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	<title>Project Management Articles - PM Hut</title>
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	<link>http://www.pmhut.com</link>
	<description></description>
	<pubDate>Thu, 02 Jul 2009 20:03:24 +0000</pubDate>
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		<title>Why It Is Important that Software Projects Fail</title>
		<link>http://www.pmhut.com/why-it-is-important-that-software-projects-fail</link>
		<comments>http://www.pmhut.com/why-it-is-important-that-software-projects-fail#comments</comments>
		<pubDate>Thu, 02 Jul 2009 20:02:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3444</guid>
		<description><![CDATA[Why It Is Important that Software Projects Fail
By Anthony Berglas
This paper boldly challenges the long established misconception that the catastrophic failure of expensive software projects is detrimental to society. Historical analysis of bureaucracies such as the Australian Tax Office shows that massive software automation has not increased their real efficiency since the 1950s. Any increase [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-it-is-important-that-software-projects-fail/feed</wfw:commentRss>
		</item>
		<item>
		<title>Partial Commitments to Projects Create Unpredictable Projects</title>
		<link>http://www.pmhut.com/partial-commitments-to-projects-create-unpredictable-projects</link>
		<comments>http://www.pmhut.com/partial-commitments-to-projects-create-unpredictable-projects#comments</comments>
		<pubDate>Thu, 02 Jul 2009 14:16:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3442</guid>
		<description><![CDATA[Partial Commitments to Projects Create Unpredictable Projects
By Johanna Rothman
There’s a discussion on a mailing list about a partially committed-to project: there aren’t enough people on the project, the people don’t have the time to do the work because they are interrupted all the time by support of previously released applications. The only people available are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/partial-commitments-to-projects-create-unpredictable-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Status Report Template</title>
		<link>http://www.pmhut.com/project-status-report-template</link>
		<comments>http://www.pmhut.com/project-status-report-template#comments</comments>
		<pubDate>Wed, 01 Jul 2009 15:05:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Templates]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3437</guid>
		<description><![CDATA[Project Status Report Template
By Rob Redmond
A good status report is short, brief, and tells a lot with very little. The attached file is about as minimalist as I could make it. It does not tell the dates that have passed, therefore the manager viewing it will not be able to see where the schedule went [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-status-report-template/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Few Companies Have A Project Management Office (PMO)</title>
		<link>http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo</link>
		<comments>http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo#comments</comments>
		<pubDate>Wed, 01 Jul 2009 06:30:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3435</guid>
		<description><![CDATA[Why Few Companies Have A Project Management Office (PMO)
By Jorge Dominguez
With the maturity that project management has in this day and age there are few companies with a PMO group and I have not been able to explain the reason why even though I can think of many.
The one reason that always comes to mind [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-few-companies-have-a-project-management-office-pmo/feed</wfw:commentRss>
		</item>
		<item>
		<title>Resourcing The Project Team</title>
		<link>http://www.pmhut.com/resourcing-the-project-team</link>
		<comments>http://www.pmhut.com/resourcing-the-project-team#comments</comments>
		<pubDate>Tue, 30 Jun 2009 19:46:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[HR Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3430</guid>
		<description><![CDATA[Resourcing The Project Team (#14 in the Hut Introduction to Project Management)
By JISC infoNet
The skill mix within the team is important but so is the fact that the team must feel empowered to deliver the project. They must be able to challenge the status quo and offer solutions that impact across the organisation.
This means they [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/resourcing-the-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Working Towards Success: How to Keep the Project Afloat</title>
		<link>http://www.pmhut.com/working-towards-success-how-to-keep-the-project-afloat</link>
		<comments>http://www.pmhut.com/working-towards-success-how-to-keep-the-project-afloat#comments</comments>
		<pubDate>Tue, 30 Jun 2009 14:53:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3421</guid>
		<description><![CDATA[Working Towards Success: How to Keep the Project Afloat
By André Augusto Choma
To keep the project ‘afloat’ isn’t, certainly, an easy job. It requires extraordinary dedication from the project manager and his/her team; and success comes much more because of competence than chance. And that’s why, to succeed, the project manager’s attitude is an essential element [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/working-towards-success-how-to-keep-the-project-afloat/feed</wfw:commentRss>
		</item>
		<item>
		<title>When Is Your Project Ready to Go Live?</title>
		<link>http://www.pmhut.com/when-is-your-project-ready-to-go-live</link>
		<comments>http://www.pmhut.com/when-is-your-project-ready-to-go-live#comments</comments>
		<pubDate>Tue, 30 Jun 2009 03:49:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3419</guid>
		<description><![CDATA[When Is Your Project Ready to Go Live?
By Harley Lovegrove
You don’t need a weatherman to tell you which way the wind blows, but give the same source data to a number of different weather forecasters and nine days out of ten – you’ll end up with differing predictions.
Assuming the above is true, then how can [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-is-your-project-ready-to-go-live/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication in Project Management - How to Communicate</title>
		<link>http://www.pmhut.com/communication-in-project-management-how-to-communicate</link>
		<comments>http://www.pmhut.com/communication-in-project-management-how-to-communicate#comments</comments>
		<pubDate>Mon, 29 Jun 2009 19:30:29 +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=3414</guid>
		<description><![CDATA[Communication in Project Management - How to Communicate
By Thomas Cutting
Once, in the midst of a long distance relationship I had the grand idea of sending a Western Union Telegram to my girlfriend. From my vast knowledge of telegrams, based solely on movies and TV, I knew that every time you put a period they say [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-in-project-management-how-to-communicate/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Ways to Sink a Project</title>
		<link>http://www.pmhut.com/10-ways-to-sink-a-project</link>
		<comments>http://www.pmhut.com/10-ways-to-sink-a-project#comments</comments>
		<pubDate>Mon, 29 Jun 2009 14:44:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3410</guid>
		<description><![CDATA[10 Ways to Sink a Project
By André Augusto Choma
Many projects face problems for multiple reasons: problems of scope, insufficient planning and bad risk assessment are frequent nightmares in any project manager’s life. The root causes of these problems are diverse, but some difficulties are common to many projects, and, for this reason, should get more [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-ways-to-sink-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management Defined - First Principles</title>
		<link>http://www.pmhut.com/project-portfolio-management-defined-first-principles</link>
		<comments>http://www.pmhut.com/project-portfolio-management-defined-first-principles#comments</comments>
		<pubDate>Sun, 28 Jun 2009 13:33:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3408</guid>
		<description><![CDATA[Project Portfolio Management Defined - First Principles
By Demian Entrekin
First let me just put a few stakes in the ground:

Traditional approaches to Project Management (PM) are broken and need to be fixed
Project Portfolio Management (PPM) is not a trend - PPM is here to stay and is fundamentally changing how organizations manage projects
IT departments are a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-defined-first-principles/feed</wfw:commentRss>
		</item>
		<item>
		<title>Building The Project Team</title>
		<link>http://www.pmhut.com/building-the-project-team</link>
		<comments>http://www.pmhut.com/building-the-project-team#comments</comments>
		<pubDate>Sat, 27 Jun 2009 16:49:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3405</guid>
		<description><![CDATA[Building The Project Team (#13 in the Hut Introduction to Project Management)
By JISC infoNet
If you need to bring together people from different backgrounds and experience in order to take important decisions for the organisation, you need to allow some time for them to develop as a group. In small projects, very basic training or a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/building-the-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Project Management-Based Approach to Organizational Change</title>
		<link>http://www.pmhut.com/a-project-management-based-approach-to-organizational-change</link>
		<comments>http://www.pmhut.com/a-project-management-based-approach-to-organizational-change#comments</comments>
		<pubDate>Fri, 26 Jun 2009 12:59:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3403</guid>
		<description><![CDATA[A Project Management-Based Approach to Organizational Change
By Samuel T. Brown, III, PMP, Global Knowledge Course Director and Instructor
Everyone is acquainted with change &#8212; we experience it in all facets of our lives. At work, we are regularly faced with the need to adjust to organizational changes. Some are clear and make perfect sense, while others [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-project-management-based-approach-to-organizational-change/feed</wfw:commentRss>
		</item>
		<item>
		<title>Advantages and Disadvantages of Gantt Charts</title>
		<link>http://www.pmhut.com/advantages-and-disadvantages-of-gantt-charts</link>
		<comments>http://www.pmhut.com/advantages-and-disadvantages-of-gantt-charts#comments</comments>
		<pubDate>Fri, 26 Jun 2009 02:41:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Charts]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3401</guid>
		<description><![CDATA[Advantages and Disadvantages of Gantt Charts
By John Jeffreys
You might have a reasonable size project in your organisation. The activity of the project might occur over several months and have several tasks. Typically, some tasks are dependent upon another. That is, some of the tasks cannot start until other tasks are finished. You can write this [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/advantages-and-disadvantages-of-gantt-charts/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Clash of the Priorities - A Project Manager Dilemma</title>
		<link>http://www.pmhut.com/the-clash-of-the-priorities-a-project-manager-dilemma</link>
		<comments>http://www.pmhut.com/the-clash-of-the-priorities-a-project-manager-dilemma#comments</comments>
		<pubDate>Thu, 25 Jun 2009 20:50:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3398</guid>
		<description><![CDATA[The Clash of the Priorities - A Project Manager Dilemma
By Susan Peterson
All of us juggle a multitude of priorities in both our professional and personal lives. Often, the number and magnitude of priorities may seem overwhelming and even in conflict with one another. Also, the sources/causes that are driving the priorities may have no logical [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-clash-of-the-priorities-a-project-manager-dilemma/feed</wfw:commentRss>
		</item>
		<item>
		<title>Who Are Your Stakeholders?</title>
		<link>http://www.pmhut.com/who-are-your-stakeholders</link>
		<comments>http://www.pmhut.com/who-are-your-stakeholders#comments</comments>
		<pubDate>Thu, 25 Jun 2009 19:38:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3396</guid>
		<description><![CDATA[Who Are Your Stakeholders?
By Declan Chellar
On any project, it is important to understand who the stakeholders are, what the nature of their stake is and what effect they are likely to have on the project.
A stakeholder is anyone who has a vested interest in the project, can be affected by the change initiative that the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/who-are-your-stakeholders/feed</wfw:commentRss>
		</item>
		<item>
		<title>Reasons for Tuning a Project Portfolio</title>
		<link>http://www.pmhut.com/reasons-for-tuning-a-project-portfolio</link>
		<comments>http://www.pmhut.com/reasons-for-tuning-a-project-portfolio#comments</comments>
		<pubDate>Thu, 25 Jun 2009 14:32:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3394</guid>
		<description><![CDATA[Reasons for Tuning a Project Portfolio
By Pradeep Bhanot
Creating a perfect portfolio may be a dream, but striving for one should not be. Lean thinking encourages incremental measures that focus on the customer, improve processes, amplifying good projects and eliminating waste by switching off or deferring non-strategic ones.
What makes one portfolio better than another? One popular [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/reasons-for-tuning-a-project-portfolio/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Senior Supplier - Roles and Responsibilities</title>
		<link>http://www.pmhut.com/the-senior-supplier-roles-and-responsibilities</link>
		<comments>http://www.pmhut.com/the-senior-supplier-roles-and-responsibilities#comments</comments>
		<pubDate>Wed, 24 Jun 2009 20:25:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3391</guid>
		<description><![CDATA[The Senior Supplier - Roles and Responsibilities (#12 in the Hut Introduction to Project Management)
By JISC infoNet
The Senior Supplier is responsible for the quality of products supplied. Where there are multiple external suppliers it may be necessary to have more than one person in this role. Specific responsibilities include:

Approval of supplier specifications - this may [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-senior-supplier-roles-and-responsibilities/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Choose an SDLC Methodology in Project Management</title>
		<link>http://www.pmhut.com/how-to-choose-an-sdlc-methodology-in-project-management</link>
		<comments>http://www.pmhut.com/how-to-choose-an-sdlc-methodology-in-project-management#comments</comments>
		<pubDate>Wed, 24 Jun 2009 15:01:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3389</guid>
		<description><![CDATA[How to Choose an SDLC Methodology in Project Management
By Dave Nielsen
Choosing the right SDLC (Software Development Lifecycle) methodology for your project is as important to the success of the project as the implementation of any project management best practices. Choose the wrong software methodology and you will add time to the development cycle. Adding extra [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-choose-an-sdlc-methodology-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Multiple Roles of the Project Sponsor</title>
		<link>http://www.pmhut.com/the-multiple-roles-of-the-project-sponsor</link>
		<comments>http://www.pmhut.com/the-multiple-roles-of-the-project-sponsor#comments</comments>
		<pubDate>Wed, 24 Jun 2009 03:24:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3387</guid>
		<description><![CDATA[The Multiple Roles of the Project Sponsor
By Tim Millett
When talking about the positions on a project team, the ones that come to mind first are project leader, project manager and team members. Time is spent designing the project, selecting the right members, establishing the critical path leading to end goals, and establishing a reporting and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-multiple-roles-of-the-project-sponsor/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Degradation of Agile Project Management</title>
		<link>http://www.pmhut.com/the-degradation-of-agile-project-management</link>
		<comments>http://www.pmhut.com/the-degradation-of-agile-project-management#comments</comments>
		<pubDate>Tue, 23 Jun 2009 15:15:48 +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=3384</guid>
		<description><![CDATA[The Degradation of Agile Project Management
By Robert McIlree 
It&#8217;s always easy to tell when something is resonating within organizations - and Agile is now firmly in that camp based on my experiences over the past two years. There is a tremendous amount of interest in Agile methods and many organizations are taking their first or [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-degradation-of-agile-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>PPM: The Prescription for Successful IT Project Management</title>
		<link>http://www.pmhut.com/ppm-the-prescription-for-successful-it-project-management</link>
		<comments>http://www.pmhut.com/ppm-the-prescription-for-successful-it-project-management#comments</comments>
		<pubDate>Mon, 22 Jun 2009 23:40:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3380</guid>
		<description><![CDATA[PPM: The Prescription for Successful IT Project Management
By Alexander Hankewicz
Project portfolio management (PPM) is a process to obtain project management information of all resources, time, budget, and labor skills in order to align, manage, and review these elements–and to ensure deliverables are being met in terms of project milestones, in accordance with the work breakdown [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ppm-the-prescription-for-successful-it-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management in Ten Minutes</title>
		<link>http://www.pmhut.com/project-portfolio-management-in-ten-minutes</link>
		<comments>http://www.pmhut.com/project-portfolio-management-in-ten-minutes#comments</comments>
		<pubDate>Mon, 22 Jun 2009 17:41:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3376</guid>
		<description><![CDATA[Project Portfolio Management in Ten Minutes
By Kailash Awati
Let’s begin with a few definitions:
Portfolio: The prioritised set of all projects and programs in an organisation.
Program: A set of multiple, interdependent projects which (generally, but not always) contribute to a single (or small number of) strategic objectives.
Project: A unique effort with a defined beginning and end, aimed [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-in-ten-minutes/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Process Framework</title>
		<link>http://www.pmhut.com/the-project-management-process-framework</link>
		<comments>http://www.pmhut.com/the-project-management-process-framework#comments</comments>
		<pubDate>Mon, 22 Jun 2009 14:39:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3374</guid>
		<description><![CDATA[The Project Management Process Framework
By Moises Ortiz
All of the work you do on a project is made up of processes. Once you know how all these processes fit together you will have the knowledge to run your projects smoothly.
But, what is a process?
Think of a process as a black box that takes some inputs and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-process-framework/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Importance of Capturing Lessons Learned in Project Management</title>
		<link>http://www.pmhut.com/the-importance-of-capturing-lessons-learned-in-project-management</link>
		<comments>http://www.pmhut.com/the-importance-of-capturing-lessons-learned-in-project-management#comments</comments>
		<pubDate>Sun, 21 Jun 2009 20:53:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3372</guid>
		<description><![CDATA[The Importance of Capturing Lessons Learned in Project Management
By William R. Duncan
Lessons learned should be captured:

As part of the ongoing change management process.
At the end of each project phase.

Why Capture Lessons Learned?
Let&#8217;s start this article the way we would start a project — by documenting why we would want to capture lessons learned. The rationale [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-importance-of-capturing-lessons-learned-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Senior User - Roles and Responsibilities</title>
		<link>http://www.pmhut.com/the-senior-user-roles-and-responsibilities</link>
		<comments>http://www.pmhut.com/the-senior-user-roles-and-responsibilities#comments</comments>
		<pubDate>Sat, 20 Jun 2009 21:28:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3367</guid>
		<description><![CDATA[The Senior User - Roles and Responsibilities (#11 in the Hut Introduction to Project Management)
By JISC infoNet
The Senior User is the representative on the Project Board of all users of the project output. If one exists he or she will chair meetings of the User Group. The Senior User is responsible for ensuring that users [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-senior-user-roles-and-responsibilities/feed</wfw:commentRss>
		</item>
		<item>
		<title>Adopting a Successful Project Portfolio Management Process</title>
		<link>http://www.pmhut.com/adopting-a-successful-project-portfolio-management-process</link>
		<comments>http://www.pmhut.com/adopting-a-successful-project-portfolio-management-process#comments</comments>
		<pubDate>Fri, 19 Jun 2009 15:47:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3363</guid>
		<description><![CDATA[Adopting a Successful Project Portfolio Management Process
By Miley W. Merkhofer
The successful project portfolio management process includes four major components (Figure 1). First, a structured process is used to acquire key information about all projects and to organize the data into one or more project portfolios. Second, consistent and objective methods are employed to analyze projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/adopting-a-successful-project-portfolio-management-process/feed</wfw:commentRss>
		</item>
		<item>
		<title>Requirements Gathering - Scheduling Activities in Your Project Plan</title>
		<link>http://www.pmhut.com/requirements-gathering-scheduling-activities-in-your-project-plan</link>
		<comments>http://www.pmhut.com/requirements-gathering-scheduling-activities-in-your-project-plan#comments</comments>
		<pubDate>Fri, 19 Jun 2009 12:34:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3361</guid>
		<description><![CDATA[Requirements Gathering - Scheduling Activities in Your Project Plan
By Dave Nielsen
Requirements gathering activities should be scheduled by your project plan like any other project related activities. If these activities don&#8217;t track to the schedule, whether because the schedule isn&#8217;t feasible or some other reason, it will cause all the dependent activities to slip. Once you&#8217;ve [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/requirements-gathering-scheduling-activities-in-your-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Log / Risk Register</title>
		<link>http://www.pmhut.com/risk-log-risk-register</link>
		<comments>http://www.pmhut.com/risk-log-risk-register#comments</comments>
		<pubDate>Thu, 18 Jun 2009 21:33:05 +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=3359</guid>
		<description><![CDATA[Risk Log / Risk Register
By The Office of Government Commerce - OGC, UK
Purpose of the Risk Log / Risk Register
The Risk log, in relation to a specific activity or plan (e.g. project), lists all the identified risks and the results of their analysis and evaluation. Information on the status of the risk is also included. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-log-risk-register/feed</wfw:commentRss>
		</item>
		<item>
		<title>Evaluating the True Value of a Proposed Project</title>
		<link>http://www.pmhut.com/evaluating-the-true-value-of-a-proposed-project</link>
		<comments>http://www.pmhut.com/evaluating-the-true-value-of-a-proposed-project#comments</comments>
		<pubDate>Thu, 18 Jun 2009 16:03:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<category><![CDATA[Economic Evaluation]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3356</guid>
		<description><![CDATA[Evaluating the True Value of a Proposed Project
By Demian Entrekin
Consider this thought experiment: let&#8217;s imagine for a moment that we (aka &#8220;they&#8221;) want to use quantifiable measures for evaluating the value of a proposed project. This sounds like a pretty darn good idea on the face of it. &#8220;Come on folks, we&#8217;re professionals!&#8221;
Many of us [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/evaluating-the-true-value-of-a-proposed-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Art of Productive Laziness for Project Managers - Part II</title>
		<link>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers-part-ii</link>
		<comments>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers-part-ii#comments</comments>
		<pubDate>Thu, 18 Jun 2009 11:44:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3354</guid>
		<description><![CDATA[The Art of Productive Laziness for Project Managers - Part II (#2 in the series The Lazy Project Manager)
By Peter Taylor
Science behind the laziness – being focused
The Pareto principle (also known as the 80/20 rule) states that for many phenomena 80% of consequences stem from 20% of the causes. The idea has rule-of-thumb application in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers-part-ii/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Executive - Role and Responsibilities</title>
		<link>http://www.pmhut.com/the-project-executive-role-and-responsibilities</link>
		<comments>http://www.pmhut.com/the-project-executive-role-and-responsibilities#comments</comments>
		<pubDate>Wed, 17 Jun 2009 15:12:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3351</guid>
		<description><![CDATA[The Project Executive - Role and Responsibilities (#10 in the Hut Introduction to Project Management)
By JISC infoNet
The Project Executive would normally come from the senior management of the customer organisation - that is the organisation who are to directly use the output of the project - the new object, system, process or structure. The Executive [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-executive-role-and-responsibilities/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Processes</title>
		<link>http://www.pmhut.com/project-management-processes</link>
		<comments>http://www.pmhut.com/project-management-processes#comments</comments>
		<pubDate>Tue, 16 Jun 2009 22:57:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3349</guid>
		<description><![CDATA[Project Management Processes
By Meade Rubenstein
Not to be confused with the Project Management Process
If you have any involvement in project management or IT you’ve probably heard of various project management/software development methodologies, including: SCRUM, eXtreme Programming, Agile, CMM, waterfall, etc. Each methodology contains many interesting buzz words, various number of steps to success, never ending testimonials [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-processes/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Manager&#8217;s Tool Kit</title>
		<link>http://www.pmhut.com/the-project-managers-tool-kit</link>
		<comments>http://www.pmhut.com/the-project-managers-tool-kit#comments</comments>
		<pubDate>Tue, 16 Jun 2009 19:57:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3346</guid>
		<description><![CDATA[The Project Manager&#8217;s Tool Kit
By W. Scott Cameron, Procter and Gamble
Project managers are rarely described as being funny. Moreover, a good sense of humor rarely seems to be one of the deciding factors in choosing someone to be a project manager, or something that pops up as a major discussion point at an annual performance [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-managers-tool-kit/feed</wfw:commentRss>
		</item>
		<item>
		<title>The CHAOS Report 2009 on IT Project Failure</title>
		<link>http://www.pmhut.com/the-chaos-report-2009-on-it-project-failure</link>
		<comments>http://www.pmhut.com/the-chaos-report-2009-on-it-project-failure#comments</comments>
		<pubDate>Tue, 16 Jun 2009 15:38:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3342</guid>
		<description><![CDATA[The CHAOS Report 2009 on IT Project Failure
By Jorge Dominguez
The Standish Group collects information on project failures in the IT industry and environments with the objective of making the industry more successful and to show ways to improve its success rates and increase the value of the IT investments. The latest results have been compiled [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-chaos-report-2009-on-it-project-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>IT Managers and Project Management</title>
		<link>http://www.pmhut.com/it-managers-and-project-management</link>
		<comments>http://www.pmhut.com/it-managers-and-project-management#comments</comments>
		<pubDate>Mon, 15 Jun 2009 18:37:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3339</guid>
		<description><![CDATA[IT Managers and Project Management
By Rhané Thomas, MPM, PMP - Global Knowledge Instructor
The IT Manager, or any functional manager, and the Project Manager have a lot in common. Both work to achieve organizational goals by directing the activities of people. They employ many of the same knowledge sets, skills, abilities and personal traits to plan, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/it-managers-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Large Projects with Ease: 9 Pressure Reducers That Work!</title>
		<link>http://www.pmhut.com/managing-large-projects-with-ease-9-pressure-reducers-that-work</link>
		<comments>http://www.pmhut.com/managing-large-projects-with-ease-9-pressure-reducers-that-work#comments</comments>
		<pubDate>Mon, 15 Jun 2009 12:56:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3337</guid>
		<description><![CDATA[Managing Large Projects with Ease: 9 Pressure Reducers That Work!
By ExecutiveBrief Staff
Gain invaluable insight into how to best manage the challenges inherent with large software development projects. An industry expert reveals proven strategies for staying on top of a wide range of tasks!
Managing large software projects can be quite difficult under the best of circumstances. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-large-projects-with-ease-9-pressure-reducers-that-work/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication in Project Management - When to Communicate</title>
		<link>http://www.pmhut.com/communication-in-project-management-when-to-communicate</link>
		<comments>http://www.pmhut.com/communication-in-project-management-when-to-communicate#comments</comments>
		<pubDate>Mon, 15 Jun 2009 01:15:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3335</guid>
		<description><![CDATA[Communication in Project Management - When to Communicate
By Thomas Cutting
Rarely do you hear a project sponsor say, “There is way too much communication going on here.” Unfortunately a common complaint is the lack of communication. True, the loudest complainers are often those that opted out of the weekly status meetings and never responded to your [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-in-project-management-when-to-communicate/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Board</title>
		<link>http://www.pmhut.com/the-project-board</link>
		<comments>http://www.pmhut.com/the-project-board#comments</comments>
		<pubDate>Sun, 14 Jun 2009 15:12:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3330</guid>
		<description><![CDATA[The Project Board (#9 in the Hut Introduction to Project Management)
By JISC infoNet
Project boards usually have key people representing the different interests in the project: these can be generally classified as Supplier, Customer or User.

A Chair who may be the Project Sponsor (or the Programme Sponsor if the project is part of a wider programme [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-board/feed</wfw:commentRss>
		</item>
		<item>
		<title>Cyclical Methods of Project Management</title>
		<link>http://www.pmhut.com/cyclical-methods-of-project-management</link>
		<comments>http://www.pmhut.com/cyclical-methods-of-project-management#comments</comments>
		<pubDate>Sat, 13 Jun 2009 21:56:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3326</guid>
		<description><![CDATA[Cyclical Methods of Project Management (#23 in the Hut Project Management Handbook)
By Wouter Baars
Because of the issues described previously in this Hut, a number of other methods of project management have emerged in recent years. These methods are particularly suited for IT-development projects. Examples of these relatively new streams within project management include DSDM, RUP, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cyclical-methods-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Framework</title>
		<link>http://www.pmhut.com/risk-management-framework</link>
		<comments>http://www.pmhut.com/risk-management-framework#comments</comments>
		<pubDate>Sat, 13 Jun 2009 16:55:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3323</guid>
		<description><![CDATA[Risk Management Framework
By The Office of Government Commerce - OGC, UK
Purpose of the Risk Management Framework
To define how management of risk will be handled within the associated context (could be organisation-wide or for a specific activity such as a project). It covers the lifetime of the activity. It provides information on roles, responsibilities, processes and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-framework/feed</wfw:commentRss>
		</item>
		<item>
		<title>Change as a Positive Force in Project Portfolio Management</title>
		<link>http://www.pmhut.com/change-as-a-positive-force-in-project-portfolio-management</link>
		<comments>http://www.pmhut.com/change-as-a-positive-force-in-project-portfolio-management#comments</comments>
		<pubDate>Fri, 12 Jun 2009 16:39:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3321</guid>
		<description><![CDATA[Change as a Positive Force in Project Portfolio Management
By Pradeep Bhanot
My work in change management has taught me that change is enviable and should be embraced, not feared. Project management needs the formality of traditional methods to satisfy the need for rigor, auditability and control. Project management practices encourage project reviews, after the project is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/change-as-a-positive-force-in-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Key Roles in Project Management - Project Manager</title>
		<link>http://www.pmhut.com/key-roles-in-project-management-project-manager</link>
		<comments>http://www.pmhut.com/key-roles-in-project-management-project-manager#comments</comments>
		<pubDate>Fri, 12 Jun 2009 13:16:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3317</guid>
		<description><![CDATA[Key Roles in Project Management - Project Manager (#8 in the Hut Introduction to Project Management)
By JISC infoNet
The Project Manager is the person responsible for the day-to-day management of the project. The Project Manager will be involved in defining the project with the Sponsor and then ensures that the project is delivered on time, to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/key-roles-in-project-management-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Art of Productive Laziness for Project Managers</title>
		<link>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers</link>
		<comments>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers#comments</comments>
		<pubDate>Thu, 11 Jun 2009 17:06:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3314</guid>
		<description><![CDATA[The Art of Productive Laziness for Project Managers (#1 in the series The Lazy Project Manager)
By Peter Taylor
Science behind the laziness – being smart
It’s no good just being lazy; you have to be better than lazy, you have to be lazy in a very smart way.
Productive Laziness is not just about being lazy, it requires [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-art-of-productive-laziness-for-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Stakeholder Management (or the Importance of Being in Charge)</title>
		<link>http://www.pmhut.com/stakeholder-management-or-the-importance-of-being-in-charge</link>
		<comments>http://www.pmhut.com/stakeholder-management-or-the-importance-of-being-in-charge#comments</comments>
		<pubDate>Thu, 11 Jun 2009 13:14:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3312</guid>
		<description><![CDATA[Stakeholder Management (or the Importance of Being in Charge)
By Diane Ellis
I turned down a job just recently. Oh sure – the deadline was impossible, there weren&#8217;t enough people (or the right type of people) in the project team to do the job, the scope of deliverables was poorly defined, and it was over 3 hours [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/stakeholder-management-or-the-importance-of-being-in-charge/feed</wfw:commentRss>
		</item>
		<item>
		<title>PgMP Multi-Rater Assessment</title>
		<link>http://www.pmhut.com/pgmp-multi-rater-assessment</link>
		<comments>http://www.pmhut.com/pgmp-multi-rater-assessment#comments</comments>
		<pubDate>Wed, 10 Jun 2009 23:42:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3310</guid>
		<description><![CDATA[PgMP Multi-Rater Assessment
By Eric Reeder
In order to earn the PMI&#8217;s newest credential the PgMP® you must first pass three evaluations:

The application review
The credential&#8217;s exam and
The multi-rater assessment or MRA. The MRA seems like a very straight-forward 360 exam, and by all accounts it is. I am writing this post just to call your attention to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pgmp-multi-rater-assessment/feed</wfw:commentRss>
		</item>
		<item>
		<title>Participants, Authorities, and Responsibilities in Project Portfolio Management</title>
		<link>http://www.pmhut.com/participants-authorities-and-responsibilities-in-project-portfolio-management</link>
		<comments>http://www.pmhut.com/participants-authorities-and-responsibilities-in-project-portfolio-management#comments</comments>
		<pubDate>Wed, 10 Jun 2009 17:00:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3307</guid>
		<description><![CDATA[Participants, Authorities, and Responsibilities in Project Portfolio Management
By Miley W. Merkhofer
The first step for establishing a project portfolio management function is to decide who will participate as active managers of the project portfolio. A project portfolio manager, typically a senior manager, should be appointed with accountability for the success of the entire project portfolio. (Check [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/participants-authorities-and-responsibilities-in-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Overview</title>
		<link>http://www.pmhut.com/risk-management-overview</link>
		<comments>http://www.pmhut.com/risk-management-overview#comments</comments>
		<pubDate>Wed, 10 Jun 2009 13:17:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<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=3305</guid>
		<description><![CDATA[Risk Management Overview
By Simon Buehring
&#8220;All project management is risk management&#8221; (Eric Verzuh)
Risk management is an essential activity in any project or organisation. Risk is defined by M_o_R (Management of Risk, the OGC methodology) as uncertainty of outcome. A risk manager is concerned with managing the risks (uncertain issues and incidents) that, were they to occur, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-overview/feed</wfw:commentRss>
		</item>
		<item>
		<title>Identifying the Right Stakeholders to Contribute to Requirements</title>
		<link>http://www.pmhut.com/identifying-the-right-stakeholders-to-contribute-to-requirements</link>
		<comments>http://www.pmhut.com/identifying-the-right-stakeholders-to-contribute-to-requirements#comments</comments>
		<pubDate>Tue, 09 Jun 2009 21:57:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3294</guid>
		<description><![CDATA[Identifying the Right Stakeholders to Contribute to Requirements
By Dave Nielsen
Your first step in the requirements gathering process should be to solicit requirements for your software development project from the stakeholders. The method and techniques you choose to employ for the purpose of requirements solicitation will require you to contact these stakeholders for the purpose of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/identifying-the-right-stakeholders-to-contribute-to-requirements/feed</wfw:commentRss>
		</item>
		<item>
		<title>A PMP Certification is Not Enough</title>
		<link>http://www.pmhut.com/a-pmp-certification-is-not-enough</link>
		<comments>http://www.pmhut.com/a-pmp-certification-is-not-enough#comments</comments>
		<pubDate>Tue, 09 Jun 2009 16:48:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3298</guid>
		<description><![CDATA[A PMP Certification is Not Enough
By Andrew Makar
Each year project managers across the world apply for the Project Management Professional certification as the rite of passage into the PM profession. The industry recognizes PMI certification as the standard to identify project managers with a solid PM competency. A quick search for project management on any [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-pmp-certification-is-not-enough/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Should Be Included in a Project Plan</title>
		<link>http://www.pmhut.com/what-should-be-included-in-a-project-plan</link>
		<comments>http://www.pmhut.com/what-should-be-included-in-a-project-plan#comments</comments>
		<pubDate>Tue, 09 Jun 2009 14:23:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3296</guid>
		<description><![CDATA[What Should Be Included in a Project Plan
By Stephen R Martin
It is very common for novice project managers to be daunted by what to include in their project plans. While Project methodologies like Prince 2 offer some guidance for those looking for more formal support, many PM&#8217;s remain (incorrectly) put off by their complexity and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-should-be-included-in-a-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Requirements Gathering in Software Projects</title>
		<link>http://www.pmhut.com/requirements-gathering-in-software-projects</link>
		<comments>http://www.pmhut.com/requirements-gathering-in-software-projects#comments</comments>
		<pubDate>Tue, 09 Jun 2009 01:59:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3292</guid>
		<description><![CDATA[Requirements Gathering in Software Projects
By Dave Nielsen
Capturing requirements can be the most challenging part of a software development project. If you don&#8217;t get the requirements right, or miss key requirements, your project is in vain. Even if you do meet budget and schedule objectives, your project will fail to deliver the benefits your sponsors envisioned [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/requirements-gathering-in-software-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Milestones and the Project Team</title>
		<link>http://www.pmhut.com/project-milestones-and-the-project-team</link>
		<comments>http://www.pmhut.com/project-milestones-and-the-project-team#comments</comments>
		<pubDate>Mon, 08 Jun 2009 19:31:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Milestones]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3289</guid>
		<description><![CDATA[Project Milestones and the Project Team
By João Almeida
I was recently discussing the need for milestone visibility. Strange topic to be discussing, but it happened! The conversation begun as I was making a point to allow the PM tool (in this case MS Project) to calculate the milestone date based on the tasks dependencies and how [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-milestones-and-the-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Business Improvement Mechanics vs. Corporate Optics and Politics</title>
		<link>http://www.pmhut.com/business-improvement-mechanics-vs-corporate-optics-and-politics</link>
		<comments>http://www.pmhut.com/business-improvement-mechanics-vs-corporate-optics-and-politics#comments</comments>
		<pubDate>Mon, 08 Jun 2009 14:38:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Corporate Transformation]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3285</guid>
		<description><![CDATA[Business Improvement Mechanics vs. Corporate Optics and Politics
By John Bolden
If the mechanics of improving the business are intuitively simple; why do so many business improvement projects fail to meet expectations…?
At any moment in time, every organization will be in the throes of change to a greater or lesser degree. Projects; tens, hundreds even thousands vie [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/business-improvement-mechanics-vs-corporate-optics-and-politics/feed</wfw:commentRss>
		</item>
		<item>
		<title>Key Roles in Project Management - Project Sponsor</title>
		<link>http://www.pmhut.com/key-roles-in-project-management-project-sponsor</link>
		<comments>http://www.pmhut.com/key-roles-in-project-management-project-sponsor#comments</comments>
		<pubDate>Sun, 07 Jun 2009 21:07:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3282</guid>
		<description><![CDATA[Key Roles in Project Management - Project Sponsor (#7 in the Hut Introduction to Project Management)
By JISC infoNet
In any project you need to get the right team together in order to deliver a successful result. You will be unlikely to have a full team in place until you have gone through the process of defining [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/key-roles-in-project-management-project-sponsor/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Do You Group Projects Into Programs?</title>
		<link>http://www.pmhut.com/how-do-you-group-projects-into-programs</link>
		<comments>http://www.pmhut.com/how-do-you-group-projects-into-programs#comments</comments>
		<pubDate>Sun, 07 Jun 2009 14:14:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3280</guid>
		<description><![CDATA[How Do You Group Projects Into Programs?
By Vaughan Merlyn
This is part art, part science, and frequently involves both top-down and bottom-up planning approaches. The key element is wrapped up in the notion of a business outcome.  A business outcome is a measurable result – both in terms of time and quantity – that is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-do-you-group-projects-into-programs/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Chain Method (CCM) - A Short Definition</title>
		<link>http://www.pmhut.com/critical-chain-method-ccm-a-short-definition</link>
		<comments>http://www.pmhut.com/critical-chain-method-ccm-a-short-definition#comments</comments>
		<pubDate>Sat, 06 Jun 2009 14:10:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Critical Chain Project Management]]></category>

		<category><![CDATA[Critical Path]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3278</guid>
		<description><![CDATA[Critical Chain Method (CCM) - A Short Definition
By Sivaraj Dhanasekaran
Schedule Network Analysis is one of the tools and techniques of Schedule Development process. Critical Chain Method is one of the method used to perform Schedule Network Analysis.
This method is used to prepare the project schedule when limited or restricted resources are available.
In this method, the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-chain-method-ccm-a-short-definition/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Risk Management - An Overview</title>
		<link>http://www.pmhut.com/project-risk-management-an-overview</link>
		<comments>http://www.pmhut.com/project-risk-management-an-overview#comments</comments>
		<pubDate>Fri, 05 Jun 2009 21:44:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3276</guid>
		<description><![CDATA[Project Risk Management - An Overview
By Christopher J. Wright, MPM, PMP - Global Knowledge Course Director
Several years ago, I was concluding a project risk review meeting, and I received a text page from my project&#8217;s executive sponsor (&#8221;Jim&#8221;) summoning me to his office. As soon as the meeting concluded, I went to the Jim&#8217;s office [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-risk-management-an-overview/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Strategy</title>
		<link>http://www.pmhut.com/risk-management-strategy</link>
		<comments>http://www.pmhut.com/risk-management-strategy#comments</comments>
		<pubDate>Fri, 05 Jun 2009 14:57:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3271</guid>
		<description><![CDATA[Risk Management Strategy
By The Office of Government Commerce - OGC, UK
Defines how risks will be managed during the lifecycle of the programme. Used to plan the way risks are handled within the programme.
The Risk Strategy and supporting Plan must acknowledge actual and potential threats to the successful delivery of a project and determines the activities [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-strategy/feed</wfw:commentRss>
		</item>
		<item>
		<title>Practical Budgeting for Project Managers - Part I</title>
		<link>http://www.pmhut.com/practical-budgeting-for-project-managers-part-i</link>
		<comments>http://www.pmhut.com/practical-budgeting-for-project-managers-part-i#comments</comments>
		<pubDate>Thu, 04 Jun 2009 20:39:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3269</guid>
		<description><![CDATA[Practical Budgeting for Project Managers - Part I
By Ray W. Frohnhoefer
What is a Project Budget?
Let’s start with the PMBOK® Guide, Fourth Edition definition:
[Budgeting] is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Project budgets constitute the funds authorized to execute the project. Project cost performance [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/practical-budgeting-for-project-managers-part-i/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Infrastructure</title>
		<link>http://www.pmhut.com/project-infrastructure</link>
		<comments>http://www.pmhut.com/project-infrastructure#comments</comments>
		<pubDate>Thu, 04 Jun 2009 14:44:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3266</guid>
		<description><![CDATA[Project Infrastructure (#6 in the Hut Introduction to Project Management)
By JISC infoNet
You need to think at a very early stage about setting up the infrastructure for your project.
In a system implementation project setting up the technical infrastructure e.g. specifying and procuring hardware and getting it operational may be a whole phase of the project.
In all [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-infrastructure/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Best of Project Management Lessons Learned</title>
		<link>http://www.pmhut.com/the-best-of-project-management-lessons-learned</link>
		<comments>http://www.pmhut.com/the-best-of-project-management-lessons-learned#comments</comments>
		<pubDate>Wed, 03 Jun 2009 22:11:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3263</guid>
		<description><![CDATA[The Best of Project Management Lessons Learned
By Patrick Howard

A solid baseline is essential for the entire project.
Projects take a lot of planning…more than you might think initially.
Small disasters can lead to costly variances.
It is more difficult to put together a project plan without actual people.
Hire a project manager to run a project.
Making changes on the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-best-of-project-management-lessons-learned/feed</wfw:commentRss>
		</item>
		<item>
		<title>Important Skills and Capabilities for the Project Portfolio Manager</title>
		<link>http://www.pmhut.com/important-skills-and-capabilities-for-the-project-portfolio-manager</link>
		<comments>http://www.pmhut.com/important-skills-and-capabilities-for-the-project-portfolio-manager#comments</comments>
		<pubDate>Wed, 03 Jun 2009 14:46:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3261</guid>
		<description><![CDATA[Important Skills and Capabilities for the Project Portfolio Manager
By Miley W. Merkhofer

Good understanding of the organization&#8217;s vision, mission, and strategy.
Understanding of project and program management, including ability to assess project health based on high-level reporting documents.
Leadership skills, including communication, presentation, and team building.
Broad understanding of the business, including markets, customer base, partners, and applicable regulations.
Able [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/important-skills-and-capabilities-for-the-project-portfolio-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Benefits of Project Portfolio Management - PPM</title>
		<link>http://www.pmhut.com/benefits-of-project-portfolio-management-ppm</link>
		<comments>http://www.pmhut.com/benefits-of-project-portfolio-management-ppm#comments</comments>
		<pubDate>Wed, 03 Jun 2009 01:06:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3259</guid>
		<description><![CDATA[Benefits of Project Portfolio Management - PPM
By Craig Brown
The following are the main benefits of Project Portfolio Management - PPM:

Builds discipline into project selection process.
Links project selection to strategic metrics.
Prioritizes project proposals across a common set of criteria, rather than on politics or emotion.
Allocates resources to projects that align with strategic direction.
Balances risk across all [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/benefits-of-project-portfolio-management-ppm/feed</wfw:commentRss>
		</item>
		<item>
		<title>Communication in Project Management - What to Communicate</title>
		<link>http://www.pmhut.com/communication-in-project-management-what-to-communicate</link>
		<comments>http://www.pmhut.com/communication-in-project-management-what-to-communicate#comments</comments>
		<pubDate>Tue, 02 Jun 2009 18:58:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3256</guid>
		<description><![CDATA[Communication in Project Management - What to Communicate
By Thomas Cutting
Long before email, the quickest form of interoffice communication was the dial switch message tube. Plastic cylinders were sucked from one end of the building to a central switch board. From there they were placed in another tube and pushed to their destination. Instead of having [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communication-in-project-management-what-to-communicate/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Onion Rule for Project Managers</title>
		<link>http://www.pmhut.com/the-onion-rule-for-project-managers</link>
		<comments>http://www.pmhut.com/the-onion-rule-for-project-managers#comments</comments>
		<pubDate>Tue, 02 Jun 2009 14:15:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3251</guid>
		<description><![CDATA[The Onion Rule for Project Managers
By Rob Redmond
Almost every assigned task that has any complexity to it requires working through issues. Consider The Onion Rule:
Simple tasks often fall apart like onions. What should require five minutes will inevitably require 10 days to accomplish.
If your boss assigns you to do something as simple as update the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-onion-rule-for-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Convincing Management That Context Switching Is a Bad Idea</title>
		<link>http://www.pmhut.com/convincing-management-that-context-switching-is-a-bad-idea</link>
		<comments>http://www.pmhut.com/convincing-management-that-context-switching-is-a-bad-idea#comments</comments>
		<pubDate>Mon, 01 Jun 2009 19:27:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3248</guid>
		<description><![CDATA[Convincing Management That Context Switching Is a Bad Idea
By Johanna Rothman
The last few times I’ve taught project management, I’ve explained that multi-project context switching wastes time. The project managers agree with me. But then they ask the question, “How do I explain this to my management? They refuse to believe me.”
Managers, especially senior managers, don’t [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/convincing-management-that-context-switching-is-a-bad-idea/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Initiation and the Project Initiation Document - PID</title>
		<link>http://www.pmhut.com/project-initiation-and-the-project-initiation-document-pid</link>
		<comments>http://www.pmhut.com/project-initiation-and-the-project-initiation-document-pid#comments</comments>
		<pubDate>Mon, 01 Jun 2009 15:02:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3245</guid>
		<description><![CDATA[Project Initiation and the Project Initiation Document - PID (#5 in the Hut Introduction to Project Management)
By JISC infoNet
Project initiation is where all the necessary analysis is undertaken to allow the project to be planned. Initiating a project usually involves a considerable amount of work, and therefore expenditure, and this is why PRINCE2 recommends that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-initiation-and-the-project-initiation-document-pid/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Triple Constraint in Project Management - A Simple Definition</title>
		<link>http://www.pmhut.com/the-triple-constraint-in-project-management-a-simple-definition</link>
		<comments>http://www.pmhut.com/the-triple-constraint-in-project-management-a-simple-definition#comments</comments>
		<pubDate>Mon, 01 Jun 2009 03:24:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3243</guid>
		<description><![CDATA[The Triple Constraint in Project Management - A Simple Definition
By Moises Ortiz
Every project is affected by the triple constraint of time, scope and cost. Doing something to one of the constraints always has an effect on the other two constraints.
Any time your project changes, you’ll need to know how it affects your project’s three constraints. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-triple-constraint-in-project-management-a-simple-definition/feed</wfw:commentRss>
		</item>
		<item>
		<title>The “Unwritten Rules” of Project and Program Management</title>
		<link>http://www.pmhut.com/the-unwritten-rules-of-project-and-program-management</link>
		<comments>http://www.pmhut.com/the-unwritten-rules-of-project-and-program-management#comments</comments>
		<pubDate>Sun, 31 May 2009 20:23:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3241</guid>
		<description><![CDATA[The “Unwritten Rules” of Project and Program Management
By Vaughan Merlyn
I’ve argued before that Project Management is a ‘foundation discipline’ primarily concerned with producing agreed deliverables, according to an agreed time-frame and within an agreed budget. (I know this is an extreme simplification, but bear with me – there are more important points to make than [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-unwritten-rules-of-project-and-program-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Software Estimation and Project Management</title>
		<link>http://www.pmhut.com/software-estimation-and-project-management</link>
		<comments>http://www.pmhut.com/software-estimation-and-project-management#comments</comments>
		<pubDate>Sat, 30 May 2009 17:34:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

		<category><![CDATA[Computer Based Information Systems]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3239</guid>
		<description><![CDATA[Software Estimation and Project Management
By Dan Galorath
One of the desired end results of any project is producing a seamless product. Said project could be a company manual, a piece of software, or an automobile, in the end the product should be perceived a single, cohesive entity. The entirety of your project should feel as if [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/software-estimation-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>An Overview of Stakeholder Analysis</title>
		<link>http://www.pmhut.com/an-overview-of-stakeholder-analysis</link>
		<comments>http://www.pmhut.com/an-overview-of-stakeholder-analysis#comments</comments>
		<pubDate>Fri, 29 May 2009 18:07:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3232</guid>
		<description><![CDATA[An Overview of Stakeholder Analysis
By Declan Chellar
Before you can have a stakeholder management plan you have to understand your stakeholders and for that you need to do stakeholder analysis.
You could say that stakeholder analysis is a structured approach to identifying and understanding the stakeholders related to a project.
Stakeholder management, on the other hand, would determine [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/an-overview-of-stakeholder-analysis/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Right Way, the Wrong Way, and the PMI Way</title>
		<link>http://www.pmhut.com/the-right-way-the-wrong-way-and-the-pmi-way</link>
		<comments>http://www.pmhut.com/the-right-way-the-wrong-way-and-the-pmi-way#comments</comments>
		<pubDate>Fri, 29 May 2009 14:22:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PMBOK]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3228</guid>
		<description><![CDATA[The Right Way, the Wrong Way and the PMI Way
By Lynda Bourne
The idea that the PMI way is not real world is a very wrong assumption!
There are several factors that may make the PMI way different to your way but they are based on sound concepts. Some of the factors that create a difference are:

The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-right-way-the-wrong-way-and-the-pmi-way/feed</wfw:commentRss>
		</item>
		<item>
		<title>Preparing the Business Case</title>
		<link>http://www.pmhut.com/preparing-the-business-case</link>
		<comments>http://www.pmhut.com/preparing-the-business-case#comments</comments>
		<pubDate>Thu, 28 May 2009 20:06:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3224</guid>
		<description><![CDATA[Preparing the Business Case (#4 in the Hut Introduction to Project Management)
By JISC infoNet
Preparing a Business Case need not necessarily be a lengthy or difficult exercise. The amount of time worth spending on this is necessarily related to the likely scale and cost of the project. Even if you are faced with the second of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/preparing-the-business-case/feed</wfw:commentRss>
		</item>
		<item>
		<title>Stakeholder Management Overview</title>
		<link>http://www.pmhut.com/stakeholder-management-overview</link>
		<comments>http://www.pmhut.com/stakeholder-management-overview#comments</comments>
		<pubDate>Thu, 28 May 2009 16:44:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3222</guid>
		<description><![CDATA[Stakeholder Management Overview
By Rob Llewellyn
Stakeholder Management helps us ensure successful change. It helps managers assess and manage the environment around the planned programme and brings out the interests of the stakeholders and identifies potential conflicts to assign a level of risk or challenges to the programme’s success.
It also helps identify existing relationships between stakeholders that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/stakeholder-management-overview/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Make an Accurate IT Project Budget</title>
		<link>http://www.pmhut.com/how-to-make-an-accurate-it-project-budget</link>
		<comments>http://www.pmhut.com/how-to-make-an-accurate-it-project-budget#comments</comments>
		<pubDate>Thu, 28 May 2009 14:13:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Estimating]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3220</guid>
		<description><![CDATA[How to Make an Accurate IT Project Budget
By James Standen
Below are five tips for creating an Accurate IT Project Budget:
Establish scope clearly before you establish budget
This sounds obvious but its amazing how often I&#8217;ve seen this go wrong. There is no way to know what something will cost if you don&#8217;t know what it is. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-make-an-accurate-it-project-budget/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Documentation</title>
		<link>http://www.pmhut.com/project-documentation</link>
		<comments>http://www.pmhut.com/project-documentation#comments</comments>
		<pubDate>Thu, 28 May 2009 00:27:56 +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=3218</guid>
		<description><![CDATA[Project Documentation
By The Office of Government Commerce - OGC, UK
Project documentation is developed to support the project activities, often referred to as &#8220;products&#8221; as such documents are deliverables of the project management process. These products help to ensure the smooth progress of plans and provide a clear audit trail of decisions taken. A minimum set [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-documentation/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Activities</title>
		<link>http://www.pmhut.com/project-management-activities</link>
		<comments>http://www.pmhut.com/project-management-activities#comments</comments>
		<pubDate>Wed, 27 May 2009 19:33:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3214</guid>
		<description><![CDATA[Project Management Activities
By Meade Rubenstein
When you start a new job, you focus on where you’re sitting, who you’re working with, what your boss expects from you and how you can accomplish your job. The basics are: know where you are, know where you need to get to and develop a plan to accomplish that in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-activities/feed</wfw:commentRss>
		</item>
		<item>
		<title>Six Techniques to Ensure Solid Project Management Execution</title>
		<link>http://www.pmhut.com/six-techniques-to-ensure-solid-project-management-execution</link>
		<comments>http://www.pmhut.com/six-techniques-to-ensure-solid-project-management-execution#comments</comments>
		<pubDate>Wed, 27 May 2009 15:10:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3210</guid>
		<description><![CDATA[Six Techniques to Ensure Solid Project Management Execution
By Lonnie Pacelli
Some time back I was responsible for a portfolio of projects being done within the finance organization of my company. One of the projects was outsourced to a large consulting firm who supplied the project management, analysis, and development resources to the project. I would hold [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/six-techniques-to-ensure-solid-project-management-execution/feed</wfw:commentRss>
		</item>
		<item>
		<title>Starting A Project</title>
		<link>http://www.pmhut.com/starting-a-project</link>
		<comments>http://www.pmhut.com/starting-a-project#comments</comments>
		<pubDate>Tue, 26 May 2009 19:00:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3206</guid>
		<description><![CDATA[Starting A Project (#3 in the Hut Introduction to Project Management)
By JISC infoNet
There may be many reasons for initiating a project such as developing a new information system, changing an existing system or changing a business process. For example, in a college or university some common reasons for initiating a project might be:

A new strategic [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/starting-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Main Function of the Project Portfolio Management Office</title>
		<link>http://www.pmhut.com/main-function-of-the-project-portfolio-management-office</link>
		<comments>http://www.pmhut.com/main-function-of-the-project-portfolio-management-office#comments</comments>
		<pubDate>Tue, 26 May 2009 15:22:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3201</guid>
		<description><![CDATA[Main Function of the Project Portfolio Management Office
By Miley W. Merkhofer
The function of the project portfolio management office is to manage the organization&#8217;s project portfolio, which typically includes prioritizing projects, allocating resources to projects, and tracking the performance of the project portfolio. A key focus is ensuring that the overall collection of projects maximally supports [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/main-function-of-the-project-portfolio-management-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Is For Everyone!</title>
		<link>http://www.pmhut.com/project-management-is-for-everyone</link>
		<comments>http://www.pmhut.com/project-management-is-for-everyone#comments</comments>
		<pubDate>Mon, 25 May 2009 20:44:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3199</guid>
		<description><![CDATA[Project Management Is For Everyone!
By Ron Rosenhead
I am often asked when I am out socialising with people I do not know; &#8220;what do you do?&#8221; I explain that I help companies and individuals deliver projects on time, to budget and with the right results. I explain I do this through training, coaching and consultancy support [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-is-for-everyone/feed</wfw:commentRss>
		</item>
		<item>
		<title>Manage Project Issues and Risks</title>
		<link>http://www.pmhut.com/manage-project-issues-and-risks</link>
		<comments>http://www.pmhut.com/manage-project-issues-and-risks#comments</comments>
		<pubDate>Mon, 25 May 2009 14:04:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3196</guid>
		<description><![CDATA[Manage Project Issues and Risks
By Jeff Lash
Although this article is initially targeted at Product Managers, it is equally beneficial to Project Managers.
If you want to be a bad product manager, ignore issues and risks. Try to pretend they don’t exist and hope they go away. Don’t tell other people about them — especially higher-ups — [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/manage-project-issues-and-risks/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Writing the Project Charter</title>
		<link>http://www.pmhut.com/on-writing-the-project-charter</link>
		<comments>http://www.pmhut.com/on-writing-the-project-charter#comments</comments>
		<pubDate>Sun, 24 May 2009 18:46:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3194</guid>
		<description><![CDATA[On Writing the Project Charter
By Joseph Phillips
The project charter authorizes the project. This document launches the project and gives the project manager the authority to use organizational monies and resources to reach the objectives of the project. It’s a powerful document, and without one of these you’re setting yourself (and often your project) up for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-writing-the-project-charter/feed</wfw:commentRss>
		</item>
		<item>
		<title>Allow Constant Testing By Users Throughout the Entire Project</title>
		<link>http://www.pmhut.com/allow-constant-testing-by-users-throughout-the-entire-project</link>
		<comments>http://www.pmhut.com/allow-constant-testing-by-users-throughout-the-entire-project#comments</comments>
		<pubDate>Sat, 23 May 2009 14:19:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3190</guid>
		<description><![CDATA[Allow Constant Testing By Users Throughout the Entire Project (#22 in the Hut Project Management Handbook)
By Wouter Baars
In the definition phase and the design phase, customers are asked to formulate their requirements as well as possible. This is difficult for two reasons. First, customers have only a limited conception of the possibilities or impossibilities of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/allow-constant-testing-by-users-throughout-the-entire-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Lessons Learned Again and Again and Again</title>
		<link>http://www.pmhut.com/lessons-learned-again-and-again-and-again</link>
		<comments>http://www.pmhut.com/lessons-learned-again-and-again-and-again#comments</comments>
		<pubDate>Fri, 22 May 2009 21:39:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3188</guid>
		<description><![CDATA[Lessons Learned Again and Again and Again
By W. Scott Cameron, Procter and Gamble
Recently I have sat through a variety of project critiques and have asked the teams involved to articulate their lessons learned on their projects. During these reviews, my anxiety level and blood pressure invariably increase because I hear the same lessons learned, repeated [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/lessons-learned-again-and-again-and-again/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why A Project Fails</title>
		<link>http://www.pmhut.com/why-a-project-fails</link>
		<comments>http://www.pmhut.com/why-a-project-fails#comments</comments>
		<pubDate>Fri, 22 May 2009 13:52:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3183</guid>
		<description><![CDATA[Why Projects Fail (#2 in the Hut Introduction to Project Management)
By JISC infoNet
It is a sad fact that many projects, particularly those involving information systems, fail to deliver against their objectives on time and within budget. Projects fail when they are not managed well - when planning is not rigorous (or ignored altogether), when insufficient [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-a-project-fails/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Project Management Processes - Change Control and Issue Management</title>
		<link>http://www.pmhut.com/introduction-to-project-management-processes-change-control-and-issue-management</link>
		<comments>http://www.pmhut.com/introduction-to-project-management-processes-change-control-and-issue-management#comments</comments>
		<pubDate>Fri, 22 May 2009 00:06:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3180</guid>
		<description><![CDATA[Introduction to Project Management Processes - Change Control and Issue Management (#5 in the series Introduction to Project Management Processes)
By The Office of Government Commerce - OGC, UK
Any changes that are required during the life of the project must be formally planned and controlled to ensure that the impact of change stays within agreed parameters; [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-project-management-processes-change-control-and-issue-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Programme Risk Management</title>
		<link>http://www.pmhut.com/programme-risk-management</link>
		<comments>http://www.pmhut.com/programme-risk-management#comments</comments>
		<pubDate>Thu, 21 May 2009 19:44:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3175</guid>
		<description><![CDATA[Programme Risk Management
By Rob Llewellyn
If you have approached your project or programme well, you will have developed a Risk Plan/Strategy document. Risk needs to be proactively managed, as opposed to allowing it to manage you and the environment around you.
Many people are afraid of risk management and some Project and Programme Managers are often reluctant [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/programme-risk-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Planning - An Essential Part of Project Management</title>
		<link>http://www.pmhut.com/project-planning-an-essential-part-of-project-management</link>
		<comments>http://www.pmhut.com/project-planning-an-essential-part-of-project-management#comments</comments>
		<pubDate>Thu, 21 May 2009 06:41:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3173</guid>
		<description><![CDATA[Project Planning - An Essential Part of Project Management
By Richard Morreale
Produce a good plan and go for it!
Before I get into the specific ideas concerning planning and how I recommend that you do it, there are a number of things that I would like to say about the subject at an overview level.
First of all, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-planning-an-essential-part-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Build a Project Schedule in 5 Easy Steps</title>
		<link>http://www.pmhut.com/how-to-build-a-project-schedule-in-5-easy-steps</link>
		<comments>http://www.pmhut.com/how-to-build-a-project-schedule-in-5-easy-steps#comments</comments>
		<pubDate>Thu, 21 May 2009 00:49:48 +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=3171</guid>
		<description><![CDATA[How to Build a Project Schedule in 5 Easy Steps
By Andrew Makar
Congratulations! You&#8217;ve been assigned your first project and your boss wants to see a project schedule at next week&#8217;s status meeting. Hearing of your new promotion, the PC support team has installed Microsoft Project on your desktop so you&#8217;re ready to start building a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-build-a-project-schedule-in-5-easy-steps/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Incubator or the Project Management Office - PMO</title>
		<link>http://www.pmhut.com/the-incubator-or-the-project-management-office-pmo</link>
		<comments>http://www.pmhut.com/the-incubator-or-the-project-management-office-pmo#comments</comments>
		<pubDate>Wed, 20 May 2009 19:00:41 +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=3169</guid>
		<description><![CDATA[The Incubator or the Project Management Office - PMO
By Demian Entrekin
The concept of a business incubator has been with us for some time. The term may be relatively new, but the concept is certainly is less new.
Speaking very generically, incubators are places where entrepreneurial folks can come together to develop new ideas and solve problems. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-incubator-or-the-project-management-office-pmo/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Emotional Intelligence - Part III</title>
		<link>http://www.pmhut.com/introduction-to-emotional-intelligence-part-iii</link>
		<comments>http://www.pmhut.com/introduction-to-emotional-intelligence-part-iii#comments</comments>
		<pubDate>Wed, 20 May 2009 14:33:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3167</guid>
		<description><![CDATA[Introduction to Emotional Intelligence - Part III (#3 in the series Introduction to Emotional Intelligence)
By Phil de Kock
In the previous article I outlined some of the important skills of the emotionally intelligent person. The first one of these is self awareness.
This is an important aspect that does not only help in growing as an individual [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-emotional-intelligence-part-iii/feed</wfw:commentRss>
		</item>
		<item>
		<title>Benefits of the Project Portfolio</title>
		<link>http://www.pmhut.com/benefits-of-the-project-portfolio</link>
		<comments>http://www.pmhut.com/benefits-of-the-project-portfolio#comments</comments>
		<pubDate>Tue, 19 May 2009 19:12:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3163</guid>
		<description><![CDATA[Benefits of the Project Portfolio
By Miley W. Merkhofer
Once opportunities have been identified, with relevant information normalized and made easily accessible, individuals throughout the organization with broad understanding of the business can provide &#8220;reality checks.&#8221; Summary measures conveying data related to cost, risk, and benefit can be used to create graphics and comparative analyses that allow [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/benefits-of-the-project-portfolio/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Meaning of Deadline in Project Management</title>
		<link>http://www.pmhut.com/the-meaning-of-deadline-in-project-management</link>
		<comments>http://www.pmhut.com/the-meaning-of-deadline-in-project-management#comments</comments>
		<pubDate>Tue, 19 May 2009 15:39:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Milestones]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3161</guid>
		<description><![CDATA[The Meaning of Deadline in Project Management
By Ron Rosenhead
I have spoken to many people who complain that the person “did not deliver against the deadline”. Issues such as the “figures did not arrive before the deadline,” or “the report missed the deadline” and “because of this we will have to wait further three weeks before [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-meaning-of-deadline-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Applying Project Management to a Home Renovation Project</title>
		<link>http://www.pmhut.com/applying-project-management-to-a-home-renovation-project</link>
		<comments>http://www.pmhut.com/applying-project-management-to-a-home-renovation-project#comments</comments>
		<pubDate>Tue, 19 May 2009 00:08:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3159</guid>
		<description><![CDATA[Applying Project Management to a Home Renovation Project
By Thomas Cutting
Our house recently went through some medium size renovations. It began with replacing the hot water heater with a tankless model. During the installation the plumber explained that our galvanized pipes were badly corroded. In some places the rusty build up was seeping through to the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/applying-project-management-to-a-home-renovation-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is Project Management - Characteristics of a Project</title>
		<link>http://www.pmhut.com/what-is-project-management-characteristics-of-a-project</link>
		<comments>http://www.pmhut.com/what-is-project-management-characteristics-of-a-project#comments</comments>
		<pubDate>Mon, 18 May 2009 16:48:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3151</guid>
		<description><![CDATA[What Is Project Management - Characteristics of a Project (#1 in the Hut Introduction to Project Management)
By JISC infoNet
There are many definitions of what constitutes a project such as &#8216;a unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-project-management-characteristics-of-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Time Management in a Multi-Project Environment</title>
		<link>http://www.pmhut.com/time-management-in-a-multi-project-environment</link>
		<comments>http://www.pmhut.com/time-management-in-a-multi-project-environment#comments</comments>
		<pubDate>Mon, 18 May 2009 07:18:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3147</guid>
		<description><![CDATA[Time Management in a Multi-Project Environment
By Louis Marshall
It&#8217;s a major concern that some people believe there is a perfect time management software out there that will fix all their scheduling woes. This challenge can&#8217;t be surmounted with technology alone, there are aspects of habit at play here, not to mention the inherently unpredictable nature of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/time-management-in-a-multi-project-environment/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Project Management Processes - Benefits Management</title>
		<link>http://www.pmhut.com/introduction-to-project-management-processes-benefits-management</link>
		<comments>http://www.pmhut.com/introduction-to-project-management-processes-benefits-management#comments</comments>
		<pubDate>Sun, 17 May 2009 17:10:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3145</guid>
		<description><![CDATA[Introduction to Project Management Processes - Benefits Management (#4 in the series Introduction to Project Management Processes)
By The Office of Government Commerce - OGC, UK
Benefits management is the identification of potential benefits, their planning and tracking, the assignment of responsibilities and authorities and their actual realisation. There should be a Benefits Management Strategy to ensure [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-project-management-processes-benefits-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Project Management Processes - Quality Management</title>
		<link>http://www.pmhut.com/introduction-to-project-management-processes-quality-management</link>
		<comments>http://www.pmhut.com/introduction-to-project-management-processes-quality-management#comments</comments>
		<pubDate>Sun, 17 May 2009 17:08:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Principles]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3142</guid>
		<description><![CDATA[Introduction to Project Management Processes - Quality Management (#3 in the series Introduction to Project Management Processes)
By The Office of Government Commerce - OGC, UK
Quality management ensures that the expected quality of the project&#8217;s products and deliverables is achieved. A Project Quality Plan defines the key quality criteria and quality control processes to be applied [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-project-management-processes-quality-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Lifecycle Overview - Part I</title>
		<link>http://www.pmhut.com/project-lifecycle-overview-part-i</link>
		<comments>http://www.pmhut.com/project-lifecycle-overview-part-i#comments</comments>
		<pubDate>Sat, 16 May 2009 15:58:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3138</guid>
		<description><![CDATA[Project Lifecycle Overview - Part I (#1 in the series Project Lifecycle Overview)
By Jessica Popp

A picture is worth a thousand words so I thought I would start with a diagram. I recently had the need to explain an overview of the Project Lifecycle within the context of software development so I thought it would be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-lifecycle-overview-part-i/feed</wfw:commentRss>
		</item>
		<item>
		<title>Some Thoughts and Tips on Project Change Management</title>
		<link>http://www.pmhut.com/some-thoughts-and-tips-on-project-change-management</link>
		<comments>http://www.pmhut.com/some-thoughts-and-tips-on-project-change-management#comments</comments>
		<pubDate>Fri, 15 May 2009 20:55:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3136</guid>
		<description><![CDATA[Some Thoughts and Tips on Project Change Management
By Xiaoming Wang
Here are some thoughts and tips on Project Change Management, note that the below is mainly targeted towards IT projects.

Sometimes, business stakeholders and development team could not easily have the same understanding of the cost of a change. In this case, splitting the change into several [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/some-thoughts-and-tips-on-project-change-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Benefits Management - An Introduction</title>
		<link>http://www.pmhut.com/benefits-management-an-introduction</link>
		<comments>http://www.pmhut.com/benefits-management-an-introduction#comments</comments>
		<pubDate>Fri, 15 May 2009 14:59:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3134</guid>
		<description><![CDATA[Benefits Management - An Introduction
By Oakleigh Consulting Ltd
Probably the best way to understand the role of Benefits Management is to look at it as a counter to (arguably) the traditional approach to project benefits which is:

Identify only &#8217;sufficient&#8217; benefits needed to justify the project;
Deliver the project at &#8216;all costs&#8217;; and
As soon as the project is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/benefits-management-an-introduction/feed</wfw:commentRss>
		</item>
		<item>
		<title>Five Key Principles of Project and Program Management Success</title>
		<link>http://www.pmhut.com/five-key-principles-of-project-and-program-management-success</link>
		<comments>http://www.pmhut.com/five-key-principles-of-project-and-program-management-success#comments</comments>
		<pubDate>Thu, 14 May 2009 20:34:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/3129</guid>
		<description><![CDATA[Five Key Principles of Project and Program Management Success
By Vincent J. Bilardo, National Aeronautics and Space Administration (NASA)
Principle 1: Establish a Clear and Compelling Vision
Creating a clearly defined vision of the future that inspires and motivates the workforce is an important first step on the path to project success. An effective vision statement should be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/five-key-principles-of-project-and-program-management-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Template for a Project Portfolio Database</title>
		<link>http://www.pmhut.com/project-template-for-a-project-portfolio-database</link>
		<comments>http://www.pmhut.com/project-template-for-a-project-portfolio-database#comments</comments>
		<pubDate>Thu, 14 May 2009 16:13:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3121</guid>
		<description><![CDATA[Project Template for a Project Portfolio Database
By Miley W. Merkhofer
The information entered into a portfolio database should include, at minimum, the project name, type, and a brief description; internal and external requirements; number and skills of people required; estimated time to completion; and estimated cost. Importantly, the recorded information must also include some level of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-template-for-a-project-portfolio-database/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Importance of Scope Planning in Project Management</title>
		<link>http://www.pmhut.com/the-importance-of-scope-planning-in-project-management</link>
		<comments>http://www.pmhut.com/the-importance-of-scope-planning-in-project-management#comments</comments>
		<pubDate>Wed, 13 May 2009 23:38:20 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Scope Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3119</guid>
		<description><![CDATA[The Importance of Scope Planning in Project Management
By Clarise Z. Doval Santos
Part of the Scope Management Process of any project is Scope Planning. Scope Planning documents the project scope. Documenting the project scope is important to ensure that everyone affected by the project is on the same page. Wouldn’t life be easier if the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-importance-of-scope-planning-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Project Management Processes - Risk Management</title>
		<link>http://www.pmhut.com/introduction-to-project-management-processes-risk-management</link>
		<comments>http://www.pmhut.com/introduction-to-project-management-processes-risk-management#comments</comments>
		<pubDate>Wed, 13 May 2009 18:31:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3117</guid>
		<description><![CDATA[Introduction to Project Management Processes - Risk Management (#2 in the series Introduction to Project Management Processes)
By The Office of Government Commerce - OGC, UK
Throughout the life of a project there will be risks that need to be managed, to reduce the likelihood and impact of unwanted outcomes such as time and cost overruns as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-project-management-processes-risk-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Low-Hanging Fruit To Avoid Scope Creep</title>
		<link>http://www.pmhut.com/low-hanging-fruit-to-avoid-scope-creep</link>
		<comments>http://www.pmhut.com/low-hanging-fruit-to-avoid-scope-creep#comments</comments>
		<pubDate>Wed, 13 May 2009 14:35:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Scope Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3115</guid>
		<description><![CDATA[Low-Hanging Fruit To Avoid Scope Creep
By Bruce Beer, Global Knowledge Instructor
What issue consistently appears in the top ten causes of project failure, and what is the easiest and arguably most effective measure a Project Manager can take to virtually eliminate that issue?
The answers are &#8220;Scope Creep,&#8221; and &#8220;Change Management,&#8221; respectively.
Without a solid definition of scope, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/low-hanging-fruit-to-avoid-scope-creep/feed</wfw:commentRss>
		</item>
		<item>
		<title>Cost Reimbursable Contracts - A PMP Definition</title>
		<link>http://www.pmhut.com/cost-reimbursable-contracts-a-pmp-definition</link>
		<comments>http://www.pmhut.com/cost-reimbursable-contracts-a-pmp-definition#comments</comments>
		<pubDate>Wed, 13 May 2009 02:19:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PMP]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3106</guid>
		<description><![CDATA[Cost Reimbursable Contracts - A PMP Definition
By Sivaraj Dhanasekaran
In a Cost Reimbursable contract, all the allowable costs to produce the products or services (deliverables) of the project is charged to the buyer of the contract. All costs related to the project during the entire project duration will be charged to the buyer and the buyer [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/cost-reimbursable-contracts-a-pmp-definition/feed</wfw:commentRss>
		</item>
		<item>
		<title>Waterfall vs. Cyclical PM: Estimating Time to Implement a Functionality Is Difficult</title>
		<link>http://www.pmhut.com/waterfall-vs-cyclical-pm-estimating-time-to-implement-a-functionality-is-difficult</link>
		<comments>http://www.pmhut.com/waterfall-vs-cyclical-pm-estimating-time-to-implement-a-functionality-is-difficult#comments</comments>
		<pubDate>Tue, 12 May 2009 19:56:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3102</guid>
		<description><![CDATA[Waterfall vs. Cyclical PM: Estimating Time to Implement a Functionality Is Difficult (#21 in the Hut Project Management Handbook)
By Wouter Baars
The waterfall method assumes a number of phases. In their project plans, project leaders must include estimates of the amount of time (and therefore money) that will be needed for each phase. We have already [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/waterfall-vs-cyclical-pm-estimating-time-to-implement-a-functionality-is-difficult/feed</wfw:commentRss>
		</item>
		<item>
		<title>Success Factors in Knowledge Management</title>
		<link>http://www.pmhut.com/success-factors-in-knowledge-management</link>
		<comments>http://www.pmhut.com/success-factors-in-knowledge-management#comments</comments>
		<pubDate>Tue, 12 May 2009 15:02:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3100</guid>
		<description><![CDATA[Success Factors in Knowledge Management
By ExecutiveBrief Staff
Knowledge management professionals must keep in mind that KM&#8217;s explicit end-goal is profitability while its implicit purpose is to empower participants through intellectual platforms and processes that promote learning and practical knowledge.
Knowledge, without a doubt, plays an important role in the success of any organization. In fact, in order [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/success-factors-in-knowledge-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Project Management Processes - Planning</title>
		<link>http://www.pmhut.com/introduction-to-project-management-processes-planning</link>
		<comments>http://www.pmhut.com/introduction-to-project-management-processes-planning#comments</comments>
		<pubDate>Mon, 11 May 2009 21:02:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3098</guid>
		<description><![CDATA[Introduction to Project Management Processes - Planning (#1 in the series Introduction to Project Management Processes)
By The Office of Government Commerce - OGC, UK
Planning provides everyone involved in a project with a common baseline of information and ensures that everybody understands the project objectives. Plans will also establish a basis for dealing with risks, issues [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-project-management-processes-planning/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Quick, Fast Path Route to Project Portfolio Management (PPM)</title>
		<link>http://www.pmhut.com/the-quick-fast-path-route-to-project-portfolio-management-ppm</link>
		<comments>http://www.pmhut.com/the-quick-fast-path-route-to-project-portfolio-management-ppm#comments</comments>
		<pubDate>Mon, 11 May 2009 15:18:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3095</guid>
		<description><![CDATA[The Quick, Fast Path Route to Project Portfolio Management (PPM)
By Pradeep Bhanot
As cloud computing rolls over the hilltops, Pradeep Bhanot from CA Marketing (Europe) explains how the SaaS model can help organisations quickly exploit low-risk, low-cost, and high value Project and Portfolio Management (PPM) solutions.
Software is precise; it’s sensitive to changes in its environment; it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-quick-fast-path-route-to-project-portfolio-management-ppm/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Your Stakeholders - A Short Guide</title>
		<link>http://www.pmhut.com/managing-your-stakeholders-a-short-guide</link>
		<comments>http://www.pmhut.com/managing-your-stakeholders-a-short-guide#comments</comments>
		<pubDate>Mon, 11 May 2009 03:42:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3093</guid>
		<description><![CDATA[Managing Your Stakeholders
By William R. Duncan
One of my favorite cartoons features a harried customer service representative muttering: &#8220;If only these customers would leave me alone, I&#8217;d be able to get some work done around here!&#8221; I suspect that many project managers have uttered a similar mutter: &#8220;If only these stakeholders would get their priorities straight, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-your-stakeholders-a-short-guide/feed</wfw:commentRss>
		</item>
		<item>
		<title>Importance of Risk Analysis in Project Management</title>
		<link>http://www.pmhut.com/importance-of-risk-analysis-in-project-management</link>
		<comments>http://www.pmhut.com/importance-of-risk-analysis-in-project-management#comments</comments>
		<pubDate>Sun, 10 May 2009 16:23:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3091</guid>
		<description><![CDATA[Importance of Risk Analysis in Project Management
By Sam Zaydel
Lately, the focus in project management across industries has been put on Risk and ways of mitigating various risks, both known and unknown. And yet it seems that Risks and issues which arise from some of the known or unknown risks are a direct result of lack [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/importance-of-risk-analysis-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>PMOs and Providing Strategic Value</title>
		<link>http://www.pmhut.com/pmos-and-providing-strategic-value</link>
		<comments>http://www.pmhut.com/pmos-and-providing-strategic-value#comments</comments>
		<pubDate>Sat, 09 May 2009 16:09:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3087</guid>
		<description><![CDATA[PMOs and Providing Strategic Values
By Meade Rubenstein
To provide strategic value, a PMO should be:

a change agent for all business processes - no matter how much you code or add tasks to MS Project - unless directly addressed, bad business process will remain
a base to provide an objective view of project goals, expected and realize value [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmos-and-providing-strategic-value/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managing Schedule, Scope, and Cost</title>
		<link>http://www.pmhut.com/project-managing-schedule-scope-and-cost</link>
		<comments>http://www.pmhut.com/project-managing-schedule-scope-and-cost#comments</comments>
		<pubDate>Fri, 08 May 2009 19:06:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=3082</guid>
		<description><![CDATA[Project Managing Schedule, Scope, and Cost
By Rob Redmond
Economics is a fuzzy social science. Make adjustments to a national economy, and you may get unexpected results. Raise taxes, cut spending, raise spending, cut taxes - these activities are tied together and affect one another. If you raise taxes and cut spending, people are asked to pay [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managing-schedule-scope-and-cost/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Stakeholders</title>
		<link>http://www.pmhut.com/project-stakeholders</link>
		<comments>http://www.pmhut.com/project-stakeholders#comments</comments>
		<pubDate>Fri, 08 May 2009 14:45:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3077</guid>
		<description><![CDATA[Project Stakeholders (#6 in the series The Key Integrative Roles in Project Management)
By Dr.Russell Archibald
Project stakeholders include all persons or agencies that have any level of interest in the project or its outcome. This includes all of the persons carrying out the roles described above, plus all team members who contribute in some way to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-stakeholders/feed</wfw:commentRss>
		</item>
		<item>
		<title>Earned Value Management for Absolute Beginners</title>
		<link>http://www.pmhut.com/earned-value-management-for-absolute-beginners</link>
		<comments>http://www.pmhut.com/earned-value-management-for-absolute-beginners#comments</comments>
		<pubDate>Thu, 07 May 2009 16:29:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=3065</guid>
		<description><![CDATA[Earned Value Management for Absolute Beginners
By Mike Griffiths
Let’s imagine our project is to build a wall around a garden.

For simplicity, let’s assume 4 equal sides and a budget of $200 per side. Our schedule is one side per day so we should finish in 4 days with a cost of $800.
Here is how the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/earned-value-management-for-absolute-beginners/feed</wfw:commentRss>
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		<title>Project Planning and The Three Little Pigs</title>
		<link>http://www.pmhut.com/project-planning-and-the-three-little-pigs</link>
		<comments>http://www.pmhut.com/project-planning-and-the-three-little-pigs#comments</comments>
		<pubDate>Thu, 07 May 2009 05:01:09 +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=3060</guid>
		<description><![CDATA[Project Planning and The Three Little Pigs
By Ed Hoffman, National Aeronautics and Space Administration (NASA)
Remember the fairy tale, &#8220;The Three Little Pigs,&#8221; and how the first pig built a house of straw? Nice, light, cost-conscious straw.
The only problem was the hungry wolf that came along one day and knocked on the door. The wolf asked [...]]]></description>
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		<item>
		<title>Concise Guide to Closing / Evaluating Projects</title>
		<link>http://www.pmhut.com/concise-guide-to-closing-evaluating-projects</link>
		<comments>http://www.pmhut.com/concise-guide-to-closing-evaluating-projects#comments</comments>
		<pubDate>Wed, 06 May 2009 20:18:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

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

		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=2981</guid>
		<description><![CDATA[Concise Guide to Closing / Evaluating Projects
By The Office of Government Commerce - OGC, UK
At the end of the project the customer organisation will want to know how well it conducted the project and whether the expected benefits have been achieved. Project closure is a formally controlled process, whether the project has completed to plan [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/concise-guide-to-closing-evaluating-projects/feed</wfw:commentRss>
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		<item>
		<title>When Project Quality Gets in the Way</title>
		<link>http://www.pmhut.com/when-project-quality-gets-in-the-way</link>
		<comments>http://www.pmhut.com/when-project-quality-gets-in-the-way#comments</comments>
		<pubDate>Wed, 06 May 2009 16:50:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/when-project-quality-gets-in-the-way</guid>
		<description><![CDATA[When Project Quality Gets in the Way
By David Egan, Global Knowledge Instructor
Ever had someone take forever to deliver their product all in the name of quality? How do you rein in &#8216;perfect&#8217; people when you have deadlines?
Perfection is normally in the eye of the beholder. But if you never let anyone else look at it, [...]]]></description>
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		<item>
		<title>What Is a Project Management Information System (PMIS)?</title>
		<link>http://www.pmhut.com/what-is-a-project-management-information-system-pmis</link>
		<comments>http://www.pmhut.com/what-is-a-project-management-information-system-pmis#comments</comments>
		<pubDate>Wed, 06 May 2009 01:57:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/what-is-a-project-management-information-system-pmis</guid>
		<description><![CDATA[What Is a Project Management Information System (PMIS)?
By Moises Ortiz
The Project Management Information System (PMIS) refers to a system made up of technologies, procedures and people to handle cost, schedule planning, reporting, forecasting, and control of most aspects of the project. While the PMIS usually consists primarily of software, it will often interface with manual [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-a-project-management-information-system-pmis/feed</wfw:commentRss>
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		<item>
		<title>Characteristics of Effective and Ineffective Project Managers</title>
		<link>http://www.pmhut.com/characteristics-of-effective-and-ineffective-project-managers</link>
		<comments>http://www.pmhut.com/characteristics-of-effective-and-ineffective-project-managers#comments</comments>
		<pubDate>Tue, 05 May 2009 20:24:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/characteristics-of-effective-and-ineffective-project-managers</guid>
		<description><![CDATA[Characteristics of Effective and Ineffective Project Managers
By Craig Brown
Effective Project Managers: 

Lead by example
Are visionaries
Are technically competent
Are decisive
Are good communicators
Are good motivators
Stand up to top management when necessary
Support team members
Encourage new ideas

Ineffective Project Managers: 

Set bad examples
Are not self-assured
Lack technical expertise
Are poor motivators

Reference: Zimerer, Thomas W. and Mahmoud M. Yasin, &#8220;A Leadership Profile of American [...]]]></description>
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		<item>
		<title>Learning From Lessons Learned</title>
		<link>http://www.pmhut.com/learning-from-lessons-learned</link>
		<comments>http://www.pmhut.com/learning-from-lessons-learned#comments</comments>
		<pubDate>Tue, 05 May 2009 14:28:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/learning-from-lessons-learned</guid>
		<description><![CDATA[Learning From Lessons Learned
By Susan Peterson
Every part of the planet has its challenges with the ravages of nature. Whether it be flood, fire, severe storms, or other disasters, each human response effort to these events is a project. In some situations responses have been planned well in advance of an actual disaster. However, others are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/learning-from-lessons-learned/feed</wfw:commentRss>
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		<title>Sunny Skies or Storms - A Fresh Way to Assess Your Project Performance</title>
		<link>http://www.pmhut.com/sunny-skies-or-storms-a-fresh-way-to-assess-your-project-performance</link>
		<comments>http://www.pmhut.com/sunny-skies-or-storms-a-fresh-way-to-assess-your-project-performance#comments</comments>
		<pubDate>Mon, 04 May 2009 21:38:23 +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/sunny-skies-or-storms-a-fresh-way-to-assess-your-project-performance</guid>
		<description><![CDATA[Sunny Skies or Storms - A Fresh Way to Assess Your Project Performance
By Johanna Rothman
I&#8217;ve long advocated test managers having a mission of assessing the state of the project and reporting on it. This assessment compares where the project is to where it should be—not including audits of the project or the process. To be [...]]]></description>
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		<item>
		<title>Project Team Meetings</title>
		<link>http://www.pmhut.com/project-team-meetings</link>
		<comments>http://www.pmhut.com/project-team-meetings#comments</comments>
		<pubDate>Mon, 04 May 2009 15:21:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-team-meetings</guid>
		<description><![CDATA[Project Team Meetings
By Curtis Clark
Project team meetings are important forum to both disseminating project information as well as receiving status of the progress of project activities from project team members. Project team meetings should be held on a regular schedule at a project team agreed upon time and place. An important component of project team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-team-meetings/fee