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	<title>Project Management Articles - PM Hut</title>
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	<link>http://www.pmhut.com</link>
	<description></description>
	<pubDate>Thu, 02 Sep 2010 14:48:57 +0000</pubDate>
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		<title>Resolving Project Team Conflicts</title>
		<link>http://www.pmhut.com/resolving-project-team-conflicts</link>
		<comments>http://www.pmhut.com/resolving-project-team-conflicts#comments</comments>
		<pubDate>Thu, 02 Sep 2010 14:48:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=6001</guid>
		<description><![CDATA[Resolving Project Team Conflicts
By Gina Abudi
Conflicts on project teams are a fact of life! Only on rare occasions do conflicts not arise - even on the smallest projects conflicts rear their ugly heads! It&#8217;s human nature to have conflicts and it arises for any number of reasons, including:

Misunderstandings
Personality clashes
Disagreements about the right way to approach [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/resolving-project-team-conflicts/feed</wfw:commentRss>
		</item>
		<item>
		<title>Improve Project Performance With Lessons Learned</title>
		<link>http://www.pmhut.com/improve-project-performance-with-lessons-learned</link>
		<comments>http://www.pmhut.com/improve-project-performance-with-lessons-learned#comments</comments>
		<pubDate>Wed, 01 Sep 2010 18:32:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=6003</guid>
		<description><![CDATA[Improve Project Performance With Lessons Learned
By Dave Nielsen
Continuous improvement is a feature of most current quality systems. The idea being that humans learn from doing - learn from their mistakes and from their successes. Since the work under quality control is being performed by humans, the processes, procedures, and methods used to perform the work [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/improve-project-performance-with-lessons-learned/feed</wfw:commentRss>
		</item>
		<item>
		<title>Defining Program Management and How Agile Helps</title>
		<link>http://www.pmhut.com/defining-program-management-and-how-agile-helps</link>
		<comments>http://www.pmhut.com/defining-program-management-and-how-agile-helps#comments</comments>
		<pubDate>Wed, 01 Sep 2010 12:36:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5999</guid>
		<description><![CDATA[Defining Program Management and How Agile Helps
By Johanna Rothman
A program is a collection of projects, where the value is in the overall deliverable. Yes, each project may have a deliverable that’s valuable, but the value to the organization is when all the sub-projects get together and deliver their product. Here’s an example. Think of a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/defining-program-management-and-how-agile-helps/feed</wfw:commentRss>
		</item>
		<item>
		<title>Facilitating a Requirements Validation Meeting with Ease!</title>
		<link>http://www.pmhut.com/facilitating-a-requirements-validation-meeting-with-ease</link>
		<comments>http://www.pmhut.com/facilitating-a-requirements-validation-meeting-with-ease#comments</comments>
		<pubDate>Tue, 31 Aug 2010 20:19:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5996</guid>
		<description><![CDATA[Facilitating a Requirements Validation Meeting with Ease!
By Dana Brownlee
The Problem
Ensuring that a requirements document is accurate, complete, and fully supported by key stakeholders can be critically important. Unfortunately, requirements validation sessions can be protracted and challenging. Oftentimes, the goal of the session is to gain agreement among various stakeholders on a lengthy, detailed requirements document. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/facilitating-a-requirements-validation-meeting-with-ease/feed</wfw:commentRss>
		</item>
		<item>
		<title>Decisions, Outcomes, and the Project Manager</title>
		<link>http://www.pmhut.com/decisions-outcomes-and-the-project-manager</link>
		<comments>http://www.pmhut.com/decisions-outcomes-and-the-project-manager#comments</comments>
		<pubDate>Tue, 31 Aug 2010 14:06:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5994</guid>
		<description><![CDATA[Decisions, Outcomes, and the Project Manager
By Thomas Cutting
I bolted awake at 5:11 this morning…heart pounding, mind racing…to the sound of rain. Living in Southern California, it isn’t a sound I hear all that often, but it is one that strikes fear into my heart. Lest one think that I suffer from Ombrophobia, I actually enjoy [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/decisions-outcomes-and-the-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management - Can You Handle the Truth?</title>
		<link>http://www.pmhut.com/project-management-can-you-handle-the-truth</link>
		<comments>http://www.pmhut.com/project-management-can-you-handle-the-truth#comments</comments>
		<pubDate>Mon, 30 Aug 2010 19:06:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Contract Administration & Close-out]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5992</guid>
		<description><![CDATA[Project Management - Can You Handle the Truth?
By Michael Gorman
Quite apart from your usual day-to-day operations, a project is mandated when a business need requires your organisation to meet new and unprecedented objectives. This could be the need to distribute your enterprise geographically, to manage your documents and records more accountably, or to accomplish a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-can-you-handle-the-truth/feed</wfw:commentRss>
		</item>
		<item>
		<title>Eliminating the Reasons Organizations Choose the Wrong Projects</title>
		<link>http://www.pmhut.com/eliminating-the-reasons-organizations-choose-the-wrong-projects</link>
		<comments>http://www.pmhut.com/eliminating-the-reasons-organizations-choose-the-wrong-projects#comments</comments>
		<pubDate>Mon, 30 Aug 2010 14:04:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5987</guid>
		<description><![CDATA[Eliminating the Reasons Organizations Choose the Wrong Projects
By Miley W. Merkhofer
In order to eliminate the reasons for choosing the wrong projects, organizations need to:
Address the Errors and Biases that Affect Human Judgment

Increase awareness of prevalent errors and biases, including comfort zone, perception, and motivation biases, as well as errors in reasoning, and group think. As [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/eliminating-the-reasons-organizations-choose-the-wrong-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>On the Interpretation of Probabilities in Project Management</title>
		<link>http://www.pmhut.com/on-the-interpretation-of-probabilities-in-project-management</link>
		<comments>http://www.pmhut.com/on-the-interpretation-of-probabilities-in-project-management#comments</comments>
		<pubDate>Sun, 29 Aug 2010 16:26:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Activity Duration Estimate]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5981</guid>
		<description><![CDATA[On the Interpretation of Probabilities in Project Management
By Kailash Awati
Introduction
Managers have to make decisions based on an imperfect and incomplete knowledge of future events. One approach to improving managerial decision-making is to quantify uncertainties using probability. But what does it mean to assign a numerical probability to an event? For example, what do we mean [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-the-interpretation-of-probabilities-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Proactively Address Unpredictability about Project Resource Availability</title>
		<link>http://www.pmhut.com/proactively-address-unpredictability-about-project-resource-availability</link>
		<comments>http://www.pmhut.com/proactively-address-unpredictability-about-project-resource-availability#comments</comments>
		<pubDate>Sat, 28 Aug 2010 11:53:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5978</guid>
		<description><![CDATA[Proactively Address Unpredictability about Project Resource Availability
By Kiron D. Bondale
A systemic lack of predictability regarding resource availability threatens to trump unmanaged scope creep, technical complexity and organization change resistance as the primary source of project risks. Achieving an organization’s strategic objectives gets impacted as transformational projects require specialized skills that are in high demand and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/proactively-address-unpredictability-about-project-resource-availability/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Checklists</title>
		<link>http://www.pmhut.com/project-management-checklists</link>
		<comments>http://www.pmhut.com/project-management-checklists#comments</comments>
		<pubDate>Fri, 27 Aug 2010 15:45:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5976</guid>
		<description><![CDATA[Project Management Checklists
By Howard Vaughan
Among all the tools at our disposal for managing projects, checklists are perhaps the simplest and most productive means of building consistency in work practices. Checklists are useful in almost every field of human endeavor, and in particular where repeatability and systematic action drive performance. Yet they are still much under-used [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-checklists/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ambiguity Kills Projects</title>
		<link>http://www.pmhut.com/ambiguity-kills-projects</link>
		<comments>http://www.pmhut.com/ambiguity-kills-projects#comments</comments>
		<pubDate>Fri, 27 Aug 2010 01:25:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5974</guid>
		<description><![CDATA[Ambiguity Kills Projects
By Howard Vaughan
Ambiguity is the enemy of project success. Its one of the first things I instruct new project managers on. I call it the First Law in project management.
Its not hard to find ambiguity in projects. Look closely at the objectives, the requirements, the scope definition and the schedule. Are they each [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ambiguity-kills-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Holistic Look at Program and Project Constraints</title>
		<link>http://www.pmhut.com/a-holistic-look-at-program-and-project-constraints</link>
		<comments>http://www.pmhut.com/a-holistic-look-at-program-and-project-constraints#comments</comments>
		<pubDate>Thu, 26 Aug 2010 14:51:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5968</guid>
		<description><![CDATA[A Holistic Look at Program and Project Constraints
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
The Triple Constraint of managing the interaction of time, cost and scope is a familiar model to most Program and Project Managers.
Delivering projects on time, within budget and per an agreed scope can be considered to be a “good result” by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-holistic-look-at-program-and-project-constraints/feed</wfw:commentRss>
		</item>
		<item>
		<title>Take Control of Your Project With Phase One - Concept and Feasibility - Part 1</title>
		<link>http://www.pmhut.com/take-control-of-your-project-with-phase-one-concept-and-feasibility-part-1</link>
		<comments>http://www.pmhut.com/take-control-of-your-project-with-phase-one-concept-and-feasibility-part-1#comments</comments>
		<pubDate>Thu, 26 Aug 2010 00:15:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5966</guid>
		<description><![CDATA[Take Control of Your Project With Phase One - Concept and Feasibility - Part 1
By Mark L. Reed
We already discussed the difference between a &#8220;Business&#8221; Lifecycle and a &#8220;Project Management&#8221; lifecycle and working with the theory that every project is a project within another project; the only project we are responsible and accountable for is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/take-control-of-your-project-with-phase-one-concept-and-feasibility-part-1/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Rewards and Recognition - Fair or Adding Risks?</title>
		<link>http://www.pmhut.com/project-rewards-and-recognition-fair-or-adding-risks</link>
		<comments>http://www.pmhut.com/project-rewards-and-recognition-fair-or-adding-risks#comments</comments>
		<pubDate>Wed, 25 Aug 2010 14:48:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5961</guid>
		<description><![CDATA[Project Rewards and Recognition - Fair or Adding Risks?
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
Reward and recognition for project resources who deliver successful projects is generally accepted as good practice in the workplace (indeed, rewarding staff for successful performance against agreed criteria is commonplace in today’s organizations). Regardless of an organization’s general structure (be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-rewards-and-recognition-fair-or-adding-risks/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Get a Project Team &#8220;Unstuck&#8221;</title>
		<link>http://www.pmhut.com/how-to-get-a-project-team-unstuck</link>
		<comments>http://www.pmhut.com/how-to-get-a-project-team-unstuck#comments</comments>
		<pubDate>Wed, 25 Aug 2010 01:48:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5959</guid>
		<description><![CDATA[How to Get a Project Team &#8220;Unstuck&#8221;
By Pam Stanton
Sometimes your project team gets stuck in the mud. It may be early in the project when you&#8217;re first trying to build a plan, or it might be later when choices must be made and a decision just circles the drain. There are so many variables and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-get-a-project-team-unstuck/feed</wfw:commentRss>
		</item>
		<item>
		<title>Dear Project Manager</title>
		<link>http://www.pmhut.com/dear-project-manager</link>
		<comments>http://www.pmhut.com/dear-project-manager#comments</comments>
		<pubDate>Tue, 24 Aug 2010 19:37:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5956</guid>
		<description><![CDATA[Dear Project Manager
By Glen Gage
If you are responsible for a project where the IT department has a significant role, or are thinking of starting one, then this article is for you. You are in for more than may have thought - IT projects are serious business and fraught with corporate politics. Below is a (slightly [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dear-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Toward a More Robust Agile</title>
		<link>http://www.pmhut.com/toward-a-more-robust-agile</link>
		<comments>http://www.pmhut.com/toward-a-more-robust-agile#comments</comments>
		<pubDate>Tue, 24 Aug 2010 12:21:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5953</guid>
		<description><![CDATA[Toward a More Robust Agile
By Donald Patti
In a previous article, I put together a list of some of the weaknesses of the Agile software development methodology that I’ve learned from other software experts and on my own as a consultant serving the technology industry. As expected, some people were upset that I pointed out so [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/toward-a-more-robust-agile/feed</wfw:commentRss>
		</item>
		<item>
		<title>Top 3 Axes of Project and Portfolio Management Value</title>
		<link>http://www.pmhut.com/top-3-axes-of-project-and-portfolio-management-value</link>
		<comments>http://www.pmhut.com/top-3-axes-of-project-and-portfolio-management-value#comments</comments>
		<pubDate>Mon, 23 Aug 2010 18:52:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5947</guid>
		<description><![CDATA[Top 3 Axes of Project and Portfolio Management Value
By Pradeep Bhanot
Project Portfolio Management systems provide value to organizations in many ways. These include improved staff utilization, improved financial management and better demand management. But for me these are not the most compelling ones.
The top three for me are:

Greater visibility. Having a single system of record [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/top-3-axes-of-project-and-portfolio-management-value/feed</wfw:commentRss>
		</item>
		<item>
		<title>Basics of Public Speaking or Presenting</title>
		<link>http://www.pmhut.com/basics-of-public-speaking-or-presenting</link>
		<comments>http://www.pmhut.com/basics-of-public-speaking-or-presenting#comments</comments>
		<pubDate>Mon, 23 Aug 2010 14:57:28 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5944</guid>
		<description><![CDATA[Basics Of Public Speaking or Presenting
By Clare Munn
I speak a lot and am always surprised when I hear the presentation was of interest. I know I am not afraid of public speaking, and I know I am passionate about subjects other people are curious about too. However, I never for one minute assume my presentations [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/basics-of-public-speaking-or-presenting/feed</wfw:commentRss>
		</item>
		<item>
		<title>Certifications Don&#8217;t Make Project Managers</title>
		<link>http://www.pmhut.com/certifications-dont-make-project-managers</link>
		<comments>http://www.pmhut.com/certifications-dont-make-project-managers#comments</comments>
		<pubDate>Sun, 22 Aug 2010 18:46:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5942</guid>
		<description><![CDATA[Certifications Don&#8217;t Make Project Managers
By Richard Morreale
The Project Management Institute (PMI) and the Association of Project Management Group (APMG) are two of the biggest reasons that projects fail. They have sold the myth to the corporate world and to their certification customers that successful completion of their certification tests and the addition of Project Management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/certifications-dont-make-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Got A Strategy? You Need Project Portfolio Management</title>
		<link>http://www.pmhut.com/got-a-strategy-you-need-project-portfolio-management</link>
		<comments>http://www.pmhut.com/got-a-strategy-you-need-project-portfolio-management#comments</comments>
		<pubDate>Sat, 21 Aug 2010 13:59:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5940</guid>
		<description><![CDATA[Got A Strategy? You Need Project Portfolio Management
By Ben Snyder, CEO of Systemation
Putting a strategy together is very rewarding. Whether it’s for your division, department, or small business, it gets you thinking about the future and all the possibilities. Hard work has brought your team to a point of consensuses; and, you now have a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/got-a-strategy-you-need-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Training: The Big vs. the Small Answer</title>
		<link>http://www.pmhut.com/project-management-training-the-big-vs-the-small-answer</link>
		<comments>http://www.pmhut.com/project-management-training-the-big-vs-the-small-answer#comments</comments>
		<pubDate>Fri, 20 Aug 2010 14:58:20 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5937</guid>
		<description><![CDATA[Project Management Training: The Big vs. the Small Answer
By Chuck Tryon
You&#8217;ve done your homework and you can&#8217;t believe the range of answers you are getting. It&#8217;s a simple question, really. You want to upgrade the Project Management skills for your people. When you ask for a training approach, some vendors suggest a program that can [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-training-the-big-vs-the-small-answer/feed</wfw:commentRss>
		</item>
		<item>
		<title>12 Tips for Effective Project Reviews</title>
		<link>http://www.pmhut.com/12-tips-for-effective-project-reviews</link>
		<comments>http://www.pmhut.com/12-tips-for-effective-project-reviews#comments</comments>
		<pubDate>Thu, 19 Aug 2010 18:03:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5934</guid>
		<description><![CDATA[12 Tips for Effective Project Reviews
By Bruno Collet
Too often, project reviews are nothing more than empty conformance documents that take dust on a company server, when they are not skipped entirely. That’s a shame, because project reviews are one of the most powerful tools for improvement. The main reasons people neglect project reviews are that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/12-tips-for-effective-project-reviews/feed</wfw:commentRss>
		</item>
		<item>
		<title>Early Engagement and Project Planning</title>
		<link>http://www.pmhut.com/early-engagement-and-project-planning</link>
		<comments>http://www.pmhut.com/early-engagement-and-project-planning#comments</comments>
		<pubDate>Thu, 19 Aug 2010 12:44:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5932</guid>
		<description><![CDATA[Early Engagement and Project Planning
By Barney Austen
Project managers often have contention with line management when it comes to the allocation of project team members. The skill of the project manager to overcome this contention will directly effect the overall success of the project planning process and indeed the project as a whole.
If the project manager [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/early-engagement-and-project-planning/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Post-Project Lessons Learned Session - Who and What</title>
		<link>http://www.pmhut.com/the-post-project-lessons-learned-session-who-and-what</link>
		<comments>http://www.pmhut.com/the-post-project-lessons-learned-session-who-and-what#comments</comments>
		<pubDate>Wed, 18 Aug 2010 18:32:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5929</guid>
		<description><![CDATA[The Post-Project Lessons Learned Session - Who and What
By Kathlika Thomas
Let&#8217;s expand on the &#8220;who&#8221; and the &#8220;what&#8221; of presenting your post-deployment analysis. First, the &#8220;who&#8221;: You&#8217;ll find that those who are most interested in attending a post-project lessons learned session will fall into three main categories: sponsors, project team members, and clients. The &#8220;what&#8221; [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-post-project-lessons-learned-session-who-and-what/feed</wfw:commentRss>
		</item>
		<item>
		<title>Nurturing Trust</title>
		<link>http://www.pmhut.com/nurturing-trust</link>
		<comments>http://www.pmhut.com/nurturing-trust#comments</comments>
		<pubDate>Wed, 18 Aug 2010 14:16:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5927</guid>
		<description><![CDATA[Nurturing Trust
By Ron Taylor
&#8220;If you fail to honor your people, they will fail to honor you.&#8221; - Lao Tzu
In my father&#8217;s generation, leaders were expected to give orders and workers were expected to take them. You did what you were told to do or you were fired.
In my generation, leaders are expected, in style if [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/nurturing-trust/feed</wfw:commentRss>
		</item>
		<item>
		<title>Four Early Warning Signs of a Project in Trouble</title>
		<link>http://www.pmhut.com/four-early-warning-signs-of-a-project-in-trouble</link>
		<comments>http://www.pmhut.com/four-early-warning-signs-of-a-project-in-trouble#comments</comments>
		<pubDate>Tue, 17 Aug 2010 14:23:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5924</guid>
		<description><![CDATA[Four Early Warning Signs of a Project in Trouble
By Ty Kiisel
Underground mining is a dangerous occupation. What&#8217;s more, before the advent of sophisticated breathing apparatus, methane and carbon monoxide made it even more dangerous for the men working in the mines. In the early days of underground mining, because their metabolism was susceptible to methane [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/four-early-warning-signs-of-a-project-in-trouble/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Post Mortem Review Questions</title>
		<link>http://www.pmhut.com/project-post-mortem-review-questions</link>
		<comments>http://www.pmhut.com/project-post-mortem-review-questions#comments</comments>
		<pubDate>Mon, 16 Aug 2010 21:14:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Closure]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5922</guid>
		<description><![CDATA[Project Post Mortem Review Questions
By Michael Greer
Overview
It’s important for project managers and team members to take stock at the end of a project and develop a list of lessons learned so that they don’t repeat their mistakes in the next project. Typically such reviews are called post-project reviews or “post mortems.”  I recommend a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-post-mortem-review-questions/feed</wfw:commentRss>
		</item>
		<item>
		<title>Crack or Chasm Between Project Management and Change Management?</title>
		<link>http://www.pmhut.com/crack-or-chasm-between-project-management-and-change-management</link>
		<comments>http://www.pmhut.com/crack-or-chasm-between-project-management-and-change-management#comments</comments>
		<pubDate>Mon, 16 Aug 2010 15:26:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5920</guid>
		<description><![CDATA[Crack or Chasm Between Project Management and Change Management?
By Gail Severini
Recently there seems to be an increase job ads that bundle some Change Management capabilities in with Project Management. Many experienced Change Management specialists have expressed concern that a combination could detract from the value of both. The drivers are different and there is a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/crack-or-chasm-between-project-management-and-change-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is The PMP Certification Test Like?</title>
		<link>http://www.pmhut.com/what-is-the-pmp-certification-test-like</link>
		<comments>http://www.pmhut.com/what-is-the-pmp-certification-test-like#comments</comments>
		<pubDate>Sun, 15 Aug 2010 16:29:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5917</guid>
		<description><![CDATA[What Is The PMP Certification Test Like?
By Keith Mathis - PM Expert Live
Your PMP® certification test will cost $405.00 if you are a PMI® member and $525.00 if you are not. You will actually save $25.00 by joining PMI® and then signing up for the test. All fees for the PMP® certification will be paid [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-the-pmp-certification-test-like/feed</wfw:commentRss>
		</item>
		<item>
		<title>Saturday Humor for Project Managers: Newton&#8217;s Unpublished Laws</title>
		<link>http://www.pmhut.com/saturday-humor-for-project-managers-newtons-unpublished-laws</link>
		<comments>http://www.pmhut.com/saturday-humor-for-project-managers-newtons-unpublished-laws#comments</comments>
		<pubDate>Sat, 14 Aug 2010 19:04:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5915</guid>
		<description><![CDATA[Saturday Humor for Project Managers: Newton&#8217;s Unpublished Laws
By John Maver and Dr. Margery Mayer
Everyone is working very hard these days and the pressure is intense. Take a moment and appreciate some humor. Studies show that if you can find a laugh each day, not only will you live longer, but you will enjoy your life [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/saturday-humor-for-project-managers-newtons-unpublished-laws/feed</wfw:commentRss>
		</item>
		<item>
		<title>8 Golden Rules for Effective Project Management Meetings</title>
		<link>http://www.pmhut.com/8-golden-rules-for-effective-project-management-meetings</link>
		<comments>http://www.pmhut.com/8-golden-rules-for-effective-project-management-meetings#comments</comments>
		<pubDate>Sat, 14 Aug 2010 01:07:40 +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=5912</guid>
		<description><![CDATA[8 Golden Rules for Effective Project Management Meetings
By Ron Rosenhead
My company has been collecting statistics for several years. One of the questions is quite revealing: ‘Project meetings are collaborative events which look at achievements not past failures’. The percentages are shown below:
Strongly agree: 1.3%
Agree: 25.6%
Disagree: 57.3%
Strongly Disagree 12.6%
Don’t know 3.2%
Not very good stats are they? [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/8-golden-rules-for-effective-project-management-meetings/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scheduling Project Management Tasks</title>
		<link>http://www.pmhut.com/scheduling-project-management-tasks</link>
		<comments>http://www.pmhut.com/scheduling-project-management-tasks#comments</comments>
		<pubDate>Thu, 12 Aug 2010 19:21:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5909</guid>
		<description><![CDATA[Scheduling Project Management Tasks
By Kathlika Thomas
A detailed schedule is one of the best tools that a project manager can have. By scheduling yourself in advance to do all of the necessary management tasks, you stay much more organized throughout your project. You know exactly what you need to do to get started, what you need [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scheduling-project-management-tasks/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Manager vs. Product Marketer - Who Is Going To Win?</title>
		<link>http://www.pmhut.com/project-manager-vs-product-marketer-who-is-going-to-win</link>
		<comments>http://www.pmhut.com/project-manager-vs-product-marketer-who-is-going-to-win#comments</comments>
		<pubDate>Thu, 12 Aug 2010 11:33:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5907</guid>
		<description><![CDATA[Project Manager vs. Product Marketer - Who Is Going To Win?
By Anna Korlyakova
Marketing and project management have as always been seen as separate disciplines, each having developed separately from the other.
Project Managers typically are seen to have a keen grasp of the skills that involve scheduling, record keeping, and budgets. Until recently creative skills were [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-manager-vs-product-marketer-who-is-going-to-win/feed</wfw:commentRss>
		</item>
		<item>
		<title>Outsourcing Key Projects: Bringing Companies One Step Closer to Business Virtualization</title>
		<link>http://www.pmhut.com/outsourcing-key-projects-bringing-companies-one-step-closer-to-business-virtualization</link>
		<comments>http://www.pmhut.com/outsourcing-key-projects-bringing-companies-one-step-closer-to-business-virtualization#comments</comments>
		<pubDate>Wed, 11 Aug 2010 19:58:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/outsourcing-key-projects-bringing-companies-one-step-closer-to-business-virtualization</guid>
		<description><![CDATA[Outsourcing Key Projects: Bringing Companies One Step Closer to Business Virtualization
By Bill Balcezak
The success of a company depends on providing the highest level of service to its clients. Yet when times are tough, reduced budgets and smaller staffs make it harder to deliver. Outsourcing key projects can help you to provide a higher level of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/outsourcing-key-projects-bringing-companies-one-step-closer-to-business-virtualization/feed</wfw:commentRss>
		</item>
		<item>
		<title>Finding the &#8220;Silver Lining&#8221;</title>
		<link>http://www.pmhut.com/finding-the-silver-lining</link>
		<comments>http://www.pmhut.com/finding-the-silver-lining#comments</comments>
		<pubDate>Wed, 11 Aug 2010 12:59:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5899</guid>
		<description><![CDATA[Finding the “Silver Lining”
By Susan Peterson
Often a project manager and his/her team only hear and read criticism about the level of effectiveness of their work. It’s always easy to criticize. There are media personalities who make quite comfortable salaries filling the air waves with nasty remarks, sarcasm and cynicism. Seldom, if ever, do these same [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/finding-the-silver-lining/feed</wfw:commentRss>
		</item>
		<item>
		<title>Three Tips for Project Tracking</title>
		<link>http://www.pmhut.com/three-tips-for-project-tracking</link>
		<comments>http://www.pmhut.com/three-tips-for-project-tracking#comments</comments>
		<pubDate>Wed, 11 Aug 2010 02:51:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5901</guid>
		<description><![CDATA[Three Tips for Project Tracking
By Andrea Brockmeier
What do your team members do when you ask them the question, “Where are you at on the project?” Ignore you? Stare blankly? Look confused? Cower? 
What makes tracking and reporting so difficult? After all, “Where are you at?” is a completely reasonable and fair question. In fact, without [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/three-tips-for-project-tracking/feed</wfw:commentRss>
		</item>
		<item>
		<title>Only Connect - The Key to Good Project Management</title>
		<link>http://www.pmhut.com/only-connect-the-key-to-good-project-management</link>
		<comments>http://www.pmhut.com/only-connect-the-key-to-good-project-management#comments</comments>
		<pubDate>Tue, 10 Aug 2010 22:01:55 +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=5897</guid>
		<description><![CDATA[Only Connect - The Key to Good Project Management
By Rosana Francescato
Recently, I’ve been meeting with other project managers around my company to discuss project management, with the aim of improving my knowledge and skills. I often start out asking them what they think the most important skills are for a project manager and what project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/only-connect-the-key-to-good-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Skills: Making Change Stick</title>
		<link>http://www.pmhut.com/project-management-skills-making-change-stick</link>
		<comments>http://www.pmhut.com/project-management-skills-making-change-stick#comments</comments>
		<pubDate>Tue, 10 Aug 2010 12:20:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5895</guid>
		<description><![CDATA[Project Management Skills: Making Change Stick
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Are you tired of hearing people say the only constant is change? I think we all need to keep saying it to remind ourselves we have to always be ready to keep changing. Here’s the rub: how do we make change stick? How can [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-skills-making-change-stick/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Unspoken Additional Constraint of Project Management</title>
		<link>http://www.pmhut.com/the-unspoken-additional-constraint-of-project-management</link>
		<comments>http://www.pmhut.com/the-unspoken-additional-constraint-of-project-management#comments</comments>
		<pubDate>Mon, 09 Aug 2010 18:40:22 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5891</guid>
		<description><![CDATA[The Unspoken Additional Constraint of Project Management
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
Whether you are a novice just embarking upon your career in project management or a seasoned veteran, you are most likely familiar with the project management concept of the “triple constraint”. The triple constraint of quality, time and cost is perhaps as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-unspoken-additional-constraint-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Performance Issues - Conflicts Outside the Project Team</title>
		<link>http://www.pmhut.com/performance-issues-conflicts-outside-the-project-team</link>
		<comments>http://www.pmhut.com/performance-issues-conflicts-outside-the-project-team#comments</comments>
		<pubDate>Mon, 09 Aug 2010 14:56:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Conflict Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5889</guid>
		<description><![CDATA[Performance Issues - Conflicts Outside the Project Team
By Dave Nielsen
Conflict that extends outside the project team brings an additional layer of complexity to the problem. Given that the conflict is negatively impacting project performance, or will impact it in the near future, you will still want to take some action to remedy the situation, but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/performance-issues-conflicts-outside-the-project-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Screw-Up - We Didn&#8217;t Involve The Right People</title>
		<link>http://www.pmhut.com/project-management-screw-up-we-didnt-involve-the-right-people</link>
		<comments>http://www.pmhut.com/project-management-screw-up-we-didnt-involve-the-right-people#comments</comments>
		<pubDate>Sun, 08 Aug 2010 17:33:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5886</guid>
		<description><![CDATA[Project Management Screw-Up - We Didn&#8217;t Involve The Right People
By Lonnie Pacelli
Some years back I worked on a process re-engineering project at a large industrial manufacturer. The project went on for several months and it looked as if things were going quite well. Then, a person that I’ll call “Hack” showed up on the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-screw-up-we-didnt-involve-the-right-people/feed</wfw:commentRss>
		</item>
		<item>
		<title>Systems Thinking in Project Management</title>
		<link>http://www.pmhut.com/systems-thinking-in-project-management</link>
		<comments>http://www.pmhut.com/systems-thinking-in-project-management#comments</comments>
		<pubDate>Sat, 07 Aug 2010 16:20:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5879</guid>
		<description><![CDATA[Systems Thinking in Project Management
By Michael D. Taylor
Most project managers tend to think only conventionally when managing projects. This means that they begin from a given project goal, plan the project to meet the goal, then execute the plan in order to meet the project goal. Little thought is given to strategic thinking or systems [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/systems-thinking-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Things Every Manager Should Know</title>
		<link>http://www.pmhut.com/10-things-every-manager-should-know</link>
		<comments>http://www.pmhut.com/10-things-every-manager-should-know#comments</comments>
		<pubDate>Sat, 07 Aug 2010 00:26:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5876</guid>
		<description><![CDATA[10 Things Every Manager Should Know
By Gina Abudi
Although this article is targeted at managers in general, it easily applies for project managers&#8230;
In working with clients over the years to develop programs for new supervisors/managers - there are some skills, knowledge and competencies that rise to the top of &#8220;must have&#8217;s&#8221; for someone in a management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-things-every-manager-should-know/feed</wfw:commentRss>
		</item>
		<item>
		<title>Value Is in the Eye of the Stakeholder</title>
		<link>http://www.pmhut.com/value-is-in-the-eye-of-the-stakeholder</link>
		<comments>http://www.pmhut.com/value-is-in-the-eye-of-the-stakeholder#comments</comments>
		<pubDate>Fri, 06 Aug 2010 11:54:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5874</guid>
		<description><![CDATA[Value Is in the Eye of the Stakeholder
By Lynda Bourne
The only purpose of undertaking any business activity is to create value! If undertaking the work destroys value the activity should not be started.
Any value proposition though is ‘in the eye of the stakeholder’ – this is rarely solely constrained by either time or cost. Effective [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/value-is-in-the-eye-of-the-stakeholder/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scope Management Does Not Mean Scope Stoppage</title>
		<link>http://www.pmhut.com/scope-management-does-not-mean-scope-stoppage</link>
		<comments>http://www.pmhut.com/scope-management-does-not-mean-scope-stoppage#comments</comments>
		<pubDate>Fri, 06 Aug 2010 00:11:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Scope Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5872</guid>
		<description><![CDATA[Scope Management Does Not Mean Scope Stoppage
By Vicki Wrona, PMP - Global Knowledge Instructor
I would like to address what seems to be a common misunderstanding regarding the term “scope creep.”
I read a recent question posted by a LinkedIn colleague titled “Why do so many project managers think scope management means scope oppression?” I like the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scope-management-does-not-mean-scope-stoppage/feed</wfw:commentRss>
		</item>
		<item>
		<title>Attitude vs Aptitude in Project Teams</title>
		<link>http://www.pmhut.com/attitude-vs-aptitude-in-project-teams</link>
		<comments>http://www.pmhut.com/attitude-vs-aptitude-in-project-teams#comments</comments>
		<pubDate>Thu, 05 Aug 2010 20:09:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5870</guid>
		<description><![CDATA[Attitude vs Aptitude in Project Teams
By Kerry Wills
I have been on several projects now where there are project resources who are very talented in their particular field but who have a pessimistic and almost toxic impact on the team morale. These are the people who know a system or business area very well and therefore [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/attitude-vs-aptitude-in-project-teams/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management - Gather Requirements For Successful Execution</title>
		<link>http://www.pmhut.com/project-management-gather-requirements-for-successful-execution</link>
		<comments>http://www.pmhut.com/project-management-gather-requirements-for-successful-execution#comments</comments>
		<pubDate>Thu, 05 Aug 2010 14:51:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5868</guid>
		<description><![CDATA[Project Management - Gather Requirements For Successful Execution
By Brad Holt
People that rely on a project that is being executed rely on the project manager and the business analysts to gather requirements that will produce a product or service that will help the users or stakeholders of the project. The project Management Institute defines a requirement [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-gather-requirements-for-successful-execution/feed</wfw:commentRss>
		</item>
		<item>
		<title>When Should You Hire a Program Or Project Manager?</title>
		<link>http://www.pmhut.com/when-should-you-hire-a-program-or-project-manager</link>
		<comments>http://www.pmhut.com/when-should-you-hire-a-program-or-project-manager#comments</comments>
		<pubDate>Wed, 04 Aug 2010 21:10:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5866</guid>
		<description><![CDATA[When Should You Hire a Program Or Project Manager?
By Corbin Links
A frequent question when it comes to buying Enterprise IT Consulting Services, is &#8220;do we really need the vendor&#8217;s project management services when we have our own in-house staff?&#8221;
This is a great question, and a crucial component of Strategic IT Program Planning. The short answer [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-should-you-hire-a-program-or-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Five Critical Success Factors for Project Managers</title>
		<link>http://www.pmhut.com/five-critical-success-factors-for-project-managers</link>
		<comments>http://www.pmhut.com/five-critical-success-factors-for-project-managers#comments</comments>
		<pubDate>Wed, 04 Aug 2010 18:04:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5864</guid>
		<description><![CDATA[Five Critical Success Factors for Project Managers
By Sonja Hughes
I&#8217;m sure we&#8217;ve all been in situations where someone assigned us to manage a project whether or not we were called a &#8220;Project Manager&#8221;. Have you been in charge of setting up or moving an office? Have you been responsible for an event like a conference or [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/five-critical-success-factors-for-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Your Project Has Been Targeted for Termination - Now What?</title>
		<link>http://www.pmhut.com/your-project-has-been-targeted-for-termination-now-what</link>
		<comments>http://www.pmhut.com/your-project-has-been-targeted-for-termination-now-what#comments</comments>
		<pubDate>Wed, 04 Aug 2010 12:05:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5861</guid>
		<description><![CDATA[Your Project Has Been Targeted for Termination - Now What?
By Kiron D. Bondale
Termination of a large active project is like undergoing root canal surgery – intellectually you may realize that you need to have it in order to avoid serious long term impacts but that does not help to reduce the trauma associated with the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/your-project-has-been-targeted-for-termination-now-what/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ingredients For an Effective Project Proposal</title>
		<link>http://www.pmhut.com/ingredients-for-an-effective-project-proposal</link>
		<comments>http://www.pmhut.com/ingredients-for-an-effective-project-proposal#comments</comments>
		<pubDate>Tue, 03 Aug 2010 17:54:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Proposals]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5857</guid>
		<description><![CDATA[Ingredients For an Effective Project Proposal
By Nigel Brooks
The contents of an effective project proposal that gets results include:

Understanding of the problem

Situation - this is the &#8220;status&#8221;
What complicates the situation in terms of strengths, weaknesses, opportunities, and threats - this is a further elaboration of the &#8220;status&#8221;
Clear statement of the problem including needs and requirements - [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ingredients-for-an-effective-project-proposal/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Handle Project Budget Cuts</title>
		<link>http://www.pmhut.com/how-to-handle-project-budget-cuts</link>
		<comments>http://www.pmhut.com/how-to-handle-project-budget-cuts#comments</comments>
		<pubDate>Tue, 03 Aug 2010 14:53:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5855</guid>
		<description><![CDATA[How to Handle Project Budget Cuts
By Michael Stanleigh
Dear Project Coach:
My project sponsor just cut 30% of the funds and I am really confused and short of ideas at the moment. What is the best practice and how am I to resolve this issue?
This my first project with this sponsor and I don’t want to lose [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-handle-project-budget-cuts/feed</wfw:commentRss>
		</item>
		<item>
		<title>Separating People Management From Project Management</title>
		<link>http://www.pmhut.com/separating-people-management-from-project-management</link>
		<comments>http://www.pmhut.com/separating-people-management-from-project-management#comments</comments>
		<pubDate>Mon, 02 Aug 2010 19:15:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5853</guid>
		<description><![CDATA[Separating People Management From Project Management
By Johanna Rothman
I was on the phone this morning with a senior manager. He was describing their current project: “Well, we’ve got 25 people: 12 developers, 6 testers, 2 writers, 4 support people, and 1 project manager.” I asked about the managers of the developers and testers. “Oh, the dev [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/separating-people-management-from-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Project Manager Must Be a Master of Paradox</title>
		<link>http://www.pmhut.com/the-project-manager-must-be-a-master-of-paradox</link>
		<comments>http://www.pmhut.com/the-project-manager-must-be-a-master-of-paradox#comments</comments>
		<pubDate>Mon, 02 Aug 2010 14:03:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5850</guid>
		<description><![CDATA[The Project Manager Must Be a Master of Paradox
By Richard Morreale
One of the major parts of the Project Management Success Equation  (20%SS [Soft Skills] + 80%HS [Hard Skills] + 8S [8 Different Skills] + MOP=Success) is MOP which stands for the Master of Paradox. Let me explain. I believe that truly great Project Managers [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-project-manager-must-be-a-master-of-paradox/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Is the PMP Exam Organized?</title>
		<link>http://www.pmhut.com/how-is-the-pmp-exam-organized</link>
		<comments>http://www.pmhut.com/how-is-the-pmp-exam-organized#comments</comments>
		<pubDate>Sun, 01 Aug 2010 14:33:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5848</guid>
		<description><![CDATA[How Is the PMP Exam Organized?
By Bogdan Gorka
PMI and your practice
First of all it is worth remembering during the entire exam preparation period that the PMP exam is based on practice. It means that most of the questions will be based on situations and your task in choosing the right answer is to know which [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-is-the-pmp-exam-organized/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management - Projects Must Position the Firm For Future Success</title>
		<link>http://www.pmhut.com/project-portfolio-management-projects-must-position-the-firm-for-future-success</link>
		<comments>http://www.pmhut.com/project-portfolio-management-projects-must-position-the-firm-for-future-success#comments</comments>
		<pubDate>Sat, 31 Jul 2010 15:52:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5846</guid>
		<description><![CDATA[Project Portfolio Management - Projects Must Position the Firm For Future Success
By Jessie L. Warner
In this article, I want to talk about how projects should contribute to the firm&#8217;s health and help position the firm for future success.
Remember, for project portfolio management to be effective, projects must:

Be aligned with the firm&#8217;s strategy and goals
Be consistent [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-projects-must-position-the-firm-for-future-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Anatomy of an Effective Project Manager</title>
		<link>http://www.pmhut.com/anatomy-of-an-effective-project-manager</link>
		<comments>http://www.pmhut.com/anatomy-of-an-effective-project-manager#comments</comments>
		<pubDate>Fri, 30 Jul 2010 14:06:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5844</guid>
		<description><![CDATA[Anatomy of an Effective Project Manager
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
It’s first thing in the morning, and you are preparing to interview prospective project managers for an open position on your team. Whether it is your first candidate interview or you have conducted many before in your career, you are likely to be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/anatomy-of-an-effective-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Adapting Pareto Principle For Project Management</title>
		<link>http://www.pmhut.com/adapting-pareto-principle-for-project-management</link>
		<comments>http://www.pmhut.com/adapting-pareto-principle-for-project-management#comments</comments>
		<pubDate>Thu, 29 Jul 2010 19:15:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Quality Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5842</guid>
		<description><![CDATA[Adapting Pareto Principle For Project Management
By Kathlika Thomas
There are not many observable instances in our natural surroundings where we find an equal distribution of anything of value. Population, wealth, workplace productivity, even the harvest of a farmer&#8217;s plot - there is a concentration of produce generated by the minority that accounts for the majority of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/adapting-pareto-principle-for-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Essence of Driving - A Crash Course in Project Management</title>
		<link>http://www.pmhut.com/the-essence-of-driving-a-crash-course-in-project-management</link>
		<comments>http://www.pmhut.com/the-essence-of-driving-a-crash-course-in-project-management#comments</comments>
		<pubDate>Thu, 29 Jul 2010 14:32:07 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5817</guid>
		<description><![CDATA[The Essence of Driving - A Crash Course in Project Management
By Ivo Manolov
About a year ago, I got feedback from my team that I needed to clarify what I meant by “drive this effort” or “lead that effort”. So I decided to create a quick document explaining what I meant. Below is that document.
There are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-essence-of-driving-a-crash-course-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Pick a Good Project Sponsor</title>
		<link>http://www.pmhut.com/how-to-pick-a-good-project-sponsor</link>
		<comments>http://www.pmhut.com/how-to-pick-a-good-project-sponsor#comments</comments>
		<pubDate>Wed, 28 Jul 2010 19:22:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5813</guid>
		<description><![CDATA[How to Pick a Good Project Sponsor
By Peter Taylor
Critical to any projects success is having a good project sponsor, but, like the saying goes ‘you can pick your friends but you can’t pick your relatives’ and the same is true of project sponsors.
So what makes a good project sponsor and how do you deal with [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-pick-a-good-project-sponsor/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Project Resources - The Software Architect</title>
		<link>http://www.pmhut.com/critical-project-resources-the-software-architect</link>
		<comments>http://www.pmhut.com/critical-project-resources-the-software-architect#comments</comments>
		<pubDate>Wed, 28 Jul 2010 11:56:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5810</guid>
		<description><![CDATA[Critical Project Resources - The Software Architect
By Dave Nielsen
In the early days of software development little thought was given to how the software applications and systems we built were architected. There were several reasons for this: firstly, software development being new, the concept hadn&#8217;t been thought of, and secondly we didn&#8217;t realize how important architecture [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-project-resources-the-software-architect/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management - Projects Must Effectively Use the Firm&#8217;s Resources</title>
		<link>http://www.pmhut.com/project-portfolio-management-projects-must-effectively-use-the-firms-resources</link>
		<comments>http://www.pmhut.com/project-portfolio-management-projects-must-effectively-use-the-firms-resources#comments</comments>
		<pubDate>Tue, 27 Jul 2010 23:45:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5807</guid>
		<description><![CDATA[Project Portfolio Management - Projects Must Effectively Use the Firm&#8217;s Resources
By Jessie L. Warner
In my last article I talked about the need for projects to contribute to a positive cash flow. To continue with the series, I want to talk about some ways to effectively use a firm&#8217;s resources.

Be aligned with the firm&#8217;s strategy and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-projects-must-effectively-use-the-firms-resources/feed</wfw:commentRss>
		</item>
		<item>
		<title>Fatal Assumptions and Change Management</title>
		<link>http://www.pmhut.com/fatal-assumptions-and-change-management</link>
		<comments>http://www.pmhut.com/fatal-assumptions-and-change-management#comments</comments>
		<pubDate>Tue, 27 Jul 2010 17:51:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5793</guid>
		<description><![CDATA[Fatal Assumptions and Change Management
By Gail Severini
“If we always do what we always did, we’ll always get what we always got” – True and so what? 
Well, often (usually) we need to move ourselves and our people out of comfortable situations in order to achieve different (hopefully better) results. And as ‘easy’ as this looks [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/fatal-assumptions-and-change-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Engaging Your Stakeholders</title>
		<link>http://www.pmhut.com/engaging-your-stakeholders</link>
		<comments>http://www.pmhut.com/engaging-your-stakeholders#comments</comments>
		<pubDate>Tue, 27 Jul 2010 11:58:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5795</guid>
		<description><![CDATA[Engaging Your Stakeholders
By Jennifer Doyle
Although this article is primarily aimed at Business Analysts, it can easily apply to Project Managers&#8230;
One of the most common things I hear from analysts is that they cannot get all of their stakeholders to provide their sign-offs in a timely way. Some stakeholders see sign-off as a lower priority task [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/engaging-your-stakeholders/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Do Most Projects Fail To Set Guiding Principles?</title>
		<link>http://www.pmhut.com/why-do-most-projects-fail-to-set-guiding-principles</link>
		<comments>http://www.pmhut.com/why-do-most-projects-fail-to-set-guiding-principles#comments</comments>
		<pubDate>Mon, 26 Jul 2010 19:17:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5797</guid>
		<description><![CDATA[Why Do Most Projects Fail To Set Guiding Principles?
By Hans Danielsson
During my career I have been part of a large number of projects, from small simple ones to large $100M+ complex projects changing the core of a customers business. Regardless of size, one thing that a lot of them seem to fail doing well is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-do-most-projects-fail-to-set-guiding-principles/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management and the Alien Encounter</title>
		<link>http://www.pmhut.com/project-management-and-the-alien-encounter</link>
		<comments>http://www.pmhut.com/project-management-and-the-alien-encounter#comments</comments>
		<pubDate>Mon, 26 Jul 2010 14:43:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5799</guid>
		<description><![CDATA[Project Management and the Alien Encounter
By Peter Taylor
I suspect that you will all know this story:
Six blind men were asked to determine what an elephant looked like by feeling different parts of the elephant&#8217;s body.
The blind man who feels a leg says the elephant is like a pillar; the one who feels the tail says [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-and-the-alien-encounter/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Perennial Time and Scope Dilemma</title>
		<link>http://www.pmhut.com/the-perennial-time-and-scope-dilemma</link>
		<comments>http://www.pmhut.com/the-perennial-time-and-scope-dilemma#comments</comments>
		<pubDate>Sun, 25 Jul 2010 13:33:15 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5787</guid>
		<description><![CDATA[The Perennial Time and Scope Dilemma
By Literal Thinking
In one of our earlier articles, we introduced a fairly familiar project scenario where signoff points for scope and time overlap. This typically happens when deliverable (scope) signoffs are crammed into one time block, often also coinciding with the end of a particular phase (time) of a project. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-perennial-time-and-scope-dilemma/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Shortest Path to a Good Project Management Methodology</title>
		<link>http://www.pmhut.com/the-shortest-path-to-a-good-project-management-methodology</link>
		<comments>http://www.pmhut.com/the-shortest-path-to-a-good-project-management-methodology#comments</comments>
		<pubDate>Sat, 24 Jul 2010 14:39:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5785</guid>
		<description><![CDATA[The Shortest Path to a Good Project Management Methodology
By Ben Snyder, CEO of Systemation
You look across your organization and see a wide variation between your good project managers and the weaker ones. Everyone seems to be doing their own thing and no one is taking advantage of your organization’s best practices. You say to yourself, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-shortest-path-to-a-good-project-management-methodology/feed</wfw:commentRss>
		</item>
		<item>
		<title>Taking Over As a Project Manager of a New Project?</title>
		<link>http://www.pmhut.com/taking-over-as-a-project-manager-of-a-new-project</link>
		<comments>http://www.pmhut.com/taking-over-as-a-project-manager-of-a-new-project#comments</comments>
		<pubDate>Fri, 23 Jul 2010 15:52:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5783</guid>
		<description><![CDATA[Taking Over As a Project Manager of a New Project?
By Chris Marr
What are the first steps when you take over as a project manager of a new project?
Firstly, I&#8217;m hoping you know the triple constraints (scope, budget and schedule) and their importance to the PM at the start of a project, at the end, and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/taking-over-as-a-project-manager-of-a-new-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management for Dummies</title>
		<link>http://www.pmhut.com/project-management-for-dummies-2</link>
		<comments>http://www.pmhut.com/project-management-for-dummies-2#comments</comments>
		<pubDate>Thu, 22 Jul 2010 14:07:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5780</guid>
		<description><![CDATA[Project Management for Dummies
By Gina Loubser
After more than a decade of working with Project Managers I have mastered their evil art. Based on my observations over the years I have come up with what must surely be the ultimate guide to  Project Management:

Identify people to blame.
People always say that the Project Manager is to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-for-dummies-2/feed</wfw:commentRss>
		</item>
		<item>
		<title>Oh No, My Dad Is a Project Manager!</title>
		<link>http://www.pmhut.com/oh-no-my-dad-is-a-project-manager</link>
		<comments>http://www.pmhut.com/oh-no-my-dad-is-a-project-manager#comments</comments>
		<pubDate>Wed, 21 Jul 2010 18:16:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5775</guid>
		<description><![CDATA[Oh No, My Dad Is a Project Manager!
By Dennis Brooke
I’ve used skills developed as a project manager to deliver multi-million dollar projects, develop an award winning airport management team, and even organize household tasks. One of my friends, nicknamed “Bubba,” also uses what he’s learned as a project manager–to raise his children.
Every day he and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/oh-no-my-dad-is-a-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Global Project Management - 5 Tips to Manage a Global Team</title>
		<link>http://www.pmhut.com/global-project-management-5-tips-to-manage-a-global-team</link>
		<comments>http://www.pmhut.com/global-project-management-5-tips-to-manage-a-global-team#comments</comments>
		<pubDate>Wed, 21 Jul 2010 11:48:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5772</guid>
		<description><![CDATA[Global Project Management - 5 Tips to Manage a Global Team
By Lynn Anderson
One of my colleagues asked me this question which I believe pertains to many of you out there. &#8220;With so many companies outsourcing services to places like India, China, Poland as well as having operations in countries around the world, how can a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/global-project-management-5-tips-to-manage-a-global-team/feed</wfw:commentRss>
		</item>
		<item>
		<title>Are You A Project Manager?</title>
		<link>http://www.pmhut.com/are-you-a-project-manager</link>
		<comments>http://www.pmhut.com/are-you-a-project-manager#comments</comments>
		<pubDate>Tue, 20 Jul 2010 21:44:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5769</guid>
		<description><![CDATA[Are You A Project Manager?
By Barney Austen
For the dedicated project managers out there, this may seem like a bit of an odd question because you are! However, there are many out there who perform many of the tasks of a project manager but who do not equate what they are doing with being a project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/are-you-a-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Can I Have the Responsibility Without the Authority?</title>
		<link>http://www.pmhut.com/how-can-i-have-the-responsibility-without-the-authority</link>
		<comments>http://www.pmhut.com/how-can-i-have-the-responsibility-without-the-authority#comments</comments>
		<pubDate>Tue, 20 Jul 2010 12:20:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5767</guid>
		<description><![CDATA[How Can I Have the Responsibility Without the Authority?
By Mark L. Reed
By far, the question I am most often asked has always been, &#8220;How can I get my project team to actually accomplish their tasks on time, if even at all?&#8221; After a short discussion, the question translates to, &#8220;I don&#8217;t have the authority to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-can-i-have-the-responsibility-without-the-authority/feed</wfw:commentRss>
		</item>
		<item>
		<title>Key Activities in the Project Kickoff</title>
		<link>http://www.pmhut.com/key-activities-in-the-project-kickoff</link>
		<comments>http://www.pmhut.com/key-activities-in-the-project-kickoff#comments</comments>
		<pubDate>Mon, 19 Jul 2010 20:47:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5765</guid>
		<description><![CDATA[Key Activities in the Project Kickoff
By Brandon Huff
You heard rumors in the halls and they&#8217;re true - you&#8217;re about to start your next project. The trouble is, you don&#8217;t know much about it other than a vague internal code name and that it starts almost immediately. So, what do you do to prepare to start [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/key-activities-in-the-project-kickoff/feed</wfw:commentRss>
		</item>
		<item>
		<title>Areas to Focus on when Studying for the PMP Exam</title>
		<link>http://www.pmhut.com/areas-to-focus-on-when-studying-for-the-pmp-exam</link>
		<comments>http://www.pmhut.com/areas-to-focus-on-when-studying-for-the-pmp-exam#comments</comments>
		<pubDate>Mon, 19 Jul 2010 14:17:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5762</guid>
		<description><![CDATA[Areas to Focus on when Studying for the PMP Exam
By Keith Mathis - PM Expert Live
As you prepare for the certification, it requires that you spend a great deal of time in certain areas of knowledge transfer. The amount of preparation depends on how well you know the PMBOK® and how closely you run projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/areas-to-focus-on-when-studying-for-the-pmp-exam/feed</wfw:commentRss>
		</item>
		<item>
		<title>Financial Control Of Projects</title>
		<link>http://www.pmhut.com/financial-control-of-projects</link>
		<comments>http://www.pmhut.com/financial-control-of-projects#comments</comments>
		<pubDate>Sun, 18 Jul 2010 20:29:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5760</guid>
		<description><![CDATA[Financial Control Of Projects
By The Office of Government Commerce - OGC, UK
Purpose
Established and effective cost control systems and procedures, understood and adopted by all members of the project team, entail less effort than ‘crisis management’ and will release management effort to other areas of the project.
Fitness for purpose checklist

The prime objective of the government’s procurement [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/financial-control-of-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Can You Facilitate Your Way To Project Success?</title>
		<link>http://www.pmhut.com/can-you-facilitate-your-way-to-project-success</link>
		<comments>http://www.pmhut.com/can-you-facilitate-your-way-to-project-success#comments</comments>
		<pubDate>Sat, 17 Jul 2010 18:00:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5758</guid>
		<description><![CDATA[Can You Facilitate Your Way To Project Success?
By Bruce McGraw
“I’ll make him an offer he can’t refuse.” The “godfather” facilitated that way according to Mario Puzo. Even though it is extreme when practiced by the Corleone family, facilitation is a tool used by effective project managers to gain resources, helping team members achieve goals, and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/can-you-facilitate-your-way-to-project-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Projects by Theory Vs Following Your Gut Feeling</title>
		<link>http://www.pmhut.com/managing-projects-by-theory-vs-following-your-gut-feeling</link>
		<comments>http://www.pmhut.com/managing-projects-by-theory-vs-following-your-gut-feeling#comments</comments>
		<pubDate>Sat, 17 Jul 2010 01:20:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5754</guid>
		<description><![CDATA[Managing Projects by Theory Vs Following Your Gut Feeling
By Chris Marr
Your Personal Approach to Management
I think this is an interesting question, and depends on a lot of things; primarily, your approach to management/leadership in general, and also the types of books you read. I wouldn&#8217;t necessarily want to be on one of your IT projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-projects-by-theory-vs-following-your-gut-feeling/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Truths of an Effective Project Sponsor/Project Manager Partnership</title>
		<link>http://www.pmhut.com/ten-truths-of-an-effective-project-sponsorproject-manager-partnership</link>
		<comments>http://www.pmhut.com/ten-truths-of-an-effective-project-sponsorproject-manager-partnership#comments</comments>
		<pubDate>Fri, 16 Jul 2010 18:39:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5752</guid>
		<description><![CDATA[Ten Truths of an Effective Project Sponsor/Project Manager Partnership
By Lonnie Pacelli
A sad tale of a how a sponsor/PM relationship killed a project&#8230;
Exec identifies a need for a project and nominates self as sponsor. PM gets assigned to project and assembles project team. Sponsor is vague about problem to be solved other than &#8220;we need a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-truths-of-an-effective-project-sponsorproject-manager-partnership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Types of Project Information in Construction Project Management</title>
		<link>http://www.pmhut.com/types-of-project-information-in-construction-project-management</link>
		<comments>http://www.pmhut.com/types-of-project-information-in-construction-project-management#comments</comments>
		<pubDate>Fri, 16 Jul 2010 14:35:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5750</guid>
		<description><![CDATA[Types of Project Information in Construction Project Management
By Chris Hendrickson
Construction projects inevitably generate enormous and complex sets of information. Effectively managing this bulk of information to insure its availability and accuracy is an important managerial task. Poor or missing information can readily lead to project delays, uneconomical decisions, or even the complete failure of the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/types-of-project-information-in-construction-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Valuation Metrics</title>
		<link>http://www.pmhut.com/project-valuation-metrics</link>
		<comments>http://www.pmhut.com/project-valuation-metrics#comments</comments>
		<pubDate>Thu, 15 Jul 2010 21:00:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5733</guid>
		<description><![CDATA[Project Valuation Metrics
By Miley W. Merkhofer
Once you have a project-selection decision model, it is easy to specify metrics. The desired metrics are &#8220;observables&#8221; that influence the model&#8217;s value drivers; that is, those project characteristics and impacts (i.e., model parameters) that have the greatest influence on value. These typically include forward-looking financial metrics, like NPV, but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-valuation-metrics/feed</wfw:commentRss>
		</item>
		<item>
		<title>What To Do When Taking Over a Large Project</title>
		<link>http://www.pmhut.com/what-to-do-when-taking-over-a-large-project</link>
		<comments>http://www.pmhut.com/what-to-do-when-taking-over-a-large-project#comments</comments>
		<pubDate>Thu, 15 Jul 2010 11:45:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5712</guid>
		<description><![CDATA[What To Do When Taking Over a Large Project
By Vaughn Smith
A project manager is given a project that is already underway. It is large with a high profile in the company. Success on the project could translate into significant career advancement for the project manager. Of course, the opposite is true as well. If the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-to-do-when-taking-over-a-large-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Maintaining IT Project Morale</title>
		<link>http://www.pmhut.com/maintaining-it-project-morale</link>
		<comments>http://www.pmhut.com/maintaining-it-project-morale#comments</comments>
		<pubDate>Thu, 15 Jul 2010 01:40:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5746</guid>
		<description><![CDATA[Maintaining IT Project Morale
By Kathlika Thomas
If anyone knows the feeling of anxiety that comes after making a promise and realizing that you can&#8217;t possibly hold true to it, it&#8217;s a newbie project manager. Okay, okay - politicians, too. As Project Managers, we&#8217;ve all written a proverbial check to clients that we were unable to cash [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/maintaining-it-project-morale/feed</wfw:commentRss>
		</item>
		<item>
		<title>How To Execute The Project Management Plan</title>
		<link>http://www.pmhut.com/how-to-execute-the-project-management-plan</link>
		<comments>http://www.pmhut.com/how-to-execute-the-project-management-plan#comments</comments>
		<pubDate>Wed, 14 Jul 2010 18:23:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5738</guid>
		<description><![CDATA[How To Execute The Project Management Plan
By Michael D. Taylor
The Project Manager’s Role
Once the project management plan has been formulated, and “debugged” in the Final Planning Review, it must be executed by the project manager. There are at least five major roles that the project manager plays during this phase; 1) ensuring a paradigm shift [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-execute-the-project-management-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>11 Ways to Prevent Angry Clients from Destroying Your Project</title>
		<link>http://www.pmhut.com/11-ways-to-prevent-angry-clients-from-destroying-your-project</link>
		<comments>http://www.pmhut.com/11-ways-to-prevent-angry-clients-from-destroying-your-project#comments</comments>
		<pubDate>Wed, 14 Jul 2010 12:37:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5735</guid>
		<description><![CDATA[11 Ways to Prevent Angry Clients from Destroying Your Project
By Chris LeCompte
We’ve all had our fair share of angry clients. They’ll call or email, outraged that something has or hasn’t happened, dutifully heaping a big steaming pile of blame on your lap. And as good web designers or freelancers, it’s our responsibility to eat that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/11-ways-to-prevent-angry-clients-from-destroying-your-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Brief History of Project Portfolio Management</title>
		<link>http://www.pmhut.com/a-brief-history-of-project-portfolio-management</link>
		<comments>http://www.pmhut.com/a-brief-history-of-project-portfolio-management#comments</comments>
		<pubDate>Wed, 14 Jul 2010 01:05:00 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5731</guid>
		<description><![CDATA[A Brief History of Project Portfolio Management
By Demian Entrekin
Change often starts from the outside. Sometimes the novice is the only one who can see the door. This idea could be applied directly to the creation of the Project Portfolio Management market and the disciplines that go with it.
PPM did not emerge from the PMI, nor [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-brief-history-of-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Life Cycles versus Key Project Management Processes</title>
		<link>http://www.pmhut.com/project-life-cycles-versus-key-project-management-processes</link>
		<comments>http://www.pmhut.com/project-life-cycles-versus-key-project-management-processes#comments</comments>
		<pubDate>Tue, 13 Jul 2010 18:51:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5728</guid>
		<description><![CDATA[Project Life Cycles versus Key Project Management Processes
By Michael Greer
We know that a project life cycle is made up of a collection of related phases. And each phase in the life cycle is made up of a bunch of related tasks or activities. And the exact nature of all these tasks, activities, and phases is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-life-cycles-versus-key-project-management-processes/feed</wfw:commentRss>
		</item>
		<item>
		<title>Supporting International Project Communication Skills</title>
		<link>http://www.pmhut.com/supporting-international-project-communication-skills</link>
		<comments>http://www.pmhut.com/supporting-international-project-communication-skills#comments</comments>
		<pubDate>Tue, 13 Jul 2010 14:13:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5726</guid>
		<description><![CDATA[Supporting International Project Communication Skills
By Francis Norman
There are, it seems to me, three basic ways companies develop international communications skills in their employees, all three of which have analogies with learning to swim, these basic options are;

To throw the employees in at the deep end. This seems like a pretty brutal description though to be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/supporting-international-project-communication-skills/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Project Resources - Team Leads</title>
		<link>http://www.pmhut.com/critical-project-resources-team-leads</link>
		<comments>http://www.pmhut.com/critical-project-resources-team-leads#comments</comments>
		<pubDate>Mon, 12 Jul 2010 18:16:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5724</guid>
		<description><![CDATA[Critical Project Resources - Team Leads
By Dave Nielsen
Large software development projects often require multiple teams of developers with differing skill sets. This usually increases the project team head count to levels that make it difficult for the project manager to manage effectively. I believe that effective management requires a certain amount of one-on-one time for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-project-resources-team-leads/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Ultimate Project Management Book List</title>
		<link>http://www.pmhut.com/the-ultimate-project-management-book-list</link>
		<comments>http://www.pmhut.com/the-ultimate-project-management-book-list#comments</comments>
		<pubDate>Mon, 12 Jul 2010 14:16:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5719</guid>
		<description><![CDATA[The Ultimate Project Management Book List
By Chuck Tryon
&#8220;The man who does not read good books has no advantage over the man who can&#8217;t read them.&#8221; - Mark Twain
This bibliography is provided as a reference for any outside materials that were used in the development of the Tryon and Associates Project Management seminars. This is a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-ultimate-project-management-book-list/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Write a Project Management PMP Article Worth 15 PDU Credits</title>
		<link>http://www.pmhut.com/how-to-write-a-project-management-pmp-article-worth-15-pdu-credits</link>
		<comments>http://www.pmhut.com/how-to-write-a-project-management-pmp-article-worth-15-pdu-credits#comments</comments>
		<pubDate>Sun, 11 Jul 2010 22:12:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[PMP]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5715</guid>
		<description><![CDATA[How to Write a Project Management PMP Article Worth 15 PDU Credits
By Vaughn Smith
Project Management Professionals (PMP®), must earn 60 Professional Development Units, (PDU), in each 3 year period. This ensures that the credential holder both maintains their credential and doesn&#8217;t need to re-write the project management exam. While there are many methods that earn [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-write-a-project-management-pmp-article-worth-15-pdu-credits/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Problem With Project Management in Organizational Change</title>
		<link>http://www.pmhut.com/the-problem-with-project-management-in-organizational-change</link>
		<comments>http://www.pmhut.com/the-problem-with-project-management-in-organizational-change#comments</comments>
		<pubDate>Sat, 10 Jul 2010 22:11:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5710</guid>
		<description><![CDATA[The Problem With Project Management in Organizational Change
By Stephen Billing
I really think that sponsors of change projects, project managers of change projects, those involved in change project teams, business unit managers, and consultants like me all have a big problem on our hands.
Even though you may plan the project well, sign off on the risk [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-problem-with-project-management-in-organizational-change/feed</wfw:commentRss>
		</item>
		<item>
		<title>Are You My Sponsor?</title>
		<link>http://www.pmhut.com/are-you-my-sponsor</link>
		<comments>http://www.pmhut.com/are-you-my-sponsor#comments</comments>
		<pubDate>Sat, 10 Jul 2010 14:39:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5706</guid>
		<description><![CDATA[Are You My Sponsor?
By Andrea Brockmeier
In the popular children’s book A Mother for Choco, a baby bird goes looking for its mother. He stops and asks Mrs. Giraffe, Mrs. Walrus, and others “Are you my mommy?” But to no avail. None of these potential mommies looks like Choco and so he is left alone and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/are-you-my-sponsor/feed</wfw:commentRss>
		</item>
		<item>
		<title>Seven Essential Skills to Look for in Project Managers</title>
		<link>http://www.pmhut.com/seven-essential-skills-to-look-for-in-project-managers</link>
		<comments>http://www.pmhut.com/seven-essential-skills-to-look-for-in-project-managers#comments</comments>
		<pubDate>Fri, 09 Jul 2010 18:42:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5701</guid>
		<description><![CDATA[Seven Essential Skills to Look for in Project Managers
By Kerry Wills
I have recently created some new job postings for Project Managers which lead me to start thinking of the skills that I look for in a Project Manager. To me, I always assume that the fundamentals are there (use of MS Project, understanding of plans, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/seven-essential-skills-to-look-for-in-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>Creating Productive Project Cultures</title>
		<link>http://www.pmhut.com/creating-productive-project-cultures</link>
		<comments>http://www.pmhut.com/creating-productive-project-cultures#comments</comments>
		<pubDate>Fri, 09 Jul 2010 15:13:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5694</guid>
		<description><![CDATA[Creating Productive Project Cultures
By Michael Stanleigh
“Many of the delays in individual projects arise from problems at the senior management level” – Eli Goldratt, “Critical Chain”       
How productive is your organization’s culture with regard to projects? As a project manager, are you often frustrated with your organization’s project culture and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/creating-productive-project-cultures/feed</wfw:commentRss>
		</item>
		<item>
		<title>Proactive Problem Management in Project Management</title>
		<link>http://www.pmhut.com/proactive-problem-management-in-project-management</link>
		<comments>http://www.pmhut.com/proactive-problem-management-in-project-management#comments</comments>
		<pubDate>Fri, 09 Jul 2010 03:58:05 +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=5692</guid>
		<description><![CDATA[Proactive Problem Management in Project Management
By Susan Peterson
Could the Columbia shuttle disaster have been prevented? Could the Challenger shuttle disaster have been prevented? Seventeen years separate the two tragedies, but little appears to have been learned about allowing “bad news” to be heard &#8212; and in this case, lives to be saved. Unfortunately, NASA is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/proactive-problem-management-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Weaknesses of the Agile Methodology</title>
		<link>http://www.pmhut.com/ten-weaknesses-of-the-agile-methodology</link>
		<comments>http://www.pmhut.com/ten-weaknesses-of-the-agile-methodology#comments</comments>
		<pubDate>Thu, 08 Jul 2010 19:18:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5690</guid>
		<description><![CDATA[Ten Weaknesses of the Agile Methodology
By Donald Patti
It’s been nearly a decade since Martin Fowler, Ken Schwaber and fifteen other experts in the software industry wrote the Agile Manifesto outlining an approach to software development radically different from the Waterfall model that dominated the 1980′s and 1990′s. Since that eventful time in 2001, Agile software [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-weaknesses-of-the-agile-methodology/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 9 Steps to Produce a Structured Project Plan</title>
		<link>http://www.pmhut.com/the-9-steps-to-produce-a-structured-project-plan</link>
		<comments>http://www.pmhut.com/the-9-steps-to-produce-a-structured-project-plan#comments</comments>
		<pubDate>Thu, 08 Jul 2010 11:56:32 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5686</guid>
		<description><![CDATA[The 9 Steps to Produce a Structured Project Plan
By Richard Morreale
I recently wrote about Project Planning as one of the most essential steps to take in the management of your project. I wrote that next to Requirements Documentation Project Planning is the second most important thing for a Project Manager to do. I talked about [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-9-steps-to-produce-a-structured-project-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Sustainability from a Project Management Perspective</title>
		<link>http://www.pmhut.com/sustainability-from-a-project-management-perspective</link>
		<comments>http://www.pmhut.com/sustainability-from-a-project-management-perspective#comments</comments>
		<pubDate>Wed, 07 Jul 2010 21:19:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5681</guid>
		<description><![CDATA[Sustainability from a Project Management Perspective
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Sustainability is one of the “buzz words” du jour. You can’t pick up an article or turn on the news without hearing it. So, I got to thinking about what sustainability means on an individual level – not from a purely ecological perspective but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/sustainability-from-a-project-management-perspective/feed</wfw:commentRss>
		</item>
		<item>
		<title>Planning and Budgeting in Scrum Projects</title>
		<link>http://www.pmhut.com/planning-and-budgeting-in-scrum-projects</link>
		<comments>http://www.pmhut.com/planning-and-budgeting-in-scrum-projects#comments</comments>
		<pubDate>Wed, 07 Jul 2010 17:30:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5672</guid>
		<description><![CDATA[Planning and Budgeting in Scrum Projects
By Jeroen Keppens
In a pure waterfall project, processes for planning and budgeting are well defined. Scrum on the other hand provides a very flexible way of development which might make planning and budgeting more difficult.
When you start a new project, the Product Owner will need to collect requirements from the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/planning-and-budgeting-in-scrum-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management in a Scrummy World</title>
		<link>http://www.pmhut.com/project-management-in-a-scrummy-world</link>
		<comments>http://www.pmhut.com/project-management-in-a-scrummy-world#comments</comments>
		<pubDate>Wed, 07 Jul 2010 12:03:35 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5670</guid>
		<description><![CDATA[Project Management in a Scrummy World (Wrapping a waterfall around an Agile development stream)
By Michael Gorman
I recently project managed a client’s outsourced development group, one which practiced Agile/Scrum methodology. The client had some less-than-satisfactory experiences with other Agile development groups in the past and was concerned about the success of the new project, so they [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-in-a-scrummy-world/feed</wfw:commentRss>
		</item>
		<item>
		<title>Six Tips for Finishing Projects</title>
		<link>http://www.pmhut.com/six-tips-for-finishing-projects</link>
		<comments>http://www.pmhut.com/six-tips-for-finishing-projects#comments</comments>
		<pubDate>Wed, 07 Jul 2010 03:54:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5668</guid>
		<description><![CDATA[Six Tips for Finishing Projects
By Chris Young
Sometimes, the hardest part of a project is closing it down! As a project manager it is easy to become focused on the goals of the project and emotionally engaged with the team and stakeholders, such that it is tempting to allow the project to continue on to deliver [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/six-tips-for-finishing-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Basic Project Management Steps: Clarity, Collaboration and Cognition</title>
		<link>http://www.pmhut.com/basic-project-management-steps-clarity-collaboration-and-cognition</link>
		<comments>http://www.pmhut.com/basic-project-management-steps-clarity-collaboration-and-cognition#comments</comments>
		<pubDate>Tue, 06 Jul 2010 17:49:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5666</guid>
		<description><![CDATA[Basic Project Management Steps: Clarity, Collaboration and Cognition
By Clare Munn
We all know managing projects is really about managing personalities and communication. We also all know styles of personalities are as complicated as different learning styles and as bizarre as various communication styles. Therefore, the approach my company takes is to create some effortless structure; throw [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/basic-project-management-steps-clarity-collaboration-and-cognition/feed</wfw:commentRss>
		</item>
		<item>
		<title>What FIFA World Cup 2010 Teaches Us About Project Management?</title>
		<link>http://www.pmhut.com/what-fifa-world-cup-2010-teaches-us-about-project-management</link>
		<comments>http://www.pmhut.com/what-fifa-world-cup-2010-teaches-us-about-project-management#comments</comments>
		<pubDate>Tue, 06 Jul 2010 11:58:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5662</guid>
		<description><![CDATA[What FIFA World Cup 2010 Teaches Us About Project Management?
By Romin Irani
The FIFA World Cup 2010 has garnered a significant mindshare in the recent weeks. It has thrown up an interesting set of results with favourites getting knocked out early in the tournament. At the time of writing, there are 4 teams remaining and I [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-fifa-world-cup-2010-teaches-us-about-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Do You Have What It Takes to Be a Project Manager?</title>
		<link>http://www.pmhut.com/do-you-have-what-it-takes-to-be-a-project-manager</link>
		<comments>http://www.pmhut.com/do-you-have-what-it-takes-to-be-a-project-manager#comments</comments>
		<pubDate>Mon, 05 Jul 2010 21:12:49 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/do-you-have-what-it-takes-to-be-a-project-manager</guid>
		<description><![CDATA[Do You Have What It Takes to Be a Project Manager?
By Ronan Rodrigues
I’ve listened to a lot of people saying they would like to have an MBA in Project Management, or at least having a job in the field. Most of them were finishing university or were newly graduates, and didn’t have a clear picture [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/do-you-have-what-it-takes-to-be-a-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>It Is Your Job to Protect the Project Scope!</title>
		<link>http://www.pmhut.com/it-is-your-job-to-protect-the-project-scope</link>
		<comments>http://www.pmhut.com/it-is-your-job-to-protect-the-project-scope#comments</comments>
		<pubDate>Mon, 05 Jul 2010 17:26:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5651</guid>
		<description><![CDATA[It Is Your Job to Protect the Project Scope!
By Ron Rosenhead
Yes it is. Someone needs to do it, so why not you, the Project Manager! Protect the project scope!
Well, there are two major assumptions that need testing in the above words:

Someone needs to do it: I am still coming across projects where the scope of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/it-is-your-job-to-protect-the-project-scope/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Estimation Using &#8220;Use Cases&#8221;</title>
		<link>http://www.pmhut.com/project-estimation-using-use-cases</link>
		<comments>http://www.pmhut.com/project-estimation-using-use-cases#comments</comments>
		<pubDate>Mon, 05 Jul 2010 14:28:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Estimating]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5646</guid>
		<description><![CDATA[Project Estimation Using &#8220;Use Cases&#8221;
By Samuel Prasad
As a technology executive and a passionate software engineer I am disappointed at the high rate of project failures in the software industry. According to the 2009 report from the Standish Group, almost 68% of the projects were canceled, delivered late, did not meet product specifications or were over [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-estimation-using-use-cases/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 12 Attributes of an Effective Project Manager</title>
		<link>http://www.pmhut.com/the-12-attributes-of-an-effective-project-manager</link>
		<comments>http://www.pmhut.com/the-12-attributes-of-an-effective-project-manager#comments</comments>
		<pubDate>Sun, 04 Jul 2010 23:24:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5644</guid>
		<description><![CDATA[The 12 Attributes of an Effective Project Manager
By Lonnie Pacelli
Recently I did an interview talking about the most important attributes of an effective project manager.  It was fun putting together the list and I thought I would share my raw bullets with you, as follows:

Skill in negotiating win-win solutions between stakeholders and the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-12-attributes-of-an-effective-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Closure: Planning the End</title>
		<link>http://www.pmhut.com/project-closure-planning-the-end</link>
		<comments>http://www.pmhut.com/project-closure-planning-the-end#comments</comments>
		<pubDate>Sun, 04 Jul 2010 15:26:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Closure]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5641</guid>
		<description><![CDATA[Project Closure: Planning the End
By Brian Egan - Global Knowledge
Closing a project is, in itself, a project. Everything has to be ‘finalized’ in some way – every deliverable, every expectation. A recent client of mine was not really understanding the closure idea. This person was sure (s)he could just hand the product over to the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-closure-planning-the-end/feed</wfw:commentRss>
		</item>
		<item>
		<title>Avoiding Accountability for Unrealistic Project Schedules</title>
		<link>http://www.pmhut.com/avoiding-accountability-for-unrealistic-project-schedules</link>
		<comments>http://www.pmhut.com/avoiding-accountability-for-unrealistic-project-schedules#comments</comments>
		<pubDate>Sat, 03 Jul 2010 16:18:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5638</guid>
		<description><![CDATA[Avoiding Accountability for Unrealistic Project Schedules
By Bogdan Gorka
In my work I often see that ideas for projects are very long disputed, decided upon and discussed. And suddenly, during one meeting there comes a decision about project implementation. Unfortunately, the natural reaction of those making the decision that they want the results as soon as possible.
There [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/avoiding-accountability-for-unrealistic-project-schedules/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Three Types of Projects</title>
		<link>http://www.pmhut.com/the-three-types-of-projects</link>
		<comments>http://www.pmhut.com/the-three-types-of-projects#comments</comments>
		<pubDate>Fri, 02 Jul 2010 18:28:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5636</guid>
		<description><![CDATA[The Three Types of Projects
By William R. Duncan
There are three major types of projects:

New product development projects
The justification for these projects is to develop something that will be sold: they are undertaken to solve someone else’s problem. The product of the project is the thing that will be sold. The product might be software, an [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-three-types-of-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Manager Plus Some</title>
		<link>http://www.pmhut.com/project-manager-plus-some</link>
		<comments>http://www.pmhut.com/project-manager-plus-some#comments</comments>
		<pubDate>Fri, 02 Jul 2010 12:37:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5633</guid>
		<description><![CDATA[Project Manager Plus Some
By Elrich Linde
Times are changing fast and we have to make sure we keep up. With the backlash of economic crisis still lingering, I think many project managers find themselves in the situation of being Project Manager plus some…
What do I mean with Project Manager plus some? Well, unless you are working [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-manager-plus-some/feed</wfw:commentRss>
		</item>
		<item>
		<title>Choose an Appropriate Project Lifecycle</title>
		<link>http://www.pmhut.com/choose-an-appropriate-project-lifecycle</link>
		<comments>http://www.pmhut.com/choose-an-appropriate-project-lifecycle#comments</comments>
		<pubDate>Thu, 01 Jul 2010 13:29:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5631</guid>
		<description><![CDATA[Choose an Appropriate Project Lifecycle
By Johanna Rothman
If you haven’t thought about lifecycles, consider the differences between these kinds of lifecycles:

Linear: Waterfall and waterfall with feedback
Iterative: Spiral, where the whole product is up for grabs each time
Incremental: Where you add to the product in pieces
Agile: cycles (iterations) of chunks (increments): Add to the product in pieces, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/choose-an-appropriate-project-lifecycle/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Path With MS Project</title>
		<link>http://www.pmhut.com/critical-path-with-ms-project</link>
		<comments>http://www.pmhut.com/critical-path-with-ms-project#comments</comments>
		<pubDate>Wed, 30 Jun 2010 18:50:38 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5629</guid>
		<description><![CDATA[Critical Path With MS Project
By Simon Buehring
Creating a realistic schedule is a key responsibility of any project manager. This schedule must be updated regularly throughout the duration of the project to ensure that the project manager is aware of any issues or delays that might affect the product delivery date. Too many delays can lead [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-path-with-ms-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>On Project Estimation With No Requirements</title>
		<link>http://www.pmhut.com/on-project-estimation-with-no-requirements</link>
		<comments>http://www.pmhut.com/on-project-estimation-with-no-requirements#comments</comments>
		<pubDate>Wed, 30 Jun 2010 11:51:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5627</guid>
		<description><![CDATA[On Project Estimation With No Requirements
By Robert McIlree 
I function as an EA and project manager, but not both roles at the same time because it&#8217;s way too insane to try to do both simultaneously. All PMs I work with as an architect know that I am also a PM and teach the subject at [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-project-estimation-with-no-requirements/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Do We Need a Project Management Office?</title>
		<link>http://www.pmhut.com/why-do-we-need-a-project-management-office</link>
		<comments>http://www.pmhut.com/why-do-we-need-a-project-management-office#comments</comments>
		<pubDate>Tue, 29 Jun 2010 19:16:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5624</guid>
		<description><![CDATA[Why Do We Need a Project Management Office?
By Perry Wilson
Most organizations that have a history of project management find themselves all over the success range from Fabulous Success to Spectacular Failure. This variety of outcomes is often the trigger for the executive to start on the PMO path.
In my experience, the reasons to implement a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-do-we-need-a-project-management-office/feed</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Methodology</title>
		<link>http://www.pmhut.com/risk-management-methodology</link>
		<comments>http://www.pmhut.com/risk-management-methodology#comments</comments>
		<pubDate>Tue, 29 Jun 2010 09:47:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5620</guid>
		<description><![CDATA[Risk Management Methodology
By Ray W. Frohnhoefer
We have already covered the sources of risk, and now we&#8217;ll start looking at a simple methodology which can be employed to evaluate these risks and promote proper risk management. This methodology weaves itself throughout all project management processes since risk should be addressed from project concept through project closure [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-methodology/feed</wfw:commentRss>
		</item>
		<item>
		<title>Product Versus Project Management</title>
		<link>http://www.pmhut.com/product-versus-project-management</link>
		<comments>http://www.pmhut.com/product-versus-project-management#comments</comments>
		<pubDate>Tue, 29 Jun 2010 02:29:16 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5618</guid>
		<description><![CDATA[Product Versus Project Management
By Jim Anderson
OK, so how many times has this occurred: someone asks you what you do for a living and you tell them that you are a Product Manager and they fire back at you &#8220;Oh, so you manage projects?&#8221; Grrr, it&#8217;s really no fair - the two disciplines really have nothing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/product-versus-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Basic Principles of Project Management</title>
		<link>http://www.pmhut.com/the-basic-principles-of-project-management</link>
		<comments>http://www.pmhut.com/the-basic-principles-of-project-management#comments</comments>
		<pubDate>Mon, 28 Jun 2010 18:25:17 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5616</guid>
		<description><![CDATA[The Basic Principles of Project Management
By William R. Duncan
Introduction
Project management principles are the foundation on which the profession of project management is built. Conformance to these principles is a prerequisite for successful project management.
Definitions

Principle. A basic truth, law, or assumption; a rule or standard, especially of good behavior; a basic or essential quality or element [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-basic-principles-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 3 Amigos - A Project Management Idea That Works</title>
		<link>http://www.pmhut.com/the-3-amigos-a-project-management-idea-that-works</link>
		<comments>http://www.pmhut.com/the-3-amigos-a-project-management-idea-that-works#comments</comments>
		<pubDate>Mon, 28 Jun 2010 14:50:10 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5613</guid>
		<description><![CDATA[The 3 Amigos - A Project Management Idea That Works
By Richard Morreale
When I take on a project, I put in place a strategy that I call the &#8216;3 Amigos&#8217;. I consider the &#8216;3 Amigos&#8217; to be me, the Project Manager (1), a person on the Project that I have appointed as the Technical Director (2) [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-3-amigos-a-project-management-idea-that-works/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project and Portfolio Management - Aligning Projects With Corporate Strategy</title>
		<link>http://www.pmhut.com/project-and-portfolio-management-aligning-projects-with-corporate-strategy</link>
		<comments>http://www.pmhut.com/project-and-portfolio-management-aligning-projects-with-corporate-strategy#comments</comments>
		<pubDate>Sun, 27 Jun 2010 16:22:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5611</guid>
		<description><![CDATA[Project and Portfolio Management - Aligning Projects With Corporate Strategy
By Jessie L. Warner
Project Portfolio Management is not just about managing several projects. Harvey Levine describes PPM as the &#8220;management of the project portfolio so as to maximize the contribution of projects to the overall welfare and success of the enterprise.&#8221; He continues to explain that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-and-portfolio-management-aligning-projects-with-corporate-strategy/feed</wfw:commentRss>
		</item>
		<item>
		<title>Critical Project Resources - The Build Master</title>
		<link>http://www.pmhut.com/critical-project-resources-the-build-master</link>
		<comments>http://www.pmhut.com/critical-project-resources-the-build-master#comments</comments>
		<pubDate>Sun, 27 Jun 2010 02:42:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5609</guid>
		<description><![CDATA[Critical Project Resources - The Build Master
By Dave Nielsen
Build Masters (also known as librarians) are a key resource on any software development project. The key deliverable for any software development project is the system or application under development, but that system or application is built from the software in the source library so I would [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-project-resources-the-build-master/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management and the Prisoner&#8217;s Dilemma</title>
		<link>http://www.pmhut.com/project-management-and-the-prisoners-dilemma</link>
		<comments>http://www.pmhut.com/project-management-and-the-prisoners-dilemma#comments</comments>
		<pubDate>Sat, 26 Jun 2010 16:53:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5607</guid>
		<description><![CDATA[Project Management and the Prisoner&#8217;s Dilemma
By Andrew Meyer
Have you ever been on a project or program where all the PMs knew that their project was in trouble, but they were waiting for someone else to admit their problems first? It happens often enough, as soon as one PM admits that they have a problem, everyone [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-and-the-prisoners-dilemma/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Subcontract Statement of Work</title>
		<link>http://www.pmhut.com/the-subcontract-statement-of-work</link>
		<comments>http://www.pmhut.com/the-subcontract-statement-of-work#comments</comments>
		<pubDate>Fri, 25 Jun 2010 16:39:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5605</guid>
		<description><![CDATA[The Subcontract Statement of Work
By Michael D. Taylor
If something is not in the subcontract it will not be accomplished. For this reason every effort must be made to avoid the assumption that a contract is carte blanche. The scope of work that a PMT (Procurement Management Team) expects of a subcontractor must be clearly stated [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-subcontract-statement-of-work/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Programme Management Plan</title>
		<link>http://www.pmhut.com/the-programme-management-plan</link>
		<comments>http://www.pmhut.com/the-programme-management-plan#comments</comments>
		<pubDate>Thu, 24 Jun 2010 16:47:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5602</guid>
		<description><![CDATA[The Programme Management Plan
By The Office of Government Commerce - OGC, UK
Purpose of the Programme Management Plan
Used to design the overall programme and then to track and control progress. The Programme Plan is a key control document for the programme. It enables the Programme Manager to ensure that a planned and controlled environment is established [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-programme-management-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>12 Test Taking Strategies for the PMP Exam</title>
		<link>http://www.pmhut.com/12-test-taking-strategies-for-the-pmp-exam</link>
		<comments>http://www.pmhut.com/12-test-taking-strategies-for-the-pmp-exam#comments</comments>
		<pubDate>Wed, 23 Jun 2010 22:29:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5450</guid>
		<description><![CDATA[12 Test Taking Strategies for the PMP Exam
By Keith Mathis - PM Expert Live
Test taking strategies vary depending on the individual and how much experience and exposure he or she has to standardized tests. The PMP® certification is an international test, which can be intimidating due to its formality and its security.
The following strategies can [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/12-test-taking-strategies-for-the-pmp-exam/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Value of Project Management</title>
		<link>http://www.pmhut.com/the-value-of-project-management</link>
		<comments>http://www.pmhut.com/the-value-of-project-management#comments</comments>
		<pubDate>Wed, 23 Jun 2010 12:14:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Advantages]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5599</guid>
		<description><![CDATA[The Value of Project Management
By Stephanie Simon - Global Knowledge
Have you ever found yourself in the position of having to explain or justify the value of project management? Have you heard questions like, &#8220;How can project management help us?, &#8221; or, &#8220;Why should we follow project management processes?&#8221;
These questions came up recently when I was [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-value-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Project Management Priorities</title>
		<link>http://www.pmhut.com/10-project-management-priorities</link>
		<comments>http://www.pmhut.com/10-project-management-priorities#comments</comments>
		<pubDate>Wed, 23 Jun 2010 06:22:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5596</guid>
		<description><![CDATA[10 Project Management Priorities
By Rabison Shumba
A project is only possible to the degree that it is managed and rolled out. Managing a successful project isn&#8217;t just a technical and organizational issue. It is generally and usually about handling people. Most projects fail to take off or achieve results due to reasons ranging from lack of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-project-management-priorities/feed</wfw:commentRss>
		</item>
		<item>
		<title>Planning System Cutovers</title>
		<link>http://www.pmhut.com/planning-system-cutovers</link>
		<comments>http://www.pmhut.com/planning-system-cutovers#comments</comments>
		<pubDate>Tue, 22 Jun 2010 22:07:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5594</guid>
		<description><![CDATA[Planning System Cutovers
By Dave Nielsen
The team has worked hard and has built a system that satisfies all the business requirements, tested it and verified that it meets all the quality standards set for it, and they&#8217;ve delivered it on time. Now you can sit back and congratulate yourself on what a great job you did [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/planning-system-cutovers/feed</wfw:commentRss>
		</item>
		<item>
		<title>On the Importance of Failing Project Milestones</title>
		<link>http://www.pmhut.com/on-the-importance-of-failing-project-milestones</link>
		<comments>http://www.pmhut.com/on-the-importance-of-failing-project-milestones#comments</comments>
		<pubDate>Tue, 22 Jun 2010 15:28:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5592</guid>
		<description><![CDATA[On the Importance of Failing Project Milestones
By Owen Head
You’ve never failed a major milestone? Too bad. You may need to try a bit harder. You are likely losing personal credibility as a Project Manager, undermining the benefits of the milestone as an effective tool, and weakening the project team.
A couple of immediate questions come to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/on-the-importance-of-failing-project-milestones/feed</wfw:commentRss>
		</item>
		<item>
		<title>Temporary Knowledge Organisations (TKOs) in Project Management</title>
		<link>http://www.pmhut.com/temporary-knowledge-organisations-tkos-in-project-management</link>
		<comments>http://www.pmhut.com/temporary-knowledge-organisations-tkos-in-project-management#comments</comments>
		<pubDate>Mon, 21 Jun 2010 20:24:44 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5590</guid>
		<description><![CDATA[Temporary Knowledge Organisations (TKOs) in Project Management
By Lynda Bourne
The concept of temporary organisations has been recognised in project management literature for many years. The primary tool of project management, the project team, is a temporary organisation.
The concept of TKOs builds on this concept and recognises the team is a network of complex responsive human connections [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/temporary-knowledge-organisations-tkos-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Service Charters</title>
		<link>http://www.pmhut.com/service-charters</link>
		<comments>http://www.pmhut.com/service-charters#comments</comments>
		<pubDate>Mon, 21 Jun 2010 15:28:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5585</guid>
		<description><![CDATA[Service Charters or How To Document An Ongoing Client Support Relationship
By Chuck Tryon
Project Charters are intended for initiatives that are single-time in nature – meaning that the project will be done once with a specific period of time and will have a well-defined beginning and end.
I have often been asked how to create a similar [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/service-charters/feed</wfw:commentRss>
		</item>
		<item>
		<title>Team Building: Some Assembly Required</title>
		<link>http://www.pmhut.com/team-building-some-assembly-required</link>
		<comments>http://www.pmhut.com/team-building-some-assembly-required#comments</comments>
		<pubDate>Mon, 21 Jun 2010 01:00:46 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5568</guid>
		<description><![CDATA[Team Building: Some Assembly Required
By Lonnie Pacelli
Have you ever had a team that just didn’t gel? That spent more time fighting and finger pointing than getting the job done? That showed confusion as to who was doing what? If so, you’re not alone. Many managers spend precious time refereeing team members when they should be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/team-building-some-assembly-required/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Team Member Development</title>
		<link>http://www.pmhut.com/project-team-member-development</link>
		<comments>http://www.pmhut.com/project-team-member-development#comments</comments>
		<pubDate>Sun, 20 Jun 2010 16:51:54 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5566</guid>
		<description><![CDATA[Project Team Member Development
By Bruce McGraw
One of the most rewarding aspects of a project manager’s job can be team member development. Helping and watching individuals grow and mature is sometimes our greatest accomplishment. It can also be trivial and useless if not taken seriously. Which side of the coin you reside on depends on how [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-team-member-development/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Reviews and Alignment With Strategy</title>
		<link>http://www.pmhut.com/project-reviews-and-alignment-with-strategy</link>
		<comments>http://www.pmhut.com/project-reviews-and-alignment-with-strategy#comments</comments>
		<pubDate>Sat, 19 Jun 2010 22:57:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5564</guid>
		<description><![CDATA[Project Reviews and Alignment With Strategy
By Zenkara
How often do we see project health checks, appraisals, assessments, audits, reviews, and company breathalyzers where the results are praised by management and then shelved. Perhaps even with the best of intentions:

Management didn’t agree with the findings
They didn’t have time to implement the recommendations
The budget had just been cut
There [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-reviews-and-alignment-with-strategy/feed</wfw:commentRss>
		</item>
		<item>
		<title>When a Project Changes Everything</title>
		<link>http://www.pmhut.com/when-a-project-changes-everything</link>
		<comments>http://www.pmhut.com/when-a-project-changes-everything#comments</comments>
		<pubDate>Sat, 19 Jun 2010 14:39:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5562</guid>
		<description><![CDATA[When a Project Changes Everything
By Demian Entrekin
Sometimes a project comes along that changes everything. Maybe it started out simple. Under the radar, as the saying goes. Automate this process. Expose that service to the outside world. Update those interfaces.
It wasn’t a part of some grand design. It didn’t emerge as part of the master plan [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/when-a-project-changes-everything/feed</wfw:commentRss>
		</item>
		<item>
		<title>Proactively Managing Project Expectations</title>
		<link>http://www.pmhut.com/proactively-managing-project-expectations</link>
		<comments>http://www.pmhut.com/proactively-managing-project-expectations#comments</comments>
		<pubDate>Fri, 18 Jun 2010 18:53:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5560</guid>
		<description><![CDATA[Proactively Managing Project Expectations
By Susan Peterson
All of us have expectations in life. Some are attainable without much effort. Others take considerable personal effort and a huge dose of good luck. Project owners, sponsors, customers and clients are no different in the diverse degrees of reality associated with their expectations for project outcomes. The project manager’s [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/proactively-managing-project-expectations/feed</wfw:commentRss>
		</item>
		<item>
		<title>Seven Ways to Identify Troubled Projects</title>
		<link>http://www.pmhut.com/seven-ways-to-identify-troubled-projects</link>
		<comments>http://www.pmhut.com/seven-ways-to-identify-troubled-projects#comments</comments>
		<pubDate>Fri, 18 Jun 2010 14:19:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5558</guid>
		<description><![CDATA[Seven Ways to Identify Troubled Projects
By Donald Patti
Though the traditional advice is “don&#8217;t put all of your eggs in one basket,” the celebrated author Mark Twain is famous for saying, “&#8230;put all of your eggs in one basket and &#8212; watch that basked.”
Whether you&#8217;re a an entrepreneur leading a small business, a C-Level executive (CEO/CFO/CIO/CTO) [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/seven-ways-to-identify-troubled-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Guaranteed Ways to Screw Up Any Project</title>
		<link>http://www.pmhut.com/ten-guaranteed-ways-to-screw-up-any-project</link>
		<comments>http://www.pmhut.com/ten-guaranteed-ways-to-screw-up-any-project#comments</comments>
		<pubDate>Thu, 17 Jun 2010 19:14:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5554</guid>
		<description><![CDATA[Ten Guaranteed Ways to Screw Up Any Project
By Michael Greer

Don’t bother prioritizing your organization’s overall project load. After all, if there’s a free-for-all approach to your overall program management (i.e., “survival of the fittest”), then the projects that survive will be those that were destined to survive. In the meantime, senior management need not trouble [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-guaranteed-ways-to-screw-up-any-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>How Lonely Is the Project Manager?</title>
		<link>http://www.pmhut.com/how-lonely-is-the-project-manager</link>
		<comments>http://www.pmhut.com/how-lonely-is-the-project-manager#comments</comments>
		<pubDate>Thu, 17 Jun 2010 14:53:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5552</guid>
		<description><![CDATA[How Lonely Is the Project Manager?
By Vineet Guliani
If the title reminds you of a melancholic song of the 60′s or The Lone Ranger movie of 30′s, this is something that project managers deal with on a very regular basis in the 2010′s, no pun intended.
What many new/aspiring project managers do not realize is, that project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-lonely-is-the-project-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Characteristics of Great Project Sponsors</title>
		<link>http://www.pmhut.com/characteristics-of-great-project-sponsors</link>
		<comments>http://www.pmhut.com/characteristics-of-great-project-sponsors#comments</comments>
		<pubDate>Wed, 16 Jun 2010 19:34:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/characteristics-of-great-project-sponsors</guid>
		<description><![CDATA[Characteristics of Great Project Sponsors
By Brenda Kerton
Recently a friend of mine wrote an article on a project I led a few years ago. As he and I emailed back-and-forth about his article I was reflecting on went well with that project since successful projects are never just about the project manager.
We had a skilled and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/characteristics-of-great-project-sponsors/feed</wfw:commentRss>
		</item>
		<item>
		<title>Why Is It So Hard To Measure Project ROI?</title>
		<link>http://www.pmhut.com/why-is-it-so-hard-to-measure-project-roi</link>
		<comments>http://www.pmhut.com/why-is-it-so-hard-to-measure-project-roi#comments</comments>
		<pubDate>Wed, 16 Jun 2010 12:40:12 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5547</guid>
		<description><![CDATA[Why Is It So Hard To Measure Project ROI?
By Ben Craigo
When asking questions about what the Return on Investment (ROI) is for a project, regardless of whether it’s software development or data warehousing/business intelligence, people start to fidget. The same folks who are passionate about the initiative, spent weeks on the requirements and are willing [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-is-it-so-hard-to-measure-project-roi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Who Owns the Project?</title>
		<link>http://www.pmhut.com/who-owns-the-project</link>
		<comments>http://www.pmhut.com/who-owns-the-project#comments</comments>
		<pubDate>Tue, 15 Jun 2010 22:39:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5543</guid>
		<description><![CDATA[Who Owns the Project?
By Mark L. Reed
Wahoo! - You got the project! Congratulations are in order, but after the immediate euphoria, reality soon rears its sometimes ugly head:

Time and cost of your project have been dictated for strategic reasons.
The objectives seem subjective and you are not sure what they truly mean.
The objectives seem subjective and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/who-owns-the-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 10 Traits of a Strong Leader</title>
		<link>http://www.pmhut.com/the-10-traits-of-a-strong-leader</link>
		<comments>http://www.pmhut.com/the-10-traits-of-a-strong-leader#comments</comments>
		<pubDate>Tue, 15 Jun 2010 19:02:34 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5541</guid>
		<description><![CDATA[The 10 Traits of a Strong Leader
By Todd Thomas
Although this article is not directly about Project Management, leadership is an important skill that successful Project Managers should have. This is why PM Hut chose to publish this article.
It is sometimes difficult for us to consider what makes a strong leader because it is one of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-10-traits-of-a-strong-leader/feed</wfw:commentRss>
		</item>
		<item>
		<title>Continuous Integration for Agile Project Managers: Part III</title>
		<link>http://www.pmhut.com/continuous-integration-for-agile-project-managers-part-iii</link>
		<comments>http://www.pmhut.com/continuous-integration-for-agile-project-managers-part-iii#comments</comments>
		<pubDate>Tue, 15 Jun 2010 14:20:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5536</guid>
		<description><![CDATA[Continuous Integration for Agile Project Managers: Part III (#3 in the series Continuous Integration for Agile Project Managers)
By Adam Leggett
In part 1 of this series, I hopefully provided you with an introduction to Continuous Integration (CI) and an overview of the building blocks of the CI process.
With part two, we introduced the concept of a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/continuous-integration-for-agile-project-managers-part-iii/feed</wfw:commentRss>
		</item>
		<item>
		<title>Can Technology Solve the Project Execution Problem?</title>
		<link>http://www.pmhut.com/can-technology-solve-the-project-execution-problem</link>
		<comments>http://www.pmhut.com/can-technology-solve-the-project-execution-problem#comments</comments>
		<pubDate>Mon, 14 Jun 2010 18:59:48 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5532</guid>
		<description><![CDATA[Can Technology Solve the Project Execution Problem?
By Curt Finch and April Boland
Project management technology has been around for years now, so the problem of project execution must be basically solved, right? Wrong. The Standish Group has found that 68% of technology projects failed in 2009. Does this mean that project management solutions are just a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/can-technology-solve-the-project-execution-problem/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Project Portfolio Management Process</title>
		<link>http://www.pmhut.com/a-project-portfolio-management-process</link>
		<comments>http://www.pmhut.com/a-project-portfolio-management-process#comments</comments>
		<pubDate>Mon, 14 Jun 2010 14:37:05 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5530</guid>
		<description><![CDATA[A Project Portfolio Management Process
By Jessie L. Warner
According to Max Wideman, author of A Management Framework for Project, Program, and Portfolio Integration, the project portfolio life span consists of the following steps:

Identification of needs and opportunities
Selection of best combinations of projects (the portfolios)
Planning and execution of the projects (project management)
Product launch (acceptance and use of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-project-portfolio-management-process/feed</wfw:commentRss>
		</item>
		<item>
		<title>Scope Creep of a Different Kind</title>
		<link>http://www.pmhut.com/scope-creep-of-a-different-kind</link>
		<comments>http://www.pmhut.com/scope-creep-of-a-different-kind#comments</comments>
		<pubDate>Mon, 14 Jun 2010 04:59:02 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Process of Change Control]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5527</guid>
		<description><![CDATA[Scope Creep of a Different Kind
By Literal Thinking
Scope creep is often the bane of every project manager’s existence. High on project managers’ hate lists are the project sponsors, business process owners, and end users who seem to think that there is no time limit to the introduction of new requirements. This, while at the same [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/scope-creep-of-a-different-kind/feed</wfw:commentRss>
		</item>
		<item>
		<title>Will We Ever Learn from Project Failure?</title>
		<link>http://www.pmhut.com/will-we-ever-learn-from-project-failure</link>
		<comments>http://www.pmhut.com/will-we-ever-learn-from-project-failure#comments</comments>
		<pubDate>Sun, 13 Jun 2010 15:59:53 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5525</guid>
		<description><![CDATA[Will We Ever Learn from Project Failure?
By John Lawlor
Anyone involved in IT project management will probably have had the misfortune to have been involved in or to have known a project that failed. Careers can be destroyed; recriminations fly; blame is apportioned by everyone to everyone else; relationships break down; trust is damaged, and people [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/will-we-ever-learn-from-project-failure/feed</wfw:commentRss>
		</item>
		<item>
		<title>What Is Real Commitment on a Project?</title>
		<link>http://www.pmhut.com/what-is-real-commitment-on-a-project</link>
		<comments>http://www.pmhut.com/what-is-real-commitment-on-a-project#comments</comments>
		<pubDate>Sat, 12 Jun 2010 16:24:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5522</guid>
		<description><![CDATA[What Is Real Commitment on a Project?
By Richard Morreale
We all know for projects to be successful the project stakeholders must be really committed to the success of the project. So what is real commitment? Well, it’s difficult to define. I think it is something that you feel before you see it. It’s a buzz that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-real-commitment-on-a-project/feed</wfw:commentRss>
		</item>
		<item>
		<title>Ten Tips For Project Perfection</title>
		<link>http://www.pmhut.com/ten-tips-for-project-perfection</link>
		<comments>http://www.pmhut.com/ten-tips-for-project-perfection#comments</comments>
		<pubDate>Fri, 11 Jun 2010 18:31:27 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5520</guid>
		<description><![CDATA[Ten Tips For Project Perfection
By Anita Simmonds
OK maybe &#8216;perfect&#8217; is pushing it a bit, but relatively speaking the perfect project would be one that is delivered on time, on budget and to the correct design and quality. There is a widely flaunted statistic that 80% of projects fail - 80%! That&#8217;s unbelievable isn&#8217;t it?
Whether it&#8217;s [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/ten-tips-for-project-perfection/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Develop a Procurement Management Plan for Outsourced Projects</title>
		<link>http://www.pmhut.com/how-to-develop-a-procurement-management-plan-for-outsourced-projects</link>
		<comments>http://www.pmhut.com/how-to-develop-a-procurement-management-plan-for-outsourced-projects#comments</comments>
		<pubDate>Fri, 11 Jun 2010 14:03:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Procurement Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5518</guid>
		<description><![CDATA[How to Develop a Procurement Management Plan for Outsourced Projects
By Michael D. Taylor
Since those who are assigned to a Procurement Management Team are often nonplused with their role, it is incumbent upon the project manager to facilitate the development of a comprehensive procurement management plan. The plan is to be directed to the PMT, not [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-develop-a-procurement-management-plan-for-outsourced-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Corporate Social Responsibility Congruence - Walking the Talk</title>
		<link>http://www.pmhut.com/corporate-social-responsibility-congruence-walking-the-talk</link>
		<comments>http://www.pmhut.com/corporate-social-responsibility-congruence-walking-the-talk#comments</comments>
		<pubDate>Thu, 10 Jun 2010 21:44:06 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5516</guid>
		<description><![CDATA[Corporate Social Responsibility Congruence - Walking the Talk
By Dave Nielsen
The disaster in the Gulf of Mexico caused by the rupture of one of British Petroleum&#8217;s off-shore oil rigs has been front page news for some time now. The scope of the disaster is such that it is expected to surpass the Exxon Valdez disaster in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/corporate-social-responsibility-congruence-walking-the-talk/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management as Sunscreen: How to Avoid Getting Burned</title>
		<link>http://www.pmhut.com/project-management-as-sunscreen-how-to-avoid-getting-burned</link>
		<comments>http://www.pmhut.com/project-management-as-sunscreen-how-to-avoid-getting-burned#comments</comments>
		<pubDate>Thu, 10 Jun 2010 12:44:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5514</guid>
		<description><![CDATA[Project Management as Sunscreen: How to Avoid Getting Burned
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
When the summer sun beats down, there’s always someone in the family who reminds you to put on your sunscreen. Wouldn’t it be nice if there was a way to easily avoid getting burned at work? There is. It’s called Project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-as-sunscreen-how-to-avoid-getting-burned/feed</wfw:commentRss>
		</item>
		<item>
		<title>5 Things Every Sponsor Should Know</title>
		<link>http://www.pmhut.com/5-things-every-sponsor-should-know</link>
		<comments>http://www.pmhut.com/5-things-every-sponsor-should-know#comments</comments>
		<pubDate>Wed, 09 Jun 2010 23:07:51 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5512</guid>
		<description><![CDATA[5 Things Every Sponsor Should Know
By Bogdan Gorka

You are accountable for the project
If you have a project in mind that has been requested by the organisation you work for, remember throughout the project duration that the project is yours. When you find a good project leader, he/she will be responsible for delivering the project but [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/5-things-every-sponsor-should-know/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Checklist for Choosing a Project Management Software</title>
		<link>http://www.pmhut.com/a-checklist-for-choosing-a-project-management-software</link>
		<comments>http://www.pmhut.com/a-checklist-for-choosing-a-project-management-software#comments</comments>
		<pubDate>Wed, 09 Jun 2010 15:38:37 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5509</guid>
		<description><![CDATA[A Checklist for Choosing a Project Management Software
By Anita Simmonds
There&#8217;s a lot of project management software out there, and it can be a minefield trying to choose one. I often do an analysis of current software for clients, and I don&#8217;t usually come up with the same answer twice.
The reasons for using the software are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-checklist-for-choosing-a-project-management-software/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Failures Due to Human Risk Factors</title>
		<link>http://www.pmhut.com/project-failures-due-to-human-risk-factors</link>
		<comments>http://www.pmhut.com/project-failures-due-to-human-risk-factors#comments</comments>
		<pubDate>Tue, 08 Jun 2010 23:17:41 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5507</guid>
		<description><![CDATA[Project Failures Due to Human Risk Factors
By Samuel Prasad
What percent of projects fail due to the &#8220;human risk factor&#8221;? According to published statistics more than half of the 60% of projects that fail are due to human factors. With numbers so high it is no wonder that human resource management is an inherent and critical [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-failures-due-to-human-risk-factors/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Past, the Present, and the Future of Project Management</title>
		<link>http://www.pmhut.com/the-past-the-present-and-the-future-of-project-management</link>
		<comments>http://www.pmhut.com/the-past-the-present-and-the-future-of-project-management#comments</comments>
		<pubDate>Tue, 08 Jun 2010 18:56:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[History]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5503</guid>
		<description><![CDATA[The Past, the Present, and the Future of Project Management
By Paul Naybour
What will future hold for project management? Take a look at what history has to reveal to us to try and predict the trends for the future and then vote in our poll.
50&#8217;s: conception
The 1950&#8217;s were the start of project management with the application [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-past-the-present-and-the-future-of-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>What&#8217;s On Your Sponsorship Short List?</title>
		<link>http://www.pmhut.com/whats-on-your-sponsorship-short-list</link>
		<comments>http://www.pmhut.com/whats-on-your-sponsorship-short-list#comments</comments>
		<pubDate>Tue, 08 Jun 2010 14:36:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5497</guid>
		<description><![CDATA[What’s On Your Sponsorship Short List?
By Andrea Brockmeier
What is it with sponsorship? If I had a nickel for every story I heard in the classroom about poor or completely non-existent (!) sponsorship, I’d be writing this article from somewhere more exotic than my cube. Sponsors who aren’t available for meetings. Sponsors who don’t have time [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/whats-on-your-sponsorship-short-list/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Golden Ratio</title>
		<link>http://www.pmhut.com/project-management-golden-ratio</link>
		<comments>http://www.pmhut.com/project-management-golden-ratio#comments</comments>
		<pubDate>Mon, 07 Jun 2010 19:42:40 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5495</guid>
		<description><![CDATA[Project Management Golden Ratio
By Linky Van Der Merwe
&#8220;The Golden Ratio is a universal law in which is contained the ground-principle of all forms striving for beauty and completeness in the realms of both nature and art&#8221; - From Wikipedia.
The golden ratio is also defined as divine proportion, divine section, golden proportion or golden number. The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-golden-ratio/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Leadership</title>
		<link>http://www.pmhut.com/project-leadership</link>
		<comments>http://www.pmhut.com/project-leadership#comments</comments>
		<pubDate>Mon, 07 Jun 2010 14:25:30 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5493</guid>
		<description><![CDATA[Project Leadership
By Jason Freih
Recently I was asked to define the difference between a Project Leader and a Project Manager. To me the two have always been inseparable; a good Project Manager should also be a good Leader. I know many will argue the case that they have met PM&#8217;s that turned out to be poor [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-leadership/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers Need Leadership Skills</title>
		<link>http://www.pmhut.com/project-managers-need-leadership-skills</link>
		<comments>http://www.pmhut.com/project-managers-need-leadership-skills#comments</comments>
		<pubDate>Sun, 06 Jun 2010 23:54:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5491</guid>
		<description><![CDATA[Project Managers Need Leadership Skills
By Gina Abudi
Yes - if you are a project manager you really need leadership skills! Today&#8217;s project managers must have leadership skills in order to effectively perform their roles in the organization and stand out from the crowd. Something must make you distinct from the others - especially if you are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-need-leadership-skills/feed</wfw:commentRss>
		</item>
		<item>
		<title>Collaboration Tools: Missing Pieces in Your Portal Implementation Plan</title>
		<link>http://www.pmhut.com/collaboration-tools-missing-pieces-in-your-portal-implementation-plan</link>
		<comments>http://www.pmhut.com/collaboration-tools-missing-pieces-in-your-portal-implementation-plan#comments</comments>
		<pubDate>Sun, 06 Jun 2010 16:36:43 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Collaboration]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5480</guid>
		<description><![CDATA[Collaboration Tools: Missing Pieces in Your Portal Implementation Plan
By Joanne Wortman
Clearly, many companies have collaboration tools such as portals on their to-do list. Even this early in the year, we’re already hearing some frustration with the earlier adopters, in terms of the difficulties in getting their organizations to actually embrace the powerful functionality of collaboration [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/collaboration-tools-missing-pieces-in-your-portal-implementation-plan/feed</wfw:commentRss>
		</item>
		<item>
		<title>Quarter Principle in Project Status Reports</title>
		<link>http://www.pmhut.com/quarter-principle-in-project-status-reports</link>
		<comments>http://www.pmhut.com/quarter-principle-in-project-status-reports#comments</comments>
		<pubDate>Sun, 06 Jun 2010 00:30:42 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5478</guid>
		<description><![CDATA[Quarter Principle in Project Status Reports
By Elrich Linde
What is it about quarters? Why do we have to report quarterly? Why are some sport games broken up into quarters and why do certain countries even have quarters as a coin?
Over hundreds of years people have come to realize that if you summarize or break something down, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/quarter-principle-in-project-status-reports/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Role of the Project Portfolio Manager</title>
		<link>http://www.pmhut.com/the-role-of-the-project-portfolio-manager</link>
		<comments>http://www.pmhut.com/the-role-of-the-project-portfolio-manager#comments</comments>
		<pubDate>Fri, 04 Jun 2010 18:08:11 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5475</guid>
		<description><![CDATA[The Role of the Project Portfolio Manager
By Kerry Wills
I have now worked in a few large corporations and consulted at several more. I find the role of a Portfolio Manager varies across divisions and companies. Some Portfolio Managers are actively engaged in their projects by conducting reviews, getting into the details of the projects, and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-role-of-the-project-portfolio-manager/feed</wfw:commentRss>
		</item>
		<item>
		<title>Undertaking a Successful Project Audit</title>
		<link>http://www.pmhut.com/undertaking-a-successful-project-audit</link>
		<comments>http://www.pmhut.com/undertaking-a-successful-project-audit#comments</comments>
		<pubDate>Fri, 04 Jun 2010 14:05:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5471</guid>
		<description><![CDATA[Undertaking a Successful Project Audit
By Michael Stanleigh
A project audit provides an opportunity to uncover the issues, concerns and challenges encountered in the execution of a project. It affords the project manager, project sponsor and project team an interim view of what has gone well and what needs to be improved with the project to successfully [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/undertaking-a-successful-project-audit/feed</wfw:commentRss>
		</item>
		<item>
		<title>Using Time Sheets to Calculate Project CPI</title>
		<link>http://www.pmhut.com/using-time-sheets-to-calculate-project-cpi</link>
		<comments>http://www.pmhut.com/using-time-sheets-to-calculate-project-cpi#comments</comments>
		<pubDate>Fri, 04 Jun 2010 01:07:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5468</guid>
		<description><![CDATA[Using Time Sheets to Calculate Project CPI
By Dave Nielsen
Performance reporting in the area of Earned Value Management is frequently focused on performance to schedule on software projects to the exclusion of performance to budget. This occurs for one of two reasons: the inability of the project to report on performance to budget and a lack [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/using-time-sheets-to-calculate-project-cpi/feed</wfw:commentRss>
		</item>
		<item>
		<title>Three Reasons Why You Need a Project Management Office (PMO)</title>
		<link>http://www.pmhut.com/three-reasons-why-you-need-a-project-management-office-pmo</link>
		<comments>http://www.pmhut.com/three-reasons-why-you-need-a-project-management-office-pmo#comments</comments>
		<pubDate>Thu, 03 Jun 2010 19:06:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5466</guid>
		<description><![CDATA[Three Reasons Why You Need a Project Management Office (PMO)
By Glenn Remoreras
A lot of technology and application specialists who used to spearhead management of IT projects from beginning to end see project managers as competition. This becomes a source of disempowerment – the single biggest hurdle, in terms of organizational transformation in IT – when [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/three-reasons-why-you-need-a-project-management-office-pmo/feed</wfw:commentRss>
		</item>
		<item>
		<title>Striking an Agile Balance when Evaluating Project Requests</title>
		<link>http://www.pmhut.com/striking-an-agile-balance-when-evaluating-project-requests</link>
		<comments>http://www.pmhut.com/striking-an-agile-balance-when-evaluating-project-requests#comments</comments>
		<pubDate>Thu, 03 Jun 2010 13:44:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5464</guid>
		<description><![CDATA[Striking an Agile Balance when Evaluating Project Requests
By Kiron D. Bondale
It’s the classic Catch-22. If your organization does not spend sufficient time evaluating requests before projects are formally authorized or executed, predictability of project outcomes decreases. 
On the other hand, time spent in evaluating requests (especially for those that will never be approved) is often [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/striking-an-agile-balance-when-evaluating-project-requests/feed</wfw:commentRss>
		</item>
		<item>
		<title>Know the End Before You Start</title>
		<link>http://www.pmhut.com/know-the-end-before-you-start</link>
		<comments>http://www.pmhut.com/know-the-end-before-you-start#comments</comments>
		<pubDate>Wed, 02 Jun 2010 21:45:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5461</guid>
		<description><![CDATA[Know the End Before You Start
By Barry Otterholt
Most of us have heard the saying &#8220;Keep your eyes on the prize.&#8221; That&#8217;s sage advice for project managers.
When starting a project we are all anxious to get to work and produce results. However, taking time at the beginning of a project to think about the end will [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/know-the-end-before-you-start/feed</wfw:commentRss>
		</item>
		<item>
		<title>Working With Your Project Triangle&#8217;s Flexibility</title>
		<link>http://www.pmhut.com/working-with-your-project-triangles-flexibility</link>
		<comments>http://www.pmhut.com/working-with-your-project-triangles-flexibility#comments</comments>
		<pubDate>Wed, 02 Jun 2010 13:31:33 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5459</guid>
		<description><![CDATA[Working With Your Project Triangle&#8217;s Flexibility
By Ben Snyder, CEO of Systemation
We’ve talked about how useful the project triangle (RIP: The Project Triangle) is for understanding the dynamics between scope, time, and cost on projects. Now we are going to see how useful it is in making decisions about controlling projects.
Every project is launched with an [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/working-with-your-project-triangles-flexibility/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Kill a Project? Don&#8217;t Ask, Don&#8217;t Tell!</title>
		<link>http://www.pmhut.com/how-to-kill-a-project-dont-ask-dont-tell</link>
		<comments>http://www.pmhut.com/how-to-kill-a-project-dont-ask-dont-tell#comments</comments>
		<pubDate>Tue, 01 Jun 2010 17:19:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Uncategorized]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5457</guid>
		<description><![CDATA[How to Kill a Project? Don&#8217;t Ask, Don&#8217;t Tell!
By Bernadette St. John
With Don’t Ask, Don’t Tell in the news these days, I was thinking about what would happen if we applied such a policy to projects. I can’t think of a better way to ensure defeat. Or, to focus on the corollary, I think good [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-kill-a-project-dont-ask-dont-tell/feed</wfw:commentRss>
		</item>
		<item>
		<title>The People Factor in Software Projects</title>
		<link>http://www.pmhut.com/the-people-factor-in-software-projects</link>
		<comments>http://www.pmhut.com/the-people-factor-in-software-projects#comments</comments>
		<pubDate>Tue, 01 Jun 2010 12:00:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5455</guid>
		<description><![CDATA[The People Factor in Software Projects
By Johanna Rothman
The two most important factors for successful software projects are the ability of the managers to manage and the people to understand the domain of the software in which they are working. Capers Jones claims1 that reuse of high quality components is significantly higher than those two factors, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-people-factor-in-software-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Those Who Fail To Plan, Plan To Fail!</title>
		<link>http://www.pmhut.com/those-who-fail-to-plan-plan-to-fail</link>
		<comments>http://www.pmhut.com/those-who-fail-to-plan-plan-to-fail#comments</comments>
		<pubDate>Mon, 31 May 2010 14:04:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5453</guid>
		<description><![CDATA[Those Who Fail To Plan, Plan To Fail!
By Doha Shawki
Many a times did we hear this saying “Those who fail to plan, Plan to fail” and it is very true. A lot of managers these days claim that detailed planning is not needed and that concentrating on a plan is not important. They base their [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/those-who-fail-to-plan-plan-to-fail/feed</wfw:commentRss>
		</item>
		<item>
		<title>10 Avoidable Reasons Why People Fail the PMP</title>
		<link>http://www.pmhut.com/10-avoidable-reasons-why-people-fail-the-pmp</link>
		<comments>http://www.pmhut.com/10-avoidable-reasons-why-people-fail-the-pmp#comments</comments>
		<pubDate>Sun, 30 May 2010 11:18:36 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Certification]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5447</guid>
		<description><![CDATA[10 Avoidable Reasons Why People Fail the PMP
By Keith Mathis - PM Expert Live
Many people do not want to hear that they might fail a certification such as this, but it happens every day. The reasons below will give you an idea of what must be overcome in order to pass the PMP® certification.

Participants did [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/10-avoidable-reasons-why-people-fail-the-pmp/feed</wfw:commentRss>
		</item>
		<item>
		<title>Quality in Project Management - Zircona or a Diamond?</title>
		<link>http://www.pmhut.com/quality-in-project-management-zircona-or-a-diamond</link>
		<comments>http://www.pmhut.com/quality-in-project-management-zircona-or-a-diamond#comments</comments>
		<pubDate>Sat, 29 May 2010 21:42:50 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Quality Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5445</guid>
		<description><![CDATA[Quality in Project Management - Zircona or a Diamond?
By Barney Austen
What determines quality? A diamond to some can look like a piece of glass to another. Quality means different things to different people. From a project management perspective though, it has to me measurable – otherwise how can we determine whether the project attained one [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/quality-in-project-management-zircona-or-a-diamond/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Managers: Listen to the Voice Inside</title>
		<link>http://www.pmhut.com/project-managers-listen-to-the-voice-inside</link>
		<comments>http://www.pmhut.com/project-managers-listen-to-the-voice-inside#comments</comments>
		<pubDate>Fri, 28 May 2010 16:01:52 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5443</guid>
		<description><![CDATA[Project Managers: Listen to the Voice Inside
By Joan Salute, National Aeronautics and Space Administration (NASA)
Like most of us, I&#8217;ve had to think hard about what makes for a successful project manager. Haven&#8217;t we all read, or written out for colleagues, lists of requirements? I bet we can recite them in our sleep.
Project managers need the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-managers-listen-to-the-voice-inside/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Ranking - The Heart of Project Portfolio Management</title>
		<link>http://www.pmhut.com/project-ranking-the-heart-of-project-portfolio-management</link>
		<comments>http://www.pmhut.com/project-ranking-the-heart-of-project-portfolio-management#comments</comments>
		<pubDate>Thu, 27 May 2010 20:41:24 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5441</guid>
		<description><![CDATA[Project Ranking - The Heart of Project Portfolio Management
By George F. Huhn
Project ranking is at the heart of project portfolio management (PPM). A good project portfolio ranking system should not only make the job much easier and faster but also yield a superior result over doing it manually or with simple spreadsheets.
Almost every project portfolio [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-ranking-the-heart-of-project-portfolio-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Gardening and Project Management</title>
		<link>http://www.pmhut.com/gardening-and-project-management</link>
		<comments>http://www.pmhut.com/gardening-and-project-management#comments</comments>
		<pubDate>Thu, 27 May 2010 11:45:13 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5439</guid>
		<description><![CDATA[Gardening and Project Management
By Peter Hobday
My house was built in 1874. Space was not a premium in what was then a small market town, so it has a long garden. (I could live without at least half of it!) Each year I face a constant battle to keep it under control. It has struck me [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/gardening-and-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Don&#8217;t Forget the Project Management Basics</title>
		<link>http://www.pmhut.com/dont-forget-the-project-management-basics</link>
		<comments>http://www.pmhut.com/dont-forget-the-project-management-basics#comments</comments>
		<pubDate>Wed, 26 May 2010 22:21:57 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5436</guid>
		<description><![CDATA[Don&#8217;t Forget the Project Management Basics
By Paul Slater
The successful delivery of any project is dependent on a fundamental understanding of what is to be delivered, when it has to be delivered and how much is to be spent on the project. Such information can often get lost in the minds of those working on projects [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dont-forget-the-project-management-basics/feed</wfw:commentRss>
		</item>
		<item>
		<title>A Quick Guide to Effective Stakeholder Management</title>
		<link>http://www.pmhut.com/a-quick-guide-to-effective-stakeholder-management</link>
		<comments>http://www.pmhut.com/a-quick-guide-to-effective-stakeholder-management#comments</comments>
		<pubDate>Wed, 26 May 2010 15:18:45 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5433</guid>
		<description><![CDATA[A Quick Guide to Effective Stakeholder Management
By Chris Young
After more than 15 years success in delivering large business transformation and IT projects I have found that effective stakeholder management is the single most important factor in ensuring successful delivery.
When it comes to your own project, ask yourself the following questions. How is my project going [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-quick-guide-to-effective-stakeholder-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Stakeholders and Risk</title>
		<link>http://www.pmhut.com/project-stakeholders-and-risk</link>
		<comments>http://www.pmhut.com/project-stakeholders-and-risk#comments</comments>
		<pubDate>Tue, 25 May 2010 20:03:01 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5426</guid>
		<description><![CDATA[Project Stakeholders and Risk
By Lynda Bourne
One of the interesting similarities between stakeholder management and risk management is the challenge of knowing what we know and more importantly understanding what we don’t or can’t know.
An enduring part of Donald H. Rumsfeld’s legacy will be his somewhat garbled comment at a DoD news briefing in 2002: “as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-stakeholders-and-risk/feed</wfw:commentRss>
		</item>
		<item>
		<title>Too Many Projects Chasing Too Few People</title>
		<link>http://www.pmhut.com/too-many-projects-chasing-too-few-people</link>
		<comments>http://www.pmhut.com/too-many-projects-chasing-too-few-people#comments</comments>
		<pubDate>Tue, 25 May 2010 14:26:39 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5422</guid>
		<description><![CDATA[Too Many Projects Chasing Too Few People
By Art Petty
One of the themes that I hear consistently is frustration over the propensity of a firm’s leaders to never say “No” to a project. 
Lacking a viable mechanism to compare, evaluate and select and reject projects, decisions are made based on politics, gut feel and the squeaky [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/too-many-projects-chasing-too-few-people/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing and Optimizing Portfolios Containing Project Dependencies</title>
		<link>http://www.pmhut.com/managing-and-optimizing-portfolios-containing-project-dependencies</link>
		<comments>http://www.pmhut.com/managing-and-optimizing-portfolios-containing-project-dependencies#comments</comments>
		<pubDate>Mon, 24 May 2010 20:48:58 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5420</guid>
		<description><![CDATA[Managing and Optimizing Portfolios Containing Project Dependencies
By George F. Huhn
When you&#8217;re trying to select an optimal set of projects with the highest value to your business from a multi-period portfolio, dependencies between projects should be an important part of your consideration. Project dependencies can add and subtract value from individual projects and the overall portfolio. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-and-optimizing-portfolios-containing-project-dependencies/feed</wfw:commentRss>
		</item>
		<item>
		<title>It&#8217;s Not A Change Request, It&#8217;s A Missed Requirement</title>
		<link>http://www.pmhut.com/its-not-a-change-request-its-a-missed-requirement</link>
		<comments>http://www.pmhut.com/its-not-a-change-request-its-a-missed-requirement#comments</comments>
		<pubDate>Mon, 24 May 2010 15:34:59 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5418</guid>
		<description><![CDATA[It&#8217;s Not A Change Request, It&#8217;s A Missed Requirement
By Kerry Wills
My least favorite conversation to have on a project (well, second to the “we’re not going to meet our date” conversation) is the scope conversation. This is the arm-wrestling match over scope elements which business describes as “must haves that should have been part of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/its-not-a-change-request-its-a-missed-requirement/feed</wfw:commentRss>
		</item>
		<item>
		<title>Identifying the Right Approvers When Gathering Software Requirements</title>
		<link>http://www.pmhut.com/identifying-the-right-approvers-when-gathering-software-requirements</link>
		<comments>http://www.pmhut.com/identifying-the-right-approvers-when-gathering-software-requirements#comments</comments>
		<pubDate>Sun, 23 May 2010 23:09:09 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Requirements Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5414</guid>
		<description><![CDATA[Identifying the Right Approvers When Gathering Software Requirements
By Dave Nielsen
We mentioned previously that a Statement of Work (SOW) embedded in the contract for a project will serve as the master blueprint for your requirements. Although we haven&#8217;t consistently stated this disclaimer everywhere in this section it should be understood that no requirement, no matter how [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/identifying-the-right-approvers-when-gathering-software-requirements/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Make Powerful Project Presentations in PowerPoint</title>
		<link>http://www.pmhut.com/how-to-make-powerful-project-presentations-in-powerpoint</link>
		<comments>http://www.pmhut.com/how-to-make-powerful-project-presentations-in-powerpoint#comments</comments>
		<pubDate>Sat, 22 May 2010 20:34:31 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5412</guid>
		<description><![CDATA[How to Make Powerful Project Presentations in PowerPoint
By Kulveer Singh Virk
Have you attended any boring, too long to stay focused (even awake) presentation and at the end walked out dissatisfied without gaining something or giving out any useful input? Have you ever delivered any lengthy, fact loaded presentations with tons of tables, bullet points, graphs [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-make-powerful-project-presentations-in-powerpoint/feed</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management - Predicting Project Success</title>
		<link>http://www.pmhut.com/project-portfolio-management-predicting-project-success</link>
		<comments>http://www.pmhut.com/project-portfolio-management-predicting-project-success#comments</comments>
		<pubDate>Fri, 21 May 2010 23:33:19 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5410</guid>
		<description><![CDATA[Project Portfolio Management - Predicting Project Success
By George F. Huhn
Original Title: Project Portfolio Management - Predicting Project Success the Way a Meteorologist Predicts the Rain
Estimating the probabilities of success for your projects is necessary for calculating the expected value of a project and is an essential part of project portfolio management (PPM). Unfortunately, most project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-predicting-project-success/feed</wfw:commentRss>
		</item>
		<item>
		<title>How to Write User Stories</title>
		<link>http://www.pmhut.com/how-to-write-user-stories</link>
		<comments>http://www.pmhut.com/how-to-write-user-stories#comments</comments>
		<pubDate>Fri, 21 May 2010 18:00:18 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[SCRUM]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5407</guid>
		<description><![CDATA[How to Write User Stories
By Manoj Gupta
Definition of User Story
“User Story is a description of a requirement and its business benefit, and a set of criteria by which we all agree that it is ‘done’ “
So, User stories are statements to capture the requirements of the product/project as told by end user. The whole project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-write-user-stories/feed</wfw:commentRss>
		</item>
		<item>
		<title>Controlling Project Stakeholders Influence</title>
		<link>http://www.pmhut.com/controlling-project-stakeholders-influence</link>
		<comments>http://www.pmhut.com/controlling-project-stakeholders-influence#comments</comments>
		<pubDate>Fri, 21 May 2010 14:13:47 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5399</guid>
		<description><![CDATA[Controlling Project Stakeholders Influence
By Kathlika Thomas
Every PM has had to deal with a pesky project stakeholder or two. Your stakeholders are those who have a vested interest (stake) in whether your project succeeds or fails. As a project manager, actively managing the successful delivery of your project cannot be done without carefully managing the project-to-stakeholder [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/controlling-project-stakeholders-influence/feed</wfw:commentRss>
		</item>
		<item>
		<title>3 Main Considerations When Deciding on a Project Management Methodology</title>
		<link>http://www.pmhut.com/3-main-considerations-when-deciding-on-a-project-management-methodology</link>
		<comments>http://www.pmhut.com/3-main-considerations-when-deciding-on-a-project-management-methodology#comments</comments>
		<pubDate>Thu, 20 May 2010 18:01:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Guides]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5397</guid>
		<description><![CDATA[3 Main Considerations When Deciding on a Project Management Methodology
By Anita Simmonds
It&#8217;s possible (and probable) that you are delivering a project that involves getting other people to deliver results. This is compounded if you have several projects to manage. In order to leverage you and your time, you really will benefit from having a project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/3-main-considerations-when-deciding-on-a-project-management-methodology/feed</wfw:commentRss>
		</item>
		<item>
		<title>Strategic Alignment in International Projects</title>
		<link>http://www.pmhut.com/strategic-alignment-in-international-projects</link>
		<comments>http://www.pmhut.com/strategic-alignment-in-international-projects#comments</comments>
		<pubDate>Thu, 20 May 2010 12:21:55 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5395</guid>
		<description><![CDATA[Strategic Alignment in International Projects
By Francis Norman
When you select and engage with an international partner for the execution of your projects, what discussions do you have regarding strategic alignment of your organisations? If you don’t, have you considered, or even experienced first hand the impact of any misalignment on the delivery of your project?
Do you [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/strategic-alignment-in-international-projects/feed</wfw:commentRss>
		</item>
		<item>
		<title>Managing Up in Project Management</title>
		<link>http://www.pmhut.com/managing-up-in-project-management</link>
		<comments>http://www.pmhut.com/managing-up-in-project-management#comments</comments>
		<pubDate>Wed, 19 May 2010 18:07:14 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5389</guid>
		<description><![CDATA[Managing Up in Project Management
By Stephanie Simon - Global Knowledge
As project managers, we are often working with a variety of individuals on a given project. Sometimes we are working with our team members. Sometimes with our project sponsor or business owner, a vendor or client. And other times we are interacting with members of the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-up-in-project-management/feed</wfw:commentRss>
		</item>
		<item>
		<title>Requirements Gathering - Choosing the Right Tools</title>
		<link>http://www.pmhut.com/requirements-gathering-choosing-the-right-tools</link>
		<comments>http://www.pmhut.com/requirements-gathering-choosing-the-right-tools#comments</comments>
		<pubDate>Wed, 19 May 2010 14:13:08 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5387</guid>
		<description><![CDATA[Requirements Gathering - Choosing the Right Tools
By Dave Nielsen
The intent of this article is to offer you some insight into the various requirements gathering tools available and the factors you need to consider when choosing which to use for your project. You&#8217;ll need to take training in the use of these tools before becoming proficient [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/requirements-gathering-choosing-the-right-tools/feed</wfw:commentRss>
		</item>
		<item>
		<title>Quality and Speed: A Primer in Team Design</title>
		<link>http://www.pmhut.com/quality-and-speed-a-primer-in-team-design</link>
		<comments>http://www.pmhut.com/quality-and-speed-a-primer-in-team-design#comments</comments>
		<pubDate>Tue, 18 May 2010 21:00:03 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Team Building]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5385</guid>
		<description><![CDATA[Quality and Speed: A Primer in Team Design
By Geir Berset
How you design your team has a great deal to say for the speed and quality of the resulting work the team will do.
Speed
The ultimate ideal for speed is a one-man show.
There’s this one guy doing everything in the project. He is competent in engineering practices [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/quality-and-speed-a-primer-in-team-design/feed</wfw:commentRss>
		</item>
		<item>
		<title>The 8 Strategies of Very Successful Project Managers</title>
		<link>http://www.pmhut.com/the-8-strategies-of-very-successful-project-managers</link>
		<comments>http://www.pmhut.com/the-8-strategies-of-very-successful-project-managers#comments</comments>
		<pubDate>Tue, 18 May 2010 15:37:23 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5382</guid>
		<description><![CDATA[The 8 Strategies of Very Successful Project Managers
By Richard Morreale
Successful Project Management has about 20% to do with hard skills dealing with Planning, Organizing, Monitoring and Controlling and about 80% to do with attitude and behaviors. In other words, success is more about “how you tell ‘em” than “what you tell ‘em”. Don’t get me [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-8-strategies-of-very-successful-project-managers/feed</wfw:commentRss>
		</item>
		<item>
		<title>The Importance of the Project Sponsor&#8217;s Involvement</title>
		<link>http://www.pmhut.com/the-importance-of-the-project-sponsors-involvement</link>
		<comments>http://www.pmhut.com/the-importance-of-the-project-sponsors-involvement#comments</comments>
		<pubDate>Mon, 17 May 2010 21:31:21 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Project Stakeholder Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/?p=5379</guid>
		<description><![CDATA[The Importance of the Project Sponsor&#8217;s Involvement
By Gina Abudi
First, let&#8217;s define Sponsor. According to the Project Management Institute&#8217;s, The Project Management Body of Knowledge (PMBOK®) Guide, the Sponsor &#8220;is the person or group [of people] that provides the financial resources, in cash or in kind, for the project.&#8221; As defined by Wikipedia.com, &#8220;&#8230;.(t)he project sponsor [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-importance-of-the-project-sponsors-involvement/feed</wfw:commentRss>
		</item>
		<item>
		<title>Change Management in Project Management</title>
		<link>http://www.pmhut.com/change-management-in-project-management</link>
		<comments>http://www.pmhut.com/change-management-in-project-management#comments</comments>
		<pubDate>Mon, 17 May 2010 16:19:25 +0000</pubDate>
		<dc:creator>PM Hut</dc:creator>
		
		<category><![CDATA[Change Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/?p=5374</guid>
		<description><![CDATA[Change Management in Project Management
By Chuck Tryon
Process Description
Single-Time Efforts are the primary means for an organization to introduce new products and services to their internal and external customers. These “one of” projects are also needed to enhance existing products and services. Once started, dynamic business needs and technology innovation often take a project in unpredicted [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/change-management-in-project-management/feed</wfw:commentRss>
		</item>
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