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	<title>Project Management Articles - PM Hut</title>
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	<link>http://www.pmhut.com</link>
	<description></description>
	<pubDate>Fri, 03 Feb 2012 19:57:28 +0000</pubDate>
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		<title>Portfolio Management Process - The Process for the Process</title>
		<link>http://www.pmhut.com/portfolio-management-process-the-process-for-the-process</link>
		<comments>http://www.pmhut.com/portfolio-management-process-the-process-for-the-process#comments</comments>
		<pubDate>Fri, 03 Feb 2012 19:57:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8669</guid>
		<description><![CDATA[Portfolio Management Process - The Process for the Process
By Heather Champoux
Many organizations do not have a Portfolio Management process. In order to create a process where no process exists, the following steps must be taken:
Step 1: Define a Portfolio Management Organization Structure
To define a Portfolio Management organization structure you can ask the following questions:

Who will [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/portfolio-management-process-the-process-for-the-process/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Role and Significance of an Interior Design Project Manager in Commercial Construction</title>
		<link>http://www.pmhut.com/the-role-and-significance-of-an-interior-design-project-manager-in-commercial-construction</link>
		<comments>http://www.pmhut.com/the-role-and-significance-of-an-interior-design-project-manager-in-commercial-construction#comments</comments>
		<pubDate>Fri, 03 Feb 2012 16:55:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Role of the Project Manager]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8667</guid>
		<description><![CDATA[The Role and Significance of an Interior Design Project Manager in Commercial Construction
By Kathryn Grube
Abstract
The question of “what value does an interior design project manager really add to a commercial construction renovation or new construction project,” in addition to the structural responsibility of the architect, has been too long misunderstood. Interior designers who work as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-role-and-significance-of-an-interior-design-project-manager-in-commercial-construction/feed</wfw:commentRss>
		</item>
		<item>
		<title>Approaches to Leadership</title>
		<link>http://www.pmhut.com/approaches-to-leadership</link>
		<comments>http://www.pmhut.com/approaches-to-leadership#comments</comments>
		<pubDate>Fri, 03 Feb 2012 13:50:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8665</guid>
		<description><![CDATA[Approaches to Leadership
By James Grinnell
Over the years there have been many different models of leadership style presented in the leadership literature. In fact, some have noted that there are as many theories of leadership as there are people studying the topic. While the literature is profuse, there is consensus in broad stroke. Daniel Goleman (2000) [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/approaches-to-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Point of Total Assumption (PTA)</title>
		<link>http://www.pmhut.com/point-of-total-assumption-pta</link>
		<comments>http://www.pmhut.com/point-of-total-assumption-pta#comments</comments>
		<pubDate>Thu, 02 Feb 2012 19:55:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8659</guid>
		<description><![CDATA[Point of Total Assumption (PTA)
By Mamun Shaheed
In a fixed price incentive free (FPIF) contract, the point where the buyer stops bearing cost is the Point of Total Assumption (PTA). In other word, it is the point, up to where the buyer bears the cost, however any cost above the PTA is not shared by the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/point-of-total-assumption-pta/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Foundations - Using Progressive Elaboration</title>
		<link>http://www.pmhut.com/project-management-foundations-using-progressive-elaboration</link>
		<comments>http://www.pmhut.com/project-management-foundations-using-progressive-elaboration#comments</comments>
		<pubDate>Thu, 02 Feb 2012 17:02:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8663</guid>
		<description><![CDATA[Project Management Foundations - Using Progressive Elaboration
By Steve Hart
Have you ever been assigned a project that seems to be “stuck” in the starting gate? There are stakeholders that support of the project, but there are too many unknowns, and not enough funding, to get the project launched properly. Here are some of the usual characteristics [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-foundations-using-progressive-elaboration/feed</wfw:commentRss>
		</item>
		<item>
		<title>Avoid Communication Breakdowns - Listen to Your Team</title>
		<link>http://www.pmhut.com/avoid-communication-breakdowns-listen-to-your-team</link>
		<comments>http://www.pmhut.com/avoid-communication-breakdowns-listen-to-your-team#comments</comments>
		<pubDate>Thu, 02 Feb 2012 13:55:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8657</guid>
		<description><![CDATA[Avoid Communication Breakdowns - Listen to Your Team
By Project Manage This
Every PM type knows that communication is one of the core personality traits critical to success. They also know that it&#8217;s not just about the clear and concisely crafted email or that spot on presentation –keen listening skills and ability to engage the team in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/avoid-communication-breakdowns-listen-to-your-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Ineffective Executive</title>
		<link>http://www.pmhut.com/the-ineffective-executive</link>
		<comments>http://www.pmhut.com/the-ineffective-executive#comments</comments>
		<pubDate>Wed, 01 Feb 2012 19:56:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8654</guid>
		<description><![CDATA[The Ineffective Executive
By Simon Jackson
&#8220;It is the duty of the executive to remove ruthlessly anyone - and especially any manager - who consistently fails to perform with high distinction. To let such a man stay on corrupts the others.&#8221; - Peter Drucker, The Effective Executive, p.89
&#8220;I&#8217;m sorry but thieves fatefully flawed. I am not sure [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-ineffective-executive/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Deliver More Than Just a Good Project</title>
		<link>http://www.pmhut.com/how-to-deliver-more-than-just-a-good-project</link>
		<comments>http://www.pmhut.com/how-to-deliver-more-than-just-a-good-project#comments</comments>
		<pubDate>Wed, 01 Feb 2012 16:55:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8652</guid>
		<description><![CDATA[How to Deliver More Than Just a Good Project
By Christoph Papenfuss
A few weeks ago, I had my road bike serviced by a mechanic who was highly recommended. And so I dropped off my bike. Went through a few basic questions and I asked for an opinion on a number of things. To my disappointment, the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-deliver-more-than-just-a-good-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Savvy Organizations are Developing Leadership Talent with Special Projects</title>
		<link>http://www.pmhut.com/savvy-organizations-are-developing-leadership-talent-with-special-projects</link>
		<comments>http://www.pmhut.com/savvy-organizations-are-developing-leadership-talent-with-special-projects#comments</comments>
		<pubDate>Wed, 01 Feb 2012 13:55:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8650</guid>
		<description><![CDATA[Savvy Organizations are Developing Leadership Talent with Special Projects
By Michael Stanleigh
One of the most effective developmental practices to develop leaders is to assign them special projects. Leaders who can achieve financial and organizational goals garner the most respect and are one of the top priorities for global organizations. These findings come from a study by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/savvy-organizations-are-developing-leadership-talent-with-special-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Balancing Project Management and Project Administration</title>
		<link>http://www.pmhut.com/balancing-project-management-and-project-administration</link>
		<comments>http://www.pmhut.com/balancing-project-management-and-project-administration#comments</comments>
		<pubDate>Tue, 31 Jan 2012 20:18:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8648</guid>
		<description><![CDATA[Balancing Project Management and Project Administration
By Kiron D. Bondale
Regardless of how lightweight an organization&#8217;s implementation of project management practices is, it&#8217;s rare to find project managers that can strike the perfect balance between project management and project administration.
Change and uncertainty are the very essence of projects and this can cause project managers to struggle with [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/balancing-project-management-and-project-administration/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Planning Is Unnecessary, Boring, Dangerous&#8230;</title>
		<link>http://www.pmhut.com/project-planning-is-unnecessary-boring-dangerous</link>
		<comments>http://www.pmhut.com/project-planning-is-unnecessary-boring-dangerous#comments</comments>
		<pubDate>Tue, 31 Jan 2012 17:01:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8646</guid>
		<description><![CDATA[Project Planning Is Unnecessary, Boring, Dangerous&#8230;
By The Grumpy Project Manager
Plans are not needed in projects. A simpler and more usual method is to do projects twice or go on doing them till it is politically suitable to stop. Here I&#8217;m talking about IT or R&#038;D projects. In building projects this would not be accepted. &#8216;We [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-planning-is-unnecessary-boring-dangerous/feed</wfw:commentRss>
		</item>
		<item>
		<title>Suggestions For Better Project Planning</title>
		<link>http://www.pmhut.com/suggestions-for-better-project-planning</link>
		<comments>http://www.pmhut.com/suggestions-for-better-project-planning#comments</comments>
		<pubDate>Tue, 31 Jan 2012 13:55:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8641</guid>
		<description><![CDATA[Suggestions For Better Project Planning
By Arash Kashefian
Planning is a chore for most people even those who are undertaking high profile management responsibilities. Not many people believe planning would help them get better results. There are many myths and best practices around the topic of project planning which leads to having effective and ineffective plans. In [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/suggestions-for-better-project-planning/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project and Organizational Governance</title>
		<link>http://www.pmhut.com/project-and-organizational-governance</link>
		<comments>http://www.pmhut.com/project-and-organizational-governance#comments</comments>
		<pubDate>Mon, 30 Jan 2012 20:19:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8636</guid>
		<description><![CDATA[Project and Organizational Governance
By Lynda Bourne
One of the themes running through several of my recent articles is the importance of effective Governance. Both organizational governance and its sub-set project governance.
Good governance is a synonym for &#8216;good business&#8217;, structuring the organization to deliver high levels of achievement on an ethical and sustainable basis. This requires the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-and-organizational-governance/feed</wfw:commentRss>
		</item>
		<item>
		<title>9 Steps to Successful Event Management</title>
		<link>http://www.pmhut.com/9-steps-to-successful-event-management</link>
		<comments>http://www.pmhut.com/9-steps-to-successful-event-management#comments</comments>
		<pubDate>Mon, 30 Jan 2012 17:05:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8633</guid>
		<description><![CDATA[9 Steps to Successful Event Management
By Michael L Young
Event management is a union between project management and marketing. The secret to sensational events is early and detailed project planning. Additionally excellent communication, including keeping each key team member/stake holder informed regularly.
Planning should include 9 key elements for success:

Purpose - Why are you having the event? [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/9-steps-to-successful-event-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>During the Golden Hour of Crisis Will You Be Captain Cool or Captain Coward?</title>
		<link>http://www.pmhut.com/during-the-golden-hour-of-crisis-will-you-be-captain-cool-or-captain-coward</link>
		<comments>http://www.pmhut.com/during-the-golden-hour-of-crisis-will-you-be-captain-cool-or-captain-coward#comments</comments>
		<pubDate>Mon, 30 Jan 2012 13:55:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8629</guid>
		<description><![CDATA[During the Golden Hour of Crisis Will You Be Captain Cool or Captain Coward?
By James Grinnell
Shortly after take-off from LaGuardia Airport, US Airways flight 1549 struck a large flock of geese and the aircraft&#8217;s two engines were disabled. With no engines left, Captain Chesley “Sully” Sullenberger had no choice but to ditch his aircraft in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/during-the-golden-hour-of-crisis-will-you-be-captain-cool-or-captain-coward/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Success Plans - Planning for Success</title>
		<link>http://www.pmhut.com/project-success-plans-planning-for-success</link>
		<comments>http://www.pmhut.com/project-success-plans-planning-for-success#comments</comments>
		<pubDate>Sun, 29 Jan 2012 14:42:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8625</guid>
		<description><![CDATA[Project Success Plans - Planning for Success
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
“A Project Success Plan can be a platform for ensuring all project stakeholders start off, and continue on, the right footing.”
Setting up projects to succeed in the view of the customer/stakeholder is a critical part of the Project Manager&#8217;s role. We suggest [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-success-plans-planning-for-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Working on Projects with Suppliers and Vendors: Seven Factors to Consider</title>
		<link>http://www.pmhut.com/working-on-projects-with-suppliers-and-vendors-seven-factors-to-consider</link>
		<comments>http://www.pmhut.com/working-on-projects-with-suppliers-and-vendors-seven-factors-to-consider#comments</comments>
		<pubDate>Sat, 28 Jan 2012 14:34:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8621</guid>
		<description><![CDATA[Working on Projects with Suppliers and Vendors: Seven Factors to Consider
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
At some point in their lives, many projects need the expertise of external third parties to ensure that certain activities are carried out. Much research and advice is available in the practice of supplier and vendor management, ranging [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/working-on-projects-with-suppliers-and-vendors-seven-factors-to-consider/feed</wfw:commentRss>
		</item>
		<item>
		<title>Keys To Successful Postmortems - Part I: Setting Up the Meeting</title>
		<link>http://www.pmhut.com/keys-to-successful-postmortems-part-i-setting-up-the-meeting</link>
		<comments>http://www.pmhut.com/keys-to-successful-postmortems-part-i-setting-up-the-meeting#comments</comments>
		<pubDate>Fri, 27 Jan 2012 22:47:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8616</guid>
		<description><![CDATA[Keys To Successful Postmortems - Part I: Setting Up the Meeting
By Mark Calabrese
Part of closing out any project, outage, service restoration team effort or any initiative whether successful or otherwise (and it&#8217;s even more critical on the “or otherwise”) is the postmortem. Too often, this milestone in the ‘Closing&#8217; phase of a project is either [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/keys-to-successful-postmortems-part-i-setting-up-the-meeting/feed</wfw:commentRss>
		</item>
		<item>
		<title>What IT Managers Can Learn From the Failure of a British IT Project</title>
		<link>http://www.pmhut.com/what-it-managers-can-learn-from-the-failure-of-a-british-it-project</link>
		<comments>http://www.pmhut.com/what-it-managers-can-learn-from-the-failure-of-a-british-it-project#comments</comments>
		<pubDate>Fri, 27 Jan 2012 17:20:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8612</guid>
		<description><![CDATA[What IT Managers Can Learn From the Failure of a British IT Project
By Jim Anderson
Note: This article also applies to IT Project Managers, that&#8217;s why PM Hut elected to publish it.
The one thing that everyone in IT has learned is to stay away from projects that we just know are going to fail, right? It [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-it-managers-can-learn-from-the-failure-of-a-british-it-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile Project Charter</title>
		<link>http://www.pmhut.com/agile-project-charter</link>
		<comments>http://www.pmhut.com/agile-project-charter#comments</comments>
		<pubDate>Fri, 27 Jan 2012 13:56:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8606</guid>
		<description><![CDATA[Agile Project Charter
By Terry Bunio
With the current project I am working on we discussed how we can make the Project Charter or Project Kick-off activities much more Agile. We are proposing to use new Agile methods and want to enhance our communication and allow team members to easily understand what they would be doing on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-project-charter/feed</wfw:commentRss>
		</item>
		<item>
		<title>Lead, Follow, Or Leave</title>
		<link>http://www.pmhut.com/lead-follow-or-leave</link>
		<comments>http://www.pmhut.com/lead-follow-or-leave#comments</comments>
		<pubDate>Thu, 26 Jan 2012 19:59:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8597</guid>
		<description><![CDATA[Lead, Follow, Or Leave
By Simon Jackson
It was Thomas Paine who said we should lead, follow, or get out of the way. Following is rarely considered a leadership skill but I think is one of the most important. Leadership is not the same thing as management, direction, or control. Leadership is a state of mind, not [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/lead-follow-or-leave/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management: Fix the &#8220;Fail to Plan&#8221; Syndrome</title>
		<link>http://www.pmhut.com/project-management-fix-the-fail-to-plan-syndrome</link>
		<comments>http://www.pmhut.com/project-management-fix-the-fail-to-plan-syndrome#comments</comments>
		<pubDate>Thu, 26 Jan 2012 16:57:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8592</guid>
		<description><![CDATA[Project Management: Fix the &#8220;Fail to Plan&#8221; Syndrome
By Carol Dekkers
You&#8217;ve probably heard the popular saying: No one plans to fail, but often we fail to plan!
Did you know that the most common method of software development today (according to author Steve McConnell) is “Code &#038; Fix”? Code and Fix is the method whereby requirements are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-fix-the-fail-to-plan-syndrome/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Tips For the Project Manager New at the Office</title>
		<link>http://www.pmhut.com/5-tips-for-the-project-manager-new-at-the-office</link>
		<comments>http://www.pmhut.com/5-tips-for-the-project-manager-new-at-the-office#comments</comments>
		<pubDate>Thu, 26 Jan 2012 13:55:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8590</guid>
		<description><![CDATA[5 Tips For the Project Manager New at the Office
By Project Manage This
Congratulations! You landed the job, and it&#8217;s the perfect one for a PM type like you. Then comes the first day in the new office…
Being the new kid on the block is tough, no matter what your job is. But as a PM [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-tips-for-the-project-manager-new-at-the-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>Excellence in Management: 6 Strategies to Bring Out the Best in Other People</title>
		<link>http://www.pmhut.com/excellence-in-management-6-strategies-to-bring-out-the-best-in-other-people</link>
		<comments>http://www.pmhut.com/excellence-in-management-6-strategies-to-bring-out-the-best-in-other-people#comments</comments>
		<pubDate>Wed, 25 Jan 2012 19:53:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8588</guid>
		<description><![CDATA[Excellence in Management: 6 Strategies to Bring Out the Best in Other People
By Rick A Conlow
Abigail Adams wrote to Thomas Jefferson in 1790, &#8220;These are the hard times in which a genius would wish to live. Great necessities call forth great leaders.&#8221; These are also hard times in which managers of today face unprecedented challenges [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/excellence-in-management-6-strategies-to-bring-out-the-best-in-other-people/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Reexamine Your Project Estimates Without Any Major Changes to the Project?</title>
		<link>http://www.pmhut.com/how-to-reexamine-your-project-estimates-without-any-major-changes-to-the-project</link>
		<comments>http://www.pmhut.com/how-to-reexamine-your-project-estimates-without-any-major-changes-to-the-project#comments</comments>
		<pubDate>Wed, 25 Jan 2012 16:57:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8586</guid>
		<description><![CDATA[How to Reexamine Your Project Estimates Without Any Major Changes to the Project?
By Bhavin Gandhi
Have you ever been in a situation, where you had to revisit your estimations and adjust them accordingly? I have. Few months ago, I have created a roadmap for some of my projects. However, I didn&#8217;t have the time to perform [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-reexamine-your-project-estimates-without-any-major-changes-to-the-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Lean &amp; Agile vs. Conventional Project Management</title>
		<link>http://www.pmhut.com/lean-agile-vs-conventional-project-management</link>
		<comments>http://www.pmhut.com/lean-agile-vs-conventional-project-management#comments</comments>
		<pubDate>Wed, 25 Jan 2012 13:30:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8582</guid>
		<description><![CDATA[Lean &#038; Agile vs. Conventional Project Management
By David Binnerts
What, if any, are the main differences between Lean and Agile Project Management or Scrum on one hand and conventional project management methodology on the other? People often ask this, when they notice that many elements of Lean and Agile are totally common sense and easy to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/lean-agile-vs-conventional-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Genius PMO: Tracking A Project&#8217;s Financial Benefit Is Pure Genius</title>
		<link>http://www.pmhut.com/genius-pmo-tracking-a-projects-financial-benefit-is-pure-genius</link>
		<comments>http://www.pmhut.com/genius-pmo-tracking-a-projects-financial-benefit-is-pure-genius#comments</comments>
		<pubDate>Wed, 25 Jan 2012 01:04:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8578</guid>
		<description><![CDATA[Genius PMO: Tracking A Project&#8217;s Financial Benefit Is Pure Genius
By Chris Niccolls
Recently, the NYC chapter of the Project Management Institute Marc Resch gave a compelling presentation on the importance of cash flow models. In a very short time, Mr. Resch managed to cover a lot of very important territory. While I don&#8217;t have the room [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/genius-pmo-tracking-a-projects-financial-benefit-is-pure-genius/feed</wfw:commentRss>
		</item>
		<item>
		<title>Avoid Voice Guided Project Navigation</title>
		<link>http://www.pmhut.com/avoid-voice-guided-project-navigation</link>
		<comments>http://www.pmhut.com/avoid-voice-guided-project-navigation#comments</comments>
		<pubDate>Tue, 24 Jan 2012 16:54:09 +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=8576</guid>
		<description><![CDATA[Avoid Voice Guided Project Navigation
By The Grumpy Project Manager
Planned projects are problematic in relation to happiness
In planned projects with prioritized task lists it is easy for corporate PMs to lose friends they never had. Let&#8217;s say there is a corporate project with a prioritized task list including one hundred consecutive tasks. After working a while [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/avoid-voice-guided-project-navigation/feed</wfw:commentRss>
		</item>
		<item>
		<title>There&#8217;s Something Rotten in the World Of Project Management</title>
		<link>http://www.pmhut.com/theres-something-rotten-in-the-world-of-project-management</link>
		<comments>http://www.pmhut.com/theres-something-rotten-in-the-world-of-project-management#comments</comments>
		<pubDate>Tue, 24 Jan 2012 13:55:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8571</guid>
		<description><![CDATA[There&#8217;s Something Rotten in the World Of Project Management
By Bruno Collet
This is a rant. Hopefully it also presents some elements of solution.
Some work environments are more demanding than others in &#8220;administrative&#8221; duties. Sometimes it&#8217;s even less than obvious to identify people and activities that actually produce value. I have worked in organizations where an inordinate [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/theres-something-rotten-in-the-world-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>7 Things Recovery Has Taught Me About Project Management</title>
		<link>http://www.pmhut.com/7-things-recovery-has-taught-me-about-project-management</link>
		<comments>http://www.pmhut.com/7-things-recovery-has-taught-me-about-project-management#comments</comments>
		<pubDate>Mon, 23 Jan 2012 19:55:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8568</guid>
		<description><![CDATA[7 Things Recovery Has Taught Me About Project Management
By Christoph Papenfuss
“Only big dreams have the power to move men&#8217;s souls.” Marcus Aurelius
Back in December I was diagnosed with cartilage damage in my knee. This is a nasty injury that often results in people not being able to walk without pain let alone do any kind [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/7-things-recovery-has-taught-me-about-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 80-120 Rule for IT Projects</title>
		<link>http://www.pmhut.com/the-80-120-rule-for-it-projects</link>
		<comments>http://www.pmhut.com/the-80-120-rule-for-it-projects#comments</comments>
		<pubDate>Mon, 23 Jan 2012 16:53:30 +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=8560</guid>
		<description><![CDATA[The 80-120 Rule for IT Projects
By Ellen van Aken
As part of my work, I have helped many colleagues with setting up SharePoint Team Sites. These could be simple project sites, mainly used for sharing documents, but also sites where important processes were facilitated.
My clients were very diverse. Each initial interview was therefore exciting. What kind [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-80-120-rule-for-it-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile Project Management - Driving Value or Where&#8217;s the Beef?</title>
		<link>http://www.pmhut.com/agile-project-management-driving-value-or-wheres-the-beef</link>
		<comments>http://www.pmhut.com/agile-project-management-driving-value-or-wheres-the-beef#comments</comments>
		<pubDate>Mon, 23 Jan 2012 13:57:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8563</guid>
		<description><![CDATA[Agile Project Management - Driving Value or Where&#8217;s the Beef?
By Bob Galen
here was a wonderful commercial I remember from years ago where a matronly woman named Clara Peller judged hamburgers by the amount of beef she found in them. Often she was disappointed in her quest and shouts “Where&#8217;s the Beef?” in frustration. Wendy&#8217;s was [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-project-management-driving-value-or-wheres-the-beef/feed</wfw:commentRss>
		</item>
		<item>
		<title>When Does Done Mean Done?</title>
		<link>http://www.pmhut.com/when-does-done-mean-done</link>
		<comments>http://www.pmhut.com/when-does-done-mean-done#comments</comments>
		<pubDate>Sun, 22 Jan 2012 20:50:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8558</guid>
		<description><![CDATA[When Does Done Mean Done?
By Ben Snyder, CEO of Systemation
How many times have you asked someone to do something for you and when they tell you they&#8217;ve done it you come to find out it&#8217;s really not done? It can happen when driving home after having your car repaired, opening the bag on a takeout [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-does-done-mean-done/feed</wfw:commentRss>
		</item>
		<item>
		<title>Don&#8217;t Say Plan!</title>
		<link>http://www.pmhut.com/dont-say-plan</link>
		<comments>http://www.pmhut.com/dont-say-plan#comments</comments>
		<pubDate>Sat, 21 Jan 2012 22:27:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8554</guid>
		<description><![CDATA[Don&#8217;t Say Plan!
By Pam Stanton
One of the more frustrating challenges for a Project Manager can be getting a new project team to develop a plan. Typically there are many unknowns in the beginning, and teams may stumble over the uncertainty.
Here are some ways that you can get a team past this obstacle.

Create a Safe Context.
You [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dont-say-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Athletes Make Good Project Managers</title>
		<link>http://www.pmhut.com/why-athletes-make-good-project-managers</link>
		<comments>http://www.pmhut.com/why-athletes-make-good-project-managers#comments</comments>
		<pubDate>Fri, 20 Jan 2012 20:26:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8551</guid>
		<description><![CDATA[Why Athletes Make Good Project Managers
By Jessica Levy
Be a leader. Always be prepared. Communicate. Stay disciplined.
These concepts have been a part of my life since I was 10 years old, when I first stepped out onto the volleyball court. At that age coaches must simplify the game and stick to the basics, no matter the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-athletes-make-good-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Myth of the Triple Constraints</title>
		<link>http://www.pmhut.com/the-myth-of-the-triple-constraints</link>
		<comments>http://www.pmhut.com/the-myth-of-the-triple-constraints#comments</comments>
		<pubDate>Fri, 20 Jan 2012 17:12:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8549</guid>
		<description><![CDATA[The Myth of the Triple Constraints
By Kirsten Lora, Global Knowledge
Projects don&#8217;t just have three constraints — scope, schedule, and cost. This idea that stakeholders only care about these three items is absurd. So we can deliver a product, be on time, stay in a budget, and guarantee success? I hardly think so. Just because I deliver a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-myth-of-the-triple-constraints/feed</wfw:commentRss>
		</item>
		<item>
		<title>Do You Love Your PMO?</title>
		<link>http://www.pmhut.com/do-you-love-your-pmo</link>
		<comments>http://www.pmhut.com/do-you-love-your-pmo#comments</comments>
		<pubDate>Fri, 20 Jan 2012 14:09:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8540</guid>
		<description><![CDATA[Do You Love Your PMO?
By Steve Romero
Almost every PMO I have ever encountered acts as project process enforcers and report generators. Their role is simple, establish project management methodology and then report on the use of that methodology – ergo, the unenviable position of paper pushing project police. Though everyone agrees that sound project management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-you-love-your-pmo/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Practical Tool for Gaining Program Management Insights</title>
		<link>http://www.pmhut.com/a-practical-tool-for-gaining-program-management-insights</link>
		<comments>http://www.pmhut.com/a-practical-tool-for-gaining-program-management-insights#comments</comments>
		<pubDate>Thu, 19 Jan 2012 19:55:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8533</guid>
		<description><![CDATA[A Practical Tool for Gaining Program Management Insights
By Greg Githens
Figure 1: The SIMple model
I call the above graphic the SIMple model (SIM = Strategy, Inquiry, and Metrics). It shows three interrelated factors that can foster insights into a program.
Here are the definitions of each of the three elements:

Strategy - A useful definition of strategy is,”A [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-practical-tool-for-gaining-program-management-insights/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Program Management Office - Delivering Business Value</title>
		<link>http://www.pmhut.com/the-program-management-office-delivering-business-value</link>
		<comments>http://www.pmhut.com/the-program-management-office-delivering-business-value#comments</comments>
		<pubDate>Thu, 19 Jan 2012 16:55:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8524</guid>
		<description><![CDATA[The Program Management Office - Delivering Business Value
By Jim Cumiskey
The key points are that the PMO should be driven by the needs of the business; that effective leadership is critical to PMO success; that businesses need to establish and continuously evolve a PMO architecture and that the PMO must get to a position where it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-program-management-office-delivering-business-value/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Famous Failures and 9 Ways to Spot a Failing Project</title>
		<link>http://www.pmhut.com/10-famous-failures-and-9-ways-to-spot-a-failing-project</link>
		<comments>http://www.pmhut.com/10-famous-failures-and-9-ways-to-spot-a-failing-project#comments</comments>
		<pubDate>Thu, 19 Jan 2012 13:50:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8519</guid>
		<description><![CDATA[10 Famous Failures and 9 Ways to Spot a Failing Project
By Ty Kiisel
Failure is not uncommon&#8230; Here are 10 Famous Failures that you might remember:

Sony Betamax: It may have been higher quality, but the lower price of VHS-C camcorders and the 40+ companies that decided to run with VHS was just too much.


New Coke: If [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-famous-failures-and-9-ways-to-spot-a-failing-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Implementation Phase in Project Management</title>
		<link>http://www.pmhut.com/the-implementation-phase-in-project-management</link>
		<comments>http://www.pmhut.com/the-implementation-phase-in-project-management#comments</comments>
		<pubDate>Wed, 18 Jan 2012 19:57:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8516</guid>
		<description><![CDATA[The Implementation Phase in Project Management
By Jessica Popp
In its simplest form, Implementation is generally considered by team members as when the project starts. In a phase-controlled project, project team members are only minimally involved prior to the implementation phase. At this point, the scope should be approved and the project is starting in earnest. Implementation [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-implementation-phase-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management of Prosperity</title>
		<link>http://www.pmhut.com/the-project-management-of-prosperity</link>
		<comments>http://www.pmhut.com/the-project-management-of-prosperity#comments</comments>
		<pubDate>Wed, 18 Jan 2012 16:55:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8511</guid>
		<description><![CDATA[The Project Management of Prosperity
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
How do you know when you are truly wealthy? Your perception of prosperity will most likely change throughout your life. At the age of 5, being prosperous is having your favorite toys within reach, being able to eat ice cream after dinner, and being allowed [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-of-prosperity/feed</wfw:commentRss>
		</item>
		<item>
		<title>4 Keys for Successful Project Leadership</title>
		<link>http://www.pmhut.com/4-keys-for-successful-project-leadership</link>
		<comments>http://www.pmhut.com/4-keys-for-successful-project-leadership#comments</comments>
		<pubDate>Wed, 18 Jan 2012 12:05:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8507</guid>
		<description><![CDATA[4 Keys for Successful Project Leadership
By Mike Figliuolo
We always talk about project management but rarely discuss project leadership. There&#8217;s a difference.
Leaders play a critical role in setting the conditions for a team to successfully manage a project. If you focus on the following four key roles you can play on a project as the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/4-keys-for-successful-project-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Burning Rubber at the Start of Your Project</title>
		<link>http://www.pmhut.com/burning-rubber-at-the-start-of-your-project</link>
		<comments>http://www.pmhut.com/burning-rubber-at-the-start-of-your-project#comments</comments>
		<pubDate>Tue, 17 Jan 2012 22:09:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8505</guid>
		<description><![CDATA[Burning Rubber at the Start of Your Project
By Dave Paradi
Get the Best Pit Crew
The success of any auto race depends on having a crew who will work together to get the car across the finish line first. The car owner starts by identifying the pit crew chief and together they identify the different roles required [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/burning-rubber-at-the-start-of-your-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management from a Knowledge Management Perspective</title>
		<link>http://www.pmhut.com/project-management-from-a-knowledge-management-perspective</link>
		<comments>http://www.pmhut.com/project-management-from-a-knowledge-management-perspective#comments</comments>
		<pubDate>Tue, 17 Jan 2012 16:53:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8498</guid>
		<description><![CDATA[Project Management from a Knowledge Management Perspective
By Don McAlister
In this article, I&#8217;ll try to illustrate the pervasive nature of knowledge management activities within the responsibilities of a Project Manager (PM). To do this, I&#8217;m going to provide a fairly detailed summary of what I view as the knowledge management activities that a PM must engage [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-from-a-knowledge-management-perspective/feed</wfw:commentRss>
		</item>
		<item>
		<title>Do Project Managers Need In-Depth Business or Industry Knowledge?</title>
		<link>http://www.pmhut.com/do-project-managers-need-in-depth-business-or-industry-knowledge</link>
		<comments>http://www.pmhut.com/do-project-managers-need-in-depth-business-or-industry-knowledge#comments</comments>
		<pubDate>Tue, 17 Jan 2012 13:33:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8488</guid>
		<description><![CDATA[Do Project Managers Need In-Depth Business or Industry Knowledge?
By Michelle Symonds
Many people believe that for a project manager to be successful, they need to have not only good project management skills and experience but also previous experience of the business area or industry in which they are working. This view is probably so widespread because [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-project-managers-need-in-depth-business-or-industry-knowledge/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Increasing Value of the Project Management Office</title>
		<link>http://www.pmhut.com/the-increasing-value-of-the-project-management-office</link>
		<comments>http://www.pmhut.com/the-increasing-value-of-the-project-management-office#comments</comments>
		<pubDate>Mon, 16 Jan 2012 19:59:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8494</guid>
		<description><![CDATA[The Increasing Value of Project Management Office
By Shyam Verma
The PMO does not necessarily manage projects, so in many organizations the PMO does not have a direct project connection or it is indirect. Hence, the value proposition for a PMO can be less tangible and more subjective. A centralized PMO makes great sense to ensure that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-increasing-value-of-the-project-management-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>20 Questions All Project Managers Should Ask</title>
		<link>http://www.pmhut.com/20-questions-all-project-managers-should-ask</link>
		<comments>http://www.pmhut.com/20-questions-all-project-managers-should-ask#comments</comments>
		<pubDate>Mon, 16 Jan 2012 16:55:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8490</guid>
		<description><![CDATA[20 Questions All Project Managers Should Ask
By Michelle Symonds
One of the many skills required of a project manager is the ability to ask searching questions and persevere until a clear answer is obtained. Many of the pitfalls in projects could be avoided if questions were articulated fully and if the answers were given clearly and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/20-questions-all-project-managers-should-ask/feed</wfw:commentRss>
		</item>
		<item>
		<title>Manager or Leader?</title>
		<link>http://www.pmhut.com/manager-or-leader</link>
		<comments>http://www.pmhut.com/manager-or-leader#comments</comments>
		<pubDate>Mon, 16 Jan 2012 13:51:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8485</guid>
		<description><![CDATA[Manager or Leader?
By Simon Jackson
I distinguish leadership from management because most of the problems I encountered as a project manager stemmed from managers, not leaders, and not management. My definition of a manager is a person with formal responsibility (control, accountability, influence) for important aspects of the project I was engaged to manage. For example, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/manager-or-leader/feed</wfw:commentRss>
		</item>
		<item>
		<title>Teach First&#8230; Leadership Will Follow</title>
		<link>http://www.pmhut.com/teach-first-leadership-will-follow</link>
		<comments>http://www.pmhut.com/teach-first-leadership-will-follow#comments</comments>
		<pubDate>Sun, 15 Jan 2012 14:52:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8481</guid>
		<description><![CDATA[Teach First&#8230; Leadership Will Follow
By James Grinnell
During the past twenty years there has been considerable discussion about the need to create learning organizations. In large part this interest was spawned by the publication of Peter Senge&#8217;s seminal book The Fifth Discipline in 1990. Senge aptly extols the virtue of learning by stating the following: “Through [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/teach-first-leadership-will-follow/feed</wfw:commentRss>
		</item>
		<item>
		<title>Getting Projects Done With or Without a Certified Project Manager</title>
		<link>http://www.pmhut.com/getting-projects-done-with-or-without-a-certified-project-manager</link>
		<comments>http://www.pmhut.com/getting-projects-done-with-or-without-a-certified-project-manager#comments</comments>
		<pubDate>Sat, 14 Jan 2012 19:46:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8477</guid>
		<description><![CDATA[Getting Projects Done With or Without a Certified Project Manager
By Lisa Bage
A manager once came to me for advice on how to approach a project manager&#8217;s boss.
“My project is a disaster! I just saw a demo and there&#8217;s nothing done that was supposed to be done, but they did all this other stuff that doesn&#8217;t [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/getting-projects-done-with-or-without-a-certified-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Projects Succeed - Clear Business Objectives</title>
		<link>http://www.pmhut.com/why-projects-succeed-clear-business-objectives</link>
		<comments>http://www.pmhut.com/why-projects-succeed-clear-business-objectives#comments</comments>
		<pubDate>Sat, 14 Jan 2012 01:33:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8472</guid>
		<description><![CDATA[Why Projects Succeed - Clear Business Objectives
By Roger Kastner
This article is part of a series, the previous article can be found here.
“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don’t much care where…” said Alice.
“Then it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-projects-succeed-clear-business-objectives/feed</wfw:commentRss>
		</item>
		<item>
		<title>Most IT Development Projects Succeed!</title>
		<link>http://www.pmhut.com/most-it-development-projects-succeed</link>
		<comments>http://www.pmhut.com/most-it-development-projects-succeed#comments</comments>
		<pubDate>Fri, 13 Jan 2012 18:14:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8467</guid>
		<description><![CDATA[Most IT Development Projects Succeed!
By The Grumpy Project Manager
Why do IT projects fail more often than building projects? Or do they? No.
If we say out loud that we&#8217;ll start building &#8216;a house&#8217;, different people see a different picture of a house in their mind, something from a small one to a huge palace. I would [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/most-it-development-projects-succeed/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Performance KPIs - PMO Effectiveness</title>
		<link>http://www.pmhut.com/project-performance-kpis-pmo-effectiveness</link>
		<comments>http://www.pmhut.com/project-performance-kpis-pmo-effectiveness#comments</comments>
		<pubDate>Fri, 13 Jan 2012 14:27:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Performance Reporting]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8464</guid>
		<description><![CDATA[Project Performance KPIs - PMO Effectiveness
By Zenkara
Rather than some tirade on why metrics are so great for projects, let&#8217;s just list some critical ones:

Schedule  – Planned versus Actual  – preferably via Earned Value


Functional  – % designed, implemented, tested, released


Delivery on Time  – Milestones Planned versus Actual


Cost

Planned versus Actual to date
Planned Total [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-performance-kpis-pmo-effectiveness/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Essential Building Blocks for Project Managers</title>
		<link>http://www.pmhut.com/5-essential-building-blocks-for-project-managers</link>
		<comments>http://www.pmhut.com/5-essential-building-blocks-for-project-managers#comments</comments>
		<pubDate>Thu, 12 Jan 2012 22:30:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8462</guid>
		<description><![CDATA[5 Essential Building Blocks for Project Managers
By Michelle Symonds
It would be good to think that there is a formula for projects that would guarantee their success. Sadly this is never the case, partly because a project consists of such a broad spectrum of activities so if projects are often very dissimilar, then project management is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-essential-building-blocks-for-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Breeds Innovation</title>
		<link>http://www.pmhut.com/project-management-breeds-innovation</link>
		<comments>http://www.pmhut.com/project-management-breeds-innovation#comments</comments>
		<pubDate>Thu, 12 Jan 2012 16:55:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8457</guid>
		<description><![CDATA[Project Management Breeds Innovation
By Michael L Young
One of the earliest activities of the Rudd Government was to recognize the importance of innovation to Australia&#8217;s future and to commission a review of the management of innovation in Australia.
Both the Gershon Review and the Review of the National Innovation System (Cutler, Sept 2008) released reports characterized by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-breeds-innovation/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Financial Soup in Project Management: DCF, EVA, IRR, and NPV</title>
		<link>http://www.pmhut.com/the-financial-soup-in-project-management-dcf-eva-irr-and-npv</link>
		<comments>http://www.pmhut.com/the-financial-soup-in-project-management-dcf-eva-irr-and-npv#comments</comments>
		<pubDate>Thu, 12 Jan 2012 14:24:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8453</guid>
		<description><![CDATA[The Financial Soup in Project Management: DCF, EVA, IRR, and NPV
By John C. Goodpasture
Is your project being held hostage to the financial alphabet of the CFO’s office? Is there anything you can do to break it loose and get on with managing the project? Yes, certainly, if you have some understanding and familiarity with the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-financial-soup-in-project-management-dcf-eva-irr-and-npv/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Emerging Servant Leadership Paradigm</title>
		<link>http://www.pmhut.com/the-emerging-servant-leadership-paradigm</link>
		<comments>http://www.pmhut.com/the-emerging-servant-leadership-paradigm#comments</comments>
		<pubDate>Wed, 11 Jan 2012 19:55:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8451</guid>
		<description><![CDATA[The Emerging Servant Leadership Paradigm
By James Grinnell
With the greatest leader above them,
people barely know one exists.
The great leader speaks little.
He never speaks carelessly.
He works without self-interest
and leaves no trace.
When all is finished, the people say,
“We did it ourselves.” – Tao Te Ching
According to the ancient Chinese philosopher Lao Tzu&#8217;s quote above, the most revered leader [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-emerging-servant-leadership-paradigm/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Avoid the Double-Edged Sword of Scope Creep</title>
		<link>http://www.pmhut.com/how-to-avoid-the-double-edged-sword-of-scope-creep</link>
		<comments>http://www.pmhut.com/how-to-avoid-the-double-edged-sword-of-scope-creep#comments</comments>
		<pubDate>Wed, 11 Jan 2012 16:55:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Scope Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8449</guid>
		<description><![CDATA[How to Avoid the Double-Edged Sword of Scope Creep
By Jennifer Brogee
I love the term scope creep because it so adequately describes what can be the downfall of any IT project – the never ending changing of specifications during the building process.
In the early days of working with clients, almost every project I worked on fell [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-avoid-the-double-edged-sword-of-scope-creep/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why You Can&#8217;t Learn Project Management From a Book</title>
		<link>http://www.pmhut.com/why-you-cant-learn-project-management-from-a-book</link>
		<comments>http://www.pmhut.com/why-you-cant-learn-project-management-from-a-book#comments</comments>
		<pubDate>Wed, 11 Jan 2012 13:59:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8447</guid>
		<description><![CDATA[Why You Can&#8217;t Learn Project Management From a Book
By Preben Ormen
Project management is about managing yourself and leading one or more teams. To do this, you need some knowledge, some skill and some experience. This bundle of knowledge, skill and experience is also known as competency.
How do you become competent in anything? First you acquire [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-you-cant-learn-project-management-from-a-book/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is the Value of PMP Certification Through PMI?</title>
		<link>http://www.pmhut.com/what-is-the-value-of-pmp-certification-through-pmi</link>
		<comments>http://www.pmhut.com/what-is-the-value-of-pmp-certification-through-pmi#comments</comments>
		<pubDate>Tue, 10 Jan 2012 19:38:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8445</guid>
		<description><![CDATA[What Is the Value of PMP® Certification Through PMI®?
By Claudia Vandermilt
When you earn Project Management Professional (PMP®) certification through the Project Management Institute (PMI®), you&#8217;ll position yourself for the best and most lucrative job opportunities. No matter what industry you choose to work in, PMP® certification will be a huge asset as you move forward [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-the-value-of-pmp-certification-through-pmi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile Project Management - No Upfront Estimates!</title>
		<link>http://www.pmhut.com/agile-project-management-no-upfront-estimates</link>
		<comments>http://www.pmhut.com/agile-project-management-no-upfront-estimates#comments</comments>
		<pubDate>Tue, 10 Jan 2012 16:55:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8439</guid>
		<description><![CDATA[Agile Project Management - No Upfront Estimates!
By Bob Galen
I&#8217;ve been managing software projects for much of my career. Early on, I spent most of my time trying to estimate projects more and more effectively. I pulled together models for how to estimate. I kept track of historical estimate vs. actual data, so that I could [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-project-management-no-upfront-estimates/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top 10 Project Management Trends for 2012</title>
		<link>http://www.pmhut.com/top-10-project-management-trends-for-2012</link>
		<comments>http://www.pmhut.com/top-10-project-management-trends-for-2012#comments</comments>
		<pubDate>Tue, 10 Jan 2012 13:55:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8433</guid>
		<description><![CDATA[Top 10 Project Management Trends for 2012
By ESI International
At the beginning of each year, ESI International authors an article on the PM trends for that specific year. You can also check the Top 10 Project Management trends for 2011 .
As the project environment grows in complexity, project management will require team, stakeholder and executive collaboration [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-10-project-management-trends-for-2012/feed</wfw:commentRss>
		</item>
		<item>
		<title>Program and Project Manager Power - What Are Your Most Important Traits to Achieve Success?</title>
		<link>http://www.pmhut.com/program-and-project-manager-power-what-are-your-most-important-traits-to-achieve-success</link>
		<comments>http://www.pmhut.com/program-and-project-manager-power-what-are-your-most-important-traits-to-achieve-success#comments</comments>
		<pubDate>Mon, 09 Jan 2012 19:55:20 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8428</guid>
		<description><![CDATA[Program and Project Manager Power - What Are Your Most Important Traits to Achieve Success?
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
&#8220;Happiness is the full use of your powers along lines of excellence in a life affording scope…&#8221; - John Fitzgerald Kennedy, 35th President of the United States
An Analogy…
Years ago as kids, when we all [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/program-and-project-manager-power-what-are-your-most-important-traits-to-achieve-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management at a Glance</title>
		<link>http://www.pmhut.com/project-management-at-a-glance</link>
		<comments>http://www.pmhut.com/project-management-at-a-glance#comments</comments>
		<pubDate>Mon, 09 Jan 2012 16:58:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Performance Reporting]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8421</guid>
		<description><![CDATA[Project Management at a Glance
By Hauke Borow
Evaluation generally means the description, analysis and assessment of e.g. projects.
I&#8217;ve made the experience that most of the description and analysis part is not that hard to do. The assessment of a particular project situation has always been the big challenge.
Have you ever been in the situation where you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-at-a-glance/feed</wfw:commentRss>
		</item>
		<item>
		<title>We Just Can&#8217;t Afford Taylorism Anymore. Now What?</title>
		<link>http://www.pmhut.com/we-just-cant-afford-taylorism-anymore-now-what</link>
		<comments>http://www.pmhut.com/we-just-cant-afford-taylorism-anymore-now-what#comments</comments>
		<pubDate>Mon, 09 Jan 2012 13:28:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8417</guid>
		<description><![CDATA[We Just Can&#8217;t Afford Taylorism Anymore. Now What?
By Andrea Provaglio
Let&#8217;s go straight to the point: in the IT industry we made a major mistake about 60 years ago.
An understandable mistake, but nevertheless something that cost us a great amount of money and energy, something that we are still paying dearly for.
That mistake was to think [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/we-just-cant-afford-taylorism-anymore-now-what/feed</wfw:commentRss>
		</item>
		<item>
		<title>Projects Are Like Springs</title>
		<link>http://www.pmhut.com/projects-are-like-springs</link>
		<comments>http://www.pmhut.com/projects-are-like-springs#comments</comments>
		<pubDate>Mon, 09 Jan 2012 00:38:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8415</guid>
		<description><![CDATA[Projects Are Like Springs
By Kiron D. Bondale
Some of our greatest achievements are realized through the willingness of people to strive for what seems to be impossible – without this will, we likely would not have reached the moon or split the atom. But constraints are one of the most important elements of a project – [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/projects-are-like-springs/feed</wfw:commentRss>
		</item>
		<item>
		<title>Hey! You Got Supply Chain in My Project Management!</title>
		<link>http://www.pmhut.com/hey-you-got-supply-chain-in-my-project-management</link>
		<comments>http://www.pmhut.com/hey-you-got-supply-chain-in-my-project-management#comments</comments>
		<pubDate>Sat, 07 Jan 2012 15:00:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8413</guid>
		<description><![CDATA[Hey! You Got Supply Chain in My Project Management!
By John Westerveld
Recently I was reminded of an old TV commercial for Reese&#8217;s Peanut Butter Cups. Now, some of the readers of this blog may not be old enough to remember this commercial, so I&#8217;ll give you the “Cliffs Notes” version. One person is walking down the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/hey-you-got-supply-chain-in-my-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>In Gantt We Trust: Software Project Management as Belief System</title>
		<link>http://www.pmhut.com/in-gantt-we-trust-software-project-management-as-belief-system</link>
		<comments>http://www.pmhut.com/in-gantt-we-trust-software-project-management-as-belief-system#comments</comments>
		<pubDate>Fri, 06 Jan 2012 20:43:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8409</guid>
		<description><![CDATA[In Gantt We Trust: Software Project Management as Belief System
By IT Shambles
Software Project Management claims to be a scientific discipline. Google it. You&#8217;ll find all manner of shiny websites offering training, toolkits, mentoring, proven best-of-breed methodologies and so forth. The words “Scientific” and “Discipline” will feature extensively in their marketing bumph, along with “Professional”, “Strategic”, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/in-gantt-we-trust-software-project-management-as-belief-system/feed</wfw:commentRss>
		</item>
		<item>
		<title>Genius PMO: Make Every Project Manager A Genius (Part II)</title>
		<link>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-ii</link>
		<comments>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-ii#comments</comments>
		<pubDate>Fri, 06 Jan 2012 17:03:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8407</guid>
		<description><![CDATA[Genius PMO: Make Every Project Manager A Genius (Part II)
By Chris Niccolls
In our last article we talked about developing genius solutions to problems, by using the TRIZ method. TRIZ is an acronym in Russian. In English, it translates into Theory of Inventive Problem Solving. This was developed by a Russian engineer, who examined tens of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-ii/feed</wfw:commentRss>
		</item>
		<item>
		<title>2 Rules For Being A Better IT Manager/Boss</title>
		<link>http://www.pmhut.com/2-rules-for-being-a-better-it-manager-boss</link>
		<comments>http://www.pmhut.com/2-rules-for-being-a-better-it-manager-boss#comments</comments>
		<pubDate>Fri, 06 Jan 2012 13:57:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8405</guid>
		<description><![CDATA[2 Rules For Being A Better IT Manager/Boss
By Jim Anderson
This article is not strictly about Project Management but Project Managers will definitely learn from it, as some allow themselves to fall in the buddy trap. - PM Hut
When I&#8217;m working with new IT Managers I often run into the buddy / boss problem. It&#8217;s perfectly [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/2-rules-for-being-a-better-it-manager-boss/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is the &#8216;Big Nose&#8217; of Your Project?</title>
		<link>http://www.pmhut.com/what-is-the-big-nose-of-your-project</link>
		<comments>http://www.pmhut.com/what-is-the-big-nose-of-your-project#comments</comments>
		<pubDate>Thu, 05 Jan 2012 19:55:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8401</guid>
		<description><![CDATA[What Is the &#8216;Big Nose&#8217; of Your Project?
By The Grumpy Project Manager
If some features of a project or its outcome are described with words like &#8216;ever&#8217;, &#8216;never&#8217; and &#8216;always&#8217; the project may have become a caricature; it has an exaggerated nose. &#8216;The developed software always crashes&#8217; -picture may be drawn and kept based on an [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-the-big-nose-of-your-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Do Program and Project Portfolio Management Add Value over Project Management?</title>
		<link>http://www.pmhut.com/do-program-and-project-portfolio-management-add-value-over-project-management</link>
		<comments>http://www.pmhut.com/do-program-and-project-portfolio-management-add-value-over-project-management#comments</comments>
		<pubDate>Thu, 05 Jan 2012 14:18:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8396</guid>
		<description><![CDATA[Do Program and Project Portfolio Management Add Value over Project Management?
By Bruno Collet
Organizations are increasingly implementing Program Management (PgM) and Project Portfolio Management (PPM) on top of their existing Project Management (PM) practices. I had the opportunity to contribute establishing or improving such methods and noticed that there is a lot of confusion regarding the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-program-and-project-portfolio-management-add-value-over-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Accurate Is Your Actual vs. Planned Time and Costs?</title>
		<link>http://www.pmhut.com/how-accurate-is-your-actual-vs-planned-time-and-costs</link>
		<comments>http://www.pmhut.com/how-accurate-is-your-actual-vs-planned-time-and-costs#comments</comments>
		<pubDate>Thu, 05 Jan 2012 07:55:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8393</guid>
		<description><![CDATA[How Accurate Is Your Actual vs. Planned Time and Costs?
By Peter Collins
With cost and efficiency dominating the corporate agenda in today&#8217;s constrained operating environment, the ability to compare and contrast planned versus actual time and costs provides professional services firms with greater visibility and tighter control of performance in billable markets where time is money.
By [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-accurate-is-your-actual-vs-planned-time-and-costs/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management with SharePoint&#8217;s Team Site</title>
		<link>http://www.pmhut.com/project-management-with-sharepoints-team-site</link>
		<comments>http://www.pmhut.com/project-management-with-sharepoints-team-site#comments</comments>
		<pubDate>Wed, 04 Jan 2012 21:55:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Collaboration]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8388</guid>
		<description><![CDATA[Project Management with SharePoint&#8217;s Team Site
By Ellen van Aken
Over the years, we have used Team Sites extensively for managing and working in projects. Depending on the type of project, we have used them in different ways:

Simple Projects: Stand-alone Team Sites
The majority of projects were simple, short-term projects where a Team Site was used mostly for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-with-sharepoints-team-site/feed</wfw:commentRss>
		</item>
		<item>
		<title>Outsourcing IT</title>
		<link>http://www.pmhut.com/outsourcing-it</link>
		<comments>http://www.pmhut.com/outsourcing-it#comments</comments>
		<pubDate>Wed, 04 Jan 2012 13:55:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8384</guid>
		<description><![CDATA[Outsourcing IT
By Keith Thorneburg
Outsourcing. The word alone sends shivers down the spine of many that work in IT. Outsourcing has become a strategy many businesses - both big and small - have decided to take. Determining what services should be outsourced and when can be difficult decisions for business leaders to make.
What to Outsource?
Literally every [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/outsourcing-it/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Checklist: Do You Have What It Takes To Be A Manager?</title>
		<link>http://www.pmhut.com/a-checklist-do-you-have-what-it-takes-to-be-a-manager</link>
		<comments>http://www.pmhut.com/a-checklist-do-you-have-what-it-takes-to-be-a-manager#comments</comments>
		<pubDate>Wed, 04 Jan 2012 10:34:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8383</guid>
		<description><![CDATA[A Checklist: Do You Have What It Takes To Be A Manager?
By Mike Krutza
Management is not for everybody. There are certain attributes, skills and character traits that make some people suited to become managers which others don&#8217;t have. You might be interested in a management position and you think you&#8217;d be comfortable in a manager&#8217;s [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-checklist-do-you-have-what-it-takes-to-be-a-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Simple Guide to Quickly Sizing/Costing a Project Up Front</title>
		<link>http://www.pmhut.com/simple-guide-to-quickly-sizingcosting-a-project-up-front</link>
		<comments>http://www.pmhut.com/simple-guide-to-quickly-sizingcosting-a-project-up-front#comments</comments>
		<pubDate>Tue, 03 Jan 2012 21:55:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8381</guid>
		<description><![CDATA[Simple Guide to Quickly Sizing/Costing a Project Up Front
By Neil Killick

Identify high level requirements (epics and stories) and size them XS, S, M, L or XL (T-shirt sizes) so that each story in each category is roughly the same size (in terms of effort) as the other stories in that category


Ensure that the XS stories [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/simple-guide-to-quickly-sizingcosting-a-project-up-front/feed</wfw:commentRss>
		</item>
		<item>
		<title>Three Sisters of Project Management</title>
		<link>http://www.pmhut.com/three-sisters-of-project-management</link>
		<comments>http://www.pmhut.com/three-sisters-of-project-management#comments</comments>
		<pubDate>Tue, 03 Jan 2012 16:55:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8378</guid>
		<description><![CDATA[Three Sisters of Project Management
By Girish Deshpande
Recently someone made passionate defense for the PMP certification. In his words- “this is only quick solution available if the IT industry has to deliver the projects on time, within budget and to the satisfaction of all stakeholders”. Is it so? Is the PMP certification really a panacea for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/three-sisters-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Every Project Has Risks</title>
		<link>http://www.pmhut.com/every-project-has-risks</link>
		<comments>http://www.pmhut.com/every-project-has-risks#comments</comments>
		<pubDate>Tue, 03 Jan 2012 13:45:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8376</guid>
		<description><![CDATA[Every Project Has Risks
By Kelly Kazimer
Read the most utilized project methodologies and best practices and undoubtedly you will read a chapter or three on managing risk effectively in a project. It goes without saying that risk management is without a doubt one of the most critical and fundamental elements of project management. Yet, too often [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/every-project-has-risks/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management: Change Management Process</title>
		<link>http://www.pmhut.com/project-management-change-management-process</link>
		<comments>http://www.pmhut.com/project-management-change-management-process#comments</comments>
		<pubDate>Mon, 02 Jan 2012 19:58:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8374</guid>
		<description><![CDATA[Project Management: Change Management Process
By Larry Gunter
The change management process is the sequence of steps or activities that a change management team or project leader follows to apply change management to a project or change. Based on research of the most effective and commonly applied change, most change management processes contain the following three phases:

Phase [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-change-management-process/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Three Roles of a Leader</title>
		<link>http://www.pmhut.com/the-three-roles-of-a-leader</link>
		<comments>http://www.pmhut.com/the-three-roles-of-a-leader#comments</comments>
		<pubDate>Mon, 02 Jan 2012 16:55:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8370</guid>
		<description><![CDATA[The Three Roles of a Leader
By Mark Calabrese
As leaders (in IT and otherwise), our job consists of three roles:

Identify new opportunities for the organization, team or group to add business value. This involves building, maintaining and leveraging relationships with various stakeholders within the business and facilitating regular back and forth communication and dialogue between business [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-three-roles-of-a-leader/feed</wfw:commentRss>
		</item>
		<item>
		<title>Standardizing the Rules for Non-PMO Project Leadership</title>
		<link>http://www.pmhut.com/standardizing-the-rules-for-non-pmo-project-leadership</link>
		<comments>http://www.pmhut.com/standardizing-the-rules-for-non-pmo-project-leadership#comments</comments>
		<pubDate>Mon, 02 Jan 2012 13:39:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8367</guid>
		<description><![CDATA[Standardizing the Rules for Non-PMO Project Leadership
By Kiron D. Bondale
Most staffed PMOs will rarely have sufficient Project Managers to manage all of an organization&#8217;s projects since the average size of a PMO is still fewer than ten full time staff and an average project portfolio is likely to have at least a dozen active projects. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/standardizing-the-rules-for-non-pmo-project-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Foundations - Managing the Creep</title>
		<link>http://www.pmhut.com/project-management-foundations-managing-the-creep</link>
		<comments>http://www.pmhut.com/project-management-foundations-managing-the-creep#comments</comments>
		<pubDate>Sun, 01 Jan 2012 15:25:40 +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=8363</guid>
		<description><![CDATA[Project Management Foundations - Managing the Creep
By Steve Hart
I have discussed on several occasions that “scope creep” is not a term that I am particularly fond of. The PMBOK® refers to project scope creep as uncontrolled changes. I have heard project managers say on more than one occasion, “My project is suffering from scope creep”. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-foundations-managing-the-creep/feed</wfw:commentRss>
		</item>
		<item>
		<title>Tailoring the Project Management Process</title>
		<link>http://www.pmhut.com/tailoring-the-project-management-process</link>
		<comments>http://www.pmhut.com/tailoring-the-project-management-process#comments</comments>
		<pubDate>Sat, 31 Dec 2011 15:29:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8359</guid>
		<description><![CDATA[Tailoring the Project Management Process
By Bruno Collet
This article proposes a simple approach to tailor the project management methodology to business projects based on their specific needs.
Although projects vary with regard to several criteria such as budget, criticality, and organizational span, many organizations still impose a one-size-fits-all process that, moreover, seems to have been designed by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/tailoring-the-project-management-process/feed</wfw:commentRss>
		</item>
		<item>
		<title>No One Wants to Buy Your Iterations</title>
		<link>http://www.pmhut.com/no-one-wants-to-buy-your-iterations</link>
		<comments>http://www.pmhut.com/no-one-wants-to-buy-your-iterations#comments</comments>
		<pubDate>Fri, 30 Dec 2011 19:54:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8352</guid>
		<description><![CDATA[No One Wants to Buy Your Iterations
By Chris Nicola
One of the most common agile tools in the toolbox is the good old iteration. Call them what you want, sprints, cycles, releases, but iterations while a potentially valuable and useful exercise for teams new to agile, can easily become dangerous to the quality of the software [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/no-one-wants-to-buy-your-iterations/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Not Velocity as an Agile Metric?</title>
		<link>http://www.pmhut.com/why-not-velocity-as-an-agile-metric</link>
		<comments>http://www.pmhut.com/why-not-velocity-as-an-agile-metric#comments</comments>
		<pubDate>Fri, 30 Dec 2011 16:55:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8350</guid>
		<description><![CDATA[Why Not Velocity as an Agile Metric?
By Esther Derby
In response to my recent article on Agile Metrics, a reader asked, “Why did you leave out velocity?”
Even though it&#8217;s not perfect, velocity is the best way we have to understand the capacity of teams. It&#8217;s the best way we have to bring some reality to planning [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-not-velocity-as-an-agile-metric/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Build Stakeholder Analysis</title>
		<link>http://www.pmhut.com/how-to-build-stakeholder-analysis</link>
		<comments>http://www.pmhut.com/how-to-build-stakeholder-analysis#comments</comments>
		<pubDate>Fri, 30 Dec 2011 14:26:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8345</guid>
		<description><![CDATA[How to Build Stakeholder Analysis
By Terrence Metz
Stakeholders are identified by examining the way that they interact with the organization in providing or receiving services or benefits. Stakeholders may include external or internal persons, groups, systems, and other organizations that interact with the organizational group or a specific process.
Process Stakeholders
Process stakeholders are identified by examining contributions [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-build-stakeholder-analysis/feed</wfw:commentRss>
		</item>
		<item>
		<title>6 Simple Steps to Start Your Project Right and Finish Strong</title>
		<link>http://www.pmhut.com/6-simple-steps-to-start-your-project-right-and-finish-strong</link>
		<comments>http://www.pmhut.com/6-simple-steps-to-start-your-project-right-and-finish-strong#comments</comments>
		<pubDate>Thu, 29 Dec 2011 19:57:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8342</guid>
		<description><![CDATA[6 Simple Steps to Start Your Project Right and Finish Strong
By Jennifer Whitt
Have you ever been on a project that was derailed from the beginning? You know the project is in trouble out of the gate. All the warning signs are in place that this project should not move forward. You raise the red flag, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/6-simple-steps-to-start-your-project-right-and-finish-strong/feed</wfw:commentRss>
		</item>
		<item>
		<title>An Integral Approach to Project Management</title>
		<link>http://www.pmhut.com/an-integral-approach-to-project-management</link>
		<comments>http://www.pmhut.com/an-integral-approach-to-project-management#comments</comments>
		<pubDate>Thu, 29 Dec 2011 17:05:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8324</guid>
		<description><![CDATA[An Integral Approach to Project Management
By Brad McManus and Ron Cacioppe
Projects are an important management approach to improving organizational effectiveness. This paper describes how project management can contribute to achievement of an organization’s strategy and sustainable success by adopting a more holistic, ‘integral’ approach to a project and the leadership of people during the stages [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/an-integral-approach-to-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile for Learning Project Management?</title>
		<link>http://www.pmhut.com/agile-for-learning-project-management</link>
		<comments>http://www.pmhut.com/agile-for-learning-project-management#comments</comments>
		<pubDate>Thu, 29 Dec 2011 13:56:29 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8320</guid>
		<description><![CDATA[Agile for Learning Project Management?
By Lynda Todd
Absolutely! Agile project management is about setting clearly defined goals. It brings accountability, speed, and quick wins that keep teams motivated. With its iterative delivery, agility, flexibility, and collaboration, agile project management creates an enhanced sense of team ownership.
This post will refer to agile project management, not Scrum, because [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-for-learning-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Politics of Projects</title>
		<link>http://www.pmhut.com/the-politics-of-projects</link>
		<comments>http://www.pmhut.com/the-politics-of-projects#comments</comments>
		<pubDate>Wed, 28 Dec 2011 19:55:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8318</guid>
		<description><![CDATA[The Politics of Projects
By Ty Kiisel
A few days before the holiday last week, I came across an interesting article written by Alison Sigmon for Business2Community. I liked her perspective when she suggested, “Just as politicians pay close attention and respond to the opinions of constituents, so must project managers when leading a project. For a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-politics-of-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Your ECM Project Shouldn&#8217;t Behave like Santa</title>
		<link>http://www.pmhut.com/why-your-ecm-project-shouldnt-behave-like-santa</link>
		<comments>http://www.pmhut.com/why-your-ecm-project-shouldnt-behave-like-santa#comments</comments>
		<pubDate>Wed, 28 Dec 2011 13:58:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8315</guid>
		<description><![CDATA[Why Your ECM Project Shouldn&#8217;t Behave like Santa
By Andy Heller
We all remember that time we were so excited on Christmas morning to get the coolest toy of the year – a GI Joe, a Transformer, a My Little Pony, a Furby, an Elmo, a vacation in Cancun, … whatever. You&#8217;d wake up a hair before [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-your-ecm-project-shouldnt-behave-like-santa/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Agile Project Management Techniques You Can Start Using Today</title>
		<link>http://www.pmhut.com/5-agile-project-management-techniques-you-can-start-using-today</link>
		<comments>http://www.pmhut.com/5-agile-project-management-techniques-you-can-start-using-today#comments</comments>
		<pubDate>Wed, 28 Dec 2011 07:55:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8313</guid>
		<description><![CDATA[5 Agile Project Management Techniques You Can Start Using Today
By Joel Semeniuk
“The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one.” – Mark Twain
Mark Twain wasn&#8217;t a Software Development manager in any way; however, his [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-agile-project-management-techniques-you-can-start-using-today/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Shu, Ha, Ri of Scrum</title>
		<link>http://www.pmhut.com/the-shu-ha-ri-of-scrum</link>
		<comments>http://www.pmhut.com/the-shu-ha-ri-of-scrum#comments</comments>
		<pubDate>Tue, 27 Dec 2011 21:55:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8309</guid>
		<description><![CDATA[The Shu, Ha, Ri of Scrum
By Stefan Roock
Shu Ha Ri is a Japanese martial art concept, and describes the stages of learning to mastery.“
Aikido master Endō Seishirō shihan stated: &#8220;It is known that, when we learn or train in something, we pass through the stages of shu, ha, and ri. These stages are explained as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-shu-ha-ri-of-scrum/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is Social Project Management?</title>
		<link>http://www.pmhut.com/what-is-social-project-management</link>
		<comments>http://www.pmhut.com/what-is-social-project-management#comments</comments>
		<pubDate>Tue, 27 Dec 2011 16:55:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Collaboration]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8307</guid>
		<description><![CDATA[What Is Social Project Management?
By Kelly Kazimer
Is social just a fad or here to stay? And what does it have to do with projects&#8230;
As with all new terminology, whether catch-phrase or otherwise, the concept behind the wording needs to be defined and understood before it&#8217;s possible to engage in a real, meaningful dialogue about it. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-social-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Effective Methods of Risk Identification</title>
		<link>http://www.pmhut.com/effective-methods-of-risk-identification</link>
		<comments>http://www.pmhut.com/effective-methods-of-risk-identification#comments</comments>
		<pubDate>Tue, 27 Dec 2011 13:55:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Identification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8305</guid>
		<description><![CDATA[Effective Methods of Risk Identification
By Carl M. Manello
“There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction.” –President John Fitzgerald Kennedy
There are risks everywhere, whether they are called out and addressed or whether they are ignored. It is our job as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/effective-methods-of-risk-identification/feed</wfw:commentRss>
		</item>
		<item>
		<title>Leaders: What Is the Most Powerful Technique to Build Commitment For Your Strategy?</title>
		<link>http://www.pmhut.com/leaders-what-is-the-most-powerful-technique-to-build-commitment-for-your-strategy</link>
		<comments>http://www.pmhut.com/leaders-what-is-the-most-powerful-technique-to-build-commitment-for-your-strategy#comments</comments>
		<pubDate>Mon, 26 Dec 2011 22:00:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8303</guid>
		<description><![CDATA[Leaders: What Is the Most Powerful Technique to Build Commitment For Your Strategy?
By Gail Severini
A question. Actually a conversation of questions and lots of listening. Why? Because it’s not what you know that will engage your people – it’s what they know.
So, what do they “know”? What do they believe about this strategy / change [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/leaders-what-is-the-most-powerful-technique-to-build-commitment-for-your-strategy/feed</wfw:commentRss>
		</item>
		<item>
		<title>Evaluating IT Investments Using Objective IT Project Rankings</title>
		<link>http://www.pmhut.com/evaluating-it-investments-using-objective-it-project-rankings</link>
		<comments>http://www.pmhut.com/evaluating-it-investments-using-objective-it-project-rankings#comments</comments>
		<pubDate>Mon, 26 Dec 2011 17:05:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8299</guid>
		<description><![CDATA[Evaluating IT Investments Using Objective IT Project Rankings
By Jerry Bishop
Evaluating IT investments for funding is one process where using a simpler approach is not always better. That is because the process of evaluating IT investments should involve an two step process for each project under consideration in order to support an objective IT project ranking [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/evaluating-it-investments-using-objective-it-project-rankings/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Ethics: What in the World Is Going On?</title>
		<link>http://www.pmhut.com/project-ethics-what-in-the-world-is-going-on</link>
		<comments>http://www.pmhut.com/project-ethics-what-in-the-world-is-going-on#comments</comments>
		<pubDate>Mon, 26 Dec 2011 14:31:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Ethics]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8294</guid>
		<description><![CDATA[Project Ethics: What in the World Is Going On?
By Kathie York
This paper addresses the concept of ethics in project management. Unlike most researchers, the author does not simply define ethics and show immoral companies/practices vs. moral. She considers the “Why?” of this document’s necessity. She posits ideas on how the United States set the stage [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-ethics-what-in-the-world-is-going-on/feed</wfw:commentRss>
		</item>
		<item>
		<title>Yes - TEAM Has an I in It</title>
		<link>http://www.pmhut.com/yes-team-has-an-i-in-it</link>
		<comments>http://www.pmhut.com/yes-team-has-an-i-in-it#comments</comments>
		<pubDate>Mon, 26 Dec 2011 03:10:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8292</guid>
		<description><![CDATA[Yes - TEAM Has an I in It
By Ben Snyder, CEO of Systemation
For decades coaches have told their players there is no I in TEAM. The point they’re trying to make is that the interest of the players should be the team first and themselves second. Players that put themselves first ahead of the team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/yes-team-has-an-i-in-it/feed</wfw:commentRss>
		</item>
		<item>
		<title>Resolving Deliverable Transition Headaches on Phased Projects</title>
		<link>http://www.pmhut.com/resolving-deliverable-transition-headaches-on-phased-projects</link>
		<comments>http://www.pmhut.com/resolving-deliverable-transition-headaches-on-phased-projects#comments</comments>
		<pubDate>Sat, 24 Dec 2011 16:22:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8289</guid>
		<description><![CDATA[Resolving Deliverable Transition Headaches on Phased Projects
By Kiron D. Bondale
In the ideal world, as project deliverables are produced, the necessary support and governance pieces required to effectively transition them to an operational state are ready so that the project team can move on to the next set of deliverables and the functional owners are comfortable [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/resolving-deliverable-transition-headaches-on-phased-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Office and What It Is Not</title>
		<link>http://www.pmhut.com/the-project-management-office-and-what-it-is-not</link>
		<comments>http://www.pmhut.com/the-project-management-office-and-what-it-is-not#comments</comments>
		<pubDate>Fri, 23 Dec 2011 19:55:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8287</guid>
		<description><![CDATA[The Project Management Office and What It Is Not
By Michelle Symonds
The key to establishing and maintaining a successful Project Management Office is in knowing what the responsibilities of the Project Management Office are, working within those boundaries and providing support for the project team members and particularly for the project manager.
A Project Management Office is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-office-and-what-it-is-not/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Lost Individuals of Scrum</title>
		<link>http://www.pmhut.com/the-lost-individuals-of-scrum</link>
		<comments>http://www.pmhut.com/the-lost-individuals-of-scrum#comments</comments>
		<pubDate>Fri, 23 Dec 2011 16:58:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8285</guid>
		<description><![CDATA[The Lost Individuals of Scrum
By Marianne Worren
One of the four principles of The Agile Manifesto is individuals and interactions before processes and tools. A decade ago, this was a refreshing statement to a command and control culture, and a welcoming change towards a more people-oriented model. Today, no one wants to admit they are doing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-lost-individuals-of-scrum/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Is not a Process, but a Promise</title>
		<link>http://www.pmhut.com/project-management-is-not-a-process-but-a-promise</link>
		<comments>http://www.pmhut.com/project-management-is-not-a-process-but-a-promise#comments</comments>
		<pubDate>Fri, 23 Dec 2011 08:41:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8279</guid>
		<description><![CDATA[Project Management Is not a Process, but a Promise
By Toby Elwin
A project introduces something new. New requires change from what was to a promise of what will. The project deliverable, or promise, undertaken without process is a leap in the dark. No sane person will take a leap in the dark without some promise or [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-is-not-a-process-but-a-promise/feed</wfw:commentRss>
		</item>
		<item>
		<title>Key Success Factors: Who Needs Them?</title>
		<link>http://www.pmhut.com/key-success-factors-who-needs-them</link>
		<comments>http://www.pmhut.com/key-success-factors-who-needs-them#comments</comments>
		<pubDate>Thu, 22 Dec 2011 21:44:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8277</guid>
		<description><![CDATA[Key Success Factors: Who Needs Them?
By Demian Entrekin
Most of us have heard the concept of Key Success Factors thrown around as if it were a clear and identifiable list of items, like a shopping list or a Christmas wish list. We believe that we can identify the Key Success Factors and use them to better [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/key-success-factors-who-needs-them/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Every Project Manager Should Bear in Mind</title>
		<link>http://www.pmhut.com/what-every-project-manager-should-bear-in-mind</link>
		<comments>http://www.pmhut.com/what-every-project-manager-should-bear-in-mind#comments</comments>
		<pubDate>Thu, 22 Dec 2011 14:22:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8275</guid>
		<description><![CDATA[What Every Project Manager Should Bear in Mind
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
Many project managers have likely been subjected to “resource selection” well before they knew what selection criteria, roles and responsibilities, or project management for that matter was. Many may recall their elementary or primary school days, and perhaps the selection of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-every-project-manager-should-bear-in-mind/feed</wfw:commentRss>
		</item>
		<item>
		<title>3 Enablers of Agile Leadership</title>
		<link>http://www.pmhut.com/3-enablers-of-agile-leadership</link>
		<comments>http://www.pmhut.com/3-enablers-of-agile-leadership#comments</comments>
		<pubDate>Thu, 22 Dec 2011 12:15:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8273</guid>
		<description><![CDATA[3 Enablers of Agile Leadership
By Terry Sexton
Is our approach to education, training and development delivering the agile leaders that organizations need now and in the future?
Organizations are facing unprecedented levels of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). First appearing in military circles the acronym VUCA is now more often used to describe the business environment. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/3-enablers-of-agile-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Thoughts on Kanban</title>
		<link>http://www.pmhut.com/thoughts-on-kanban</link>
		<comments>http://www.pmhut.com/thoughts-on-kanban#comments</comments>
		<pubDate>Thu, 22 Dec 2011 00:26:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8271</guid>
		<description><![CDATA[Thoughts on Kanban
By Michael Hamrah
One of my favorite achievements in the agile/lean world has been the progression from standard Scrum practices to a Kanban approach of software development. In fact, Kanban, in my opinion, is such an ideal approach to software development I cannot imagine approaching team-based development any other way.
What&#8217;s Wrong With Scrum?
Before answering [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/thoughts-on-kanban/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Steps on How to Achieve Hyper-productivity in a Team</title>
		<link>http://www.pmhut.com/5-steps-on-how-to-achieve-hyper-productivity-in-a-team</link>
		<comments>http://www.pmhut.com/5-steps-on-how-to-achieve-hyper-productivity-in-a-team#comments</comments>
		<pubDate>Wed, 21 Dec 2011 13:55:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8268</guid>
		<description><![CDATA[5 Steps on How to Achieve Hyper-productivity in a Team
By Anand Agarwal
Over the years software development has become more sophisticated to help evolve Agile Methodologies. Today it is understood that productivity of agile teams is 25 to 50 per cent higher than teams that follow traditional waterfall software development model. But it will alarm you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-steps-on-how-to-achieve-hyper-productivity-in-a-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Genius PMO: Make Every Project Manager A Genius (Part I)</title>
		<link>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-i</link>
		<comments>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-i#comments</comments>
		<pubDate>Wed, 21 Dec 2011 11:26:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8266</guid>
		<description><![CDATA[Genius PMO: Make Every Project Manager A Genius (Part I)
By Chris Niccolls
If your Project Management Office (PMO) was staffed only by geniuses, you would get a lot more done. In the real world, we get a staff with limitations… limits on what they know, how much they can figure out on their own and how [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/genius-pmo-make-every-project-manager-a-genius-part-i/feed</wfw:commentRss>
		</item>
		<item>
		<title>Organizing for Failure</title>
		<link>http://www.pmhut.com/organizing-for-failure</link>
		<comments>http://www.pmhut.com/organizing-for-failure#comments</comments>
		<pubDate>Tue, 20 Dec 2011 19:55:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8255</guid>
		<description><![CDATA[Organizing for Failure
By IT Shambles
If you&#8217;ve assembled an A-Team of nutcases, failure is pretty well assured. However, you may not have been so lucky. Perhaps you&#8217;ve been lumped with an existing team of engineers who are half-decent. Well, not to worry. There are a myriad of other ways to muck it all up. As any [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/organizing-for-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Project Managers Need Most: People Skills</title>
		<link>http://www.pmhut.com/what-project-managers-need-most-people-skills</link>
		<comments>http://www.pmhut.com/what-project-managers-need-most-people-skills#comments</comments>
		<pubDate>Tue, 20 Dec 2011 13:55:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8252</guid>
		<description><![CDATA[What Project Managers Need Most: People Skills
By Susan T. Evans
As we plan web redesign projects, I am often asked to recommend a structure for the internal team project team. After all, we&#8217;re starting a partnership and there is complex and important work to be done. The campus leadership in place for a web relaunch project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-project-managers-need-most-people-skills/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Ways to Accelerate Project Success</title>
		<link>http://www.pmhut.com/10-ways-to-accelerate-project-success</link>
		<comments>http://www.pmhut.com/10-ways-to-accelerate-project-success#comments</comments>
		<pubDate>Tue, 20 Dec 2011 07:53:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8261</guid>
		<description><![CDATA[10 Ways to Accelerate Project Success
By Jennifer Whitt
Are you looking for a Project Manager that will lead a project to success? The following is a list of 10 behaviors that great project managers exhibit that you can use in your search.

Diplomacy. Project managers really need an understanding of the environment and system, and to know [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-ways-to-accelerate-project-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Role of a Project&#8217;s Lead Technologist</title>
		<link>http://www.pmhut.com/the-role-of-a-projects-lead-technologist</link>
		<comments>http://www.pmhut.com/the-role-of-a-projects-lead-technologist#comments</comments>
		<pubDate>Mon, 19 Dec 2011 19:57:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Role of the Project Manager]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8249</guid>
		<description><![CDATA[The Role of a Project&#8217;s Lead Technologist
By Bruce McGraw
Every project that I have looked at over the years involving computers, software or technology had three key staff on them — The PM, the sponsor and the lead technologist (or some call them the Subject Matter Expert- SME). Selected by the project manager, the Project Management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-role-of-a-projects-lead-technologist/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Manager Is the Surgeon of an Organization</title>
		<link>http://www.pmhut.com/the-project-manager-is-the-surgeon-of-an-organization</link>
		<comments>http://www.pmhut.com/the-project-manager-is-the-surgeon-of-an-organization#comments</comments>
		<pubDate>Mon, 19 Dec 2011 13:45:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8246</guid>
		<description><![CDATA[The Project Manager Is the Surgeon of an Organization
By Eric Veal
The Project Manager is in the middle. The person at the middle of all things (related to their specific initiative(s)) in an organization is the project manager. Whether it&#8217;s engineering work, communications, planning, or whatever, the PM is in the middle of it all (related [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-manager-is-the-surgeon-of-an-organization/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is Business Value?</title>
		<link>http://www.pmhut.com/what-is-business-value</link>
		<comments>http://www.pmhut.com/what-is-business-value#comments</comments>
		<pubDate>Mon, 19 Dec 2011 10:28:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8244</guid>
		<description><![CDATA[What Is Business Value?
By Neil Killick
The term “business value” is bandied around a lot these days when talking about the benefits of Agile software delivery. Agilists argue that more business value can be achieved through Agile than through traditional methods such as Waterfall.
But, what exactly are they talking about when they say “business value”?
I would [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-business-value/feed</wfw:commentRss>
		</item>
		<item>
		<title>12 Days of an Agile Christmas</title>
		<link>http://www.pmhut.com/12-days-of-an-agile-christmas</link>
		<comments>http://www.pmhut.com/12-days-of-an-agile-christmas#comments</comments>
		<pubDate>Sun, 18 Dec 2011 22:52:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8242</guid>
		<description><![CDATA[12 Days of an Agile Christmas
By Terry Bunio
On the first day of Christmas
My Agile Coach gave to me
A Kanban Board by a co-located team
On the second day of Christmas
My Agile Coach gave to me
Two week Iterations
And A Kanban Board by a co-located team
On the third day of Christmas
My Agile Coach gave to me
Three Green Bars, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/12-days-of-an-agile-christmas/feed</wfw:commentRss>
		</item>
		<item>
		<title>Presentation Skills for Program and Project Managers</title>
		<link>http://www.pmhut.com/presentation-skills-for-program-and-project-managers</link>
		<comments>http://www.pmhut.com/presentation-skills-for-program-and-project-managers#comments</comments>
		<pubDate>Sat, 17 Dec 2011 17:32:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8240</guid>
		<description><![CDATA[Presentation Skills for Program and Project Managers
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
We always appreciate a good presentation!  There is a good deal of excellent material and advice on presentation skills available, and we are not trying to cover every aspect in this article. 
In this article, we are working from the premise [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/presentation-skills-for-program-and-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is IS Risk Management</title>
		<link>http://www.pmhut.com/what-is-is-risk-management</link>
		<comments>http://www.pmhut.com/what-is-is-risk-management#comments</comments>
		<pubDate>Fri, 16 Dec 2011 20:55:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8237</guid>
		<description><![CDATA[What Is IS Risk Management
By Dr. Donald J. McCubbrey
The IS risk is the business risk associated with the use, ownership, operation, involvement, influence and adoption of information/technology solutions (Application, Hardware, Network and People) within an organization. IS risk consists of IS-related events that could potentially impact the business. It is also the management of uncertainty [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-is-risk-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Advantages of Becoming a Macro Manager</title>
		<link>http://www.pmhut.com/the-advantages-of-becoming-a-macro-manager</link>
		<comments>http://www.pmhut.com/the-advantages-of-becoming-a-macro-manager#comments</comments>
		<pubDate>Fri, 16 Dec 2011 17:34:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8235</guid>
		<description><![CDATA[The Advantages of Becoming a Macro Manager
By Richard Highsmith
&#8220;When Alexander the Great visited Diogenes and asked whether he could do anything for the famed teacher, Diogenes replied: &#8216;Only stand out of my light.&#8217; Perhaps some day we shall know how to heighten creativity. Until then, one of the best things we can do for creative [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-advantages-of-becoming-a-macro-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>11 Hints to Improve Your Scrum Meetings</title>
		<link>http://www.pmhut.com/11-hints-to-improve-your-scrum-meetings</link>
		<comments>http://www.pmhut.com/11-hints-to-improve-your-scrum-meetings#comments</comments>
		<pubDate>Fri, 16 Dec 2011 12:12:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8232</guid>
		<description><![CDATA[11 Hints to Improve Your Scrum Meetings
By Marc Löffler
I saw a lot of Scrum meetings out there, that are not more than a skeleton. Everybody is attending but nobody is participating. To improve such situations I collected 11 hints to improve your Scrum Meetings.
Daily Scrum

Walk the Board
Instead of answering the “three questions”, which leads in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/11-hints-to-improve-your-scrum-meetings/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Underlying Problem of Agile vs CMMI</title>
		<link>http://www.pmhut.com/the-underlying-problem-of-agile-vs-cmmi</link>
		<comments>http://www.pmhut.com/the-underlying-problem-of-agile-vs-cmmi#comments</comments>
		<pubDate>Thu, 15 Dec 2011 22:53:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8230</guid>
		<description><![CDATA[The Underlying Problem of Agile vs CMMI
By Zenkara
Over the past several decades, various techniques have been proposed, developed and applied to improve the development and deployment of information systems. Many of these techniques have focused on process improvement, including TQM, IS development methods, Agile (XP, SCRUM, etc&#8230;) methods, ISO9001, BPR, BPM, 6 Sigma, EFQM, Quality [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-underlying-problem-of-agile-vs-cmmi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Oscillation versus Iteration</title>
		<link>http://www.pmhut.com/oscillation-versus-iteration</link>
		<comments>http://www.pmhut.com/oscillation-versus-iteration#comments</comments>
		<pubDate>Thu, 15 Dec 2011 18:26:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8228</guid>
		<description><![CDATA[Oscillation versus Iteration
By Jim Highsmith
Short iterations can cause Agile teams to lose focus and begin oscillating rather than iterating. This can happen from several perspectives—business, technical, user—and it&#8217;s something that Agile teams need to be aware of and guard against. When customers change their minds on an user interface issue over and over again—oscillation may [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/oscillation-versus-iteration/feed</wfw:commentRss>
		</item>
		<item>
		<title>Errors in Project Management</title>
		<link>http://www.pmhut.com/errors-in-project-management</link>
		<comments>http://www.pmhut.com/errors-in-project-management#comments</comments>
		<pubDate>Thu, 15 Dec 2011 13:35:56 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8226</guid>
		<description><![CDATA[Errors in Project Management
By George Dinwiddie
A recent article in USA Today about highway projects in New York has the sub-head, “Design errors, planning lapses drove up costs more than 14%.” Among the things listed that “drove up costs” are

More asphalt than projected due to a math error
More temporary concrete dividers than planned, as plans called [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/errors-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Embedded Projects Are Far More Challenging Than Software Projects</title>
		<link>http://www.pmhut.com/why-embedded-projects-are-far-more-challenging-than-software-projects</link>
		<comments>http://www.pmhut.com/why-embedded-projects-are-far-more-challenging-than-software-projects#comments</comments>
		<pubDate>Wed, 14 Dec 2011 21:56:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8224</guid>
		<description><![CDATA[Why Embedded Projects Are Far More Challenging Than Software Projects
By Girish Deshpande
As a delivery head and manager I have had portfolio of various projects. Some projects have been software development projects while others have been embedded product development projects. I have observed that developing software  applications and developing embedded electronic products are two different [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-embedded-projects-are-far-more-challenging-than-software-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Management Office and Why You Need It</title>
		<link>http://www.pmhut.com/the-project-management-office-and-why-you-need-it</link>
		<comments>http://www.pmhut.com/the-project-management-office-and-why-you-need-it#comments</comments>
		<pubDate>Wed, 14 Dec 2011 18:56:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8220</guid>
		<description><![CDATA[The Project Management Office and Why You Need It
By Michelle Symonds
Large organizations usually have a number of projects underway at the same time and the success of the whole business can depend on all of these projects being managed efficiently. This is where the PMO comes in.
Large corporations typically have a portfolio of projects all [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-management-office-and-why-you-need-it/feed</wfw:commentRss>
		</item>
		<item>
		<title>Variance Analysis And Course Correction</title>
		<link>http://www.pmhut.com/variance-analysis-and-course-correction</link>
		<comments>http://www.pmhut.com/variance-analysis-and-course-correction#comments</comments>
		<pubDate>Wed, 14 Dec 2011 13:53:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Performance Reporting]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8218</guid>
		<description><![CDATA[Variance Analysis And Course Correction
By Douglas E. Castle
If there is a difference between the results which you projected (or budgeted), and your actual results, you have a variance. Calculating the amount and composition (isolating each of its contributing components) of that variance is important &#8212; but the key to using it as an analytic tool [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/variance-analysis-and-course-correction/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Key Components of a Project That You Need to Get Right</title>
		<link>http://www.pmhut.com/5-key-components-of-a-project-that-you-need-to-get-right</link>
		<comments>http://www.pmhut.com/5-key-components-of-a-project-that-you-need-to-get-right#comments</comments>
		<pubDate>Tue, 13 Dec 2011 19:57:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8214</guid>
		<description><![CDATA[5 Key Components of a Project That You Need to Get Right
By Michelle Symonds
There are many factors that contribute to the final outcome of a project, whether it is large or small, simple or complex. But just a few of these factors will determine the ultimate success of your project.
Projects come in all shapes and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-key-components-of-a-project-that-you-need-to-get-right/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Governance</title>
		<link>http://www.pmhut.com/project-governance</link>
		<comments>http://www.pmhut.com/project-governance#comments</comments>
		<pubDate>Tue, 13 Dec 2011 13:53:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8209</guid>
		<description><![CDATA[Project Governance
By Lynda Bourne
Corporate governance is defined as aligning as nearly as possible the interests of individuals, the organization and society. Good governance is good business!
Project governance is a sub-set of corporate governance, focused on systems that ensure the right projects and programs are selected by the organization, and the selected &#8216;few&#8217; are accomplished as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-governance/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers - Step Up to a New Career Level</title>
		<link>http://www.pmhut.com/project-managers-step-up-to-a-new-career-level</link>
		<comments>http://www.pmhut.com/project-managers-step-up-to-a-new-career-level#comments</comments>
		<pubDate>Tue, 13 Dec 2011 09:27:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management as a Career]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8191</guid>
		<description><![CDATA[Project Managers - Step Up to a New Career Level
By Michael L Young
Project management can be an interesting, challenging and well-paid career for those with the right skills and qualifications to offer.
Whether you are a project director in charge of a multi-million dollar development, a team leader or a valuable member of a small team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-step-up-to-a-new-career-level/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Does It Mean for the Enterprise to Be Agile?</title>
		<link>http://www.pmhut.com/what-does-it-mean-for-the-enterprise-to-be-agile</link>
		<comments>http://www.pmhut.com/what-does-it-mean-for-the-enterprise-to-be-agile#comments</comments>
		<pubDate>Mon, 12 Dec 2011 19:53:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8204</guid>
		<description><![CDATA[What Does It Mean for the Enterprise to Be Agile?
By Nick Clare
Closely allied to establishing the business objectives in adopting agile practices, an understanding of what it means for an enterprise to be agile should be clear to everyone in the enterprise. This article summarizes what it means for an enterprise to be agile from [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-does-it-mean-for-the-enterprise-to-be-agile/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Projects Succeed - Stakeholder Communication Best Practices</title>
		<link>http://www.pmhut.com/why-projects-succeed-stakeholder-communication-best-practices</link>
		<comments>http://www.pmhut.com/why-projects-succeed-stakeholder-communication-best-practices#comments</comments>
		<pubDate>Mon, 12 Dec 2011 13:55:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8202</guid>
		<description><![CDATA[Why Projects Succeed - Stakeholder Communication Best Practices
By Roger Kastner
“Communication works for those who work at it.” - John Powell
Since Project Managers spend a lot of time communicating, a successful Project Manager will take Mr. Powell&#8217;s advice and focus a lot of effort to ensure the fidelity of those communications. And as George Bernard Shaw [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-projects-succeed-stakeholder-communication-best-practices/feed</wfw:commentRss>
		</item>
		<item>
		<title>PMOs and ISO 9001 Certification</title>
		<link>http://www.pmhut.com/pmos-and-iso-9001-certification</link>
		<comments>http://www.pmhut.com/pmos-and-iso-9001-certification#comments</comments>
		<pubDate>Mon, 12 Dec 2011 07:55:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8196</guid>
		<description><![CDATA[PMOs and ISO 9001 Certification
By Abid Mustafa
Many PMO directors consider ISO 9001 certification for their PMO at some point. Some embark on the ISO 9001 certification path because it is customary to do so, especially in organizations that are focused on product or service excellence. Other PMOs opt for ISO 9001 accreditation to win kudos [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmos-and-iso-9001-certification/feed</wfw:commentRss>
		</item>
		<item>
		<title>6 Tips on Ways to Develop Project Management Skills</title>
		<link>http://www.pmhut.com/6-tips-on-ways-to-develop-project-management-skills</link>
		<comments>http://www.pmhut.com/6-tips-on-ways-to-develop-project-management-skills#comments</comments>
		<pubDate>Sun, 11 Dec 2011 13:55:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8189</guid>
		<description><![CDATA[6 Tips on Ways to Develop Project Management Skills
By Michael L Young
Project Management is one of the fastest growing fields of expertise.
PM applies in almost every industry. That makes it a really interesting career choice. Success in Project Management can also provide a fast track to prestige.
Here are 6 ways to develop your PM Skills [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/6-tips-on-ways-to-develop-project-management-skills/feed</wfw:commentRss>
		</item>
		<item>
		<title>My Project Management Bucket List</title>
		<link>http://www.pmhut.com/my-project-management-bucket-list</link>
		<comments>http://www.pmhut.com/my-project-management-bucket-list#comments</comments>
		<pubDate>Sat, 10 Dec 2011 13:55:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8194</guid>
		<description><![CDATA[My Project Management Bucket List
By Kiron D. Bondale
For those of you unclear on the concept, a bucket list captures the inventory of activities you&#8217;d like to perform or experience before you “kick the bucket”. The process of creating a bucket list aligns well (though morbidly!) with a basic tenet of project management that to fail [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/my-project-management-bucket-list/feed</wfw:commentRss>
		</item>
		<item>
		<title>Can Women Solve the Project Management Skills Shortage?</title>
		<link>http://www.pmhut.com/can-women-solve-the-project-management-skills-shortage</link>
		<comments>http://www.pmhut.com/can-women-solve-the-project-management-skills-shortage#comments</comments>
		<pubDate>Fri, 09 Dec 2011 19:31:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8187</guid>
		<description><![CDATA[Can Women Solve the Project Management Skills Shortage?
By Michael L Young
Given what can almost be described as a skills shortage crisis in project management, it would make sense that organisations would be looking to non-traditional methods of recruiting valuable people into PM roles. But where do we find new types of people?
One such group that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/can-women-solve-the-project-management-skills-shortage/feed</wfw:commentRss>
		</item>
		<item>
		<title>IT Project Management Success</title>
		<link>http://www.pmhut.com/it-project-management-success</link>
		<comments>http://www.pmhut.com/it-project-management-success#comments</comments>
		<pubDate>Fri, 09 Dec 2011 14:34:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8185</guid>
		<description><![CDATA[IT Project Management Success
By Claudia Vandermilt
Just as with any large-scale business project, IT project success depends on the careful execution of many individual elements. In this way, IT project management is not that much different from most other types of project management. However, due to the complexity of many IT projects, certain aspects of project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/it-project-management-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Marketing Project Management Basics</title>
		<link>http://www.pmhut.com/marketing-project-management-basics</link>
		<comments>http://www.pmhut.com/marketing-project-management-basics#comments</comments>
		<pubDate>Fri, 09 Dec 2011 07:55:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8180</guid>
		<description><![CDATA[Marketing Project Management Basics
By Justin Phipps
Project Management is a fairly new business discipline that&#8217;s gaining traction in more industries and companies every day. Because of its left brain origins, project management is not a natural fit for marketing departments. The reality is that project management can revolutionize the role of creative teams within an organization.
The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/marketing-project-management-basics/feed</wfw:commentRss>
		</item>
		<item>
		<title>Documents Are Worthless - Documentation Means Everything</title>
		<link>http://www.pmhut.com/documents-are-worthless-documentation-means-everything</link>
		<comments>http://www.pmhut.com/documents-are-worthless-documentation-means-everything#comments</comments>
		<pubDate>Thu, 08 Dec 2011 21:53:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8183</guid>
		<description><![CDATA[Documents Are Worthless - Documentation Means Everything
By Demian Entrekin
Eisenhower once said something to the effect of &#8220;plans are worthless - planning means everything.&#8221; He carried more planning responsibility than most of us can imagine, so I&#8217;d guess that he didn&#8217;t mean this lightly.
I have come to believe there is a very strong corollary for documentation. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/documents-are-worthless-documentation-means-everything/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Some Projects Should Be Led, Not Managed</title>
		<link>http://www.pmhut.com/why-some-projects-should-be-led-not-managed</link>
		<comments>http://www.pmhut.com/why-some-projects-should-be-led-not-managed#comments</comments>
		<pubDate>Thu, 08 Dec 2011 16:58:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8178</guid>
		<description><![CDATA[Why Some Projects Should Be Led, Not Managed
By Vaughan Merlyn
I&#8217;ve written before about Business-IT Maturity, and the common “sticking points” that most IT organizations run into around the mid-point between low and high maturity.
Walking Ever Faster Will Not Get You Running!
If, arbitrarily, you pick 3 levels of Business-IT Maturity – say Level 1 = low, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-some-projects-should-be-led-not-managed/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Project Management Is Not and May Never Be a Profession</title>
		<link>http://www.pmhut.com/why-project-management-is-not-and-may-never-be-a-profession</link>
		<comments>http://www.pmhut.com/why-project-management-is-not-and-may-never-be-a-profession#comments</comments>
		<pubDate>Thu, 08 Dec 2011 14:22:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8176</guid>
		<description><![CDATA[Why Project Management Is Not and May Never Be a Profession
By Preben Ormen
Over at projectmanager.au.com they have a provocative post about whether project management is a profession, should be one or if it matters at all.
I&#8217;m going to jump into the fray, but first let&#8217;s have the Aussies set the stage:
Last week I attended The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-project-management-is-not-and-may-never-be-a-profession/feed</wfw:commentRss>
		</item>
		<item>
		<title>Agile: Myth vs. the Practical</title>
		<link>http://www.pmhut.com/agile-myth-vs-the-practical</link>
		<comments>http://www.pmhut.com/agile-myth-vs-the-practical#comments</comments>
		<pubDate>Thu, 08 Dec 2011 11:02:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8173</guid>
		<description><![CDATA[Agile: Myth vs. the Practical
By Shafayet Imam
Over the last 6 years I have successfully implemented several enterprise wide critical projects using the Agile Scrum methodology. In some cases such use has been to transform a project gone wrong and bring it back on track (delivery time, scope, and budget), in many cases the use has [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/agile-myth-vs-the-practical/feed</wfw:commentRss>
		</item>
		<item>
		<title>Management-as-a-Service: The Mythical Man-Month</title>
		<link>http://www.pmhut.com/management-as-a-service-the-mythical-man-month</link>
		<comments>http://www.pmhut.com/management-as-a-service-the-mythical-man-month#comments</comments>
		<pubDate>Wed, 07 Dec 2011 18:48:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8171</guid>
		<description><![CDATA[Management-as-a-Service: The Mythical Man-Month
By Steven Brown
Management-as-a-Service must address one of the most important aspects of Information Technology Infrastructure Logistics which is managing the resources of a given workload, be it project management for business application development, business application enhancements and maintenance, and business services workload management and administration.
You may have heard of the 80/20 rule. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/management-as-a-service-the-mythical-man-month/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Risk of Success</title>
		<link>http://www.pmhut.com/the-risk-of-success</link>
		<comments>http://www.pmhut.com/the-risk-of-success#comments</comments>
		<pubDate>Wed, 07 Dec 2011 13:47:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8169</guid>
		<description><![CDATA[The Risk of Success
By Carol A Long
Risk management in projects is often seen as the work done to avoid something going wrong: risk management methods, review plans and products for failure, identification and documentation of the risk, the analysis of costs and impact, contingency plans in place for when things go wrong.
Are you looking for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-risk-of-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Estimating the Unknown: Dates or Budgets - Part 1</title>
		<link>http://www.pmhut.com/estimating-the-unknown-dates-or-budgets-part-1</link>
		<comments>http://www.pmhut.com/estimating-the-unknown-dates-or-budgets-part-1#comments</comments>
		<pubDate>Wed, 07 Dec 2011 10:17:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8166</guid>
		<description><![CDATA[Estimating the Unknown: Dates or Budgets - Part 1
By Johanna Rothman
Almost every manager I know wants to know when a project will be done. Some managers decree when a project will be done. Some managers think they can decree both the date and the feature set. There is one other tiny small subset, those managers [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/estimating-the-unknown-dates-or-budgets-part-1/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Manager: Technician or Politician?</title>
		<link>http://www.pmhut.com/project-manager-technician-or-politician</link>
		<comments>http://www.pmhut.com/project-manager-technician-or-politician#comments</comments>
		<pubDate>Tue, 06 Dec 2011 20:17:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8164</guid>
		<description><![CDATA[Project Manager: Technician or Politician?
By Kelly Kazimer
Project Management 101. We&#8217;re all familiar with it in some form or other, whether you&#8217;ve trained to be a project manager or have fallen into it accidentally over the course of your career. 
No matter how you&#8217;ve entered the field of project management, at some point or other you&#8217;ve [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-manager-technician-or-politician/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers Be Weary of the Corporate Order</title>
		<link>http://www.pmhut.com/project-managers-be-weary-of-the-corporate-order</link>
		<comments>http://www.pmhut.com/project-managers-be-weary-of-the-corporate-order#comments</comments>
		<pubDate>Tue, 06 Dec 2011 13:55:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8159</guid>
		<description><![CDATA[Project Managers Be Weary of the Corporate Order
By Abid Mustafa
In companies that are obsessed with politics and intrigue, project managers rarely fix issues and are more likely to spawn new problems that weigh heavily on the organization’s ability to serve customers and respond to market trends. This is because most project managers in such organizations [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-be-weary-of-the-corporate-order/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management in an Agency Model: Knowing The Business (Part 4)</title>
		<link>http://www.pmhut.com/project-management-in-an-agency-model-knowing-the-business-part-4</link>
		<comments>http://www.pmhut.com/project-management-in-an-agency-model-knowing-the-business-part-4#comments</comments>
		<pubDate>Tue, 06 Dec 2011 11:46:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8157</guid>
		<description><![CDATA[Project Management in an Agency Model: Knowing The Business (Part 4)
By Mark Calabrese
As we continue to explore Project Management in an Agency Model, we&#8217;ve reviewed the various opportunities for project managers in this model and we&#8217;ve also talked about what it means to “manage the experience”. In this installment, we&#8217;ll discuss the importance of Knowing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-in-an-agency-model-knowing-the-business-part-4/feed</wfw:commentRss>
		</item>
		<item>
		<title>8 Reasons Why the Estimates Are Too Low</title>
		<link>http://www.pmhut.com/8-reasons-why-the-estimates-are-too-low</link>
		<comments>http://www.pmhut.com/8-reasons-why-the-estimates-are-too-low#comments</comments>
		<pubDate>Mon, 05 Dec 2011 20:30:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8153</guid>
		<description><![CDATA[8 Reasons Why the Estimates Are Too Low
By Jens Schauder
One of the most difficult tasks in a software development project is estimating the size of the project. Unfortunately very often you have to do it at the very beginning of a project, when you have the least information. The result at the end is very [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/8-reasons-why-the-estimates-are-too-low/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Manager</title>
		<link>http://www.pmhut.com/the-project-manager</link>
		<comments>http://www.pmhut.com/the-project-manager#comments</comments>
		<pubDate>Mon, 05 Dec 2011 13:55:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8150</guid>
		<description><![CDATA[The Project Manager
By Pierre Fuentes
Thanks to ever-spreading recruitment companies and the dictatorship of English over the Web, anyone who&#8217;s in charge of some job can call herself/himself a ‘project manager&#8217; these days. After all, if you&#8217;re working for a translation company and your job is to manage the translation projects, you are indeed a ‘project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Sources of Hidden Risks in the Projects</title>
		<link>http://www.pmhut.com/sources-of-hidden-risks-in-the-projects</link>
		<comments>http://www.pmhut.com/sources-of-hidden-risks-in-the-projects#comments</comments>
		<pubDate>Mon, 05 Dec 2011 07:52:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8147</guid>
		<description><![CDATA[Sources of Hidden Risks in the Projects
By Girish Deshpande
The risks are inevitable in any projects. One cannot avoid risks and hope for smooth project execution. You can only accept this fact and brace yourselves for the imminent risks. Often the risks are well hidden and lurking in unlikely (as per project team) places.
Project managers look [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/sources-of-hidden-risks-in-the-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Project Management Terms Customers Love to Hate</title>
		<link>http://www.pmhut.com/10-project-management-terms-customers-love-to-hate</link>
		<comments>http://www.pmhut.com/10-project-management-terms-customers-love-to-hate#comments</comments>
		<pubDate>Sun, 04 Dec 2011 13:52:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8145</guid>
		<description><![CDATA[10 Project Management Terms Customers Love to Hate
By Steve Hart
As I was starting to write an article on creating a well-organized WBS, I was reflecting on the fact that the WBS is a term/activity that customer’s often do not understand or appreciate. That got me thinking about all of the project management terms and processes [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-project-management-terms-customers-love-to-hate/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Game</title>
		<link>http://www.pmhut.com/the-project-game</link>
		<comments>http://www.pmhut.com/the-project-game#comments</comments>
		<pubDate>Sat, 03 Dec 2011 19:58:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8143</guid>
		<description><![CDATA[The Project Game
By Michel Baudin
The developments of the Airbus A380 and the Boeing 787 were both more than two years late. You might think that these two master aircraft builders would know better. Such performance, however, is not the exception. Generally, from kitchen remodeling to the development of a product or a production line, projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-game/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Thanks to All the Project Managers</title>
		<link>http://www.pmhut.com/a-thanks-to-all-the-project-managers</link>
		<comments>http://www.pmhut.com/a-thanks-to-all-the-project-managers#comments</comments>
		<pubDate>Fri, 02 Dec 2011 20:37:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8141</guid>
		<description><![CDATA[A Thanks to All the Project Managers
By Project Manage This
As the PM, Account Manager, Coordinator, etc. you recognize those around you…thanking team members for a job well done, praising stakeholders for their timely, thorough and great feedback – in general appreciating others for their contributions through every step of the project.
But, who thanks you? Too [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-thanks-to-all-the-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>A “To Do” List and Items to Help You Execute, Control, and Close Out Your Project</title>
		<link>http://www.pmhut.com/a-to-do-list-and-items-to-help-you-execute-control-and-close-out-your-project</link>
		<comments>http://www.pmhut.com/a-to-do-list-and-items-to-help-you-execute-control-and-close-out-your-project#comments</comments>
		<pubDate>Fri, 02 Dec 2011 16:55:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8137</guid>
		<description><![CDATA[A “To Do” List and Items to Help You Execute, Control, and Close Out Your Project
By Michael Greer
After your project plan is approved and you are up and running, you can use the checklist below and related items to help you keep things moving according to your plan. Go through this list at least weekly [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-to-do-list-and-items-to-help-you-execute-control-and-close-out-your-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Use Your Internal Auditor to Audit Projects</title>
		<link>http://www.pmhut.com/use-your-internal-auditor-to-audit-projects</link>
		<comments>http://www.pmhut.com/use-your-internal-auditor-to-audit-projects#comments</comments>
		<pubDate>Fri, 02 Dec 2011 13:37:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8135</guid>
		<description><![CDATA[Use Your Internal Auditor to Audit Projects
By Michael Stanleigh
How much waste in project spending is going on in your organization? The fact is, corporations throughout the world are losing billions in wasted project spending and this waste is usually hidden from management and investors. The Internal Auditor as project auditor has a great opportunity to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/use-your-internal-auditor-to-audit-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Certification and Project Management</title>
		<link>http://www.pmhut.com/certification-and-project-management</link>
		<comments>http://www.pmhut.com/certification-and-project-management#comments</comments>
		<pubDate>Thu, 01 Dec 2011 20:08:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8133</guid>
		<description><![CDATA[Certification and Project Management
By Kerry Wills
It is always interesting to see how people feel about being certified as a Project Manager. On one hand I like having a standard set of criteria to normalize a base foundation of understanding PM principles. On the other hand I strongly believe that it is really the empirical background [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/certification-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>ECM Project Governance</title>
		<link>http://www.pmhut.com/ecm-project-governance</link>
		<comments>http://www.pmhut.com/ecm-project-governance#comments</comments>
		<pubDate>Thu, 01 Dec 2011 15:31:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8129</guid>
		<description><![CDATA[ECM Project Governance
By Alexander Hagen
In my ECM projects, I use the following governance model to manage stakeholder interests:
Figure 1: ECM governance

The ECM Board acts as business owner of the ECM application and the ECM framework. In the ECM framework, the application configuration, the high-level folder structure, generic functionality, customizations, and “the way of working” can [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ecm-project-governance/feed</wfw:commentRss>
		</item>
		<item>
		<title>Clarifying the Usage of Schedule Dependencies, Constraints &amp; Deadlines</title>
		<link>http://www.pmhut.com/clarifying-the-usage-of-schedule-dependencies-constraints-deadlines</link>
		<comments>http://www.pmhut.com/clarifying-the-usage-of-schedule-dependencies-constraints-deadlines#comments</comments>
		<pubDate>Thu, 01 Dec 2011 11:41:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8126</guid>
		<description><![CDATA[Clarifying the Usage of Schedule Dependencies, Constraints &#038; Deadlines
By Kiron D. Bondale
While a correctly developed project schedule is a thing of beauty, a poorly created one can be a source of frustration to the project team and risk to the overall project success.
Developing a schedule before spending time to decompose the scope of a project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/clarifying-the-usage-of-schedule-dependencies-constraints-deadlines/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Steps to Implementing Best Practices Cost Cutting</title>
		<link>http://www.pmhut.com/10-steps-to-implementing-best-practices-cost-cutting</link>
		<comments>http://www.pmhut.com/10-steps-to-implementing-best-practices-cost-cutting#comments</comments>
		<pubDate>Wed, 30 Nov 2011 22:15:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8123</guid>
		<description><![CDATA[10 Steps to Implementing Best Practices Cost Cutting
By John Maver
Your company may have completed the first round of cost cutting. Now what??? Unfortunately, just cutting costs isn’t the key. It is cutting the right costs and having the company be able to continue to progress.
Very few companies actually took the time needed to update their [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-steps-to-implementing-best-practices-cost-cutting/feed</wfw:commentRss>
		</item>
		<item>
		<title>Faster, Less Risky Projects Through Goal-Based Schedule Acceleration</title>
		<link>http://www.pmhut.com/faster-less-risky-projects-through-goal-based-schedule-acceleration</link>
		<comments>http://www.pmhut.com/faster-less-risky-projects-through-goal-based-schedule-acceleration#comments</comments>
		<pubDate>Wed, 30 Nov 2011 19:41:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8108</guid>
		<description><![CDATA[Faster, Less Risky Projects Through Goal-Based Schedule Acceleration
By Dan Patterson
This white paper introduces a new, highly compelling technique for accelerating project schedules. Unlike traditional techniques such as ‘network crashing’, goal-based schedule acceleration results in informed acceleration decisions based on criteria that are relevant and specific to your project. In short: targeted, meaningful changes to a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/faster-less-risky-projects-through-goal-based-schedule-acceleration/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top 10 Signs You Are a Product Clerk and not a Product Owner</title>
		<link>http://www.pmhut.com/top-10-signs-you-are-a-product-clerk-and-not-a-product-owner</link>
		<comments>http://www.pmhut.com/top-10-signs-you-are-a-product-clerk-and-not-a-product-owner#comments</comments>
		<pubDate>Wed, 30 Nov 2011 12:09:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8097</guid>
		<description><![CDATA[Top 10 Signs You Are a Product Clerk and not a Product Owner
By Eric Laramée

You never actually used a similar product.
You were never annoyed by the limits of existing product (competing or not)
You understand the high level basics of the needed solution. No more.
You answer almost every question with “I&#8217;ll go ask”
Since your main source [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-10-signs-you-are-a-product-clerk-and-not-a-product-owner/feed</wfw:commentRss>
		</item>
		<item>
		<title>Delivering a Project as Organizational Development</title>
		<link>http://www.pmhut.com/delivering-a-project-as-organizational-development</link>
		<comments>http://www.pmhut.com/delivering-a-project-as-organizational-development#comments</comments>
		<pubDate>Tue, 29 Nov 2011 23:32:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8094</guid>
		<description><![CDATA[Delivering a Project as Organizational Development
By Eric Veal
Managing projects in enterprises isn&#8217;t easy. Someone has to have focus and sometimes focus is very hard to find. Defining goals and objectives can be easy but getting buy-in from the people that are required to implement the plan is again not always easy or possible. The project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/delivering-a-project-as-organizational-development/feed</wfw:commentRss>
		</item>
		<item>
		<title>IT Project Management Best Practices</title>
		<link>http://www.pmhut.com/it-project-management-best-practices</link>
		<comments>http://www.pmhut.com/it-project-management-best-practices#comments</comments>
		<pubDate>Tue, 29 Nov 2011 17:31:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8092</guid>
		<description><![CDATA[IT Project Management Best Practices
By Claudia Vandermilt
When it comes to successful IT project management, having a thorough understanding of best practices in the field is essential. IT projects are notoriously difficult to keep on schedule and on budget. In fact, the CHAOS Summary 2009 report issued by The Standish Group found that less than one-third [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/it-project-management-best-practices/feed</wfw:commentRss>
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		<item>
		<title>Can We Apply Systems Theory to Project Management?</title>
		<link>http://www.pmhut.com/can-we-apply-systems-theory-to-project-management</link>
		<comments>http://www.pmhut.com/can-we-apply-systems-theory-to-project-management#comments</comments>
		<pubDate>Tue, 29 Nov 2011 12:14:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8089</guid>
		<description><![CDATA[Can We Apply Systems Theory to Project Management?
By Girish Deshpande
The systems theory tries to explain the dynamics of complex and dynamic systems. Many of the systems where humans are involved can be classified as (or rather inevitably become) complex and dynamic systems. Here we will see if we can treat project and program management as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/can-we-apply-systems-theory-to-project-management/feed</wfw:commentRss>
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		<item>
		<title>Handling Changes in Scrum</title>
		<link>http://www.pmhut.com/handling-changes-in-scrum</link>
		<comments>http://www.pmhut.com/handling-changes-in-scrum#comments</comments>
		<pubDate>Mon, 28 Nov 2011 18:01:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8084</guid>
		<description><![CDATA[Handling Changes in Scrum
By Srinivas Chillara
All software development projects have greater or fewer changes to be incorporated after the start of development. So how are changes handled in Scrum? and more importantly why are they handled in the manner described/recommended by Scrum?
Basically in Scrum the top few items of a product backlog (the highest priority [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/handling-changes-in-scrum/feed</wfw:commentRss>
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		<item>
		<title>Why Most Projects Feel Like a Prison</title>
		<link>http://www.pmhut.com/why-most-projects-feel-like-a-prison</link>
		<comments>http://www.pmhut.com/why-most-projects-feel-like-a-prison#comments</comments>
		<pubDate>Mon, 28 Nov 2011 14:06:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8082</guid>
		<description><![CDATA[Why Most Projects Feel Like a Prison
By Matthijs Schilder
Projects bane – total freedom.
Tired of interruptions by clients, partners, the principal or other stakeholders? Wishing for freedom in your project? But, freedom from what and to what end? Do you really want to be totally free? I don&#8217;t think so – there is such a thing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-most-projects-feel-like-a-prison/feed</wfw:commentRss>
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		<item>
		<title>Gamification of Project Management</title>
		<link>http://www.pmhut.com/gamification-of-project-management</link>
		<comments>http://www.pmhut.com/gamification-of-project-management#comments</comments>
		<pubDate>Sun, 27 Nov 2011 22:52:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8072</guid>
		<description><![CDATA[Gamification of Project Management
By Abid Mustafa
Gamification is a newfound trend that is rapidly influencing a myriad of business disciplines and is attracting tremendous interest from venture capitalists and entrepreneurs alike. Gamification is the application of gaming concepts to non-gaming environments or systems. Avid practitioners of gamification have introduced gaming precepts to business areas such as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/gamification-of-project-management/feed</wfw:commentRss>
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		<item>
		<title>Using Project and Program Management Groups on LinkedIn</title>
		<link>http://www.pmhut.com/using-project-and-program-management-groups-on-linkedin</link>
		<comments>http://www.pmhut.com/using-project-and-program-management-groups-on-linkedin#comments</comments>
		<pubDate>Sat, 26 Nov 2011 14:05:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8070</guid>
		<description><![CDATA[Using Project and Program Management Groups on LinkedIn
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
We plan our articles a year or so in advance and research our topics to ensure that they will be of interest to our readership (we hope this one will be of interest to you). In conducting the research for this [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/using-project-and-program-management-groups-on-linkedin/feed</wfw:commentRss>
		</item>
		<item>
		<title>Collaborating In Real-Time</title>
		<link>http://www.pmhut.com/collaborating-in-real-time</link>
		<comments>http://www.pmhut.com/collaborating-in-real-time#comments</comments>
		<pubDate>Fri, 25 Nov 2011 17:05:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Collaboration]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8068</guid>
		<description><![CDATA[Collaborating In Real-Time
By David Blumhorst
We all feel the pressure of “Do more with less.” Run lean. Increase quality. Move faster. These are not just management-speak, they are reality. The macroeconomic climate of the past few years has mandated we find new ways to increase efficiency or be left behind.
Successful teams are finding new ways to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/collaborating-in-real-time/feed</wfw:commentRss>
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		<item>
		<title>Top 10 Practices for Estimating Agile Projects Successfully</title>
		<link>http://www.pmhut.com/top-10-practices-for-estimating-agile-projects-successfully</link>
		<comments>http://www.pmhut.com/top-10-practices-for-estimating-agile-projects-successfully#comments</comments>
		<pubDate>Fri, 25 Nov 2011 13:50:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8064</guid>
		<description><![CDATA[Top 10 Practices for Estimating Agile Projects Successfully
By Terry Bunio
I&#8217;ve had multiple posts in the past that provided my passionate opinion on why I believe we should estimate Agile projects. (Both from the perspective of the client and the team) But rather than get into that discussion once again, I thought it would be more [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-10-practices-for-estimating-agile-projects-successfully/feed</wfw:commentRss>
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		<item>
		<title>Do You Project Manage Thanksgiving?</title>
		<link>http://www.pmhut.com/do-you-project-manage-thanksgiving</link>
		<comments>http://www.pmhut.com/do-you-project-manage-thanksgiving#comments</comments>
		<pubDate>Thu, 24 Nov 2011 19:50:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8062</guid>
		<description><![CDATA[Do You Project Manage Thanksgiving?
By Project Manage This
It would be interesting to know how many PM types walk away from the office and immediately take over the planning and coordination that comes with Thanksgiving (insert other holiday if your outside of the US). Gut feeling is that it&#8217;s quite a few.
It&#8217;s our nature to organize [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-you-project-manage-thanksgiving/feed</wfw:commentRss>
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		<title>What&#8217;s Your Project Management Legacy?</title>
		<link>http://www.pmhut.com/whats-your-project-management-legacy</link>
		<comments>http://www.pmhut.com/whats-your-project-management-legacy#comments</comments>
		<pubDate>Thu, 24 Nov 2011 13:06:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8060</guid>
		<description><![CDATA[What&#8217;s Your Project Management Legacy?
By Jennifer Whitt
There are two types of people that leave a company. The first type elicits the question: &#8220;Were they ever even here?&#8221; This is type of person that is a non-value-add personality type. They complain about everything that goes wrong. They don&#8217;t bring solutions and they distract others from finding [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/whats-your-project-management-legacy/feed</wfw:commentRss>
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		<item>
		<title>Daily Retrospectives Best Practices</title>
		<link>http://www.pmhut.com/daily-retrospectives-best-practices</link>
		<comments>http://www.pmhut.com/daily-retrospectives-best-practices#comments</comments>
		<pubDate>Wed, 23 Nov 2011 19:55:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8048</guid>
		<description><![CDATA[Daily Retrospectives Best Practices
By Renee Troughton
Daily retrospectives are not a new idea, but it is important to recognize and re-iterate that there are other things than just running a retrospective at the end of each iteration.
Consider the heart of Agile for a moment – it is a reflective improvement framework aimed at dealing with the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/daily-retrospectives-best-practices/feed</wfw:commentRss>
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		<item>
		<title>Nine Tips for Writing Excellent Request for Proposals (RFPs)</title>
		<link>http://www.pmhut.com/nine-tips-for-writing-excellent-request-for-proposals-rfps</link>
		<comments>http://www.pmhut.com/nine-tips-for-writing-excellent-request-for-proposals-rfps#comments</comments>
		<pubDate>Wed, 23 Nov 2011 14:58:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8046</guid>
		<description><![CDATA[Nine Tips for Writing Excellent Request for Proposals (RFPs)
By Stephanie Dedhar
How many times have you sent out a request for proposals and been disappointed with the responses you got back? Maybe they&#8217;re too long, too short, or just miss the mark. Or, if you&#8217;re a provider, how many times have you labored over a proposal [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/nine-tips-for-writing-excellent-request-for-proposals-rfps/feed</wfw:commentRss>
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		<item>
		<title>Managing Conflict in Teams: Switching to Successful Negotiation</title>
		<link>http://www.pmhut.com/managing-conflict-in-teams-switching-to-successful-negotiation</link>
		<comments>http://www.pmhut.com/managing-conflict-in-teams-switching-to-successful-negotiation#comments</comments>
		<pubDate>Wed, 23 Nov 2011 09:08:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8051</guid>
		<description><![CDATA[Managing Conflict in Teams: Switching to Successful Negotiation
By The Cain Project in Engineering and Professional Communication
Styles of Conflict Behavior
Whenever you work on a team, team members may disagree. To move from those conflicts to resolution and successful teamwork, you first need to be able to recognize various styles of conflict behavior and adopt communication strategies [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-conflict-in-teams-switching-to-successful-negotiation/feed</wfw:commentRss>
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		<title>Project Management and Dealing With Bullies at the Work Place</title>
		<link>http://www.pmhut.com/project-management-and-dealing-with-bullies-at-the-work-place</link>
		<comments>http://www.pmhut.com/project-management-and-dealing-with-bullies-at-the-work-place#comments</comments>
		<pubDate>Tue, 22 Nov 2011 19:55:26 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8044</guid>
		<description><![CDATA[Project Management and Dealing With Bullies at the Work Place
By Tony Neale
In one of my recent Project assignments that will rename nameless I was actually bullied by my boss. This article tells what bullying is, what the impact it had, and how I finally dealt with it.
Background
In the organisation where I worked my position was [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-and-dealing-with-bullies-at-the-work-place/feed</wfw:commentRss>
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		<item>
		<title>PMP - Better than Gold</title>
		<link>http://www.pmhut.com/pmp-better-than-gold</link>
		<comments>http://www.pmhut.com/pmp-better-than-gold#comments</comments>
		<pubDate>Tue, 22 Nov 2011 13:55:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[CAPM]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=8040</guid>
		<description><![CDATA[PMP - Better than Gold
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
This time of year, many of us are thinking about decorating for the holidays. You might decorate your house with wreaths, your children with bows, your spouse with gold jewelry, or your table with turkey. Decorations lift our spirits, and put us in the holiday [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmp-better-than-gold/feed</wfw:commentRss>
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		<item>
		<title>Communicating Your Project To The Organization</title>
		<link>http://www.pmhut.com/communicating-your-project-to-the-organization</link>
		<comments>http://www.pmhut.com/communicating-your-project-to-the-organization#comments</comments>
		<pubDate>Tue, 22 Nov 2011 07:54:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8034</guid>
		<description><![CDATA[Communicating Your Project To The Organization
By Robert Kelly
When I joined my current client, they said “If you can effectively communicate the progress, issues, etc of this project then you will have earned your keep.” In my last organization, there was a massive project underway with several &#8216;issues&#8217; and when asked what they saw as the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/communicating-your-project-to-the-organization/feed</wfw:commentRss>
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		<item>
		<title>Successful Executive PMOs in the Age of Chaos</title>
		<link>http://www.pmhut.com/successful-executive-pmos-in-the-age-of-chaos</link>
		<comments>http://www.pmhut.com/successful-executive-pmos-in-the-age-of-chaos#comments</comments>
		<pubDate>Mon, 21 Nov 2011 19:55:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8032</guid>
		<description><![CDATA[Successful Executive PMOs in the Age of Chaos
By Abid Mustafa
As the business community embraces the second decade of the 21st century, it is increasingly apparent that companies must invent flexible business models and supple delivery mechanisms to ensure survival in the age of unprecedented turbulence and uncertainty.
The epoch of corporate stability ended with the onset [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/successful-executive-pmos-in-the-age-of-chaos/feed</wfw:commentRss>
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		<item>
		<title>Project Management in an Agency Model: Managing the Experience (Part 3)</title>
		<link>http://www.pmhut.com/project-management-in-an-agency-model-managing-the-experience-part-3</link>
		<comments>http://www.pmhut.com/project-management-in-an-agency-model-managing-the-experience-part-3#comments</comments>
		<pubDate>Mon, 21 Nov 2011 13:55:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8030</guid>
		<description><![CDATA[Project Management in an Agency Model: Managing the Experience (Part 3)
By Mark Calabrese
In my first article in this series, we discussed the agency model paradigm and how it differs from the internal PMO model. We then talked about understanding of the opportunity, itself. In Part 3, we look at how you manage the client experience [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-in-an-agency-model-managing-the-experience-part-3/feed</wfw:commentRss>
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		<item>
		<title>Implementing a PMO Is a Project in Itself</title>
		<link>http://www.pmhut.com/implementing-a-pmo-is-a-project-in-itself</link>
		<comments>http://www.pmhut.com/implementing-a-pmo-is-a-project-in-itself#comments</comments>
		<pubDate>Mon, 21 Nov 2011 07:51:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8028</guid>
		<description><![CDATA[Implementing a PMO Is a Project in Itself
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
When we began our collaboration on this article, we wanted to ensure that our readers didn&#8217;t see it as another article on how to manage and/or define the benefits of a PMO (Program and/or Project Management Office). There are many excellent [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/implementing-a-pmo-is-a-project-in-itself/feed</wfw:commentRss>
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		<item>
		<title>Three Keys to Smart Decision Making</title>
		<link>http://www.pmhut.com/three-keys-to-smart-decision-making</link>
		<comments>http://www.pmhut.com/three-keys-to-smart-decision-making#comments</comments>
		<pubDate>Sun, 20 Nov 2011 13:48:04 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8026</guid>
		<description><![CDATA[Three Keys to Smart Decision Making
By Ty Kiisel
In large matrix organizations project leaders may not be too involved in the strategic decisions about which projects will be pursued and which will not—but they often have a big voice in smaller organizations. Regardless of whether or not project leaders make the strategic decisions about project prioritization [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/three-keys-to-smart-decision-making/feed</wfw:commentRss>
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		<item>
		<title>Four Functional Disciplines Needed on All Projects</title>
		<link>http://www.pmhut.com/four-functional-disciplines-needed-on-all-projects</link>
		<comments>http://www.pmhut.com/four-functional-disciplines-needed-on-all-projects#comments</comments>
		<pubDate>Sat, 19 Nov 2011 13:55:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8024</guid>
		<description><![CDATA[Four Functional Disciplines Needed on All Projects
By Ben Snyder, CEO of Systemation
All projects have a set of common characteristic by definition: they are temporary endeavors undertaken to create a unique product, service, or result. Because of this, they also have some common activities that must be executed. Such things as: developing the project plan, schedule, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/four-functional-disciplines-needed-on-all-projects/feed</wfw:commentRss>
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		<item>
		<title>Project Kickoffs Improve Project Performance</title>
		<link>http://www.pmhut.com/project-kickoffs-improve-project-performance</link>
		<comments>http://www.pmhut.com/project-kickoffs-improve-project-performance#comments</comments>
		<pubDate>Fri, 18 Nov 2011 19:55:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8019</guid>
		<description><![CDATA[Project Kickoffs Improve Project Performance
By Zenkara
We were recently asked about why project kickoffs are important – surely people could just read the Project Management Plan and Project Charter.
Nice in theory – rather more difficult in practice. It&#8217;s always better to get everyone in a room (physical or web-based) and make sure everyone understands the fundamental [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-kickoffs-improve-project-performance/feed</wfw:commentRss>
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		<item>
		<title>You Might Be a Project Management Redneck If&#8230;</title>
		<link>http://www.pmhut.com/you-might-be-a-project-management-redneck-if</link>
		<comments>http://www.pmhut.com/you-might-be-a-project-management-redneck-if#comments</comments>
		<pubDate>Fri, 18 Nov 2011 13:57:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8017</guid>
		<description><![CDATA[You Might Be a Project Management Redneck If&#8230;
By Terry Bunio
With Kudos and possibly apologies to Jeff Foxworthy, I was thinking a good discussion might be the warning signs when you might just be a Project Management Redneck and aren’t really buying into Agile. But what is a Project Management Redneck?
A sample definition might be..
Project Management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/you-might-be-a-project-management-redneck-if/feed</wfw:commentRss>
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		<item>
		<title>Training for Project Managers and Why It Is Important</title>
		<link>http://www.pmhut.com/training-for-project-managers-and-why-it-is-important</link>
		<comments>http://www.pmhut.com/training-for-project-managers-and-why-it-is-important#comments</comments>
		<pubDate>Fri, 18 Nov 2011 08:52:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Training]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8014</guid>
		<description><![CDATA[Training for Project Managers and Why It Is Important
By Michelle Symonds
All professionals who wish to be successful, in whatever field, need to continually aim to improve their skills. As project management is becoming recognized more and more as a profession, project managers need to ensure they have the appropriate training to develop their careers and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/training-for-project-managers-and-why-it-is-important/feed</wfw:commentRss>
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		<item>
		<title>10 Things to Mess Up Your Retrospective</title>
		<link>http://www.pmhut.com/10-things-to-mess-up-your-retrospective</link>
		<comments>http://www.pmhut.com/10-things-to-mess-up-your-retrospective#comments</comments>
		<pubDate>Thu, 17 Nov 2011 19:55:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8012</guid>
		<description><![CDATA[10 Things to Mess Up Your Retrospective
By Marc Löffler
It&#8217;s about time for a new list. Today, I decided to write a list on how to mess up your retrospective. There are a lot of possibilities to do this and the following tips will help you do so!

Don&#8217;t prepare anything
As the retrospective is the simplest and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-things-to-mess-up-your-retrospective/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scrumban Makes My Teeth Laugh!</title>
		<link>http://www.pmhut.com/scrumban-makes-my-teeth-laugh</link>
		<comments>http://www.pmhut.com/scrumban-makes-my-teeth-laugh#comments</comments>
		<pubDate>Thu, 17 Nov 2011 13:50:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8007</guid>
		<description><![CDATA[Scrumban Makes My Teeth Laugh!
By Heikki-Pekka Noronen
Today I&#8217;m so happy that I just cannot wipe the wide grin out of my face. There are actually multiple reasons for grin so wide, but one of them fits perfectly into this article, and the one nearly magical bringer of the joy is the Scrumban.
But why does a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scrumban-makes-my-teeth-laugh/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Do You Measure Performance?</title>
		<link>http://www.pmhut.com/why-do-you-measure-performance</link>
		<comments>http://www.pmhut.com/why-do-you-measure-performance#comments</comments>
		<pubDate>Thu, 17 Nov 2011 09:07:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Performance Reporting]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8003</guid>
		<description><![CDATA[Why Do You Measure Performance?
By Stacey Barr
Management gurus like Peter Drucker have long since put to bed the idea that measuring performance really does improve performance significantly more than if you don&#8217;t measure. But this isn&#8217;t the reason driving most people&#8217;s participation in performance measurement. Let&#8217;s look at a few of the most common reasons, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-do-you-measure-performance/feed</wfw:commentRss>
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		<item>
		<title>Crucial Skills for Today&#8217;s Project Manager</title>
		<link>http://www.pmhut.com/crucial-skills-for-todays-project-manager</link>
		<comments>http://www.pmhut.com/crucial-skills-for-todays-project-manager#comments</comments>
		<pubDate>Wed, 16 Nov 2011 19:51:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=8001</guid>
		<description><![CDATA[Crucial Skills for Today&#8217;s Project Manager
By Lonnie Pacelli
Project management is changing… It&#8217;s becoming more strategic, more mainstream, and not just synonymous with technology implementations. Today&#8217;s PM needs to be more than technically adept or be able to whip out a gantt chart. Get a read on some of these crucial skills the everyday PM will [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/crucial-skills-for-todays-project-manager/feed</wfw:commentRss>
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		<item>
		<title>Stakeholders - Personality Types and Tips</title>
		<link>http://www.pmhut.com/stakeholders-personality-types-and-tips</link>
		<comments>http://www.pmhut.com/stakeholders-personality-types-and-tips#comments</comments>
		<pubDate>Wed, 16 Nov 2011 13:55:30 +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=7998</guid>
		<description><![CDATA[Stakeholders - Personality Types and Tips
By Project Manage This
As a vender you call them the “Clients,” internally they&#8217;re known as the “Stakeholders.” It&#8217;s your job as PM to provide these people with regular status, manage their feedback, maintain the stream of communication, and always offer the best customer service possible. At least that&#8217;s the job [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/stakeholders-personality-types-and-tips/feed</wfw:commentRss>
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		<item>
		<title>How to Build &#8216;What-If&#8217; Scenario Models</title>
		<link>http://www.pmhut.com/how-to-build-what-if-scenario-models</link>
		<comments>http://www.pmhut.com/how-to-build-what-if-scenario-models#comments</comments>
		<pubDate>Wed, 16 Nov 2011 08:38:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=7996</guid>
		<description><![CDATA[How to Build &#8216;What-If&#8217; Scenario Models
By David Blumhorst
I talk to clients and prospects on a weekly basis about “What-If” analysis; most of the time the conversation revolves around capacity, specifically having enough resources to execute work. Too often project managers keep their focus on the capacity problem. However, the problem they truly need to address [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-build-what-if-scenario-models/feed</wfw:commentRss>
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		<item>
		<title>Scrum: Writing Better User Stories</title>
		<link>http://www.pmhut.com/scrum-writing-better-user-stories</link>
		<comments>http://www.pmhut.com/scrum-writing-better-user-stories#comments</comments>
		<pubDate>Tue, 15 Nov 2011 19:50:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7990</guid>
		<description><![CDATA[Scrum: Writing Better User Stories
By Gordon McMahon
Recently we had a planning session where I was asked to explain what made a good User Story, so I thought I&#8217;d capture that in a short article.
We are all familiar with the standard layout of a User Story:

As a …
I want to …
So that …

However, I&#8217;ve observed a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scrum-writing-better-user-stories/feed</wfw:commentRss>
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		<title>Project Management Foundations - Establishing Project Rhythm</title>
		<link>http://www.pmhut.com/project-management-foundations-establishing-project-rhythm</link>
		<comments>http://www.pmhut.com/project-management-foundations-establishing-project-rhythm#comments</comments>
		<pubDate>Tue, 15 Nov 2011 13:50:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7985</guid>
		<description><![CDATA[Project Management Foundations - Establishing Project Rhythm
By Steve Hart
As a project manager, you often rely as heavily on your “soft skills” as a project leader, as you do on your core knowledge as a project manager. This is particularly true during the transition from project planning to execution. It is the time period when you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-foundations-establishing-project-rhythm/feed</wfw:commentRss>
		</item>
		<item>
		<title>Effective Project Management and How to Achieve It</title>
		<link>http://www.pmhut.com/effective-project-management-and-how-to-achieve-it</link>
		<comments>http://www.pmhut.com/effective-project-management-and-how-to-achieve-it#comments</comments>
		<pubDate>Tue, 15 Nov 2011 07:55:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7983</guid>
		<description><![CDATA[Effective Project Management and How to Achieve It
By Michelle Symonds
There is no doubt that every project requires good management if it is to deliver what the customer is expecting. And deliver it in an acceptable time frame and for an acceptable cost without any disasters along the way.
Even a team well-experienced in their individual roles [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/effective-project-management-and-how-to-achieve-it/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Projects Succeed: Stakeholder Management Challenges</title>
		<link>http://www.pmhut.com/why-projects-succeed-stakeholder-management-challenges</link>
		<comments>http://www.pmhut.com/why-projects-succeed-stakeholder-management-challenges#comments</comments>
		<pubDate>Mon, 14 Nov 2011 19:50:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7979</guid>
		<description><![CDATA[Why Projects Succeed: Stakeholder Management Challenges
By Roger Kastner
In the last article, I outlined some tools and processes for identifying the primary stakeholders&#8217; interests and expectations. This time, let&#8217;s discuss what successful Project Managers do when finesse and art is required to handle stakeholder management challenges.
Challenges
In my experience, there are three major sources of Stakeholder Management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-projects-succeed-stakeholder-management-challenges/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Concise Guide to the Differences Between Programs and Projects</title>
		<link>http://www.pmhut.com/a-concise-guide-to-the-differences-between-programs-and-projects</link>
		<comments>http://www.pmhut.com/a-concise-guide-to-the-differences-between-programs-and-projects#comments</comments>
		<pubDate>Mon, 14 Nov 2011 14:05:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7977</guid>
		<description><![CDATA[A Concise Guide to the Differences Between Programs and Projects
By Greg Githens
Strategic initiatives are an important tool of organizational strategy execution. From my experience, a good way to understand how to execute a strategic initiative is to understand the differences between the principles and norms of program management versus project management. Strategic initiatives are most [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-concise-guide-to-the-differences-between-programs-and-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Planning And Management: Dynamic And Interactive</title>
		<link>http://www.pmhut.com/planning-and-management-dynamic-and-interactive</link>
		<comments>http://www.pmhut.com/planning-and-management-dynamic-and-interactive#comments</comments>
		<pubDate>Mon, 14 Nov 2011 09:21:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=7975</guid>
		<description><![CDATA[Planning And Management: Dynamic And Interactive
By Douglas E. Castle
Businesses and individual projects require both planning and management. This seems obvious, but in the shuffle of our real-world in real time, the obvious is often overlooked. The plan is the road map based upon your initial assessment of the goal to be achieved and your evaluation [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/planning-and-management-dynamic-and-interactive/feed</wfw:commentRss>
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