Project Management Office Improvement and Lessons Learned
By Owen Head
Like any other functional organization, the PMO is made up of individuals. These individuals (PMs) can learn and develop as individuals, but each will excel in different ways than their counterparts. No matter how well trained or experienced they become, conventional wisdom suggests that no one individual [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-office-improvement-and-lessons-learned/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Project Management Really Is: A To-Do List With Dates!</title>
		<link>http://www.pmhut.com/what-project-management-really-is-a-to-do-list-with-dates</link>
		<comments>http://www.pmhut.com/what-project-management-really-is-a-to-do-list-with-dates#comments</comments>
		<pubDate>Thu, 18 Mar 2010 12:39:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5008</guid>
		<description><![CDATA[What Project Management Really Is: A To-Do List With Dates!
By Barney Austen
I was reading lately about the fascination certain business managers/owners have with the spreadsheet and how dependent on it they are to run their businesses. This got me thinking to how dependent project management has become on the processes it uses rather than the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-project-management-really-is-a-to-do-list-with-dates/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Simple Plan for Improved Project Results and Increased Maturity</title>
		<link>http://www.pmhut.com/a-simple-plan-for-improved-project-results-and-increased-maturity</link>
		<comments>http://www.pmhut.com/a-simple-plan-for-improved-project-results-and-increased-maturity#comments</comments>
		<pubDate>Wed, 17 Mar 2010 20:19:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5006</guid>
		<description><![CDATA[A Simple Plan for Improved Project Results and Increased Maturity
By Bryan Peterson and April Boland
Many of the clients we work with are a “PMO of one.” Usually this person has been brought in to establish common processes and procedures around planning, managing and executing projects. Most often, there is a broad spectrum of project work [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-simple-plan-for-improved-project-results-and-increased-maturity/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication in International Projects</title>
		<link>http://www.pmhut.com/communication-in-international-projects</link>
		<comments>http://www.pmhut.com/communication-in-international-projects#comments</comments>
		<pubDate>Wed, 17 Mar 2010 12:01:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Performance Reporting]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5004</guid>
		<description><![CDATA[Communication in International Projects
By Francis Norman
In every project, on a hourly, daily, weekly or monthly basis, you will need to communicate either the project status or the status of your part of the project to your managers or even your managers superiors. At these times, regardless of whether you are in an international project or [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-in-international-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Managing Complex Global Projects</title>
		<link>http://www.pmhut.com/on-managing-complex-global-projects</link>
		<comments>http://www.pmhut.com/on-managing-complex-global-projects#comments</comments>
		<pubDate>Wed, 17 Mar 2010 01:24:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5001</guid>
		<description><![CDATA[On Managing Complex Global Projects
By Sarat Varanasi
Every Organization irrespective of their revenue, number of years in existence, for-profit or not for profit has to deal with complex global projects. The global nature of the projects can be due to presence of their organization in various locations or due to the fact that they have decided [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-managing-complex-global-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Fundamentals of Range Estimating in Project Management</title>
		<link>http://www.pmhut.com/fundamentals-of-range-estimating-in-project-management</link>
		<comments>http://www.pmhut.com/fundamentals-of-range-estimating-in-project-management#comments</comments>
		<pubDate>Tue, 16 Mar 2010 20:57:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4994</guid>
		<description><![CDATA[Fundamentals of Range Estimating
By William R. Duncan
Few project management terms are as misunderstood and misused as &#8220;estimate.&#8221; In the following paragraphs, we address some common misconceptions about this vital subject.
What exactly is an estimate?
A project estimate is an informed assessment of the likely project cost or duration. Informed means that you have an identified basis [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/fundamentals-of-range-estimating-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Multiple Definitions of the Project Charter</title>
		<link>http://www.pmhut.com/the-multiple-definitions-of-the-project-charter</link>
		<comments>http://www.pmhut.com/the-multiple-definitions-of-the-project-charter#comments</comments>
		<pubDate>Tue, 16 Mar 2010 12:11:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4992</guid>
		<description><![CDATA[The Multiple Definitions of the Project Charter
By Gilbert Babin
The PMBOK states “A project charter is a document that formally authorizes a project.” It also adds “It provides the project manager with the authority to apply organizational resources to project activities.”.
The Project Charter acknowledges that the project should begin. It announces that the project has received [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-multiple-definitions-of-the-project-charter/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Establish a Team Atmosphere On Your Projects</title>
		<link>http://www.pmhut.com/how-to-establish-a-team-atmosphere-on-your-projects</link>
		<comments>http://www.pmhut.com/how-to-establish-a-team-atmosphere-on-your-projects#comments</comments>
		<pubDate>Mon, 15 Mar 2010 22:50:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4990</guid>
		<description><![CDATA[How to Establish a Team Atmosphere On Your Projects
By Richard Morreale
I want the people working on any Project that I’m managing to not only be part of a Team but also to feel like they are. I know that when a group of people are working together as a Team they are much more productive, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-establish-a-team-atmosphere-on-your-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Avoiding Padding Problems when Scheduling Projects</title>
		<link>http://www.pmhut.com/avoiding-padding-problems-when-scheduling-projects</link>
		<comments>http://www.pmhut.com/avoiding-padding-problems-when-scheduling-projects#comments</comments>
		<pubDate>Mon, 15 Mar 2010 20:44:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4986</guid>
		<description><![CDATA[Avoiding Padding Problems when Scheduling Projects
By Kuntal Thakore
A Project Manager colleague recently transitioned into software industry from hardware manufacturing. He was complaining about the problems he’s been having to come up with good schedule for mid-size software project.
Specifically, he was referring to the problem of padding in estimation for tasks. Being new to software industry, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/avoiding-padding-problems-when-scheduling-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Learning to Lead in the Project-focused World</title>
		<link>http://www.pmhut.com/learning-to-lead-in-the-project-focused-world</link>
		<comments>http://www.pmhut.com/learning-to-lead-in-the-project-focused-world#comments</comments>
		<pubDate>Mon, 15 Mar 2010 11:42:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4981</guid>
		<description><![CDATA[Learning to Lead in the Project-focused World
By Art Petty
The rise of “the project” as an important means of competing and creating value has profound implications for those in leadership roles. Unfortunately, in many cases, the evolution in leadership practices has not kept pace with the needs of project teams or the needs of organizations struggling [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/learning-to-lead-in-the-project-focused-world/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 100 Year Project</title>
		<link>http://www.pmhut.com/the-100-year-project</link>
		<comments>http://www.pmhut.com/the-100-year-project#comments</comments>
		<pubDate>Sun, 14 Mar 2010 23:08:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4979</guid>
		<description><![CDATA[The 100 Year Project
By John Mehrmann
Imagine what you could accomplish if you were given 100 years to complete any project of your choosing. How would you approach your project management and your time management? What would your timeline look like?
How many years would you devote to study, observe, listen and learn? You would probably spend [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-100-year-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>An Introduction to Procurement Management in Project Management</title>
		<link>http://www.pmhut.com/an-introduction-to-procurement-management-in-project-management</link>
		<comments>http://www.pmhut.com/an-introduction-to-procurement-management-in-project-management#comments</comments>
		<pubDate>Sun, 14 Mar 2010 20:36:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<category><![CDATA[Procurement Plannning]]></category>

		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4977</guid>
		<description><![CDATA[An Introduction to Procurement Management in Project Management
By Brian Egan - Global Knowledge
Project procurement activities are often managed by specialists. By this I mean that the procurement department takes over responsibility for purchasing and contract management from the project manager. As a result of this separation of responsibilities, the steps and stages of procurement are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/an-introduction-to-procurement-management-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Importance of the Risk Log</title>
		<link>http://www.pmhut.com/the-importance-of-the-risk-log</link>
		<comments>http://www.pmhut.com/the-importance-of-the-risk-log#comments</comments>
		<pubDate>Sun, 14 Mar 2010 03:48:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4971</guid>
		<description><![CDATA[The Importance of the Risk Log
By Kerry Wills
Every project that I have ever worked on treats risk management in the following way:

Create a list of possible risks early on in the project and document their impact
Never look at that list again

I am guilty of this as well but wanted to ponder why that is the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-importance-of-the-risk-log/feed</wfw:commentRss>
		</item>
		<item>
		<title>CMM and Project Management - Procurement Management</title>
		<link>http://www.pmhut.com/cmm-and-project-management-procurement-management</link>
		<comments>http://www.pmhut.com/cmm-and-project-management-procurement-management#comments</comments>
		<pubDate>Sat, 13 Mar 2010 17:58:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4969</guid>
		<description><![CDATA[CMM and Project Management - Procurement Management
By Dave Nielsen
This Key Process Area (KPA) is called Software Subcontract Management by CMM/CMMI but it aligns with the Procurement Management knowledge area of the PMBOK®. The objective is to select vendors who are best able to meet the projects needs in terms of work, product, and budget. Keep [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cmm-and-project-management-procurement-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Brown Bag Training in Project Management</title>
		<link>http://www.pmhut.com/brown-bag-training-in-project-management</link>
		<comments>http://www.pmhut.com/brown-bag-training-in-project-management#comments</comments>
		<pubDate>Fri, 12 Mar 2010 18:47:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4967</guid>
		<description><![CDATA[Brown Bag Training in Project Management
By Bruce McGraw
Project managers worry about getting tasks done to tight schedule constraints. Everyone is always busy and suggesting that you and your team take time for training that is not directly related to project tasks might not be an appealing recommendation. I understand. However, I also believe that a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/brown-bag-training-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Information Distribution in Project Management</title>
		<link>http://www.pmhut.com/information-distribution-in-project-management</link>
		<comments>http://www.pmhut.com/information-distribution-in-project-management#comments</comments>
		<pubDate>Fri, 12 Mar 2010 06:31:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Information Distribution]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4965</guid>
		<description><![CDATA[Information Distribution in Project Management
By Gina Abudi
Ensuring that the right people (such as stakeholders, project team members, project sponsors, etc.) get the right information at the right time for project status updates and to make decisions on projects requires a great deal of planning. Effective distribution of information relies on the selection of the right [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/information-distribution-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers, Manage Those Expectations!</title>
		<link>http://www.pmhut.com/project-managers-manage-those-expectations</link>
		<comments>http://www.pmhut.com/project-managers-manage-those-expectations#comments</comments>
		<pubDate>Fri, 12 Mar 2010 00:19:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4963</guid>
		<description><![CDATA[Project Managers, Manage Those Expectations! (#2 in the series Brief Tips for Project Managers)
By Sondre Bjørnebekk
Excuse me for the use of the exclamation mark in the title. I promise not to do it again, but as this point was beaten to the #1 spot, I just had to do i&#8230; I can’t say strongly enough [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-manage-those-expectations/feed</wfw:commentRss>
		</item>
		<item>
		<title>Six Essential Capabilities for Practicing Project Portfolio Management</title>
		<link>http://www.pmhut.com/six-essential-capabilities-for-practicing-project-portfolio-management</link>
		<comments>http://www.pmhut.com/six-essential-capabilities-for-practicing-project-portfolio-management#comments</comments>
		<pubDate>Thu, 11 Mar 2010 15:11:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4960</guid>
		<description><![CDATA[Six Essential Capabilities for Practicing Project Portfolio Management
By Miley W. Merkhofer
The basic capabilities you will need to practice PPM are:

Capability to collect, store, and access project data. You&#8217;ll need to create one or more standardized templates for collecting data for proposed projects (you might want different templates for different types of projects) and establish a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/six-essential-capabilities-for-practicing-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Benefits Realisation Plan - Program Management</title>
		<link>http://www.pmhut.com/benefits-realisation-plan-program-management</link>
		<comments>http://www.pmhut.com/benefits-realisation-plan-program-management#comments</comments>
		<pubDate>Wed, 10 Mar 2010 22:01:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4958</guid>
		<description><![CDATA[Benefits Realisation Plan - Program Management
By The Office of Government Commerce - OGC, UK
Purpose of the Benefits Realisation Plan
Used to track realisation of benefits across the programme
Fitness for Purpose Checklist

Are the dates by which the benefits should accrue clearly understood and realistic?
Are the dates by which the benefits should accrue in line with the programme [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/benefits-realisation-plan-program-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Horse Trading and Project Management</title>
		<link>http://www.pmhut.com/horse-trading-and-project-management</link>
		<comments>http://www.pmhut.com/horse-trading-and-project-management#comments</comments>
		<pubDate>Wed, 10 Mar 2010 10:47:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<category><![CDATA[Procurement Management]]></category>

		<category><![CDATA[Procurement Plannning]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4956</guid>
		<description><![CDATA[Horse Trading and Project Management
By Marty Davis, National Aeronautics and Space Administration (NASA)
I asked two of our regular contractors to tell us what doing business in the commercial world is like. They talked about fixed-price contracts, and how this was the way to go to hold down your overall costs. But with a fixed-price contract, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/horse-trading-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Ways to Ensure Project Failure</title>
		<link>http://www.pmhut.com/ten-ways-to-ensure-project-failure</link>
		<comments>http://www.pmhut.com/ten-ways-to-ensure-project-failure#comments</comments>
		<pubDate>Tue, 09 Mar 2010 21:26:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4953</guid>
		<description><![CDATA[Ten Ways to Ensure Project Failure
By Ahmed Hafeez
Sometime ago I read an article about the top ten ways to destroy the earth. Although it is a bit morbid to even think about such a topic let alone compile a top ten list, it certainly is an interesting scientific problem. Blowing planet earth to bits is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-ways-to-ensure-project-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>Control Factors in Project Management - Money</title>
		<link>http://www.pmhut.com/control-factors-in-project-management-money</link>
		<comments>http://www.pmhut.com/control-factors-in-project-management-money#comments</comments>
		<pubDate>Tue, 09 Mar 2010 16:59:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4951</guid>
		<description><![CDATA[Control Factors in Project Management - Money (#2 in the series Coordination of Projects in Project Management)
By Wouter Baars
The evaluation of financial matters by a programme manager involves the following issues:

Is the project as a whole, and the following phase in particular, adequately financed?
What are the possible financial risks of the project? Should a go/no-go [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/control-factors-in-project-management-money/feed</wfw:commentRss>
		</item>
		<item>
		<title>Vendor Management - Project Managers Get a C-minus</title>
		<link>http://www.pmhut.com/vendor-management-project-managers-get-a-c-minus</link>
		<comments>http://www.pmhut.com/vendor-management-project-managers-get-a-c-minus#comments</comments>
		<pubDate>Mon, 08 Mar 2010 15:25:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<category><![CDATA[Solicitation & Source Selection]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4947</guid>
		<description><![CDATA[Vendor Management - Project Managers Get a C-minus
By Samuel Prasad
Project managers are woefully ill-prepared in the area of procurement and/or vendor management. I am being very generous when I give them a grade of C-minus.
Price doesn&#8217;t matter and SLA&#8217;s (service level agreements) are only marginally important. It sounds quite dubious, and I am sure I [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/vendor-management-project-managers-get-a-c-minus/feed</wfw:commentRss>
		</item>
		<item>
		<title>Incorporating Configuration Management on Your Project</title>
		<link>http://www.pmhut.com/incorporating-configuration-management-on-your-project</link>
		<comments>http://www.pmhut.com/incorporating-configuration-management-on-your-project#comments</comments>
		<pubDate>Mon, 08 Mar 2010 06:49:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4945</guid>
		<description><![CDATA[Incorporating Configuration Management on Your Project
By Dave Nielsen
Software configuration management is intended to control the configuration of a software product or system throughout the life cycle of the product and that includes the project that builds it. Software development organizations that have been certified as CMM or CMMI Level 2 or above will have a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/incorporating-configuration-management-on-your-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Assumptions: The Elegant Risk</title>
		<link>http://www.pmhut.com/assumptions-the-elegant-risk</link>
		<comments>http://www.pmhut.com/assumptions-the-elegant-risk#comments</comments>
		<pubDate>Sun, 07 Mar 2010 21:06:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4943</guid>
		<description><![CDATA[Assumptions: The Elegant Risk
By Abdulla Alkuwaiti
Introduction
If there was an elegant risk in projects, then it will be assumptions. Its elegance comes from the way how people often justify wrong assumptions that leads to risks. They often use phrases like “what can I do”, “I thought it will never happen” and “it’s impossible”. It is as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/assumptions-the-elegant-risk/feed</wfw:commentRss>
		</item>
		<item>
		<title>CMM and Project Management - Tracking and Oversight</title>
		<link>http://www.pmhut.com/cmm-and-project-management-tracking-and-oversight</link>
		<comments>http://www.pmhut.com/cmm-and-project-management-tracking-and-oversight#comments</comments>
		<pubDate>Sun, 07 Mar 2010 07:38:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Performance Reporting]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4941</guid>
		<description><![CDATA[CMM and Project Management - Tracking and Oversight
By Dave Nielsen
The goal of the Software Project Tracking and Oversight Key Process Area (KPA) is to provide sufficient insight into project performance so that the project manager can detect variances between performance and the plan and take preventive or corrective action. This KPA influences all PMBOK knowledge [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cmm-and-project-management-tracking-and-oversight/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 8 Dimensions of Project Management</title>
		<link>http://www.pmhut.com/the-8-dimensions-of-project-management</link>
		<comments>http://www.pmhut.com/the-8-dimensions-of-project-management#comments</comments>
		<pubDate>Sat, 06 Mar 2010 10:31:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4933</guid>
		<description><![CDATA[The 8 Dimensions of Project Management
By Tomer Sagi
I&#8217;ve been thinking about this concept for a while now and decided to put it together in a diagram and see if it works.
I tend to see Project Management go beyond the standard triangle of constraints (Time, Cost, Scope while controlling Quality).
I wanted to include the Needs and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-8-dimensions-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Kicking Off the Project Team</title>
		<link>http://www.pmhut.com/kicking-off-the-project-team</link>
		<comments>http://www.pmhut.com/kicking-off-the-project-team#comments</comments>
		<pubDate>Fri, 05 Mar 2010 22:17:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4914</guid>
		<description><![CDATA[Kicking Off the Project Team
By Gina Abudi
One of the most important things a team leader can do is find time to kick off the start of the project with the project team. I&#8217;m not talking about day 1 and the group is together ready to dig in on the project. Prior to the actual start [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/kicking-off-the-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Traditional Project Management vs. Agile Development with SaaS Projects</title>
		<link>http://www.pmhut.com/traditional-project-management-vs-agile-development-with-saas-projects</link>
		<comments>http://www.pmhut.com/traditional-project-management-vs-agile-development-with-saas-projects#comments</comments>
		<pubDate>Fri, 05 Mar 2010 16:22:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4928</guid>
		<description><![CDATA[Traditional Project Management vs. Agile Development with SaaS Projects
By Dan Orlando
Introduction
The purpose of this article is not to define Agile development methods (there’s more than enough of that out there already), but rather to identify the characteristics of a company that is properly implementing and seeing positive results from Agile Project Management.
When an SaaS (Software [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/traditional-project-management-vs-agile-development-with-saas-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Attain Better Business Organization With Online Project Management</title>
		<link>http://www.pmhut.com/attain-better-business-organization-with-online-project-management</link>
		<comments>http://www.pmhut.com/attain-better-business-organization-with-online-project-management#comments</comments>
		<pubDate>Fri, 05 Mar 2010 07:12:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4923</guid>
		<description><![CDATA[Attain Better Business Organization With Online Project Management
By Dana Larson
In today’s business world, people are busier than ever. Workloads have increased significantly, and everyone wants to put forth more effort to ensure their business can improve and increase revenue. And when everyone is busy and running around like the proverbially chicken with its head cut [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/attain-better-business-organization-with-online-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Magic Number 7 in Project Management</title>
		<link>http://www.pmhut.com/the-magic-number-7-in-project-management</link>
		<comments>http://www.pmhut.com/the-magic-number-7-in-project-management#comments</comments>
		<pubDate>Thu, 04 Mar 2010 20:00:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4910</guid>
		<description><![CDATA[The Magic Number 7 in Project Management
By John Duff
For years I wondered why so many things appeared in collections of 7 items. There are Snow White’s 7 Dwarfs, the 7 Deadly Sins, the 7 Wonders of the Ancient World, and the 7 Seas.
Nearer to home, local phone numbers have 7 digits, standard vehicle license plates [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-magic-number-7-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication and Collaboration in Project Management - Working Collaboratively</title>
		<link>http://www.pmhut.com/communication-and-collaboration-in-project-management-working-collaboratively</link>
		<comments>http://www.pmhut.com/communication-and-collaboration-in-project-management-working-collaboratively#comments</comments>
		<pubDate>Thu, 04 Mar 2010 14:15:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Collaboration]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4905</guid>
		<description><![CDATA[Communication and Collaboration in Project Management - Working Collaboratively (#34 in the Hut Introduction to Project Management)
By JISC infoNet
Actively involving stakeholders in projects is quite different from simply informing them about what is going on. There are lots of ways you can engage people with your project. A few suggestions are given below:

Social events - [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-and-collaboration-in-project-management-working-collaboratively/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Calculate the ROI of an IT Project</title>
		<link>http://www.pmhut.com/how-to-calculate-the-roi-of-an-it-project</link>
		<comments>http://www.pmhut.com/how-to-calculate-the-roi-of-an-it-project#comments</comments>
		<pubDate>Wed, 03 Mar 2010 16:56:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4900</guid>
		<description><![CDATA[How to Calculate the ROI of an IT Project
By Ahmed Hafeez
ROI communication &#038; calculation can make a difference in a project getting funded or not.
In today’s economic climate justifying the cost and benefits of an IT initiative has become more important than ever. Often the fate of an IT project depends on the justification of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-calculate-the-roi-of-an-it-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Deming&#8217;s 14 Points and Quality Project Leadership</title>
		<link>http://www.pmhut.com/demings-14-points-and-quality-project-leadership</link>
		<comments>http://www.pmhut.com/demings-14-points-and-quality-project-leadership#comments</comments>
		<pubDate>Wed, 03 Mar 2010 07:42:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Quality Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4894</guid>
		<description><![CDATA[Deming&#8217;s 14 Points and Quality Project Leadership
By J. Alex Sherrer
Quality is misunderstood by many who think of it only as it relates to the final deliverable, but a quality product is itself achieved only through quality processes focused on efficiency, innovation, and continual improvement, and these require a quality management culture not only in our [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/demings-14-points-and-quality-project-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Prioritizing Your Projects</title>
		<link>http://www.pmhut.com/on-prioritizing-your-projects</link>
		<comments>http://www.pmhut.com/on-prioritizing-your-projects#comments</comments>
		<pubDate>Tue, 02 Mar 2010 19:23:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4892</guid>
		<description><![CDATA[On Prioritizing Your Projects
By Demian Entrekin
Let&#8217;s just say for a minute that you have somewhere around 25 relatively important projects that are active. And let&#8217;s say that you have about 25 that are in the hopper that are also deemed &#8220;important&#8221; from the standpoint of the sponsors. They might even be considered &#8220;urgent&#8221; or &#8220;mission [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-prioritizing-your-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project-based Knowledge Management</title>
		<link>http://www.pmhut.com/project-based-knowledge-management</link>
		<comments>http://www.pmhut.com/project-based-knowledge-management#comments</comments>
		<pubDate>Tue, 02 Mar 2010 15:28:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4890</guid>
		<description><![CDATA[Project-based Knowledge Management
By Chuck Tryon and Suliman Hawamdeh
For several years, organizations have recognized a growing gap between what they need to know and the knowledge they possess. The emerging discipline of Knowledge Management has made this an active discussion for most executives plotting the future of their organizations. KM, however, has struggled to attract the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-based-knowledge-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>How-much vs. How-little Thinking in Project Management</title>
		<link>http://www.pmhut.com/how-much-vs-how-little-thinking-in-project-management</link>
		<comments>http://www.pmhut.com/how-much-vs-how-little-thinking-in-project-management#comments</comments>
		<pubDate>Mon, 01 Mar 2010 19:31:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4888</guid>
		<description><![CDATA[How-much vs. How-little Thinking in Project Management
By Johanna Rothman
Many project managers (and senior management) still have the mindset of “How much can we fit into this project?” instead of “How little can we do?”
How-much thinking carries these assumptions (even if your managers don’t agree):

People are a scarce resource, and that we should put all of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-much-vs-how-little-thinking-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Using a Time-Sequenced Network Diagram</title>
		<link>http://www.pmhut.com/using-a-time-sequenced-network-diagram</link>
		<comments>http://www.pmhut.com/using-a-time-sequenced-network-diagram#comments</comments>
		<pubDate>Mon, 01 Mar 2010 14:45:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Network Planning]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4885</guid>
		<description><![CDATA[Using a Time-Sequenced Network Diagram
By Dave Paradi
Almost every MS Project user is familiar with the Gantt chart as a graphical view. The problem with many Gantt charts is that when printed, they are so large that trying to follow the flow of tasks through the project for tracking is almost impossible. Also, the chart gets [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/using-a-time-sequenced-network-diagram/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Should the Project Manager Deal with Scope Creep?</title>
		<link>http://www.pmhut.com/how-should-the-project-manager-deal-with-scope-creep</link>
		<comments>http://www.pmhut.com/how-should-the-project-manager-deal-with-scope-creep#comments</comments>
		<pubDate>Sun, 28 Feb 2010 18:07:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4883</guid>
		<description><![CDATA[How Should the Project Manager Deal with Scope Creep?
By Kuntal Thakore
Every project has (or should have) a set of deliverables, an assigned budget, and an expected closure time. There are agreed upon requirements and tasks to complete prior to the closure of project. These constitute the scope of the project. Any amount of variation in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-should-the-project-manager-deal-with-scope-creep/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication and Collaboration in Project Management - Communication Planning</title>
		<link>http://www.pmhut.com/communication-and-collaboration-in-project-management-communication-planning</link>
		<comments>http://www.pmhut.com/communication-and-collaboration-in-project-management-communication-planning#comments</comments>
		<pubDate>Sat, 27 Feb 2010 20:12:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Communications Planning]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4880</guid>
		<description><![CDATA[Communication and Collaboration in Project Management - Communication Planning (#33 in the Hut Introduction to Project Management)
By JISC infoNet
During the project start up and initiation phases consideration should be given to communication and information flow needs. By conducting a communication needs analysis you will be able to prepare a communication plan as a subsidiary to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-and-collaboration-in-project-management-communication-planning/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile Software Development - Road Trip Analogy</title>
		<link>http://www.pmhut.com/agile-software-development-road-trip-analogy</link>
		<comments>http://www.pmhut.com/agile-software-development-road-trip-analogy#comments</comments>
		<pubDate>Fri, 26 Feb 2010 14:44:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4877</guid>
		<description><![CDATA[Agile Software Development - Road Trip Analogy
By Keith Swenson
I needed to describe the reason that an Agile approach to software development works, and why it is not something that is isolated to the development team. I wrote up the following explanation. Maybe this will be helpful to you in explaining agile development to others.
Software development [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-software-development-road-trip-analogy/feed</wfw:commentRss>
		</item>
		<item>
		<title>When Do You Kill A Project?</title>
		<link>http://www.pmhut.com/when-do-you-kill-a-project</link>
		<comments>http://www.pmhut.com/when-do-you-kill-a-project#comments</comments>
		<pubDate>Thu, 25 Feb 2010 23:32:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Performance Reporting]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4874</guid>
		<description><![CDATA[When Do You Kill A Project?
By Samuel Prasad
The project is behind schedule. The scope and objectives are not clearly defined. There are no interim verifiable milestones to monitor progress. The project plan changes on a daily basis. The project manager has no information on what the team members are working on at any given time. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-do-you-kill-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Can Project Managers Learn from the Movies?</title>
		<link>http://www.pmhut.com/what-can-project-managers-learn-from-the-movies</link>
		<comments>http://www.pmhut.com/what-can-project-managers-learn-from-the-movies#comments</comments>
		<pubDate>Thu, 25 Feb 2010 18:53:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4870</guid>
		<description><![CDATA[What Can Project Managers Learn from the Movies?
By Mel Bost
If you are reading this entry, chances are you are a project manager, a project team member, or someone who is interested in how projects are executed and how PMOs are implemented and maintained. If that is the case, I am certain that you are probably [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-can-project-managers-learn-from-the-movies/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management ROI</title>
		<link>http://www.pmhut.com/project-management-roi</link>
		<comments>http://www.pmhut.com/project-management-roi#comments</comments>
		<pubDate>Thu, 25 Feb 2010 11:49:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4868</guid>
		<description><![CDATA[Project Management ROI
By Ben Snyder, CEO of Systemation
All project managers see their job differently. Some are very lofty in describing their role; others seem lost still trying to discover it. There is talk of making customers happy, working with users, managing risk, and many other activities. But, if you ask a director of projects managers, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-roi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Meeting Behaviors: The Good, The Bad and The Ugly</title>
		<link>http://www.pmhut.com/meeting-behaviors-the-good-the-bad-and-the-ugly</link>
		<comments>http://www.pmhut.com/meeting-behaviors-the-good-the-bad-and-the-ugly#comments</comments>
		<pubDate>Wed, 24 Feb 2010 23:03:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4865</guid>
		<description><![CDATA[Meeting Behaviors: The Good, The Bad and The Ugly
By Andrew Buck
I realized yesterday that it had been a while since I’d communicated my thoughts on the topic of Project/Program Management — I’ll thank a colleague for reminding me of that recently — so in keeping with that theme, I’ll use today’s article to explore Communication [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/meeting-behaviors-the-good-the-bad-and-the-ugly/feed</wfw:commentRss>
		</item>
		<item>
		<title>From Scrum to Kanban</title>
		<link>http://www.pmhut.com/from-scrum-to-kanban</link>
		<comments>http://www.pmhut.com/from-scrum-to-kanban#comments</comments>
		<pubDate>Wed, 24 Feb 2010 20:13:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4863</guid>
		<description><![CDATA[From Scrum to Kanban
By Ketil Jensen
One change always leaves the way open for the establishment of others. - Machiavelli
Agile software development is not about whether you do Scrum, XP or Kanban. It is about finding a process that works in the environment you’re in. Finding this can be hard, and doing so certainly requires reflection [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/from-scrum-to-kanban/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Three Key Elements of a Solid Project</title>
		<link>http://www.pmhut.com/the-three-key-elements-of-a-solid-project</link>
		<comments>http://www.pmhut.com/the-three-key-elements-of-a-solid-project#comments</comments>
		<pubDate>Wed, 24 Feb 2010 14:46:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4859</guid>
		<description><![CDATA[The Three Key Elements of a Solid Project
By Gilbert Russell
There is a pretty clichéd mantra that gets uttered constantly by philosophers within the field of project management, &#8220;project managers manage projects&#8221; but the fact of the matter is overwhelming. The actual practice of project management can at times be consumed in the manic calls of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-three-key-elements-of-a-solid-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Common Mistakes in Project Change Management and Organizational Change Management</title>
		<link>http://www.pmhut.com/common-mistakes-in-project-change-management-and-organizational-change-management</link>
		<comments>http://www.pmhut.com/common-mistakes-in-project-change-management-and-organizational-change-management#comments</comments>
		<pubDate>Tue, 23 Feb 2010 19:43:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4856</guid>
		<description><![CDATA[Common Mistakes in Project Change Management and Organizational Change Management
By Gail Severini
Perhaps more important than “mistakes”, the title of the article points to great opportunities for leaders and organizations who seek to become masters of change. 
Firstly, there is an important distinction between Change Management (CM) and Organizational Change Management (OCM). The question of “mistakes” [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/common-mistakes-in-project-change-management-and-organizational-change-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>CMM Configuration Management and Project Management</title>
		<link>http://www.pmhut.com/cmm-configuration-management-and-project-management</link>
		<comments>http://www.pmhut.com/cmm-configuration-management-and-project-management#comments</comments>
		<pubDate>Tue, 23 Feb 2010 12:26:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Integration Management]]></category>

		<category><![CDATA[Project Management Definitions]]></category>

		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4853</guid>
		<description><![CDATA[CMM Configuration Management and Project Management
By Dave Nielsen
Configuration Management is a discipline that is unique to the business of developing software so is not specifically addressed anywhere in the PMBOK. The purpose of this article is to offer suggestions on how this discipline can be incorporated into your project management plans for a software development [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cmm-configuration-management-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Deal with Project Failure</title>
		<link>http://www.pmhut.com/how-to-deal-with-project-failure</link>
		<comments>http://www.pmhut.com/how-to-deal-with-project-failure#comments</comments>
		<pubDate>Mon, 22 Feb 2010 23:32:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4847</guid>
		<description><![CDATA[How to Deal with Project Failure
By Simon Buehring
It is a fact of life that not every project succeeds. Sometimes the market changes and the product is no longer viable. Sometimes the budget or time constraints are untenable. Sometimes it is simply a case that somebody has made a mistake.
How do you deal with the failure [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-deal-with-project-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>Projects Fail Because Project Managers Are Doing the Wrong Project</title>
		<link>http://www.pmhut.com/projects-fail-because-project-managers-are-doing-the-wrong-project</link>
		<comments>http://www.pmhut.com/projects-fail-because-project-managers-are-doing-the-wrong-project#comments</comments>
		<pubDate>Mon, 22 Feb 2010 16:20:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4845</guid>
		<description><![CDATA[Projects Fail Because Project Managers Are Doing the Wrong Project
By John Gough
It is all a bit much ranting and raving about the state of project management, without offering solutions. Too many project managers are not very good, too many are not tough enough, but too many end up taking the wrap for a failing project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/projects-fail-because-project-managers-are-doing-the-wrong-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Software Projects and Release Dates</title>
		<link>http://www.pmhut.com/software-projects-and-release-dates</link>
		<comments>http://www.pmhut.com/software-projects-and-release-dates#comments</comments>
		<pubDate>Sun, 21 Feb 2010 19:01:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4842</guid>
		<description><![CDATA[Software Projects and Release Dates
By Melanie Carasso
The thing about software projects is that sooner or later, they&#8217;re supposed to be shipped out the door. Preferably sooner. This sounds easy - design some code, write it, test it, document it, and you&#8217;re done. The traditional criteria for project success were that the software is delivered on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/software-projects-and-release-dates/feed</wfw:commentRss>
		</item>
		<item>
		<title>Visualizing Your Project Meetings</title>
		<link>http://www.pmhut.com/visualizing-your-project-meetings</link>
		<comments>http://www.pmhut.com/visualizing-your-project-meetings#comments</comments>
		<pubDate>Sat, 20 Feb 2010 19:20:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4834</guid>
		<description><![CDATA[Visualizing Your Project Meetings
By Olesya Gileva
According to research, most project specialists take part in 62 meetings a month and approximately half of this time is considered to be non-productive. If we deem that each meeting lasts for one hour, then most project specialists lose 31 hours every month in unproductive meetings, nearly 4 full working [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/visualizing-your-project-meetings/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Two Types of Quality Reviews</title>
		<link>http://www.pmhut.com/the-two-types-of-quality-reviews</link>
		<comments>http://www.pmhut.com/the-two-types-of-quality-reviews#comments</comments>
		<pubDate>Fri, 19 Feb 2010 18:15:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Principles]]></category>

		<category><![CDATA[Quality Management]]></category>

		<category><![CDATA[Techniques]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4832</guid>
		<description><![CDATA[The Two Types of Quality Reviews
By Kerry Wills
Most delivery methodologies recommend conducting reviews of key deliverables at specific points in time on the project. Conducting these reviews is an effective way to ensure the quality of project deliverables. There are two types of deliverable reviews that should be added to the project plan and resourced.

Peer [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-two-types-of-quality-reviews/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Key Principles of Project Management</title>
		<link>http://www.pmhut.com/the-key-principles-of-project-management</link>
		<comments>http://www.pmhut.com/the-key-principles-of-project-management#comments</comments>
		<pubDate>Fri, 19 Feb 2010 00:01:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4830</guid>
		<description><![CDATA[The Key Principles of Project Management
By Simon Buehring
If you&#8217;re looking for guidance to help you manage your project with added confidence, then this article will help you. Below I discuss seven key principles, based upon the PRINCE2 project management framework, designed to improve the likelihood of your project succeeding.

Business justification: every project should lead to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-key-principles-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Success Criteria / Acceptance Criteria Document</title>
		<link>http://www.pmhut.com/project-success-criteria-acceptance-criteria-document</link>
		<comments>http://www.pmhut.com/project-success-criteria-acceptance-criteria-document#comments</comments>
		<pubDate>Thu, 18 Feb 2010 20:37:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Templates]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4825</guid>
		<description><![CDATA[Project Success Criteria / Acceptance Criteria Document
By The Office of Government Commerce - OGC, UK
Purpose of the Project Success Criteria Document
A definition in measurable terms of what must be done for the project to be acceptable to the client, stakeholders and end-users who will be affected by the project.
Fitness for Purpose Checklist

Are all criteria measurable?
Is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-success-criteria-acceptance-criteria-document/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scope Verification of Software Projects</title>
		<link>http://www.pmhut.com/scope-verification-of-software-projects</link>
		<comments>http://www.pmhut.com/scope-verification-of-software-projects#comments</comments>
		<pubDate>Thu, 18 Feb 2010 15:19:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Ask the Hut]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4819</guid>
		<description><![CDATA[Scope Verification of Software Projects
By Ray W. Frohnhoefer
A reader over at PM Hut asks, &#8220;How can I calculate delivery compliance in an engineering/ Software(IT) project?&#8221;
From a Project Management viewpoint, I had some difficulty in understanding the term &#8220;delivery compliance&#8221;, so I&#8217;ve taken the liberty of thinking of this as scope verification &#8212; how we determine [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scope-verification-of-software-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Embracing Project Portfolio Management Principles</title>
		<link>http://www.pmhut.com/embracing-project-portfolio-management-principles</link>
		<comments>http://www.pmhut.com/embracing-project-portfolio-management-principles#comments</comments>
		<pubDate>Wed, 17 Feb 2010 21:20:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4816</guid>
		<description><![CDATA[Embracing Project Portfolio Management Principles
By Miley W. Merkhofer
Project Portfolio Management (PPM) is not just another project management process. PPM is a philosophy — one that, in accordance with the analogy based on financial portfolio management, is focused on value creation. Getting the most from PPM requires reshaping thinking. Your people should fully embrace the following [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/embracing-project-portfolio-management-principles/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication and Collaboration in Project Management - Introduction</title>
		<link>http://www.pmhut.com/communication-and-collaboration-in-project-management-introduction</link>
		<comments>http://www.pmhut.com/communication-and-collaboration-in-project-management-introduction#comments</comments>
		<pubDate>Wed, 17 Feb 2010 15:11:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4810</guid>
		<description><![CDATA[Communication and Collaboration in Project Management - Introduction (#32 in the Hut Introduction to Project Management)
By JISC infoNet
Projects rely on effective communications - a project is no place for individuals to decide what, when and how, without reference to anyone else. We have already touched on this topic in related sections on Stakeholder Management and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-and-collaboration-in-project-management-introduction/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scrum Basics</title>
		<link>http://www.pmhut.com/scrum-basics</link>
		<comments>http://www.pmhut.com/scrum-basics#comments</comments>
		<pubDate>Tue, 16 Feb 2010 22:53:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4808</guid>
		<description><![CDATA[Scrum Basics
By Geir Berset
I’m making this a short, stripped down introduction for two purposes; a) To show how small the “formal overhead” of the process is, making it graspable by anyone, and b) to use this article as a reference for later discussions on Scrum. This is why I have taken the liberty to remove [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scrum-basics/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Intricacies of Fixed Bid Projects</title>
		<link>http://www.pmhut.com/5-intricacies-of-fixed-bid-projects</link>
		<comments>http://www.pmhut.com/5-intricacies-of-fixed-bid-projects#comments</comments>
		<pubDate>Tue, 16 Feb 2010 15:26:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4805</guid>
		<description><![CDATA[5 Intricacies of Fixed Bid Projects
By Sarat Varanasi
How many times have you heard your Project Managers shy away from bidding and executing the fixed bid projects? Fixed bid projects have their own complications but if executed right, they can be very effective for organizational growth and strengthen your bottom line.
Let us understand the 5 factors [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-intricacies-of-fixed-bid-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Don&#8217;t Forget Your Project Team</title>
		<link>http://www.pmhut.com/dont-forget-your-project-team</link>
		<comments>http://www.pmhut.com/dont-forget-your-project-team#comments</comments>
		<pubDate>Tue, 16 Feb 2010 00:40:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4803</guid>
		<description><![CDATA[Don&#8217;t Forget Your Project Team (#1 in the series Brief Tips for Project Managers)
By Sondre Bjørnebekk
The brief tips in this series are written in a roughly prioritized order. Thus, I had to start with this one – especially since most of my other tips will be somewhat more focused towards the harder aspects of delivering [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dont-forget-your-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Office and the Jell-O Cup</title>
		<link>http://www.pmhut.com/the-project-management-office-and-the-jell-o-cup</link>
		<comments>http://www.pmhut.com/the-project-management-office-and-the-jell-o-cup#comments</comments>
		<pubDate>Mon, 15 Feb 2010 15:07:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4800</guid>
		<description><![CDATA[The Project Management Office and the Jell-O Cup
By John Duff
Have you ever got frustrated at the kids opening a pack of Jell-O cups just enough to extract one item, then struggling to tear back the pack a little more a day or so later for the next one? Or how about eating the last granola [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-office-and-the-jell-o-cup/feed</wfw:commentRss>
		</item>
		<item>
		<title>Control Factors in Project Management</title>
		<link>http://www.pmhut.com/control-factors-in-project-management</link>
		<comments>http://www.pmhut.com/control-factors-in-project-management#comments</comments>
		<pubDate>Sun, 14 Feb 2010 17:37:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4798</guid>
		<description><![CDATA[Control Factors in Project Management (#1 in the series Coordination of Projects in Project Management)
By Wouter Baars
Control factors in Project Management are the parameters along which projects are reported on and directed. These factors also play an important role in the coordination of multiple projects:

Money: determining whether projects are financially feasible


Organisation: arriving at mutual agreements [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/control-factors-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Communications Across Time Zones</title>
		<link>http://www.pmhut.com/project-communications-across-time-zones</link>
		<comments>http://www.pmhut.com/project-communications-across-time-zones#comments</comments>
		<pubDate>Sat, 13 Feb 2010 18:49:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Communications Planning]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4794</guid>
		<description><![CDATA[Project Communications Across Time Zones
By Francis Norman
One of the most readily apparent challenges facing the development of a communications plan for any international project is determining the best way for the project to communicate across time zones. This is a problem which changes in complexity and impact as the time zones spread out, but, regardless [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-communications-across-time-zones/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Timelines - And The Lies We Tell</title>
		<link>http://www.pmhut.com/project-timelines-and-the-lies-we-tell</link>
		<comments>http://www.pmhut.com/project-timelines-and-the-lies-we-tell#comments</comments>
		<pubDate>Fri, 12 Feb 2010 16:11:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4792</guid>
		<description><![CDATA[Project Timelines - And The Lies We Tell
By Barney Austen
After years of project implementation in practically every field, the project time-line is the one thing that is consistently messed with. But why is this the case? Why do such a large number of projects fail to come in on time? We have tools and processes [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-timelines-and-the-lies-we-tell/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Scope of Change</title>
		<link>http://www.pmhut.com/the-scope-of-change</link>
		<comments>http://www.pmhut.com/the-scope-of-change#comments</comments>
		<pubDate>Thu, 11 Feb 2010 20:57:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4787</guid>
		<description><![CDATA[The Scope of Change
By Lynda Bourne
This article is going to try and link project and program management with change management and benefits realization.
As a start, the only point of undertaking a project or program is to realize some form of value. Benefit realization! To realize value, three elements need to be brought together:

There needs to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-scope-of-change/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 10 Traits of Highly Effective Project Milestones</title>
		<link>http://www.pmhut.com/the-10-traits-of-highly-effective-project-milestones</link>
		<comments>http://www.pmhut.com/the-10-traits-of-highly-effective-project-milestones#comments</comments>
		<pubDate>Thu, 11 Feb 2010 14:49:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Milestones]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4785</guid>
		<description><![CDATA[The 10 Traits of Highly Effective Project Milestones
By Chris LeCompte
I’ve written in the past about planning effective web design milestones, so now I want to delve into the actual elements that make up a good milestone. Milestones should be the meat of your project process for any web design or development engagement. They constitute your [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-10-traits-of-highly-effective-project-milestones/feed</wfw:commentRss>
		</item>
		<item>
		<title>Overcoming Project Management Super Villains</title>
		<link>http://www.pmhut.com/overcoming-project-management-super-villains</link>
		<comments>http://www.pmhut.com/overcoming-project-management-super-villains#comments</comments>
		<pubDate>Wed, 10 Feb 2010 19:01:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4782</guid>
		<description><![CDATA[Overcoming Project Management Super Villains
By Kiron D. Bondale
Delivering our profession often requires super-human effort and, as we all know, a super hero is only as good as the super villains they have to defeat.
This article covers three of the super villains that plague project managers and provides some insights into how to deal with them.
1. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/overcoming-project-management-super-villains/feed</wfw:commentRss>
		</item>
		<item>
		<title>Sharing the Stage to Win in Project Management</title>
		<link>http://www.pmhut.com/sharing-the-stage-to-win-in-project-management</link>
		<comments>http://www.pmhut.com/sharing-the-stage-to-win-in-project-management#comments</comments>
		<pubDate>Wed, 10 Feb 2010 13:23:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Delegation]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Motivation]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4779</guid>
		<description><![CDATA[Sharing the Stage to Win in Project Management
By Owen Head
What kind of manager are you, theory X (TX) or Y (TY)? As we all learn at some point in our education, TX generally assumes that employees are shiftless and lazy, and will only work if they’re forced to do so. TY on the other hand [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/sharing-the-stage-to-win-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Project Quality</title>
		<link>http://www.pmhut.com/managing-project-quality</link>
		<comments>http://www.pmhut.com/managing-project-quality#comments</comments>
		<pubDate>Tue, 09 Feb 2010 20:16:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Principles]]></category>

		<category><![CDATA[Quality Management]]></category>

		<category><![CDATA[Techniques]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4776</guid>
		<description><![CDATA[Managing Project Quality (#31 in the Hut Introduction to Project Management)
By JISC infoNet
We have previously mentioned Time, Cost and Quality as key factors in project management. Assessing performance in terms of time and cost is relatively easy but quality is harder to define and measure. A high quality project may be one whose outputs:

Meet the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-project-quality/feed</wfw:commentRss>
		</item>
		<item>
		<title>Fr[agile]</title>
		<link>http://www.pmhut.com/fr-agile</link>
		<comments>http://www.pmhut.com/fr-agile#comments</comments>
		<pubDate>Tue, 09 Feb 2010 05:55:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4772</guid>
		<description><![CDATA[Fr[agile]
By Demian Entrekin
Agile has certainly made the rounds as the latest and greatest software development methodology. Scrum has followed right along as a manifestation of this process. They even have, as any good movement should, their own manifesto. It is called, of all things, the Agile Manifesto.
Depending on how you look at the world, agile [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/fr-agile/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Compress Project Schedules</title>
		<link>http://www.pmhut.com/how-to-compress-project-schedules</link>
		<comments>http://www.pmhut.com/how-to-compress-project-schedules#comments</comments>
		<pubDate>Mon, 08 Feb 2010 22:50:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Critical Path]]></category>

		<category><![CDATA[Normal and Crash Costs]]></category>

		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4761</guid>
		<description><![CDATA[How to Compress Project Schedules
By Michael D. Taylor
There are times when the project schedule duration must be shortened (compressed) either to meet market opportunity dates, to meet the desires of key stakeholders, or when the project completion date slips. In these cases the project manager must find ways to reduce the amount of time it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-compress-project-schedules/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Chain Project Management: History and Value</title>
		<link>http://www.pmhut.com/critical-chain-project-management-history-and-value</link>
		<comments>http://www.pmhut.com/critical-chain-project-management-history-and-value#comments</comments>
		<pubDate>Mon, 08 Feb 2010 15:27:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Critical Chain Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4759</guid>
		<description><![CDATA[Critical Chain Project Management: History and Value
By William R. Duncan
Are there some good ideas being put forth by the advocates of CCPM? Yes. Are they new and innovative ideas? Not as far as I can tell.
CCPM has its antecedents in something called the Theory of Constraints (TOC). TOC borrows heavily from systems dynamics (developed by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-chain-project-management-history-and-value/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Computational Formulation of WBS in Construction Project Management</title>
		<link>http://www.pmhut.com/a-computational-formulation-of-wbs-in-construction-project-management</link>
		<comments>http://www.pmhut.com/a-computational-formulation-of-wbs-in-construction-project-management#comments</comments>
		<pubDate>Sun, 07 Feb 2010 18:09:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4754</guid>
		<description><![CDATA[A Computational Formulation of WBS in Construction Project Management
By Mohamed Shameer
It has been long acknowledged that the distinctive difficulty in Project management is transient, opening challenges such as follows: 

Definition of a project and its objectives are one-time. Hence, they tend to be incomplete (causes scope-creep), optimistic (causes cost over-run), non-comprehensive (causes rework) and ineffectively [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-computational-formulation-of-wbs-in-construction-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Manager Value Brain Dump</title>
		<link>http://www.pmhut.com/project-manager-value-brain-dump</link>
		<comments>http://www.pmhut.com/project-manager-value-brain-dump#comments</comments>
		<pubDate>Sat, 06 Feb 2010 16:38:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Role of the Project Manager]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4751</guid>
		<description><![CDATA[Project Management Value Brain Dump
By Thomas Cutting
I am sitting here writing down all the words and phrases that come to my mind in relationship to real Project Management. Here is what I have so far.

Communicating what Matters
Informed Decisions
Change with Purpose
Monitoring Direction
Leading, not just Reporting
Analysis of Activity
Controlling the Outcome
Removing Random Factors
Risk Management
Involved Stakeholders
Enabling Management
Planning Success
Integrity in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-manager-value-brain-dump/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile and the PMO Working Together</title>
		<link>http://www.pmhut.com/agile-and-the-pmo-working-together</link>
		<comments>http://www.pmhut.com/agile-and-the-pmo-working-together#comments</comments>
		<pubDate>Fri, 05 Feb 2010 19:02:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4749</guid>
		<description><![CDATA[Agile and the PMO Working Together
By Curt Finch
It often seems that a lean, agile development environment will always be at odds with the structure and constraints of the PMO. Yet it does not have to be this way. The agile PMO can bridge the gap between these two very important groups and help organizations to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-and-the-pmo-working-together/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Prepare for a Project Sponsor Meeting</title>
		<link>http://www.pmhut.com/how-to-prepare-for-a-project-sponsor-meeting</link>
		<comments>http://www.pmhut.com/how-to-prepare-for-a-project-sponsor-meeting#comments</comments>
		<pubDate>Fri, 05 Feb 2010 13:05:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4743</guid>
		<description><![CDATA[How to Prepare for a Project Sponsor Meeting
By Zenkara
Sponsors are critical to almost all projects. They’re the people who get budgets approved, they’re the ones who provide the energy and impetus for getting the business ready for the project.
Yet Project Managers often seem to treat them like they’re a pain in the backside and are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-prepare-for-a-project-sponsor-meeting/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Project Scope</title>
		<link>http://www.pmhut.com/managing-project-scope-2</link>
		<comments>http://www.pmhut.com/managing-project-scope-2#comments</comments>
		<pubDate>Fri, 05 Feb 2010 00:26:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4741</guid>
		<description><![CDATA[Managing Project Scope (#30 in the Hut Introduction to Project Management)
By JISC infoNet
In any project there are likely to be changes to the original plan during the course of the project. The changes may arise due to:

The business case altering
The need to find a way round a problem
Identifying a better way to meet your objectives
The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-project-scope-2/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Things to Look For When Reviewing a Project Plan</title>
		<link>http://www.pmhut.com/ten-things-to-look-for-when-reviewing-a-project-plan</link>
		<comments>http://www.pmhut.com/ten-things-to-look-for-when-reviewing-a-project-plan#comments</comments>
		<pubDate>Thu, 04 Feb 2010 14:44:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4739</guid>
		<description><![CDATA[Ten Things to Look For When Reviewing a Project Plan
By Dave Paradi
When you are given a project plan to review, here are ten things you should look for to determine the quality level of the plan.

Calendar Setup
If you are looking at a plan, check to see when the next statutory holiday will be and see [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-things-to-look-for-when-reviewing-a-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Generic Project Schedule</title>
		<link>http://www.pmhut.com/the-generic-project-schedule</link>
		<comments>http://www.pmhut.com/the-generic-project-schedule#comments</comments>
		<pubDate>Wed, 03 Feb 2010 22:40:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Templates]]></category>

		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4728</guid>
		<description><![CDATA[The Generic Project Schedule
By Clifford Ananian
Although every project is unique, and its execution plan is specific to its goals and objectives, there are some common rules and tendencies of project schedules that are not project specific.
The purpose of this article is use a simplistic “generic” schedule to illustrate some of these rules and tendencies. The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-generic-project-schedule/feed</wfw:commentRss>
		</item>
		<item>
		<title>How To Ensure Your Projects Do Not Fail</title>
		<link>http://www.pmhut.com/how-to-ensure-your-projects-do-not-fail</link>
		<comments>http://www.pmhut.com/how-to-ensure-your-projects-do-not-fail#comments</comments>
		<pubDate>Wed, 03 Feb 2010 15:12:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4726</guid>
		<description><![CDATA[How To Ensure Your Projects Do Not Fail
By Neil Ryder
In a previous article, we identified the eight causes of project failure. If you don’t want you project to simply become one of the statistics, start answering the following questions. If any of the answers to the questions are unsatisfactory, you seriously need to take corrective [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-ensure-your-projects-do-not-fail/feed</wfw:commentRss>
		</item>
		<item>
		<title>When Did &#8220;A Certain Project Management Practice&#8221; Start?</title>
		<link>http://www.pmhut.com/when-did-a-certain-project-management-practice-start</link>
		<comments>http://www.pmhut.com/when-did-a-certain-project-management-practice-start#comments</comments>
		<pubDate>Wed, 03 Feb 2010 00:39:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[History]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4723</guid>
		<description><![CDATA[When Did &#8220;A Certain Project Management Practice&#8221; Start?
By Johanna Rothman
On mailing lists, when I speak, in email, people ask, “When did ’some principle, approach, or whatever’ start?”
A long time ago.
Timeboxes have been around forever. I’m pretty sure that when the Pharoahs told their architects to build a pyramid, they said, “And do it by this-date! [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-did-a-certain-project-management-practice-start/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communicating Projects Is About More Than Disseminating Information</title>
		<link>http://www.pmhut.com/communicating-projects-is-about-more-than-disseminating-information</link>
		<comments>http://www.pmhut.com/communicating-projects-is-about-more-than-disseminating-information#comments</comments>
		<pubDate>Tue, 02 Feb 2010 15:43:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4721</guid>
		<description><![CDATA[Communicating Projects Is About More Than Disseminating Information
By Jo Ann Sweeney
Communication is and should be more than a tool to track progress and manage information flows within the project team.
At their heart projects are all about people, just as companies are all about people. The systems, processes and procedures we create via projects are only [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communicating-projects-is-about-more-than-disseminating-information/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 12 Crimes of Critical Path Diagrams</title>
		<link>http://www.pmhut.com/the-12-crimes-of-critical-path-diagrams</link>
		<comments>http://www.pmhut.com/the-12-crimes-of-critical-path-diagrams#comments</comments>
		<pubDate>Mon, 01 Feb 2010 22:26:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Critical Path]]></category>

		<category><![CDATA[Time Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4719</guid>
		<description><![CDATA[The 12 Crimes of Critical Path Diagrams
By Chris Croft
Network diagrams are like a sort of flow diagram of the tasks in a project so you can see the running order of what depends on what. You can use a computer but post-its are best. Normally they are drawn across the page, left to right. The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-12-crimes-of-critical-path-diagrams/feed</wfw:commentRss>
		</item>
		<item>
		<title>Making Structured Analysis Your Foundation for Managing Requirements</title>
		<link>http://www.pmhut.com/making-structured-analysis-your-foundation-for-managing-requirements</link>
		<comments>http://www.pmhut.com/making-structured-analysis-your-foundation-for-managing-requirements#comments</comments>
		<pubDate>Mon, 01 Feb 2010 13:20:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4714</guid>
		<description><![CDATA[Making Structured Analysis Your Foundation for Managing Requirements
By Chuck Tryon
For many professionals, Structured Systems Analysis is a modeling discipline for documenting software requirements prior to purchase or construction of a technology based product. While this process modeling method is commonly used for such a purpose, the true intent of Structured Analysis is far more expansive. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/making-structured-analysis-your-foundation-for-managing-requirements/feed</wfw:commentRss>
		</item>
		<item>
		<title>Key Stakeholder Responsibility Allocation Matrix (RAM)</title>
		<link>http://www.pmhut.com/key-stakeholder-responsibility-allocation-matrix-ram</link>
		<comments>http://www.pmhut.com/key-stakeholder-responsibility-allocation-matrix-ram#comments</comments>
		<pubDate>Mon, 01 Feb 2010 03:34:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Templates]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4707</guid>
		<description><![CDATA[Key Stakeholder Responsibility Allocation Matrix (RAM)
By Michael D. Taylor
Projects are done with groups of people. Groups lacking clearly defined leadership, however, typically fail to complete assigned activities because responsibility is ambiguous at best. Project teams as a whole generally do not feel responsible for their actions. Individuals, on the other hand do. Hence, to complete [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/key-stakeholder-responsibility-allocation-matrix-ram/feed</wfw:commentRss>
		</item>
		<item>
		<title>Stakeholder Management and Change Management</title>
		<link>http://www.pmhut.com/stakeholder-management-and-change-management</link>
		<comments>http://www.pmhut.com/stakeholder-management-and-change-management#comments</comments>
		<pubDate>Sat, 30 Jan 2010 19:53:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4702</guid>
		<description><![CDATA[Stakeholder Management and Change Management
By Lynda Bourne
When considering stakeholders, there are very few one-to-one relationships. Most stakeholders are, and have been, influenced by a range of relationships in and around your project, program and your organisation.
Stakeholder Management and Change Management
Stakeholder management is a key facet of organisational management where stakeholder management is often aligned with [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/stakeholder-management-and-change-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Projects with a GPS</title>
		<link>http://www.pmhut.com/managing-projects-with-a-gps</link>
		<comments>http://www.pmhut.com/managing-projects-with-a-gps#comments</comments>
		<pubDate>Fri, 29 Jan 2010 13:33:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4700</guid>
		<description><![CDATA[Managing Projects with a GPS
By Thomas Cutting
Having a GPS in the car drives me crazy. I do not operate well with directions that come one step at a time. It may be the Project Manager in me, but I want to see the big picture and know where I’m heading. Besides, at 65 miles an [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-projects-with-a-gps/feed</wfw:commentRss>
		</item>
		<item>
		<title>Using Twitter for Project Management</title>
		<link>http://www.pmhut.com/using-twitter-for-project-management</link>
		<comments>http://www.pmhut.com/using-twitter-for-project-management#comments</comments>
		<pubDate>Thu, 28 Jan 2010 18:57:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Latest Trends]]></category>

		<category><![CDATA[Project Collaboration]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4694</guid>
		<description><![CDATA[Using Twitter for Project Management
By Toby Elwin
In this article I want to introduce Twitter to manage projects. Why Twitter? Twitter is a great communication and community collaboration tool and once a project starts, 90% of a project manager&#8217;s job is communication. Project communication and coordination is vital to project success and important:

keeping the stakeholders informed;
managing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/using-twitter-for-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Questions that Determine a Project&#8217;s Success</title>
		<link>http://www.pmhut.com/10-questions-that-determine-a-projects-success</link>
		<comments>http://www.pmhut.com/10-questions-that-determine-a-projects-success#comments</comments>
		<pubDate>Thu, 28 Jan 2010 13:32:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4690</guid>
		<description><![CDATA[10 Questions that Determine a Project&#8217;s Success
By Paul Stacey
Establishing a firm foundation for a project is critical to its success. If you don’t, then it’s a bit like building a house without bothering to lay proper footings. Things might look OK for a while (although if you look closely you can probably see the cracks [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-questions-that-determine-a-projects-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers Are Rubbish</title>
		<link>http://www.pmhut.com/project-managers-are-rubbish</link>
		<comments>http://www.pmhut.com/project-managers-are-rubbish#comments</comments>
		<pubDate>Wed, 27 Jan 2010 20:43:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4687</guid>
		<description><![CDATA[Project Managers Are Rubbish
By John Gough
We came across the Standish Report for 2009, which once again delivers the news that those of us who are project managers, are little better than totally incompetent:
‘This year’s results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-are-rubbish/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Risk - Is It All Bad?</title>
		<link>http://www.pmhut.com/project-risk-is-it-all-bad</link>
		<comments>http://www.pmhut.com/project-risk-is-it-all-bad#comments</comments>
		<pubDate>Wed, 27 Jan 2010 15:28:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4684</guid>
		<description><![CDATA[Project Risk - Is It All Bad?
By Paul Slater
No-one would disagree that managing risk within a project is not a good idea. Risk Management is an essential part of any programme or project and can vastly contribute to successful delivery. Where it can and does go wrong is when there is an over-reliance on the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-risk-is-it-all-bad/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Project Issues</title>
		<link>http://www.pmhut.com/managing-project-issues</link>
		<comments>http://www.pmhut.com/managing-project-issues#comments</comments>
		<pubDate>Tue, 26 Jan 2010 21:36:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4678</guid>
		<description><![CDATA[Managing Project Issues (#29 in the Hut Introduction to Project Management)
By JISC infoNet
It is difficult to find a good formal definition of an Issue. An issue is basically anything that might affect the project meeting its goals. It is perhaps easiest to explain the difference between issues and risks. A risk is a potential occurrence [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-project-issues/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Is Issue Management</title>
		<link>http://www.pmhut.com/project-management-is-issue-management</link>
		<comments>http://www.pmhut.com/project-management-is-issue-management#comments</comments>
		<pubDate>Tue, 26 Jan 2010 06:01:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4673</guid>
		<description><![CDATA[Project Management Is Issue Management
By Kerry Wills
In my opinion and experience, projects are successful due to two main factors (1) Diligence in planning and (2) Rapid issue closure. For this article, I will ignore diligent planning and assume that all projects plan properly with the right assumptions, estimates, plan, etc (I know, I know, but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-is-issue-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Project Scheduling Must Not Become an Extinct Science</title>
		<link>http://www.pmhut.com/why-project-scheduling-must-not-become-an-extinct-science</link>
		<comments>http://www.pmhut.com/why-project-scheduling-must-not-become-an-extinct-science#comments</comments>
		<pubDate>Mon, 25 Jan 2010 20:55:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4669</guid>
		<description><![CDATA[Why Project Scheduling Must Not Become an Extinct Science
By Dan Patterson
After spending the past decade or more dedicated to project management, I noticed during the economic downturn last year a very surprising trend: despite the significant reduction in the number of major Capex projects being sanctioned and funded, the need for third party assistance with [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-project-scheduling-must-not-become-an-extinct-science/feed</wfw:commentRss>
		</item>
		<item>
		<title>Would You like Some Cheese to Go with that Whine?</title>
		<link>http://www.pmhut.com/would-you-like-some-cheese-to-go-with-that-whine</link>
		<comments>http://www.pmhut.com/would-you-like-some-cheese-to-go-with-that-whine#comments</comments>
		<pubDate>Mon, 25 Jan 2010 13:24:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4667</guid>
		<description><![CDATA[Would You like Some Cheese to Go with that Whine?
By Malinda Bernath-Simon
That could be one way to respond when faced with complaining team members. However, a comment like that could possibly jeopardize your relationship and trust with the team - not a good move.
Every project manager knows that maintaining healthy rapport with team members is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/would-you-like-some-cheese-to-go-with-that-whine/feed</wfw:commentRss>
		</item>
		<item>
		<title>Saving the Daily Scrum Meeting</title>
		<link>http://www.pmhut.com/saving-the-daily-scrum-meeting</link>
		<comments>http://www.pmhut.com/saving-the-daily-scrum-meeting#comments</comments>
		<pubDate>Sun, 24 Jan 2010 19:10:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4659</guid>
		<description><![CDATA[Saving the Daily Scrum Meeting
By Andrew Mospan
The main objective of the daily scrum meeting is to synchronize team work. Each member of the team should know that the other people on the team are engaged in the tasks allocated to them. What is the benefit of such knowledge? First of all — it reduces the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/saving-the-daily-scrum-meeting/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Project Risks</title>
		<link>http://www.pmhut.com/managing-project-risks</link>
		<comments>http://www.pmhut.com/managing-project-risks#comments</comments>
		<pubDate>Sat, 23 Jan 2010 20:07:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Identification]]></category>

		<category><![CDATA[Risk Management]]></category>

		<category><![CDATA[Risk Quantification & Analysis]]></category>

		<category><![CDATA[Risk Response & Control]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4655</guid>
		<description><![CDATA[Managing Project Risks (#28 in the Hut Introduction to Project Management)
By JISC infoNet
All projects bring with them an element of risk. In the best-planned projects there are uncertainties and unexpected events can always occur for example project staff might leave unexpectedly, the budget might suddenly be cut or a fire or theft might affect the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-project-risks/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Planning: Create Storms, Not Forms</title>
		<link>http://www.pmhut.com/project-portfolio-planning-create-storms-not-forms</link>
		<comments>http://www.pmhut.com/project-portfolio-planning-create-storms-not-forms#comments</comments>
		<pubDate>Fri, 22 Jan 2010 20:26:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4652</guid>
		<description><![CDATA[Project Portfolio Planning: Create Storms, Not Forms
By Sondre Bjørnebekk
Strategic portfolio management goes beyond what is typically achieved in a project management office. My best attempt at formulating this is: Create storms, rather than forms.
A better value from a project portfolio can come from creating storms - honest discussions between people that typically own the day-to-day [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-planning-create-storms-not-forms/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Gene</title>
		<link>http://www.pmhut.com/the-project-management-gene</link>
		<comments>http://www.pmhut.com/the-project-management-gene#comments</comments>
		<pubDate>Fri, 22 Jan 2010 15:25:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4649</guid>
		<description><![CDATA[The Project Management Gene
By Melanie Carasso
There are five factors you&#8217;ll see in people who exhibit &#8220;the project management gene&#8221;:

They have technical smarts
They are blessed with above-average emotional intelligence
They have good planning &#038; execution skills
They are able to adapt to changing circumstances quickly
They seek feedback on their own performance and continually try to improve

Technical smarts - [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-gene/feed</wfw:commentRss>
		</item>
		<item>
		<title>Customer Management in Project Management</title>
		<link>http://www.pmhut.com/customer-management-in-project-management</link>
		<comments>http://www.pmhut.com/customer-management-in-project-management#comments</comments>
		<pubDate>Fri, 22 Jan 2010 00:58:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Control]]></category>

		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4646</guid>
		<description><![CDATA[Customer Management in Project Management
By Dave Nielsen
It is fair to say that good communications is essential to the task of managing the customers of a project, but good communication is tool that will enable you to improve on your management style. Managing your customer requires you to understand who your customer is, what they need [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/customer-management-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Communication Plan</title>
		<link>http://www.pmhut.com/project-communication-plan</link>
		<comments>http://www.pmhut.com/project-communication-plan#comments</comments>
		<pubDate>Thu, 21 Jan 2010 16:08:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Communications Planning]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4644</guid>
		<description><![CDATA[Project Communication Plan
By Michael D. Taylor
Before a new project is authorized there needs to be a plan for disseminating project information between all who are involved. This is especially needed between the assigned project manager and the key stakeholders to whom the project manager reports. Below is a simplified example of what the communication plan [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-communication-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Risk Management for Absolute Beginners</title>
		<link>http://www.pmhut.com/project-risk-management-for-absolute-beginners</link>
		<comments>http://www.pmhut.com/project-risk-management-for-absolute-beginners#comments</comments>
		<pubDate>Thu, 21 Jan 2010 01:13:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Identification]]></category>

		<category><![CDATA[Risk Management]]></category>

		<category><![CDATA[Risk Quantification & Analysis]]></category>

		<category><![CDATA[Risk Response & Control]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4634</guid>
		<description><![CDATA[Project Risk Management for Absolute Beginners
By Carol G.
Risk Management must be one of the most intimidating aspects to project management. What if you miss seeing one? What if you choose the wrong course of action? What if you ignore one that was brought to your attention when you were preoccupied? One false move can be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-risk-management-for-absolute-beginners/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top Ten Global Project Management Trends for 2010</title>
		<link>http://www.pmhut.com/top-ten-global-project-management-trends-for-2010</link>
		<comments>http://www.pmhut.com/top-ten-global-project-management-trends-for-2010#comments</comments>
		<pubDate>Wed, 20 Jan 2010 13:23:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4630</guid>
		<description><![CDATA[Top Ten Global Project Management Trends for 2010
By ESI International
Below are the top ten Project Management Trends for 2010, as predicted by ESI International.


The Implementation of New PPM Solutions Will Soar
Program and project managers, under pressure from senior management to demonstrate project portfolio performance and its impact on the enterprise, will make the pitch for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-ten-global-project-management-trends-for-2010/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top Down Accountability for IT Project Success</title>
		<link>http://www.pmhut.com/top-down-accountability-for-it-project-success</link>
		<comments>http://www.pmhut.com/top-down-accountability-for-it-project-success#comments</comments>
		<pubDate>Tue, 19 Jan 2010 22:13:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4622</guid>
		<description><![CDATA[Top Down Accountability for IT Project Success
By Sarah Runge
If “Accountability” is the “Boogey Man” of the corporate world, how can we manage C-level executives of organizations before their next IT Projects commence to ensure accountability for their critical business decisions?
Specifically, they need to be kept fully accountable for their initial input and project decisions that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-down-accountability-for-it-project-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Tips for Project Managers Helping out on Proposals</title>
		<link>http://www.pmhut.com/tips-for-project-managers-helping-out-on-proposals</link>
		<comments>http://www.pmhut.com/tips-for-project-managers-helping-out-on-proposals#comments</comments>
		<pubDate>Tue, 19 Jan 2010 15:15:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4619</guid>
		<description><![CDATA[Tips for Project Managers Helping out on Proposals
By Bruce McGraw
Proposal managers and senior staff often seek out project managers as domain experts to help write sections of proposals either for potential clients or in response to government request-for-proposals (RFPs). No one pretends that this is going to fun; it just has to be done if [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/tips-for-project-managers-helping-out-on-proposals/feed</wfw:commentRss>
		</item>
		<item>
		<title>Are We Agile Yet, Are We Agile Yet?</title>
		<link>http://www.pmhut.com/are-we-agile-yet-are-we-agile-yet</link>
		<comments>http://www.pmhut.com/are-we-agile-yet-are-we-agile-yet#comments</comments>
		<pubDate>Tue, 19 Jan 2010 01:42:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4615</guid>
		<description><![CDATA[Are We Agile Yet, Are We Agile Yet?
By Bob Maksimchuk
That question is not nearly as irritating as “Are we there yet?” being chanted ceaselessly from the backseat on a long summer road trip. But I have heard it asked in many development shops who are trying to “become agile”. The question is somewhat puzzling. What [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/are-we-agile-yet-are-we-agile-yet/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Strategies To Accelerate Web Development</title>
		<link>http://www.pmhut.com/project-management-strategies-to-accelerate-web-development</link>
		<comments>http://www.pmhut.com/project-management-strategies-to-accelerate-web-development#comments</comments>
		<pubDate>Mon, 18 Jan 2010 22:34:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4611</guid>
		<description><![CDATA[Project Management Strategies To Accelerate Web Development
By Gina Lijoi
Most Project Managers would agree that process is everything, and following process is the law of their discipline. But in times of dire need, when a client&#8217;s deadline seems impossible to achieve, a condensed approach may be your only option. Rapid development can be a difficult path [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-strategies-to-accelerate-web-development/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Office (PMO) Best Practices</title>
		<link>http://www.pmhut.com/project-management-office-pmo-best-practices</link>
		<comments>http://www.pmhut.com/project-management-office-pmo-best-practices#comments</comments>
		<pubDate>Mon, 18 Jan 2010 15:03:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4606</guid>
		<description><![CDATA[Project Management Office (PMO) Best Practices
By Joanne Wortman
Below are some tips that will improve your PMO performance. Note that the first tip about meetings is more specific to Project Management but may apply in a PMO context.

Writing up your meeting minutes is not as critical as limiting the minutes your team spends in meetings. Don’t [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-office-pmo-best-practices/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Become PMP Certified</title>
		<link>http://www.pmhut.com/why-become-pmp-certified</link>
		<comments>http://www.pmhut.com/why-become-pmp-certified#comments</comments>
		<pubDate>Sun, 17 Jan 2010 22:43:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PMP]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4602</guid>
		<description><![CDATA[Why Become PMP Certified
By Dave Nielsen
Following are the top 6 reasons why a Project Manager should become PMP certified.

Improve your bottom line
While there is no statistical information to support this statement, there is plenty of evidence that more and more businesses across more and more industries are demanding that project managers they hire be PMP® [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-become-pmp-certified/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Survival Test</title>
		<link>http://www.pmhut.com/the-project-survival-test</link>
		<comments>http://www.pmhut.com/the-project-survival-test#comments</comments>
		<pubDate>Sat, 16 Jan 2010 21:40:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4597</guid>
		<description><![CDATA[The Project Survival Test
By Barry Shore, Ph.D.
As the economy continues to suffer, the concern that a project may be terminated and not survive the recession is on nearly every project manager&#8217;s mind.
The Project Survival Test, shown below, separately assesses the influences of organizational, project, and individual factors to help you determine the vulnerability of your [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-survival-test/feed</wfw:commentRss>
		</item>
		<item>
		<title>Authority Without Authority</title>
		<link>http://www.pmhut.com/authority-without-authority</link>
		<comments>http://www.pmhut.com/authority-without-authority#comments</comments>
		<pubDate>Fri, 15 Jan 2010 14:51:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4595</guid>
		<description><![CDATA[Authority Without Authority
By Barry Otterholt
Authority can be a fragile thing. You pay a dear price to obtain it, it can break if handled wrong, and it wears out quickly if used too often. Why not use it sparingly and make it last longer? In fact, why not leave it untouched entirely and in its original [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/authority-without-authority/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Your Senior Managers Like Serial Lifecycles</title>
		<link>http://www.pmhut.com/why-your-senior-managers-like-serial-lifecycles</link>
		<comments>http://www.pmhut.com/why-your-senior-managers-like-serial-lifecycles#comments</comments>
		<pubDate>Thu, 14 Jan 2010 22:43:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4592</guid>
		<description><![CDATA[Why Your Senior Managers Like Serial Lifecycles
By Johanna Rothman
Serial lifecycles have lots of downsides. They don’t manage technical, schedule, or cost risk, they increase the duration of the project, and they don’t provide feedback early enough for the project team. One might ask, “If waterfall or phase-gate lifecycles are so bad, why do senior managers [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-your-senior-managers-like-serial-lifecycles/feed</wfw:commentRss>
		</item>
		<item>
		<title>Product/Project Management and Strategic Thinking</title>
		<link>http://www.pmhut.com/product-project-management-and-strategic-thinking</link>
		<comments>http://www.pmhut.com/product-project-management-and-strategic-thinking#comments</comments>
		<pubDate>Thu, 14 Jan 2010 15:12:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4586</guid>
		<description><![CDATA[Product/Project Management and Strategic Thinking
By Ray W. Frohnhoefer
Strategic thinking is about analyzing complex situations or making critical decisions involving large quantities of information. It includes a focus on &#8220;finding and developing unique opportunities to create value by enabling a provocative and creative dialogue among people who can affect&#8230;direction&#8221;1. The situations often require you to take [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/product-project-management-and-strategic-thinking/feed</wfw:commentRss>
		</item>
		<item>
		<title>Old Projects Never Die - They Just Fade Away</title>
		<link>http://www.pmhut.com/old-projects-never-die-they-just-fade-away</link>
		<comments>http://www.pmhut.com/old-projects-never-die-they-just-fade-away#comments</comments>
		<pubDate>Wed, 13 Jan 2010 14:43:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Closure]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4584</guid>
		<description><![CDATA[Old Projects Never Die - They Just Fade Away
By Kiron D. Bondale
You thought that this day would never come – the scope of your project has been delivered and you are ready to close out the project. Your team breathes a sigh of relief and looks forward to some well earned time off. Unfortunately, the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/old-projects-never-die-they-just-fade-away/feed</wfw:commentRss>
		</item>
		<item>
		<title>Enforcing Project Consistency Using Checklists</title>
		<link>http://www.pmhut.com/enforcing-project-consistency-using-checklists</link>
		<comments>http://www.pmhut.com/enforcing-project-consistency-using-checklists#comments</comments>
		<pubDate>Wed, 13 Jan 2010 05:17:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4580</guid>
		<description><![CDATA[Enforcing Project Consistency Using Checklists
By Zenkara
To bring some structure and consistency to projects (and business processes in general), audits or QA checks/gates are often performed to assess current practices and to enforce consistency. But in one of the great ironies, it is often necessary to not perform audits to measure compliance and instead use audits [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/enforcing-project-consistency-using-checklists/feed</wfw:commentRss>
		</item>
		<item>
		<title>Coaching for Project Success</title>
		<link>http://www.pmhut.com/coaching-for-project-success</link>
		<comments>http://www.pmhut.com/coaching-for-project-success#comments</comments>
		<pubDate>Tue, 12 Jan 2010 20:06:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4578</guid>
		<description><![CDATA[Coaching for Project Success
By Tom Ferguson
Project managers, are you playing the hero? Get off the stage and leave it to your team. Focus on giving them the limelight by developing and unleashing their collective passion, energy and creativity.  Create inspiring visions with ambitious goals and dreams. Then act as coach to mine their hidden [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/coaching-for-project-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Vision, Requirements, and Estimation</title>
		<link>http://www.pmhut.com/project-vision-requirements-and-estimation</link>
		<comments>http://www.pmhut.com/project-vision-requirements-and-estimation#comments</comments>
		<pubDate>Tue, 12 Jan 2010 15:12:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4574</guid>
		<description><![CDATA[Project Vision, Requirements, and Estimation
By Christopher Butcher
I’ve been thinking about how hard it is to align expectations between business and technical teams for awhile–like, every time someone says “exactly!” or “what were you thinking?!” when my team delivers software.
I’ve been trying to come up with a model that isolates the parts: what the customer envisions, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-vision-requirements-and-estimation/feed</wfw:commentRss>
		</item>
		<item>
		<title>Corporate Social Responsibility (CSR) And Project Management</title>
		<link>http://www.pmhut.com/corporate-social-responsibility-csr-and-project-management</link>
		<comments>http://www.pmhut.com/corporate-social-responsibility-csr-and-project-management#comments</comments>
		<pubDate>Mon, 11 Jan 2010 22:42:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<category><![CDATA[Project Management Ethics]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4572</guid>
		<description><![CDATA[Corporate Social Responsibility (CSR) And Project Management
By Dave Nielsen
Corporate Social Responsibility (CSR) has gained significant momentum in recent years. The push is on to identify projects that reflect the corporation&#8217;s sense of social responsibility and to tailor projects to reflect that sense. This is perhaps a step in the right direction when it comes to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/corporate-social-responsibility-csr-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Consensus and Compromise in Project Management</title>
		<link>http://www.pmhut.com/consensus-and-compromise-in-project-management</link>
		<comments>http://www.pmhut.com/consensus-and-compromise-in-project-management#comments</comments>
		<pubDate>Mon, 11 Jan 2010 16:15:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4568</guid>
		<description><![CDATA[Consensus and Compromise in Project Management
By Susan Dodia
Do you understand the difference between consensus and compromise? The words sound alike but the distinction is important. 
The dictionary definition of consensus is “general agreement or concord; harmony”, while the dictionary defines compromise as “a settlement of differences by mutual concessions”.
We are all familiar with compromise in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/consensus-and-compromise-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is the IQ of Your Project Team?</title>
		<link>http://www.pmhut.com/what-is-the-iq-of-your-project-team</link>
		<comments>http://www.pmhut.com/what-is-the-iq-of-your-project-team#comments</comments>
		<pubDate>Sun, 10 Jan 2010 23:28:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4564</guid>
		<description><![CDATA[What Is the IQ of Your Project Team?
By Demian Entrekin
As I think more and more about the nature of teams, at least within the context of Information Technology, I have started to consider the idea of a Team IQ. What is the value of thinking of project teams in terms of Intelligence Quotient?
The short answer [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-the-iq-of-your-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Strategic Importance of the Enterprise Project Management Office</title>
		<link>http://www.pmhut.com/the-strategic-importance-of-the-enterprise-project-management-office</link>
		<comments>http://www.pmhut.com/the-strategic-importance-of-the-enterprise-project-management-office#comments</comments>
		<pubDate>Sat, 09 Jan 2010 17:26:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4560</guid>
		<description><![CDATA[The Strategic Importance of the Enterprise Project Management Office
By Michael Stanleigh
Overview
Many project management offices (PMOs) are not successful in addressing the strategic priorities of their organization because they are departmentally based and not enterprise-wide. This reduces their span of influence and limits corporate support. A research1 shows that PMO’s are more effective and can better [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-strategic-importance-of-the-enterprise-project-management-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing the Meeting from Hell</title>
		<link>http://www.pmhut.com/managing-the-meeting-from-hell</link>
		<comments>http://www.pmhut.com/managing-the-meeting-from-hell#comments</comments>
		<pubDate>Fri, 08 Jan 2010 19:15:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4556</guid>
		<description><![CDATA[Managing the “Meeting from Hell”: Facilitation Techniques to Manage Three Common Dysfunctional Behaviors
By Dana Brownlee
Project Manager Sherry Martin couldn’t stop thinking about her last team meeting as she walked down the hall towards her office. Slamming her office door behind her, she let out an exasperated scream and looked for something to punch! Her team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-the-meeting-from-hell/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Vaccination</title>
		<link>http://www.pmhut.com/project-vaccination</link>
		<comments>http://www.pmhut.com/project-vaccination#comments</comments>
		<pubDate>Fri, 08 Jan 2010 14:20:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4554</guid>
		<description><![CDATA[Project Vaccination
By John Duff
It’s flu season here in North America, time for many people to get their annual precautionary flu shots. Vaccination, of course, allows the body to “learn” from other infections and to build its own defenses in anticipation of being attacked by the real thing.
Projects can be treated in the same way, improving [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-vaccination/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Vision Statement</title>
		<link>http://www.pmhut.com/project-vision-statement</link>
		<comments>http://www.pmhut.com/project-vision-statement#comments</comments>
		<pubDate>Thu, 07 Jan 2010 19:55:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4546</guid>
		<description><![CDATA[Project Vision Statement
By Michael D. Taylor
Selecting new projects within a corporation should not be made in a “vacuum.” There was a reason the company was formed and this reason is usually reflected in a clear vision statement.
Reaching agreement on which new products to pursue can be a monumental task because each contributor wants whatever favors [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-vision-statement/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Identification Pitfalls in Risk Workshops</title>
		<link>http://www.pmhut.com/risk-identification-pitfalls-in-risk-workshops</link>
		<comments>http://www.pmhut.com/risk-identification-pitfalls-in-risk-workshops#comments</comments>
		<pubDate>Thu, 07 Jan 2010 13:13:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Identification]]></category>

		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4536</guid>
		<description><![CDATA[Risk Identification Pitfalls in Risk Workshops
By Dan Patterson
The pitfalls to avoid during risk identification warrant a thesis unto themselves: having a sound risk identification process is key to the successful assessment of project risk exposure.
Risk Events, Risk factors or Uncertainty Ranges?
Over recent years, sources and types of risk have been reasonably well documented. Project teams [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-identification-pitfalls-in-risk-workshops/feed</wfw:commentRss>
		</item>
		<item>
		<title>Leading a Project and Leading a Business - Is There a Difference?</title>
		<link>http://www.pmhut.com/leading-a-project-and-leading-a-business-is-there-a-difference</link>
		<comments>http://www.pmhut.com/leading-a-project-and-leading-a-business-is-there-a-difference#comments</comments>
		<pubDate>Wed, 06 Jan 2010 19:07:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4533</guid>
		<description><![CDATA[Leading a Project and Leading a Business - Is There a Difference?
By Paul Slater
Well of course there is, these are completely different animals aren’t they? Businesses are complex mixtures of owners, managers, leaders, investors, products and services and projects just have a start and an end. Let’s look a little more carefully at projects though [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/leading-a-project-and-leading-a-business-is-there-a-difference/feed</wfw:commentRss>
		</item>
		<item>
		<title>Creating a Viable Project Management Office</title>
		<link>http://www.pmhut.com/creating-a-viable-project-management-office</link>
		<comments>http://www.pmhut.com/creating-a-viable-project-management-office#comments</comments>
		<pubDate>Wed, 06 Jan 2010 15:01:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4527</guid>
		<description><![CDATA[Creating a Viable Project Management Office
By Owen Head
Like most acronyms in business, PMO has so many definitions associated with it, that it may be hard to find two people who would agree on one. Wikipedia defines the PMO as, “the department or group that defines and maintains the standards of process, generally related to project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/creating-a-viable-project-management-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management - It&#8217;s Complicated!</title>
		<link>http://www.pmhut.com/project-management-its-complicated</link>
		<comments>http://www.pmhut.com/project-management-its-complicated#comments</comments>
		<pubDate>Tue, 05 Jan 2010 21:14:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4529</guid>
		<description><![CDATA[Project Management - It&#8217;s Complicated!
By Barney Austen
As someone who has worked in the world of project and program management, it never ceases to amaze me on how complex project management has become. I often think that many in the field have lost sight of the end game through the continued re-invention of the wheel. This [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-its-complicated/feed</wfw:commentRss>
		</item>
		<item>
		<title>So, What&#8217;s Your Project Charter?</title>
		<link>http://www.pmhut.com/so-whats-your-project-charter</link>
		<comments>http://www.pmhut.com/so-whats-your-project-charter#comments</comments>
		<pubDate>Tue, 05 Jan 2010 16:54:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Guides]]></category>

		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4520</guid>
		<description><![CDATA[So, What&#8217;s Your Project Charter?
By Chuck Tryon
Projects are risky business. They last a significant period of time, cost a great deal of money, involve numerous participants from all over the organization, are susceptible to unexpected change and must satisfy a diverse set of customers. The products of these projects are usually unlike anything you&#8217;ve ever [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/so-whats-your-project-charter/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Selection Pitfalls to Avoid</title>
		<link>http://www.pmhut.com/project-selection-pitfalls-to-avoid</link>
		<comments>http://www.pmhut.com/project-selection-pitfalls-to-avoid#comments</comments>
		<pubDate>Mon, 04 Jan 2010 14:54:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4518</guid>
		<description><![CDATA[Project Selection Pitfalls to Avoid
By Michael D. Taylor
Project Selection Team
Generally, new projects are selected by a team of corporate stakeholders including executive managers, financial managers, functional managers, marketing and sales personnel, production managers, project managers, and others as needed. Each brings their individual points of view. The objective of this Project Selection Team (PST) is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-selection-pitfalls-to-avoid/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Various Roles Within a Project</title>
		<link>http://www.pmhut.com/the-various-roles-within-a-project</link>
		<comments>http://www.pmhut.com/the-various-roles-within-a-project#comments</comments>
		<pubDate>Sun, 03 Jan 2010 16:43:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Role of the Project Manager]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4515</guid>
		<description><![CDATA[The Various Roles Within a Project
By Wouter Baars
This articles provides definitions for the various roles of people who are part of a project.

Project members/Project team
The project members are the team members of the project – those who actually carry out the project and those who have tasks within the project. Team members often have differing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-various-roles-within-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Unsung Hero</title>
		<link>http://www.pmhut.com/the-unsung-hero</link>
		<comments>http://www.pmhut.com/the-unsung-hero#comments</comments>
		<pubDate>Sat, 02 Jan 2010 16:15:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4513</guid>
		<description><![CDATA[The Unsung Hero (#5 in the series A Cynical Perspective on Project Management)
By Barry Otterholt
What would a project be without a good Scapegoat?
The real value of a scapegoat is to accept blame. It&#8217;s a specialty, and I claim there&#8217;s a huge market for this service.
Think about it. If you had a choice to sidestep the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-unsung-hero/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Deal with Difficult Sponsors</title>
		<link>http://www.pmhut.com/how-to-deal-with-difficult-sponsors</link>
		<comments>http://www.pmhut.com/how-to-deal-with-difficult-sponsors#comments</comments>
		<pubDate>Sat, 02 Jan 2010 03:07:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4504</guid>
		<description><![CDATA[How to Deal with Difficult Sponsors
By Dana Brownlee
Part of the challenge that the Project Manager faces is the reality of having to serve so many different stakeholders and sometimes being pulled in very different directions. We&#8217;re often taught that our &#8220;sponsor&#8221; is the person who is the champion of the effort. Indeed, they are often [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-deal-with-difficult-sponsors/feed</wfw:commentRss>
		</item>
		<item>
		<title>Proactive Management Capacity</title>
		<link>http://www.pmhut.com/proactive-management-capacity</link>
		<comments>http://www.pmhut.com/proactive-management-capacity#comments</comments>
		<pubDate>Fri, 01 Jan 2010 17:37:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4494</guid>
		<description><![CDATA[Proactive Management Capacity
By Kerry Wills
Introduction
In today’s world Project Managers often get tapped to manage several engagements at once. This usually results in them having just enough time to react to the problems of the day that each project is facing. What they are not doing is spending the time to look ahead on each project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/proactive-management-capacity/feed</wfw:commentRss>
		</item>
		<item>
		<title>Certified vs Competent</title>
		<link>http://www.pmhut.com/certified-vs-competent</link>
		<comments>http://www.pmhut.com/certified-vs-competent#comments</comments>
		<pubDate>Thu, 31 Dec 2009 13:21:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4486</guid>
		<description><![CDATA[Certified vs Competent
By Barry Otterholt
Can you gain a professional certification and still be incompetent? Certainly.
Certification does not equal competence.
The professional certification simply acknowledges that you have a threshold of experience that has been verified, and that you&#8217;ve learned the PMI processes and knowledge areas sufficiently to pass a test. There&#8217;s nothing preventing you from straying [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/certified-vs-competent/feed</wfw:commentRss>
		</item>
		<item>
		<title>Leadership 101</title>
		<link>http://www.pmhut.com/leadership-101</link>
		<comments>http://www.pmhut.com/leadership-101#comments</comments>
		<pubDate>Wed, 30 Dec 2009 22:41:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4483</guid>
		<description><![CDATA[Leadership 101 (#4 in the series A Cynical Perspective on Project Management)
By Barry Otterholt
The first thing you learn is to surround yourself with smart people. But why would smart people want to surround you?
Not sure? Just go with these sure-fire answers until you figure out your own.

We have a great opportunity to make a difference.
You [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/leadership-101/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Leadership: Why Management by Consensus Does Not Work</title>
		<link>http://www.pmhut.com/project-management-leadership-why-management-by-consensus-does-not-work</link>
		<comments>http://www.pmhut.com/project-management-leadership-why-management-by-consensus-does-not-work#comments</comments>
		<pubDate>Wed, 30 Dec 2009 15:13:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4481</guid>
		<description><![CDATA[Project Management Leadership: Why Management by Consensus Does Not Work
By Diane Ellis
You only have to look at the recent Climate Summit in Copenhagen to realise that management by consensus is not the most efficient way of going about things. Nor is it likely to produce the desired results.
Many new Project Managers wonder what the best [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-leadership-why-management-by-consensus-does-not-work/feed</wfw:commentRss>
		</item>
		<item>
		<title>Five Dangers of Poor Project Communication</title>
		<link>http://www.pmhut.com/five-dangers-of-poor-project-communication</link>
		<comments>http://www.pmhut.com/five-dangers-of-poor-project-communication#comments</comments>
		<pubDate>Tue, 29 Dec 2009 18:21:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Information Distribution]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4475</guid>
		<description><![CDATA[Five Dangers of Poor Project Communication
By Andrew Grimes
Poor communication can kill projects. Here are solutions to five common communication pitfalls which, if left unchecked, can lead to big trouble.

Needless information
There are just too many ways in which needless information can distract us. Email, by its very nature, is a tool used to push information to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/five-dangers-of-poor-project-communication/feed</wfw:commentRss>
		</item>
		<item>
		<title>Minutes in a Project Kick-off Meeting Can Save Hours</title>
		<link>http://www.pmhut.com/minutes-in-a-project-kick-off-meeting-can-save-hours</link>
		<comments>http://www.pmhut.com/minutes-in-a-project-kick-off-meeting-can-save-hours#comments</comments>
		<pubDate>Mon, 28 Dec 2009 18:49:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Communications Planning]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4472</guid>
		<description><![CDATA[Minutes in a Project Kick-off Meeting Can Save Hours
By Anna Korlyakova
The kick-off meeting is a time to review a project’s definition and deliverables as well as accomplish team building. This first project meeting provides the manager with an opportunity to inspire the team, set proper expectations, and establish guidelines that will help to complete the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/minutes-in-a-project-kick-off-meeting-can-save-hours/feed</wfw:commentRss>
		</item>
		<item>
		<title>Strategic Issues Management</title>
		<link>http://www.pmhut.com/strategic-issues-management</link>
		<comments>http://www.pmhut.com/strategic-issues-management#comments</comments>
		<pubDate>Sun, 27 Dec 2009 15:56:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4470</guid>
		<description><![CDATA[Strategic Issues Management
By Demian Entrekin
Definition
A “strategic issue” is an issue in a project or initiative where key stakeholder expectations are substantially out of line with each other or with the stated key success factors of the project. A strategic issue should have enough importance that if it is not addressed, it will jeopardize the success [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/strategic-issues-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Evolution of Project Ideas: From Survival to Innovation</title>
		<link>http://www.pmhut.com/the-evolution-of-project-ideas-from-survival-to-innovation</link>
		<comments>http://www.pmhut.com/the-evolution-of-project-ideas-from-survival-to-innovation#comments</comments>
		<pubDate>Thu, 24 Dec 2009 22:20:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4468</guid>
		<description><![CDATA[The Evolution of Project Ideas: From Survival to Innovation
By Christopher Butcher
We’ve all been there: a senior executive who has the power to make your life miserable e-mails you at 3:00 a.m. and has an “idea,” like adding a blog to the Web site, integrating some new piece of data from one place to another, implement [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-evolution-of-project-ideas-from-survival-to-innovation/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Audits</title>
		<link>http://www.pmhut.com/project-audits</link>
		<comments>http://www.pmhut.com/project-audits#comments</comments>
		<pubDate>Wed, 23 Dec 2009 15:37:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4465</guid>
		<description><![CDATA[Project Audits
By Dave Nielsen
Most of the processes your organization uses have audits and so should your project management processes. It&#8217;s just as important to audit your projects as it is to audit your quality assurance processes. The PMBOK describes the audit as a &#8220;structured independent review to determine if project activities comply with organizational and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-audits/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Choose a Project Portfolio Management Tool?</title>
		<link>http://www.pmhut.com/how-to-choose-a-project-portfolio-management-tool</link>
		<comments>http://www.pmhut.com/how-to-choose-a-project-portfolio-management-tool#comments</comments>
		<pubDate>Tue, 22 Dec 2009 17:32:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4462</guid>
		<description><![CDATA[How to Choose a Project Portfolio Management Tool?
By Miley W. Merkhofer
Tools are good. Tools for project portfolio management can help organizations improve the selection and management of their project portfolios. This can and will allow organizations to increase value even while cutting costs. Tools promote a more deliberate, careful, and consistent evaluation of project alternatives. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-choose-a-project-portfolio-management-tool/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top 11 Causes of Delays in IT Projects</title>
		<link>http://www.pmhut.com/top-11-causes-of-delays-in-it-projects</link>
		<comments>http://www.pmhut.com/top-11-causes-of-delays-in-it-projects#comments</comments>
		<pubDate>Mon, 21 Dec 2009 15:01:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4458</guid>
		<description><![CDATA[Top 11 Causes of Delays in IT Projects
By Wouter Baars
This article contains a description of the eleven most common causes of delays in projects. For a detailed analysis of these and other causes of delays, see the works by McConnell and by Goldratt (McConnell, 1996, Goldratt, 2002).

Expansion of functionality
The expansion of functionality is a phenomenon [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-11-causes-of-delays-in-it-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management: Using Data to Increase Profitability and Reduce Risks</title>
		<link>http://www.pmhut.com/project-management-using-data-to-increase-profitability-and-reduce-risks</link>
		<comments>http://www.pmhut.com/project-management-using-data-to-increase-profitability-and-reduce-risks#comments</comments>
		<pubDate>Sun, 20 Dec 2009 18:27:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4456</guid>
		<description><![CDATA[Project Management: Using Data to Increase Profitability and Reduce Risks
By Curt Finch
Project management data – which is obtained from time tracking information – is often an area that could be improved in many companies. Recent studies have shown that cost reductions of 6.5 percent are common from improvements in tracking time from the project management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-using-data-to-increase-profitability-and-reduce-risks/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Minimalist&#8217;s Approach to Project Metrics</title>
		<link>http://www.pmhut.com/a-minimalists-approach-to-project-metrics</link>
		<comments>http://www.pmhut.com/a-minimalists-approach-to-project-metrics#comments</comments>
		<pubDate>Sat, 19 Dec 2009 18:03:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Performance Reporting]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4447</guid>
		<description><![CDATA[A Minimalist&#8217;s Approach to Project Metrics
By Owen Head
What project metrics do you keep? A simple question, right? Perhaps, but there are so many ways to get wound around the axle in the age of information where every question has twenty equally compelling and comprehensive answers.
I personally prefer a minimalist when it comes to metrics management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-minimalists-approach-to-project-metrics/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Control Changes to The Project</title>
		<link>http://www.pmhut.com/how-to-control-changes-to-the-project</link>
		<comments>http://www.pmhut.com/how-to-control-changes-to-the-project#comments</comments>
		<pubDate>Fri, 18 Dec 2009 15:23:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4443</guid>
		<description><![CDATA[How to Control Changes to The Project (#5 in the series How to Control a Project)
By Michael D. Taylor
Changes to the project management plan are inevitable. Rarely does a project manager finish a project with the same project management plan established at the Final Planning Review. If a project manager does not have a formal [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-control-changes-to-the-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Root Cause Analysis in Project Management</title>
		<link>http://www.pmhut.com/root-cause-analysis-in-project-management</link>
		<comments>http://www.pmhut.com/root-cause-analysis-in-project-management#comments</comments>
		<pubDate>Thu, 17 Dec 2009 13:33:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<category><![CDATA[Risk Management]]></category>

		<category><![CDATA[Risk Quantification & Analysis]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4436</guid>
		<description><![CDATA[Root Cause Analysis in Project Management
By Dave Nielsen
Root Cause Analysis (RCA) is typically associated with operational activities, but there is no reason that the practices that make this tool so effective in getting at the root cause of operational problems can&#8217;t be used to determine the cause of a project problem. The Root Cause Analysis [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/root-cause-analysis-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Focusing on Projects May Ruin Your Business</title>
		<link>http://www.pmhut.com/focusing-on-projects-may-ruin-your-business</link>
		<comments>http://www.pmhut.com/focusing-on-projects-may-ruin-your-business#comments</comments>
		<pubDate>Wed, 16 Dec 2009 20:55:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4434</guid>
		<description><![CDATA[Focusing on Projects May Ruin Your Business
By Ari Tikka
I have seen product development projects used as tool to extract results from the organization. It has been chosen to solve an organizational problem. It worked in certain conditions, but when the organization grew and outside competition became harder yesterday’s solution became today’s problem.
I try to explain [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/focusing-on-projects-may-ruin-your-business/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Portfolio Document</title>
		<link>http://www.pmhut.com/the-project-portfolio-document</link>
		<comments>http://www.pmhut.com/the-project-portfolio-document#comments</comments>
		<pubDate>Tue, 15 Dec 2009 22:21:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Templates]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4432</guid>
		<description><![CDATA[The Project Portfolio Document
By The Office of Government Commerce - OGC, UK
Purpose of the Project Portfolio
To list the projects that are or will be part of the programme.
Fitness for Purpose Checklist

Have all component project been identified?
Do the objectives of each project contribute to the delivery of the aim of the programme?
Are the interdependencies of the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-portfolio-document/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile Projects Need Full Commitment</title>
		<link>http://www.pmhut.com/agile-projects-need-full-commitment</link>
		<comments>http://www.pmhut.com/agile-projects-need-full-commitment#comments</comments>
		<pubDate>Tue, 15 Dec 2009 15:27:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4430</guid>
		<description><![CDATA[Agile Projects Need Full Commitment
By Johanna Rothman
I do believe in small steps for projects. I’ve long been an advocate of inch-pebbles, of standup meetings, of iterations and incremental development. I love knowing what done means, for the project and for features inside a project. You don’t have to be agile to use those ideas.
The idea [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-projects-need-full-commitment/feed</wfw:commentRss>
		</item>
		<item>
		<title>9 Suspects that Will Hinder Your Scrum Project</title>
		<link>http://www.pmhut.com/9-suspects-that-will-hinder-your-scrum-project</link>
		<comments>http://www.pmhut.com/9-suspects-that-will-hinder-your-scrum-project#comments</comments>
		<pubDate>Mon, 14 Dec 2009 21:50:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4428</guid>
		<description><![CDATA[9 Suspects that Will Hinder Your Scrum Project
By Geir Berset
One of the more useful activities of Scrum involves a bit of self-reflection — namely the retrospect. Admit that what you did yesterday could be done better today, and you are on the way to continuous improvement — a goal in and of itself.
Scrum tells you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/9-suspects-that-will-hinder-your-scrum-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Restoring Projects to Peak Performance</title>
		<link>http://www.pmhut.com/restoring-projects-to-peak-performance</link>
		<comments>http://www.pmhut.com/restoring-projects-to-peak-performance#comments</comments>
		<pubDate>Mon, 14 Dec 2009 15:08:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Stakeholder Management]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4419</guid>
		<description><![CDATA[Restoring Projects to Peak Performance
By Joanne Wortman
You’ve performed project triage.
You’ve run the required diagnostic tests.
It takes more than a diagnosis to avoid more implementation failures. Now what?
Here are some quick remedies and prescriptions for fixing ailing projects:


Symptom
Diagnosis
Remedy


Sluggish project progress
Project anemia
Transfusion of new resources, including some proven performers from your project SWAT team. If you don&#8217;t [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/restoring-projects-to-peak-performance/feed</wfw:commentRss>
		</item>
		<item>
		<title>Eight Causes of Project Failure</title>
		<link>http://www.pmhut.com/eight-causes-of-project-failure</link>
		<comments>http://www.pmhut.com/eight-causes-of-project-failure#comments</comments>
		<pubDate>Sun, 13 Dec 2009 18:15:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4417</guid>
		<description><![CDATA[Eight Causes of Project Failure
By Neil Ryder
In the current fast paced modern environment the need to increase efficiency and effectiveness and reduce financial resource risks are an ever present fact of life. Driving the required changes to operating practises requires the successful implementation of the projects involved; a factor that is critical to ongoing success. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/eight-causes-of-project-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Recover from Unacceptable Variances Arising from the Project Plan</title>
		<link>http://www.pmhut.com/how-to-recover-from-unacceptable-variances-arising-from-the-project-plan</link>
		<comments>http://www.pmhut.com/how-to-recover-from-unacceptable-variances-arising-from-the-project-plan#comments</comments>
		<pubDate>Sat, 12 Dec 2009 17:06:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4415</guid>
		<description><![CDATA[How to Recover from Unacceptable Variances Arising from the Project Plan (#4 in the series How to Control a Project)
By Michael D. Taylor
When an unacceptable variance from the project management plan arises the project manager needs to ensure that a corrective action plan is established. Even though the primary responsibility for the plan falls on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-recover-from-unacceptable-variances-arising-from-the-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Contingency</title>
		<link>http://www.pmhut.com/project-contingency</link>
		<comments>http://www.pmhut.com/project-contingency#comments</comments>
		<pubDate>Sat, 12 Dec 2009 00:03:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4409</guid>
		<description><![CDATA[Project Contingency
By Clifford Ananian
It’s time to talk about one of the more controversial topics associated with Project Management: Contingency.
Once a project has been properly defined, one typically has to determine both a schedule and budget for the project scope. This stage of project scope development is the most painful: Everyone has agreed on what they [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-contingency/feed</wfw:commentRss>
		</item>
		<item>
		<title>Modern Project Management</title>
		<link>http://www.pmhut.com/modern-project-management</link>
		<comments>http://www.pmhut.com/modern-project-management#comments</comments>
		<pubDate>Fri, 11 Dec 2009 16:05:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4406</guid>
		<description><![CDATA[Modern Project Management
By Chuck Tryon
Once the exclusive domain of engineering disciplines, Project Management has moved onto business’ Main Street. People from many walks of life are now routinely called on to be members of project teams and are often asked to assist with or assume the role of Project Manager. And no one is more [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/modern-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>3 Ways to Kill Focus in Agile Projects</title>
		<link>http://www.pmhut.com/3-ways-to-kill-focus-in-agile-projects</link>
		<comments>http://www.pmhut.com/3-ways-to-kill-focus-in-agile-projects#comments</comments>
		<pubDate>Thu, 10 Dec 2009 21:50:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4403</guid>
		<description><![CDATA[3 Ways to Kill Focus in Agile Projects
By Ketil Jensen
Focus is in my opinion, one of the key ingredients in agile software development and teams with the correct focus will consistently deliver more value to the organization than none-focused teams. Obviously.
There is more than one reason why focus is important within software development. Not only [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/3-ways-to-kill-focus-in-agile-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Helpful Advice for Managing Project Sponsors</title>
		<link>http://www.pmhut.com/helpful-advice-for-managing-project-sponsors</link>
		<comments>http://www.pmhut.com/helpful-advice-for-managing-project-sponsors#comments</comments>
		<pubDate>Thu, 10 Dec 2009 15:19:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4401</guid>
		<description><![CDATA[Helpful Advice for Managing Project Sponsors
By Michael Stanleigh
Dear Project Coach:
My project sponsor is a problem. He doesn&#8217;t read my status reports, change requests, etc. He often doesn&#8217;t let me present to the steering committee on key issues yet he doesn&#8217;t have all of the facts to be able to present in my absence. Nor does [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/helpful-advice-for-managing-project-sponsors/feed</wfw:commentRss>
		</item>
		<item>
		<title>Post Control - Project Control Techniques</title>
		<link>http://www.pmhut.com/post-control-project-control-techniques</link>
		<comments>http://www.pmhut.com/post-control-project-control-techniques#comments</comments>
		<pubDate>Wed, 09 Dec 2009 21:51:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4392</guid>
		<description><![CDATA[Post Control - Project Control Techniques (#3 in the series How to Control a Project)
By Michael D. Taylor
Having a project management plan will not always ensure having effective project control. Without a control process the project manager will often resort to an improper use of institutional authority to embarrass, or intimidate a project member whose [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/post-control-project-control-techniques/feed</wfw:commentRss>
		</item>
		<item>
		<title>Improving Project Team Accountability</title>
		<link>http://www.pmhut.com/improving-project-team-accountability</link>
		<comments>http://www.pmhut.com/improving-project-team-accountability#comments</comments>
		<pubDate>Wed, 09 Dec 2009 15:04:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4390</guid>
		<description><![CDATA[Improving Project Team Accountability
By Susan Dodia
Communicating about tasks, roles and responsibilities takes up a great deal of time for most project managers. After communicating, a project manager documents and tracks task assignments in a project plan. So everybody has something to do, and the plan forward is clear to all. But how do you translate [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/improving-project-team-accountability/feed</wfw:commentRss>
		</item>
		<item>
		<title>Go/No-Go Control - Project Control Techniques</title>
		<link>http://www.pmhut.com/gono-go-control-project-control-techniques</link>
		<comments>http://www.pmhut.com/gono-go-control-project-control-techniques#comments</comments>
		<pubDate>Tue, 08 Dec 2009 23:40:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4385</guid>
		<description><![CDATA[Go/No-Go Control - Project Control Techniques (#2 in the series How to Control a Project)
By Michael D. Taylor
Having a project management plan will not always ensure having effective project control. Without a control process the project manager will often resort to an improper use of institutional authority to embarrass, or intimidate a project member whose [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/gono-go-control-project-control-techniques/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management for Entrepreneurs: Throwing Away the PMBOK</title>
		<link>http://www.pmhut.com/project-management-for-entrepreneurs-throwing-away-the-pmbok</link>
		<comments>http://www.pmhut.com/project-management-for-entrepreneurs-throwing-away-the-pmbok#comments</comments>
		<pubDate>Tue, 08 Dec 2009 20:44:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PMBOK]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4383</guid>
		<description><![CDATA[Project Management for Entrepreneurs: Throwing Away the PMBOK
By Megan Strand
When I was first exposed to the basic principles of formal Project Management, I wanted to run screaming. Well, actually, I should clarify. It was really when I purchased and opened the “bible” of formal Project Management, the Project Management Book of Knowledge (PMBOK), that this [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-for-entrepreneurs-throwing-away-the-pmbok/feed</wfw:commentRss>
		</item>
		<item>
		<title>What to Include in Your Project Kickoff Presentation</title>
		<link>http://www.pmhut.com/what-to-include-in-your-project-kickoff-presentation</link>
		<comments>http://www.pmhut.com/what-to-include-in-your-project-kickoff-presentation#comments</comments>
		<pubDate>Tue, 08 Dec 2009 15:57:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4381</guid>
		<description><![CDATA[What to Include in Your Project Kickoff Presentation
By Zenkara
I was recently asked about why project kickoffs are important – surely people could just read the Project Management Plan and Project Charter.
Nice in theory – rather more difficult in practice. It’s always better to get everyone in a room (physical or web-based) and make sure everyone [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-to-include-in-your-project-kickoff-presentation/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Reviving Sidelined Projects</title>
		<link>http://www.pmhut.com/on-reviving-sidelined-projects</link>
		<comments>http://www.pmhut.com/on-reviving-sidelined-projects#comments</comments>
		<pubDate>Mon, 07 Dec 2009 19:57:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4379</guid>
		<description><![CDATA[On Reviving Sidelined Projects
By Curt Finch
News media are claiming that the economy is “finally back in gear.” What does this mean for businesses like yours? Projects that were sidelined for the past year or two could come off the bench, and there might be more money to go around. Great news, right? It depends on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-reviving-sidelined-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Prioritize Your Backlog and Go Live ASAP</title>
		<link>http://www.pmhut.com/how-to-prioritize-your-backlog-and-go-live-asap</link>
		<comments>http://www.pmhut.com/how-to-prioritize-your-backlog-and-go-live-asap#comments</comments>
		<pubDate>Mon, 07 Dec 2009 15:00:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4375</guid>
		<description><![CDATA[How to Prioritize Your Backlog and Go Live ASAP
By Bruno Collet
We will look at a 7-step technique to prioritize a product backlog in order to release a working system in the shortest possible timeframe. This article is presented with a methodology-neutral point of view; it can be used with any Agile-style framework.
Step 1: Describe the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-prioritize-your-backlog-and-go-live-asap/feed</wfw:commentRss>
		</item>
		<item>
		<title>Influence of Differing Project Management Styles onto Mergers</title>
		<link>http://www.pmhut.com/influence-of-differing-project-management-styles-onto-mergers</link>
		<comments>http://www.pmhut.com/influence-of-differing-project-management-styles-onto-mergers#comments</comments>
		<pubDate>Sun, 06 Dec 2009 20:27:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Organizational Structures]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4370</guid>
		<description><![CDATA[Influence of Differing Project Management Styles onto Mergers
By Andreas Schulz
We often hear of mergers of large companies which proved to be a failure in the long run. Initially everything seems to fit, the circumstances are promising, the staff is motivated and looking positively into the new company’s bright future, the ranges of products complement each [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/influence-of-differing-project-management-styles-onto-mergers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Scope Control</title>
		<link>http://www.pmhut.com/project-scope-control</link>
		<comments>http://www.pmhut.com/project-scope-control#comments</comments>
		<pubDate>Sat, 05 Dec 2009 22:50:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Requirements Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4368</guid>
		<description><![CDATA[Project Scope Control
By Dave Nielsen
The most common reason for software project failure is not failure to control budget or schedule but failure to control requirements, either at the outset or during the build phase. Software projects are unlike those that deliver a tangible product such as a building, a bridge, or a dam. These projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-scope-control/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Liberation Checklist: Finishing Unfinished Projects</title>
		<link>http://www.pmhut.com/the-project-liberation-checklist-finishing-unfinished-projects</link>
		<comments>http://www.pmhut.com/the-project-liberation-checklist-finishing-unfinished-projects#comments</comments>
		<pubDate>Sat, 05 Dec 2009 17:21:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4364</guid>
		<description><![CDATA[The Project Liberation Checklist: Finishing Unfinished Projects
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
We all have one hiding over there in the groan zone. It’s the unfinished project that lives in a strange sort of limbo, and the longer that project goes unfinished, there is an exponential increase in the time to finish the project.
So, you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-liberation-checklist-finishing-unfinished-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Planning More Effective Milestones in Web Design Projects</title>
		<link>http://www.pmhut.com/planning-more-effective-milestones-in-web-design-projects</link>
		<comments>http://www.pmhut.com/planning-more-effective-milestones-in-web-design-projects#comments</comments>
		<pubDate>Fri, 04 Dec 2009 14:50:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Milestones]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4358</guid>
		<description><![CDATA[Planning More Effective Milestones in Web Design Projects
By Chris LeCompte
Most successful web design projects are organized into a system of milestones with each one representing a critical piece of the project. Milestones are simple in concept, but they can be tricky to nail down.
For example, how specific should we get with the milestones? If we [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/planning-more-effective-milestones-in-web-design-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Plan</title>
		<link>http://www.pmhut.com/the-project-plan</link>
		<comments>http://www.pmhut.com/the-project-plan#comments</comments>
		<pubDate>Thu, 03 Dec 2009 21:57:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4354</guid>
		<description><![CDATA[The Project Plan
By The Office of Government Commerce - OGC, UK
Purpose of the Project Plan
The Project Plan provides a statement of how and when a project&#8217;s objectives are to be achieved, by showing the major products, milestones, activities and resources required on the project.
It is used as a baseline against which to monitor project progress [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Do Team Members Want From Their Project Manager?</title>
		<link>http://www.pmhut.com/what-do-team-members-want-from-their-project-manager</link>
		<comments>http://www.pmhut.com/what-do-team-members-want-from-their-project-manager#comments</comments>
		<pubDate>Thu, 03 Dec 2009 12:42:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[HR Management]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Motivation]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4350</guid>
		<description><![CDATA[What Do Team Members Want From Their Project Manager?
By Bruce McGraw
There are character traits that most of us would like to believe we possess and that we want to find in the people we work with and work for: trust, integrity, respect, and honesty—sort of like the mantra of the Boy Scouts. Good project managers [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-do-team-members-want-from-their-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Cybernetic Control - Project Control Techniques</title>
		<link>http://www.pmhut.com/cybernetic-control-project-control-techniques</link>
		<comments>http://www.pmhut.com/cybernetic-control-project-control-techniques#comments</comments>
		<pubDate>Wed, 02 Dec 2009 22:26:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4345</guid>
		<description><![CDATA[Cybernetic Control - Project Control Techniques (#1 in the series How to Control a Project)
By Michael D. Taylor
Having a project management plan will not always ensure having effective project control. Without a control process the project manager will often resort to an improper use of institutional authority to embarrass, or intimidate a project member whose [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cybernetic-control-project-control-techniques/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Kung Fu Theater</title>
		<link>http://www.pmhut.com/the-project-management-kung-fu-theater</link>
		<comments>http://www.pmhut.com/the-project-management-kung-fu-theater#comments</comments>
		<pubDate>Wed, 02 Dec 2009 14:52:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4341</guid>
		<description><![CDATA[The Project Management Kung Fu Theater
By Kerry Wills
Growing up in New York during the 1980s, I enjoyed watching what was called “The Sunday Afternoon Kung Fu Theater” on television. This meant four hours straight of Kung Fu movies, dueling techniques, avenging deaths, dubbed voice-overs, and wonderful noises for punches and kicks. There was also the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-kung-fu-theater/feed</wfw:commentRss>
		</item>
		<item>
		<title>Stealth Projects</title>
		<link>http://www.pmhut.com/stealth-projects</link>
		<comments>http://www.pmhut.com/stealth-projects#comments</comments>
		<pubDate>Tue, 01 Dec 2009 19:34:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4336</guid>
		<description><![CDATA[Stealth Projects
By Kiron D. Bondale
A stealth project is an initiative that was never formally sanctioned or approved. This is not a value judgment – many stealth projects are able to deliver worthwhile business outcomes, but at what cost?
Stealth projects have been portrayed as being one of the Four Horseman of the Project Portfolio Management Apocalypse. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/stealth-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Discipline - Key Component of Any Business Process Initiative</title>
		<link>http://www.pmhut.com/project-management-discipline-key-component-of-any-business-process-initiative</link>
		<comments>http://www.pmhut.com/project-management-discipline-key-component-of-any-business-process-initiative#comments</comments>
		<pubDate>Mon, 30 Nov 2009 20:12:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Advantages]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4327</guid>
		<description><![CDATA[Project Management Discipline - Key Component of Any Business Process Initiative
By Glenn Remoreras
The project that I am currently involved in has been very successful. Unfortunately, I can’t give you many details about it, except that the team is tasked to implement a new business model. It involves blueprinting the new model, construction, organizational transformation and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-discipline-key-component-of-any-business-process-initiative/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Real Project Management Maturity</title>
		<link>http://www.pmhut.com/on-real-project-management-maturity</link>
		<comments>http://www.pmhut.com/on-real-project-management-maturity#comments</comments>
		<pubDate>Mon, 30 Nov 2009 15:31:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4325</guid>
		<description><![CDATA[On Real Project Management Maturity
By Rob Llewellyn
It’s all very well for an organisation’s senior management to hold up their hands and proclaim; “We have Project and Programme Managers who manage our delivery” so we’re covered in that department. But how mature are those efforts? Do their projects and programmes portray madness or maturity?
Does your organisation [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-real-project-management-maturity/feed</wfw:commentRss>
		</item>
		<item>
		<title>Planning Is Not A Project Life-cycle Phase</title>
		<link>http://www.pmhut.com/planning-is-not-a-project-life-cycle-phase</link>
		<comments>http://www.pmhut.com/planning-is-not-a-project-life-cycle-phase#comments</comments>
		<pubDate>Sun, 29 Nov 2009 20:23:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4322</guid>
		<description><![CDATA[Planning Is Not A Project Life-cycle Phase
By William R. Duncan
Planning is not a project life-cycle phase. Planning is an ongoing activity throughout the project. The only time planning looks even a little bit like a phase is when you are managing a single phase of the project and someone else is defining scope for you. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/planning-is-not-a-project-life-cycle-phase/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Calculate the Project SPI</title>
		<link>http://www.pmhut.com/how-to-calculate-the-project-spi</link>
		<comments>http://www.pmhut.com/how-to-calculate-the-project-spi#comments</comments>
		<pubDate>Sun, 29 Nov 2009 00:12:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4320</guid>
		<description><![CDATA[How to Calculate the Project SPI
By Dave Nielsen
You have a feel for whether your project is on schedule or not because you are the project manager and you have your ear to the ground. Slipping the beginning of QA testing or a key iteration end date will tell us that we are behind schedule, but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-calculate-the-project-spi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Initiation Documentation - PID</title>
		<link>http://www.pmhut.com/project-initiation-documentation-pid</link>
		<comments>http://www.pmhut.com/project-initiation-documentation-pid#comments</comments>
		<pubDate>Fri, 27 Nov 2009 16:34:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<category><![CDATA[Project Management Templates]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4315</guid>
		<description><![CDATA[Project Initiation Documentation - PID
By The Office of Government Commerce - OGC, UK
Purpose of the Project Initiation Document
The purpose of the Project Initiation Documentation is to define the project, in order to form the basis for its management and an assessment of its overall success. The Project Initiation Documentation gives the direction and scope of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-initiation-documentation-pid/feed</wfw:commentRss>
		</item>
		<item>
		<title>Rescuing a Project: Diagnosis</title>
		<link>http://www.pmhut.com/rescuing-a-project-diagnosis</link>
		<comments>http://www.pmhut.com/rescuing-a-project-diagnosis#comments</comments>
		<pubDate>Thu, 26 Nov 2009 14:45:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4308</guid>
		<description><![CDATA[Rescuing a Project: Diagnosis
By Joanne Wortman
I earlier talked about performing triage on a project portfolio. The result of the triage effort is to identify those projects most in need of immediate intervention. Just as in the medical world, the next step after triage is diagnosis; now it’s time to focus on projects in the third [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/rescuing-a-project-diagnosis/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Change Management Tips</title>
		<link>http://www.pmhut.com/project-change-management-tips</link>
		<comments>http://www.pmhut.com/project-change-management-tips#comments</comments>
		<pubDate>Thu, 26 Nov 2009 06:12:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4304</guid>
		<description><![CDATA[Project Change Management Tips
By Dave Nielsen
There are two knowledge areas that will determine how well the product you build will satisfy the needs it was built to meet. The first is requirements management, or scope management. The way in which you capture requirements initially, and trace them throughout the design and build process will have [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-change-management-tips/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Final Project Report</title>
		<link>http://www.pmhut.com/the-final-project-report</link>
		<comments>http://www.pmhut.com/the-final-project-report#comments</comments>
		<pubDate>Wed, 25 Nov 2009 19:48:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<category><![CDATA[Project Closure]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4291</guid>
		<description><![CDATA[The Final Project Report (#7 in the series How to Close Out a Project)
By Michael D. Taylor
This series discloses important aspects of closing out a project by describing the following aspects:

Scope Verification
Contract Closeout
Administrative Closeout
Lessons Learned
Historical Records
Celebrating Success
Final Report


The purpose of the final project report is to document the history of the project in such a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-final-project-report/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management, Productive Laziness, and the Open Door Policy</title>
		<link>http://www.pmhut.com/project-management-productive-laziness-and-the-open-door-policy</link>
		<comments>http://www.pmhut.com/project-management-productive-laziness-and-the-open-door-policy#comments</comments>
		<pubDate>Wed, 25 Nov 2009 15:07:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4284</guid>
		<description><![CDATA[Project Management, Productive Laziness, and the Open Door Policy
By Peter Taylor
You never know till you try to reach them how accessible men are; but you must approach each man by the right door. - Henry Ward Beecher
The importance of being accessible but in a controlled way
I’m all for being there for people, honest I am. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-productive-laziness-and-the-open-door-policy/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Individualism in Your Project Team</title>
		<link>http://www.pmhut.com/on-individualism-in-your-project-team</link>
		<comments>http://www.pmhut.com/on-individualism-in-your-project-team#comments</comments>
		<pubDate>Tue, 24 Nov 2009 21:49:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4282</guid>
		<description><![CDATA[On Individualism in Your Project Team
By Terry Little, National Aeronautics and Space Administration (NASA)
One day, on an impulse, I asked the 80 or so folks working for me the following question in a staff meeting: &#8220;Say I was to line up everyone here by the degree to which each person was pulling his or her [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-individualism-in-your-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Convergence Methodology: Project Management by Results</title>
		<link>http://www.pmhut.com/the-convergence-methodology-project-management-by-results</link>
		<comments>http://www.pmhut.com/the-convergence-methodology-project-management-by-results#comments</comments>
		<pubDate>Tue, 24 Nov 2009 14:57:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4279</guid>
		<description><![CDATA[The Convergence Methodology: Project Management by Results (#1 in the series The Convergence Methodology)
By Frederic Delrieu
The convergence methodology has been developed in the Automotive industry (Renault company) to improve the project teams efficiency in a context of strong competition (schedules always tightened to be the first to sell a product, more and more innovations to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-convergence-methodology-project-management-by-results/feed</wfw:commentRss>
		</item>
		<item>
		<title>Celebrating Success - Project Closure</title>
		<link>http://www.pmhut.com/celebrating-success-project-closure</link>
		<comments>http://www.pmhut.com/celebrating-success-project-closure#comments</comments>
		<pubDate>Tue, 24 Nov 2009 03:14:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Closure]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4277</guid>
		<description><![CDATA[Celebrating Success - Project Closure (#6 in the series How to Close Out a Project)
By Michael D. Taylor
This series discloses important aspects of closing out a project by describing the following aspects:

Scope Verification
Contract Closeout
Administrative Closeout
Lessons Learned
Historical Records
Celebrating Success
Final Report


Celebrating success brings healthy closure to the project and should involve everyone who participated on the project. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/celebrating-success-project-closure/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Scope Is King</title>
		<link>http://www.pmhut.com/the-project-scope-is-king</link>
		<comments>http://www.pmhut.com/the-project-scope-is-king#comments</comments>
		<pubDate>Mon, 23 Nov 2009 19:36:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

		<category><![CDATA[Project Scope Management]]></category>

		<category><![CDATA[Scope Change Control]]></category>

		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4273</guid>
		<description><![CDATA[The Project Scope Is King
By Cindy Vandersleen
In PMI’s (Project Management Institute’s) Project Management Body of Knowledge or PMBOK – which is the bible of project management, there are 9 knowledge areas discussed– Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risk, and Procurement. Anyone who has studied for their PMP certification knows these well – [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-scope-is-king/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management 101</title>
		<link>http://www.pmhut.com/project-management-101-2</link>
		<comments>http://www.pmhut.com/project-management-101-2#comments</comments>
		<pubDate>Mon, 23 Nov 2009 12:51:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4268</guid>
		<description><![CDATA[Project Management 101 (#3 in the series A Cynical Perspective on Project Management)
By Barry Otterholt
Most of us need to learn by our own mistakes, rather than heed the wisdom of others. Here then is the prescription for learning, so you can make the mistakes faster and get to the wisdom sooner.

Start work. What needs to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-101-2/feed</wfw:commentRss>
		</item>
		<item>
		<title>Contractor Selection in Project Management</title>
		<link>http://www.pmhut.com/contractor-selection-in-project-management</link>
		<comments>http://www.pmhut.com/contractor-selection-in-project-management#comments</comments>
		<pubDate>Sun, 22 Nov 2009 18:31:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<category><![CDATA[Solicitation & Source Selection]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4264</guid>
		<description><![CDATA[Contractor Selection in Project Management
By The Office of Government Commerce - OGC, UK
Purpose of the Contract Selection
To encourage the most effective and cost effective means of engaging consultants and contractors to carry out necessary services and works.
Fitness for Purpose Checklist

quality of supplies, materials and results;
the value of the finished product to the business;
life-cycle costs not [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/contractor-selection-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Mapping the Business Landscape</title>
		<link>http://www.pmhut.com/mapping-the-business-landscape</link>
		<comments>http://www.pmhut.com/mapping-the-business-landscape#comments</comments>
		<pubDate>Sat, 21 Nov 2009 22:56:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<category><![CDATA[Corporate Transformation]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4261</guid>
		<description><![CDATA[Mapping the Business Landscape
By John Bolden
“A Map of the Business Landscape Provides a Firm Foundation for Establishing Direction and Making Decisions about What Is, What Will Be and What has to Happen in Between…”
Essentially, the absence of clarity and cohesion about which processes and information sets intersect, interconnect and interrelate across the business (any business) [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/mapping-the-business-landscape/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing by Exception</title>
		<link>http://www.pmhut.com/managing-by-exception</link>
		<comments>http://www.pmhut.com/managing-by-exception#comments</comments>
		<pubDate>Sat, 21 Nov 2009 16:43:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4258</guid>
		<description><![CDATA[Managing by Exception (#27 in the Hut Introduction to Project Management)
By JISC infoNet
Managing by Exception can be broadly summed up as creating the right conditions in the first place then only intervening when things aren&#8217;t going according to plan.
If your project is not part of a larger programme then you may need to consider setting [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-by-exception/feed</wfw:commentRss>
		</item>
		<item>
		<title>Trust: Your 6th Sense of Project Management</title>
		<link>http://www.pmhut.com/trust-your-6th-sense-of-project-management</link>
		<comments>http://www.pmhut.com/trust-your-6th-sense-of-project-management#comments</comments>
		<pubDate>Fri, 20 Nov 2009 21:37:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4255</guid>
		<description><![CDATA[Trust: Your 6th Sense of Project Management
By Mike Boyer Smith
Think about the people you manage – do you trust them to deliver? Chances are you know you can rely on most of them, but then there’s one who always misses their deadlines, or needs constant pushing…
For those who don’t deliver so reliably, there are four [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/trust-your-6th-sense-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Identifying Performance Issues with Your Project Team</title>
		<link>http://www.pmhut.com/identifying-performance-issues-with-your-project-team</link>
		<comments>http://www.pmhut.com/identifying-performance-issues-with-your-project-team#comments</comments>
		<pubDate>Fri, 20 Nov 2009 15:00:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<category><![CDATA[HR Management]]></category>

		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4252</guid>
		<description><![CDATA[Identifying Performance Issues with Your Project Team
By Dave Nielsen
The phrase &#8220;project manager&#8221; is a bit of a misnomer; while project managers do manage projects, they deliver them by managing a project team that does the work of the project. How successful they are at managing that team will go a long way to determining the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/identifying-performance-issues-with-your-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project History File - Project Closure</title>
		<link>http://www.pmhut.com/project-history-file-project-closure</link>
		<comments>http://www.pmhut.com/project-history-file-project-closure#comments</comments>
		<pubDate>Fri, 20 Nov 2009 04:42:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Closure]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4248</guid>
		<description><![CDATA[Project History File - Project Closure (#5 in the series How to Close Out a Project)
By Michael D. Taylor
This series discloses important aspects of closing out a project by describing the following aspects:

Scope Verification
Contract Closeout
Administrative Closeout
Lessons Learned
Historical Records
Celebrating Success
Final Report


Without gathering data from previous projects the project manager is at a serious loss when it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-history-file-project-closure/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Ten Uglies of Project Management</title>
		<link>http://www.pmhut.com/the-ten-uglies-of-project-management</link>
		<comments>http://www.pmhut.com/the-ten-uglies-of-project-management#comments</comments>
		<pubDate>Thu, 19 Nov 2009 15:01:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=4243</guid>
		<description><![CDATA[The Ten Uglies of Project Management
By Kerry Wills
Project Management methodologies, classes, and books are adequate at explaining the mechanics of running projects and the tools used to do so. Understanding these mechanics is essential, but it is experience that distinguishes successful Project Managers. More specifically, it is the sum of all of the negative experiences [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-ten-uglies-of-project-management/feed</wfw:commentRss>
		</item>
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