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<channel>
	<title>PM Hut</title>
	<link>http://www.pmhut.com</link>
	<description>The Project Manager's Hut</description>
	<pubDate>Thu, 24 Jul 2008 20:24:56 +0000</pubDate>
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	<language>en</language>
			<item>
		<title>Risk Management - A Short Definition</title>
		<link>http://www.pmhut.com/risk-management-a-short-definition</link>
		<comments>http://www.pmhut.com/risk-management-a-short-definition#comments</comments>
		<pubDate>Thu, 24 Jul 2008 20:23:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-a-short-definition</guid>
		<description><![CDATA[Risk Management - A Short Definition
By Tom Carlos (PMP)
Risk management is the process involved with identifying, analyzing, mitigating, monitoring, and responding to a risk. It includes maximizing the results of positive events and minimizing the consequences of adverse events.
Various studies show that:

Risk Management is overlooked on most IT projects
Most “runaway” projects do not utilize Risk [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-a-short-definition/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Applying LEAN to ERP System Implementations</title>
		<link>http://www.pmhut.com/applying-lean-to-erp-system-implementations</link>
		<comments>http://www.pmhut.com/applying-lean-to-erp-system-implementations#comments</comments>
		<pubDate>Thu, 24 Jul 2008 15:36:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/applying-lean-to-erp-system-implementations</guid>
		<description><![CDATA[Applying LEAN to ERP System Implementations
By Manny Sequeira
LEAN methods have been applied to software development. LEAN methods, or Agile methods use development iterations during software development. These methods minimize risk by developing software in short pieces over short periods. These short development project pieces, or iterations allow for logical pieces of functionality to be developed; [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/applying-lean-to-erp-system-implementations/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Practical Approach to Project Management</title>
		<link>http://www.pmhut.com/the-practical-approach-to-project-management</link>
		<comments>http://www.pmhut.com/the-practical-approach-to-project-management#comments</comments>
		<pubDate>Thu, 24 Jul 2008 12:30:54 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<category><![CDATA[Activity Definition]]></category>

		<category><![CDATA[Activity Duration Estimate]]></category>

		<category><![CDATA[Activity Sequencing]]></category>

		<category><![CDATA[Resource Leveling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/the-practical-approach-to-project-management</guid>
		<description><![CDATA[The Practical Approach to Project Management
By Neeraj Choudhary
With variety of applications and hundreds of web development framework and craziest client demands, one of the most common questions I hear from project managers are:

How do I determine how long a project should take?
How many resources should we introduce in a project?
Which PM tool to use?
Which development [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-practical-approach-to-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Audits - Lessons Learned from Major Programs</title>
		<link>http://www.pmhut.com/audits-lessons-learned-from-major-programs</link>
		<comments>http://www.pmhut.com/audits-lessons-learned-from-major-programs#comments</comments>
		<pubDate>Wed, 23 Jul 2008 23:22:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/audits-lessons-learned-from-major-programs</guid>
		<description><![CDATA[Audits - Lessons Learned from Major Programs (#31 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto
The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.
The programs reflected range from $ 1 to over [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/audits-lessons-learned-from-major-programs/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Product-Based Planning - Issue Management</title>
		<link>http://www.pmhut.com/product-based-planning-issue-management</link>
		<comments>http://www.pmhut.com/product-based-planning-issue-management#comments</comments>
		<pubDate>Wed, 23 Jul 2008 17:11:54 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Quality Management]]></category>

		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/product-based-planning-issue-management</guid>
		<description><![CDATA[Product-Based Planning - Issue Management (#10 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
One core principle of quality management is that important information should not get lost; PRINCE2™ also reminds us that management of Issues is critical to any quality system. PMBOK® makes reference to the existence of issues that need to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/product-based-planning-issue-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Rise of the Project Workforce, Chapter 11: Enterprise Timesheet Management</title>
		<link>http://www.pmhut.com/rise-of-the-project-workforce-chapter-11-enterprise-timesheet-management</link>
		<comments>http://www.pmhut.com/rise-of-the-project-workforce-chapter-11-enterprise-timesheet-management#comments</comments>
		<pubDate>Wed, 23 Jul 2008 12:08:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

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

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/rise-of-the-project-workforce-chapter-11-enterprise-timesheet-management</guid>
		<description><![CDATA[Rise of the Project Workforce, Chapter 11: Enterprise Timesheet Management (#11 in the series Rise of the Project Workforce)
By Rudolf Melik
Enterprise timesheet management is the centralization and streamlining of all time data processing for an entire organization. It covers both project and non-project work, and paid and unpaid leave. Despite the many benefits of enterprise [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/rise-of-the-project-workforce-chapter-11-enterprise-timesheet-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Dear Project Manager: What Have You Done With Your Thoughts Today?</title>
		<link>http://www.pmhut.com/dear-project-manager-what-have-you-done-with-your-thoughts-today</link>
		<comments>http://www.pmhut.com/dear-project-manager-what-have-you-done-with-your-thoughts-today#comments</comments>
		<pubDate>Wed, 23 Jul 2008 05:32:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/dear-project-manager-what-have-you-done-with-your-thoughts-today</guid>
		<description><![CDATA[Dear Project Manager: What Have You Done With Your Thoughts Today?
By Phil de Kock
From the previous article the importance of thoughts is clear. Also the tendency of ones thoughts to direct our thinking rather than the other way round, and often (if not always) being the cause of negative thinking patterns. It could reasonably be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dear-project-manager-what-have-you-done-with-your-thoughts-today/feed/</wfw:commentRss>
		</item>
		<item>
		<title>21 Project Management Success Tips - Introduction</title>
		<link>http://www.pmhut.com/21-project-management-success-tips-introduction</link>
		<comments>http://www.pmhut.com/21-project-management-success-tips-introduction#comments</comments>
		<pubDate>Tue, 22 Jul 2008 23:15:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/21-project-management-success-tips-introduction</guid>
		<description><![CDATA[21 Project Management Success Tips - Introduction (#1 in the series 21 Project Management Success Tips)
By Karl E. Wiegers
Managing software projects is difficult under the best circumstances. The project manager must balance competing stakeholder interests against the constraints of limited resources and time, ever-changing technologies, and unachievable demands from unreasonable people. Project management is people [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/21-project-management-success-tips-introduction/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Projects Tell a Story</title>
		<link>http://www.pmhut.com/projects-tell-a-story</link>
		<comments>http://www.pmhut.com/projects-tell-a-story#comments</comments>
		<pubDate>Tue, 22 Jul 2008 19:05:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/projects-tell-a-story</guid>
		<description><![CDATA[Projects Tell a Story (#4 in the series Project Management Big Picture)
By Joseph Phillips
If you don’t like photography maybe you’ll like stories.
Projects, like a good story, have a beginning, a middle, and a satisfying end. Think back to any project you’ve managed or worked on. Can you recall the beginning, middle, and a Hollywood ending?
The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/projects-tell-a-story/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Marketing Your PMO – Metrics - Competency</title>
		<link>http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics-competency</link>
		<comments>http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics-competency#comments</comments>
		<pubDate>Tue, 22 Jul 2008 15:17:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics-competency</guid>
		<description><![CDATA[Marketing Your PMO – Metrics - Competency (#4 in the series Marketing Your PMO)
By Derry Simmel, PMP, MBA, FLMI
Competency
The drive for Project Management competency generally comes from some internal source or sources. This may actually be a primary driver of the existence of your PMO. These drivers generally take the form of statements like “we [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics-competency/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PMP Notes for Human Resources Management</title>
		<link>http://www.pmhut.com/pmp-notes-for-human-resources-management</link>
		<comments>http://www.pmhut.com/pmp-notes-for-human-resources-management#comments</comments>
		<pubDate>Tue, 22 Jul 2008 12:37:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[HR Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/pmp-notes-for-human-resources-management</guid>
		<description><![CDATA[PMP Notes for Human Resources Management
By Donna Ritter
Below are raw notes taken by a PMP student in the Human Resources area of Project Management.

Responsibility Assignment Matrix (RAM) - People who are working on tasks identified on the WBS
Staffing Management Plan - When and how you need to hire what kind of talent
Learning Curve Theory - [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmp-notes-for-human-resources-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>It Is Not Uncommon to Have Two or More Copies of a Plan</title>
		<link>http://www.pmhut.com/it-is-not-uncommon-to-have-two-or-more-copies-of-a-plan</link>
		<comments>http://www.pmhut.com/it-is-not-uncommon-to-have-two-or-more-copies-of-a-plan#comments</comments>
		<pubDate>Tue, 22 Jul 2008 01:58:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/it-is-not-uncommon-to-have-two-or-more-copies-of-a-plan</guid>
		<description><![CDATA[It Is Not Uncommon to Have Two or More Copies of a Plan (#3 in the seris Effective Planning for Big Projects)
By Timothy Prosser
First a disclaimer: I don’t claim to be the world’s expert on project management, and I urge anyone who is involved in or interested in project management to seek good sources of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/it-is-not-uncommon-to-have-two-or-more-copies-of-a-plan/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Replanning and Shifting the Critical Path</title>
		<link>http://www.pmhut.com/replanning-and-shifting-the-critical-path</link>
		<comments>http://www.pmhut.com/replanning-and-shifting-the-critical-path#comments</comments>
		<pubDate>Mon, 21 Jul 2008 19:11:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/replanning-and-shifting-the-critical-path</guid>
		<description><![CDATA[Replanning and Shifting the Critical Path
By Johanna Rothman
Replanning
Replanning is necessary when there is a project advance or delay. Project delays propagate to later project steps (Goldratt, 1997). Time can never made up, only plans can change.
In traditional completely-planned projects, there are only two alternatives to project delays (Weinberg, 1994):

Reduce the number of features
Slip the schedule

If [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/replanning-and-shifting-the-critical-path/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Defining the Scope in IT Projects - Part VIII - Other Work</title>
		<link>http://www.pmhut.com/defining-the-scope-in-it-projects-part-viii-other-work</link>
		<comments>http://www.pmhut.com/defining-the-scope-in-it-projects-part-viii-other-work#comments</comments>
		<pubDate>Mon, 21 Jul 2008 15:28:00 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scope Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/defining-the-scope-in-it-projects-part-viii-other-work</guid>
		<description><![CDATA[Defining the Scope in IT Projects - Part VIII - Other Work (#8 in the series Defining the Scope in IT Projects)
By Neville Turbit - Project Perfect
The following is a list of work that may need to be specifically included or excluded. Make sure it is clear if this is to be included, and that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/defining-the-scope-in-it-projects-part-viii-other-work/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A Bug-Fix Cycle at Project End Is Good for Everyone</title>
		<link>http://www.pmhut.com/a-bug-fix-cycle-at-project-end-is-good-for-everyone</link>
		<comments>http://www.pmhut.com/a-bug-fix-cycle-at-project-end-is-good-for-everyone#comments</comments>
		<pubDate>Mon, 21 Jul 2008 11:02:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/a-bug-fix-cycle-at-project-end-is-good-for-everyone</guid>
		<description><![CDATA[A Bug-Fix Cycle at Project End Is Good for Everyone
By Ben Minson
We have a customized flavor of Agile development, and today as I was talking to one of the program managers about the next few cycles of work in a particular project, he said that the work in the last cycle or two was not [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-bug-fix-cycle-at-project-end-is-good-for-everyone/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Timeline - A Project Management Chart</title>
		<link>http://www.pmhut.com/project-timeline-a-project-management-chart</link>
		<comments>http://www.pmhut.com/project-timeline-a-project-management-chart#comments</comments>
		<pubDate>Sun, 20 Jul 2008 16:49:23 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Charts]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-timeline-a-project-management-chart</guid>
		<description><![CDATA[Project Timeline - A Project Management Chart
By SmartDraw.com
Timelines are meant to show the steps of a process or project over a certain period of time. They don&#8217;t show very much detail, but they do make it easy to see when each step of the process must be completed. They shouldn&#8217;t be used to tell individuals [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-timeline-a-project-management-chart/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Software Project Management - Shifting from a Directed to a Collaborative Model</title>
		<link>http://www.pmhut.com/software-project-management-shifting-from-a-directed-to-a-collaborative-model</link>
		<comments>http://www.pmhut.com/software-project-management-shifting-from-a-directed-to-a-collaborative-model#comments</comments>
		<pubDate>Sun, 20 Jul 2008 05:23:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/software-project-management-%e2%80%93-shifting-from-a-directed-to-a-collaborative-model</guid>
		<description><![CDATA[Software Project Management - Shifting from a Directed to a Collaborative Model
By Mike Crocker
When software development started, they used the existing project management techniques. Those tools and techniques worked well for people constructing buildings, but they did not provide good tools for managing software projects. Using the standard waterfall method, each step was completed, leading [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/software-project-management-shifting-from-a-directed-to-a-collaborative-model/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to Reduce Stress for Project Managers and Their Team</title>
		<link>http://www.pmhut.com/how-to-reduce-stress-for-project-managers-and-their-team</link>
		<comments>http://www.pmhut.com/how-to-reduce-stress-for-project-managers-and-their-team#comments</comments>
		<pubDate>Sat, 19 Jul 2008 16:12:10 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/how-to-reduce-stress-for-the-project-manager-and-their-team</guid>
		<description><![CDATA[How to Reduce Stress for Project Managers and Their Team
By Heather Buckley
A certain amount of stress is almost inevitable when people are working towards deadlines with finite resources available. You are usually accountable to someone else who&#8217;s business or finances are dependant on the success of the project. and they are probably breathing down your [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-reduce-stress-for-project-managers-and-their-team/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Three General Types of Portfolios</title>
		<link>http://www.pmhut.com/three-general-types-of-portfolios</link>
		<comments>http://www.pmhut.com/three-general-types-of-portfolios#comments</comments>
		<pubDate>Sat, 19 Jul 2008 14:26:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/three-general-types-of-portfolios</guid>
		<description><![CDATA[Three General Types of Portfolios
By Dr.Russell Archibald
As indicated in the figure below, a project portfolio consists of the programs and projects supporting a given higher-level strategy. There could be only one overall corporate project portfolio, but it generally makes more sense to define more than one portfolio on a strategic basis in large organizations to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/three-general-types-of-portfolios/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Can We Combine Agile and Waterfall Development Strategies?</title>
		<link>http://www.pmhut.com/can-we-combine-agile-and-waterfall-development-strategies</link>
		<comments>http://www.pmhut.com/can-we-combine-agile-and-waterfall-development-strategies#comments</comments>
		<pubDate>Sat, 19 Jul 2008 10:27:38 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/can-we-combine-agile-and-waterfall-development-strategies</guid>
		<description><![CDATA[Can We Combine Agile and Waterfall Development Strategies?
By Gina Lijoi
While there are likely as many unique Project Management approaches as there are Project Managers, there are two well-know production cycle methodologies that have been the topic of much discussion in PM circles – agile and waterfall methodologies. As I evolve in my own area of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/can-we-combine-agile-and-waterfall-development-strategies/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Product-Based Planning - The Strengths of Prince2™</title>
		<link>http://www.pmhut.com/product-based-planning-the-strengths-of-prince2%e2%84%a2</link>
		<comments>http://www.pmhut.com/product-based-planning-the-strengths-of-prince2%e2%84%a2#comments</comments>
		<pubDate>Fri, 18 Jul 2008 17:04:13 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/product-based-planning-the-strengths-of-prince2%e2%84%a2</guid>
		<description><![CDATA[Product-Based Planning - The Strengths of Prince2™ (#9 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
The Product Breakdown Structure of PRINCE2™’s Product Based Planning technique echoes PMBOK®’s Work Breakdown Structure in identifying the constituent parts of the project deliverables. PRINCE2™ continues the logic of focusing on [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/product-based-planning-the-strengths-of-prince2%e2%84%a2/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Earned Value Management - EVM Statistics</title>
		<link>http://www.pmhut.com/introduction-to-earned-value-management-evm-statistics</link>
		<comments>http://www.pmhut.com/introduction-to-earned-value-management-evm-statistics#comments</comments>
		<pubDate>Fri, 18 Jul 2008 08:31:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-earned-value-management-evm-statistics-2</guid>
		<description><![CDATA[Introduction to Earned Value Management - EVM Statistics (#7 in the series Introduction to Earned Value Management)
By Global Knowledge
There are four sets of data generated by EVM projects.

BAC (budget at completion): Original completion budget for project
PV (planned value): How much the project was expected to cost at any given time?
AC (actual cost): What the accountants [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-earned-value-management-evm-statistics/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Keep It Simple, Please!</title>
		<link>http://www.pmhut.com/keep-it-simple-please</link>
		<comments>http://www.pmhut.com/keep-it-simple-please#comments</comments>
		<pubDate>Fri, 18 Jul 2008 01:24:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Stakeholder Mgmt]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/keep-it-simple-please</guid>
		<description><![CDATA[Keep It Simple, Please!
By Ron Rosenhead
Yes, too often Project Management structures are complex and do not support the Project Manager in their delivery. Look at the diagram below.

This shows a simple linear structure with the project board at the top and the project team at the bottom of the tree. At first site this look [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/keep-it-simple-please/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Management - Capturing The Picture</title>
		<link>http://www.pmhut.com/project-management-capturing-the-picture</link>
		<comments>http://www.pmhut.com/project-management-capturing-the-picture#comments</comments>
		<pubDate>Thu, 17 Jul 2008 22:51:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/project-management-capturing-the-picture</guid>
		<description><![CDATA[Project Management - Capturing The Picture (#3 in the series Project Management Big Picture)
By Joseph Phillips
I like photography. I like to look at pictures, take pictures, and mess with filters, lenses, and light meters. In order to really capture a good photo, I’ve learned, you have to see the developed photo in your mind’s eye. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-capturing-the-picture/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Is Agile a Good Idea for Product Development?</title>
		<link>http://www.pmhut.com/is-agile-a-good-idea-for-product-development</link>
		<comments>http://www.pmhut.com/is-agile-a-good-idea-for-product-development#comments</comments>
		<pubDate>Thu, 17 Jul 2008 15:20:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Agile Project Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/is-agile-a-good-idea-for-product-development</guid>
		<description><![CDATA[Is Agile a Good Idea for Product Development?
By Xiaoming Wang
When talking about Agile, people might say that it is a better way to develop a project or a product because with this practice, the team increasingly adds value to the users or customers. The difference between software development of a product and a project is [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/is-agile-a-good-idea-for-product-development/feed/</wfw:commentRss>
		</item>
		<item>
		<title>To Do More, You Have to Do Less</title>
		<link>http://www.pmhut.com/to-do-more-you-have-to-do-less</link>
		<comments>http://www.pmhut.com/to-do-more-you-have-to-do-less#comments</comments>
		<pubDate>Thu, 17 Jul 2008 10:53:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/to-do-more-you-have-to-do-less</guid>
		<description><![CDATA[To Do More, You Have to Do Less
By Boyer Smith
Things always get done more effectively when you focus on them, but there are just so many things that you have to multi-task, right?
How do you reconcile this paradox? Here’s a recent productivity adventure…
Like you, I have more things to do on my various lists than [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/to-do-more-you-have-to-do-less/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Entropy and Risk Management</title>
		<link>http://www.pmhut.com/entropy-and-risk-management</link>
		<comments>http://www.pmhut.com/entropy-and-risk-management#comments</comments>
		<pubDate>Thu, 17 Jul 2008 00:06:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/entropy-and-risk-management</guid>
		<description><![CDATA[Entropy and Risk Management
By Mithun Sridharan
In this article, I shall be dealing with the topic - Project Risk Management and demonstrate how one could find mathematical equivalents for an abstract methodology. Any project, large or small is associated with expected and unexpected problems. The analogy mentioned above could be derived from the Second Law of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/entropy-and-risk-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PMBOK 4 – This Time It’s Iterative!</title>
		<link>http://www.pmhut.com/pmbok-4-%e2%80%93-this-time-it%e2%80%99s-iterative</link>
		<comments>http://www.pmhut.com/pmbok-4-%e2%80%93-this-time-it%e2%80%99s-iterative#comments</comments>
		<pubDate>Wed, 16 Jul 2008 21:44:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/pmbok-4-%e2%80%93-this-time-it%e2%80%99s-iterative</guid>
		<description><![CDATA[PMBOK 4 – This Time It’s Iterative!
By Mike Griffith
The current Project Management Body Of Knowledge (PMBOK) Guide is labeled “Third Edition” and was published in 2004. Every 4 years the Project Management Institute (PMI) brings out a new version and the Fourth Edition has just been released to reviewers in Exposure Draft format.
I was a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmbok-4-%e2%80%93-this-time-it%e2%80%99s-iterative/feed/</wfw:commentRss>
		</item>
		<item>
		<title>(Re)Planning the Next Project Phase</title>
		<link>http://www.pmhut.com/replanning-the-next-project-phase</link>
		<comments>http://www.pmhut.com/replanning-the-next-project-phase#comments</comments>
		<pubDate>Wed, 16 Jul 2008 15:14:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/replanning-the-next-project-phase</guid>
		<description><![CDATA[(Re)Planning the Next Project Phase
By Johanna Rothman
Even for an iteratively-planned project, some tasks are clearly defined in each phase. For example, if a formal beta test is planned, then all the pre-beta tasks need to be completed before beta can start. These tasks can and should be planned in the initial project schedule. Any tasks [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/replanning-the-next-project-phase/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to Write a Project Proposal</title>
		<link>http://www.pmhut.com/how-to-write-a-project-proposal</link>
		<comments>http://www.pmhut.com/how-to-write-a-project-proposal#comments</comments>
		<pubDate>Wed, 16 Jul 2008 08:18:43 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Proposals]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/how-to-write-a-project-proposal</guid>
		<description><![CDATA[How to Write a Project Proposal
By Michael D. Taylor
Introduction
Purpose
The purpose of a project proposal is to determine if a proposed project is feasible, practical, and worth pursuing.
Who Writes the Proposal?
The project proposal is usually developed from discussions among key stakeholders, and is generally written by marketing personnel, a project sponsor, or a project manager.
What Should [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-write-a-project-proposal/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Business Case-based Decision-making</title>
		<link>http://www.pmhut.com/business-case-based-decision-making</link>
		<comments>http://www.pmhut.com/business-case-based-decision-making#comments</comments>
		<pubDate>Tue, 15 Jul 2008 21:02:42 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/business-case-based-decision-making</guid>
		<description><![CDATA[Business Case-based Decision-making (#8 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
The Business Case (focusing on the entire scope of change to the business that is affected by the project) is a PRINCE2™ component, but its importance cannot be overemphasized. Responsibility for the Business Case belongs [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/business-case-based-decision-making/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management - Risk Management Officer</title>
		<link>http://www.pmhut.com/risk-management-risk-management-officer</link>
		<comments>http://www.pmhut.com/risk-management-risk-management-officer#comments</comments>
		<pubDate>Tue, 15 Jul 2008 15:29:12 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-risk-management-officer</guid>
		<description><![CDATA[Risk Management - Risk Management Officer (#37 in the Hut A Project Management Primer)
By Nick Jenkins
One way for larger-scale projects to control their risk is to appoint a risk management officer. The risk management officer’s responsibility is to identify all the risks to a project and to prioritise and present them to the project team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-risk-management-officer/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Making the Business Case for a Business Process</title>
		<link>http://www.pmhut.com/making-the-business-case-for-a-business-process</link>
		<comments>http://www.pmhut.com/making-the-business-case-for-a-business-process#comments</comments>
		<pubDate>Tue, 15 Jul 2008 11:55:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/making-the-business-case-for-a-business-process</guid>
		<description><![CDATA[Making the Business Case for a Business Process
By Patrick Gauthier
Sometimes, business process and workflow redesign result in recommendations for very significant change in how “things” are done. If it is your job to establish the business case for substantive redesign or innovation in a given business process, it is best that you understand what that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/making-the-business-case-for-a-business-process/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management - Learning from the Past</title>
		<link>http://www.pmhut.com/risk-management-learning-from-the-past</link>
		<comments>http://www.pmhut.com/risk-management-learning-from-the-past#comments</comments>
		<pubDate>Mon, 14 Jul 2008 23:31:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-learning-from-the-past</guid>
		<description><![CDATA[Risk Management - Learning from the Past (#6 in the series Know Your Enemy: Software Risk Management)
By Karl E. Wiegers
While we can’t predict exactly which of the many threats to our projects might come to pass, most of us can do a better job of learning from previous experiences to avoid the same pain and [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-learning-from-the-past/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The United States of Project Management</title>
		<link>http://www.pmhut.com/the-united-states-of-project-management</link>
		<comments>http://www.pmhut.com/the-united-states-of-project-management#comments</comments>
		<pubDate>Mon, 14 Jul 2008 19:53:08 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management for Beginners]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/the-united-states-of-project-management</guid>
		<description><![CDATA[The United States of Project Management (#2 in the series Project Management Big Picture)
By Joseph Phillips
In my project management seminars I like to say that this point in the room represent our current state; this is where our organization is today. We have some opportunity that we’d like to seize. We have some problem that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-united-states-of-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A Good Software Tool Can Provide Some Powerful Advantages, but Can Present its Own Challenges</title>
		<link>http://www.pmhut.com/a-good-software-tool-can-provide-some-powerful-advantages-but-can-present-its-own-challenges</link>
		<comments>http://www.pmhut.com/a-good-software-tool-can-provide-some-powerful-advantages-but-can-present-its-own-challenges#comments</comments>
		<pubDate>Mon, 14 Jul 2008 15:20:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/a-good-software-tool-can-provide-some-powerful-advantages-but-can-present-its-own-challenges</guid>
		<description><![CDATA[A Good Software Tool Can Provide Some Powerful Advantages, but Can Present its Own Challenges (#2 in the seris Effective Planning for Big Projects)
By Timothy Prosser
First a disclaimer: I don’t claim to be the world’s expert on project management, and I urge anyone who is involved in or interested in project management to seek good [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-good-software-tool-can-provide-some-powerful-advantages-but-can-present-its-own-challenges/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Work Leveling Your Lubrication Excellence Project</title>
		<link>http://www.pmhut.com/work-leveling-your-lubrication-excellence-project</link>
		<comments>http://www.pmhut.com/work-leveling-your-lubrication-excellence-project#comments</comments>
		<pubDate>Mon, 14 Jul 2008 11:11:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<category><![CDATA[Resource Constrained Projects]]></category>

		<category><![CDATA[Resource Leveling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/work-leveling-your-lubrication-excellence-project</guid>
		<description><![CDATA[Work Leveling Your Lubrication Excellence Project
By Jason Kopschinsky, Noria Corporation
Recently I have written about the challenges we face when implementing a program of any kind. Lubrication excellence programs are especially difficult to plan for implementation. This is because most of the equipment involved in the program will need to be pulled off-line to do necessary [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/work-leveling-your-lubrication-excellence-project/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PLAN is not a Four-Letter Word (Part I)</title>
		<link>http://www.pmhut.com/plan-is-not-a-four-letter-word-part-i</link>
		<comments>http://www.pmhut.com/plan-is-not-a-four-letter-word-part-i#comments</comments>
		<pubDate>Mon, 14 Jul 2008 00:50:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/plan-is-not-a-four-letter-word-part-i</guid>
		<description><![CDATA[PLAN is not a Four-Letter Word (Part I)
By Ray W. Frohnhoefer
Back in the early 80s when corporations like IBM and Univac were mainframe giants, it took the typical systems team 3-5 years to produce a new compiler. It was during that time I took on a project to finish where some R&#038;D left off. The [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/plan-is-not-a-four-letter-word-part-i/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Organizational Foundation - Lessons Learned from Major Programs</title>
		<link>http://www.pmhut.com/organizational-foundation-lessons-learned-from-major-programs</link>
		<comments>http://www.pmhut.com/organizational-foundation-lessons-learned-from-major-programs#comments</comments>
		<pubDate>Sun, 13 Jul 2008 17:02:12 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<category><![CDATA[Lessons Learned]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/organizational-foundation-lessons-learned-from-major-programs</guid>
		<description><![CDATA[Organizational Foundation - Lessons Learned from Major Programs (#30 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto
The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.
The programs reflected range from $ 1 to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/organizational-foundation-lessons-learned-from-major-programs/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Defining the Project Scope</title>
		<link>http://www.pmhut.com/defining-the-project-scope</link>
		<comments>http://www.pmhut.com/defining-the-project-scope#comments</comments>
		<pubDate>Sun, 13 Jul 2008 10:52:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scope Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/defining-the-project-scope</guid>
		<description><![CDATA[Defining the Project Scope
By Keith Mathis - PM Expert Live
Every project should have a scope and a detailed plan. The scope can be defined as the set parameter of a project. It normally includes four main areas: budget, timeframe, quality, and the deliverables or the objectives. If you do a detailed interview with your customer, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/defining-the-project-scope/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Earned Value Management - Management by Exception</title>
		<link>http://www.pmhut.com/introduction-to-earned-value-management-management-by-exception</link>
		<comments>http://www.pmhut.com/introduction-to-earned-value-management-management-by-exception#comments</comments>
		<pubDate>Sun, 13 Jul 2008 03:30:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-earned-value-management-management-by-exception</guid>
		<description><![CDATA[Introduction to Earned Value Management - Management by Exception (#6 in the series Introduction to Earned Value Management)
By Global Knowledge
Management by exception requires that there be a plan; a prediction of how a project should unfold. An exception is any process that is not going according to plan (that is, over budget or behind schedule).
Management [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-earned-value-management-management-by-exception/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Milestone Planning and Criteria</title>
		<link>http://www.pmhut.com/milestone-planning-and-criteria</link>
		<comments>http://www.pmhut.com/milestone-planning-and-criteria#comments</comments>
		<pubDate>Sat, 12 Jul 2008 22:27:10 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/milestone-planning-and-criteria</guid>
		<description><![CDATA[Milestone Planning and Criteria
By Johanna Rothman
Effective project managers and software engineers understand that a general approach of

Requirements planning
Feature definition (leading to feature freeze)
Design and implementation (leading to code freeze)
Verification and Validation (leading to ship)

is a time-effective and cost-effective way to implement a project. In addition, early and often reviews and inspections will reduce project time [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/milestone-planning-and-criteria/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Integrity: At Least Try to Fake it</title>
		<link>http://www.pmhut.com/project-management-integrity-at-least-try-to-fake-it</link>
		<comments>http://www.pmhut.com/project-management-integrity-at-least-try-to-fake-it#comments</comments>
		<pubDate>Sat, 12 Jul 2008 10:33:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Ethics]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-management-integrity-at-least-try-to-fake-it</guid>
		<description><![CDATA[Project Management Integrity: At Least Try to Fake it
By Thomas Cutting
Integrity is one of those old-fashioned words. It gets thrown in with words like horseless carriage, nifty and swell, house calls and milkman. It has been replaced by ideas like politics, expedience and sales calls. One sales guy I worked with summed up integrity in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-integrity-at-least-try-to-fake-it/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Types of Project Management Communication - Project Portfolio Management</title>
		<link>http://www.pmhut.com/types-of-project-management-communication-project-portfolio-management</link>
		<comments>http://www.pmhut.com/types-of-project-management-communication-project-portfolio-management#comments</comments>
		<pubDate>Fri, 11 Jul 2008 18:02:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/types-of-project-management-communication-project-portfolio-management</guid>
		<description><![CDATA[Types of Project Management Communication - Project Portfolio Management (#3 in the series Types of Project Management Communication)
By Alexander Hankewicz
In this final installment of the Project Management Communication series, we look at a vital project management tool. This system has provided visibility to senior management, as well as justification for projects based on the expected [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/types-of-project-management-communication-project-portfolio-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Dr. Do-little (The Project Manager)</title>
		<link>http://www.pmhut.com/dr-do-little-the-project-manager</link>
		<comments>http://www.pmhut.com/dr-do-little-the-project-manager#comments</comments>
		<pubDate>Fri, 11 Jul 2008 10:54:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Role of the Project Manager]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/dr-do-little-the-project-manager</guid>
		<description><![CDATA[Dr. Do-little (The Project Manager)
By Kailash Awati
So you’re the hardworking techie who’s just been promoted to project manager. Congratulations and all that, of course, but I’m sure you realise that your new job has very little to do with your old one. Chalk and cheese or caramel and chilli are comparisons that come to mind.
“What’s [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/dr-do-little-the-project-manager/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Traditional and Collaborative Project Management</title>
		<link>http://www.pmhut.com/traditional-and-collaborative-project-management</link>
		<comments>http://www.pmhut.com/traditional-and-collaborative-project-management#comments</comments>
		<pubDate>Fri, 11 Jul 2008 05:16:17 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/traditional-and-collaborative-project-management</guid>
		<description><![CDATA[Traditional and Collaborative Project Management
By Mike Kremer
Project management has a long and rich history. For many years traditional project management has involved the work of individuals creating and maintaining schedules, and managing scope, resources and quality in order to get projects done. Often these people worked very much on their own, with minimal collaboration from [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/traditional-and-collaborative-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Role of the Steering Committee</title>
		<link>http://www.pmhut.com/the-role-of-the-steering-committee</link>
		<comments>http://www.pmhut.com/the-role-of-the-steering-committee#comments</comments>
		<pubDate>Thu, 10 Jul 2008 19:28:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/the-role-of-the-steering-committee</guid>
		<description><![CDATA[The Role of the Steering Committee
By Demian Entrekin
Project Portfolios require direction, and whether you have a formal process or an informal process, the shape and trajectory of the portfolio is driven by the steering committee. The committee may have one person on it, or representatives from several departments. It may have 3 members and it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-role-of-the-steering-committee/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Strengths of Prince2™ - Organization and the Project Board</title>
		<link>http://www.pmhut.com/the-strengths-of-prince2%e2%84%a2-organization-and-the-project-board</link>
		<comments>http://www.pmhut.com/the-strengths-of-prince2%e2%84%a2-organization-and-the-project-board#comments</comments>
		<pubDate>Thu, 10 Jul 2008 16:04:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/the-strengths-of-prince2%e2%84%a2-organization-and-the-project-board</guid>
		<description><![CDATA[The Strengths of Prince2™ - Organization and the Project Board (#7 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
PRINCE2™ has a number of impressive and useful features that distinguish it from other project management methodologies. Its strength lies in its common-sense approach. Each of the following [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-strengths-of-prince2%e2%84%a2-organization-and-the-project-board/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Writing a Proposal for a Web Project</title>
		<link>http://www.pmhut.com/writing-a-proposal-for-a-web-project</link>
		<comments>http://www.pmhut.com/writing-a-proposal-for-a-web-project#comments</comments>
		<pubDate>Thu, 10 Jul 2008 12:25:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/writing-a-proposal-for-a-web-project</guid>
		<description><![CDATA[Writing a Proposal for a Web Project
By Siraj Qureshi
If you are working as Project Manager or Consultant or Senior Experienced Developer, It is quite common that you will be asked to write a proposal for new project. It is always challenging to come up with a proposal to develop a new project for a client‘s [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/writing-a-proposal-for-a-web-project/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Manage Your Project Like Attorneys Manage Matters</title>
		<link>http://www.pmhut.com/manage-your-project-like-attorneys-manage-matters</link>
		<comments>http://www.pmhut.com/manage-your-project-like-attorneys-manage-matters#comments</comments>
		<pubDate>Wed, 09 Jul 2008 22:44:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/manage-your-project-like-attorneys-manage-matters</guid>
		<description><![CDATA[Manage Your Project Like Attorneys Manage Matters
By Julia C. Forbes
One of the biggest responsibilities of a project manager is to develop and execute a project plan so that the stakeholders (lawyers) feel informed and have confidence that the project will be completed successfully. One of the best ways to instill that confidence from the beginning [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/manage-your-project-like-attorneys-manage-matters/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Marketing Your PMO - Metrics (continued)</title>
		<link>http://www.pmhut.com/marketing-your-pmo-metrics-continued</link>
		<comments>http://www.pmhut.com/marketing-your-pmo-metrics-continued#comments</comments>
		<pubDate>Wed, 09 Jul 2008 19:40:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics-cont</guid>
		<description><![CDATA[Marketing Your PMO - Metrics (continued) (#3 in the series Marketing Your PMO)
By Derry Simmel, PMP, MBA, FLMI
Cost
The BIG one! This metric is probably something you are already tracking. I’m sure you have been asked “what is the PMO buying me?” or “Is the PMO worth it?” or other such frightening inquiries. There are a [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/marketing-your-pmo-metrics-continued/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Managing Project Management</title>
		<link>http://www.pmhut.com/managing-project-management</link>
		<comments>http://www.pmhut.com/managing-project-management#comments</comments>
		<pubDate>Wed, 09 Jul 2008 14:59:35 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Definitions]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/managing-project-management</guid>
		<description><![CDATA[Managing Project Management (#1 in the series Project Management Big Picture)
By Joseph Phillips
Oooh - project management. Everyone talks about project management but what is it? Isn’t project management just organizing your little work to get the big work done? Isn’t project management really just a series of events to create some thing, by some point, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Business Analyst / Project Manager Combo</title>
		<link>http://www.pmhut.com/the-business-analyst-project-manager-combo</link>
		<comments>http://www.pmhut.com/the-business-analyst-project-manager-combo#comments</comments>
		<pubDate>Wed, 09 Jul 2008 11:22:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/the-business-analyst-project-manager-combo</guid>
		<description><![CDATA[The Business Analyst / Project Manager Combo
By Josh Milane
Until I started looking for work as a Project Manager years ago, I did not know what a Business Analyst was. I knew the title existed, but I couldn&#8217;t have explained to you what they actually did. I existed in happy ignorance regarding this subject for some [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-business-analyst-project-manager-combo/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Can Be Your Friend</title>
		<link>http://www.pmhut.com/risk-management-can-be-your-friend</link>
		<comments>http://www.pmhut.com/risk-management-can-be-your-friend#comments</comments>
		<pubDate>Wed, 09 Jul 2008 00:51:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-can-be-your-friend</guid>
		<description><![CDATA[Risk Management Can Be Your Friend (#5 in the series Know Your Enemy: Software Risk Management)
By Karl E. Wiegers
The skillful project manager will use risk management as a technique for raising the awareness of conditions that could cause her project to go down the tubes. Consider a project that begins with an unclear product vision [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-can-be-your-friend/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A Good Plan Both Models the Project and Communicates it to the Stakeholders</title>
		<link>http://www.pmhut.com/a-good-plan-both-models-the-project-and-communicates-it-to-the-stakeholders</link>
		<comments>http://www.pmhut.com/a-good-plan-both-models-the-project-and-communicates-it-to-the-stakeholders#comments</comments>
		<pubDate>Tue, 08 Jul 2008 15:52:54 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Stakeholder Mgmt]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/a-good-plan-both-models-the-project-and-communicates-it-to-the-stakeholders</guid>
		<description><![CDATA[A Good Plan Both Models the Project and Communicates it to the Stakeholders (#1 in the seris Effective Planning for Big Projects)
By Timothy Prosser
First a disclaimer: I don’t claim to be the world’s expert on project management, and I urge anyone who is involved in or interested in project management to seek good sources of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-good-plan-both-models-the-project-and-communicates-it-to-the-stakeholders/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Processes: A Simple Guide</title>
		<link>http://www.pmhut.com/project-management-processes-a-simple-guide</link>
		<comments>http://www.pmhut.com/project-management-processes-a-simple-guide#comments</comments>
		<pubDate>Tue, 08 Jul 2008 10:54:52 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-management-processes-a-simple-guide</guid>
		<description><![CDATA[Project Management Processes: A Simple Guide
By Greg Pritchard
If you get flustered at the thought of managing a project, these simple tips will help. I&#8217;ve seen the largest projects start with the project managment processes below, and one to five person projects run with nothing more!
Tasks
Firstly, write down everything that needs to be done. A spreadsheet [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-processes-a-simple-guide/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Declare your Independence from Chaos</title>
		<link>http://www.pmhut.com/declare-your-independence-from-chaos</link>
		<comments>http://www.pmhut.com/declare-your-independence-from-chaos#comments</comments>
		<pubDate>Mon, 07 Jul 2008 23:42:07 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/declare-your-independence-from-chaos</guid>
		<description><![CDATA[Declare your Independence from Chaos
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
It’s easy to get caught up in the speed of our hectic lifestyles both at home and at work. If you’re finding that stress and chaos is becoming the norm, it’s time to transform the storm into calm.
Here are a few tips that I use [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/declare-your-independence-from-chaos/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Milestone Definitions for Software Projects</title>
		<link>http://www.pmhut.com/milestone-definitions-for-software-projects</link>
		<comments>http://www.pmhut.com/milestone-definitions-for-software-projects#comments</comments>
		<pubDate>Mon, 07 Jul 2008 15:55:38 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scheduling]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/milestone-definitions-for-software-projects</guid>
		<description><![CDATA[Milestone Definitions for Software Projects
By Johanna Rothman
This set of milestones is useful for defining software project schedules:


Milestone
Criteria


Feature freeze
The date when all required features are known and the detailed design has uncovered no more. No more features are inserted into the product.


Code freeze
Implementation of the design has stopped. Some testing of the features has occurred.


System test [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/milestone-definitions-for-software-projects/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A Value Delivery Management Article - The Elephant in the Room</title>
		<link>http://www.pmhut.com/a-value-delivery-management-article-the-elephant-in-the-room</link>
		<comments>http://www.pmhut.com/a-value-delivery-management-article-the-elephant-in-the-room#comments</comments>
		<pubDate>Mon, 07 Jul 2008 12:55:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/a-value-delivery-management-article-the-elephant-in-the-room</guid>
		<description><![CDATA[A Value Delivery Management Article - The Elephant in the Room
By Jed Simms
With all the euphoria surrounding technology, the latest advances and the level of investment in ‘IT’ – too little is said about the continuing lack of serious, measurable returns on many IT investments.
Executive teams and Boards continue to approve multi-million dollar investments even [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-value-delivery-management-article-the-elephant-in-the-room/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Rise of the Project Workforce, Chapter 10: Project Planning</title>
		<link>http://www.pmhut.com/rise-of-the-project-workforce-chapter-10-project-planning</link>
		<comments>http://www.pmhut.com/rise-of-the-project-workforce-chapter-10-project-planning#comments</comments>
		<pubDate>Mon, 07 Jul 2008 10:49:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/rise-of-the-project-workforce-chapter-10-project-planning</guid>
		<description><![CDATA[Rise of the Project Workforce, Chapter 10: Project Planning (#10 in the series Rise of the Project Workforce)
By Rudolf Melik
Any nontrivial project needs a plan—especially if it requires complex tasks and resources. The enterprise project planning component of Project Workforce Management interacts with workforce planning and time and expense tracking. It also generates earned value [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/rise-of-the-project-workforce-chapter-10-project-planning/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PRINCE2™ Process Overview - The PRINCE2™ Processes</title>
		<link>http://www.pmhut.com/prince2%e2%84%a2-process-overview-the-prince2%e2%84%a2-processes</link>
		<comments>http://www.pmhut.com/prince2%e2%84%a2-process-overview-the-prince2%e2%84%a2-processes#comments</comments>
		<pubDate>Sun, 06 Jul 2008 22:47:10 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/prince2%e2%84%a2-process-overview-the-prince2%e2%84%a2-processes</guid>
		<description><![CDATA[PRINCE2™ Process Overview - The PRINCE2™ Processes (#5 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
“Starting Up a Project” enables a controlled start to the project. It occurs once in the project life cycle, providing the groundwork for project management and oversight, and viability evaluation. This [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/prince2%e2%84%a2-process-overview-the-prince2%e2%84%a2-processes/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management - Introduction</title>
		<link>http://www.pmhut.com/risk-management-introduction</link>
		<comments>http://www.pmhut.com/risk-management-introduction#comments</comments>
		<pubDate>Sun, 06 Jul 2008 13:22:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-introduction</guid>
		<description><![CDATA[Risk Management - Introduction (#36 in the Hut A Project Management Primer)
By Nick Jenkins
Risk management is one of the essential phrases in project management these days so I’m going to go out on a bit of a limb when I suggest that it’s actually not that important. Understanding the concepts of risk management will be [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-introduction/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The To Do List: The Essence of every Project Management Endeavour, with an Application in Daily Life!</title>
		<link>http://www.pmhut.com/the-to-do-list-the-essence-of-every-project-management-endeavour-with-an-application-in-daily-life</link>
		<comments>http://www.pmhut.com/the-to-do-list-the-essence-of-every-project-management-endeavour-with-an-application-in-daily-life#comments</comments>
		<pubDate>Sun, 06 Jul 2008 00:07:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/the-to-do-list-the-essence-of-every-project-management-endeavour-with-an-application-in-daily-life</guid>
		<description><![CDATA[The To Do List: The Essence of every Project Management Endeavour, with an Application in Daily Life!
By Azra Duric
We all know that the planning phase is an absolutely critical process of every project life-cycle, regardless of its size and complexity. Moreover, every project manger understands that the success of a project depends, in major part, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-to-do-list-the-essence-of-every-project-management-endeavour-with-an-application-in-daily-life/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Successful Project Management is Critical!</title>
		<link>http://www.pmhut.com/successful-project-management-is-critical</link>
		<comments>http://www.pmhut.com/successful-project-management-is-critical#comments</comments>
		<pubDate>Sat, 05 Jul 2008 12:58:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/successful-project-management-is-critical</guid>
		<description><![CDATA[Successful Project Management is Critical!
By Cash Miller
Project Management is of fast growing importance to organizations whether large or small because it deals effectively with the management of change. As a small business owner you know that your business environment is changing all the time. As a business owner that successful project management is all about [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/successful-project-management-is-critical/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What is Planning Process Group?</title>
		<link>http://www.pmhut.com/what-is-planning-process-group</link>
		<comments>http://www.pmhut.com/what-is-planning-process-group#comments</comments>
		<pubDate>Fri, 04 Jul 2008 17:05:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Plan Development]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/what-is-planning-process-group</guid>
		<description><![CDATA[What is Planning Process Group?
By Sivaraj Dhanasekaran
In layman term, the Planning process group is the place where the PM, project teams decides what they want, how to do, when to do, who to do, money needed, time needed and so on. Once these are decided, PM will pen down every thing in formal document &#038; [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-is-planning-process-group/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Earned Value Management (EVM)</title>
		<link>http://www.pmhut.com/earned-value-management-evm</link>
		<comments>http://www.pmhut.com/earned-value-management-evm#comments</comments>
		<pubDate>Fri, 04 Jul 2008 12:30:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/earned-value-management-evm</guid>
		<description><![CDATA[Earned Value Management (EVM)
By Mohamed Elashri
The earned value Management involves developing these key values for each schedule activity, work package, or control account:
Planned value (PV). PV is the budgeted cost for the work scheduled to be completed on an activity or WBS component up to a given point in time.
Earned value (EV). EV is the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/earned-value-management-evm/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Leadership and Project Management</title>
		<link>http://www.pmhut.com/leadership-and-project-management-2</link>
		<comments>http://www.pmhut.com/leadership-and-project-management-2#comments</comments>
		<pubDate>Fri, 04 Jul 2008 06:23:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/leadership-and-project-management-2</guid>
		<description><![CDATA[Leadership and Project Management
By Diane Ellis
One of the more interesting questions I am often asked about project management is: do I need leadership skills to be an effective project manager? And I use the word &#8220;effective&#8221; carefully, because, to me, all effective project managers have strong leadership skills. That&#8217;s not to say you can&#8217;t become [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/leadership-and-project-management-2/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Software Or Excel - An Evaluation</title>
		<link>http://www.pmhut.com/project-management-software-or-excel-an-evaluation</link>
		<comments>http://www.pmhut.com/project-management-software-or-excel-an-evaluation#comments</comments>
		<pubDate>Thu, 03 Jul 2008 22:49:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Computer Based Information Systems]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-management-software-or-excel-an-evaluation</guid>
		<description><![CDATA[Project Management Software Or Excel - An Evaluation
By Volker Bendel
&#8220;I just couldn&#8217;t do without Excel!&#8221; This is something heard all over again when running project management software courses for account managers. Spreadsheets are used for calculating budgets, recording costs and income, calculating profitability by comparing both and much more. Even client facing documents, such as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-software-or-excel-an-evaluation/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PRINCE2™ Process Overview - PRINCE2™ Stages</title>
		<link>http://www.pmhut.com/prince2%e2%84%a2-process-overview-prince2%e2%84%a2-stages</link>
		<comments>http://www.pmhut.com/prince2%e2%84%a2-process-overview-prince2%e2%84%a2-stages#comments</comments>
		<pubDate>Thu, 03 Jul 2008 17:27:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/prince2%e2%84%a2-process-overview-prince2%e2%84%a2-stages</guid>
		<description><![CDATA[PRINCE2™ Process Overview - PRINCE2™ Stages (#4 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
To provide the appropriate decision gates at the right level of the project, PRINCE2™ projects are broken down into Stages, much like the Phases of the PMBOK® process model. PRINCE2™ calls for [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/prince2%e2%84%a2-process-overview-prince2%e2%84%a2-stages/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Genre of a Project</title>
		<link>http://www.pmhut.com/genre-of-a-project</link>
		<comments>http://www.pmhut.com/genre-of-a-project#comments</comments>
		<pubDate>Thu, 03 Jul 2008 11:08:56 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/genre-of-a-project</guid>
		<description><![CDATA[Genre of a Project
By K Raghunathan
In many cases we don’t seem to realize the benefit of recognizing a project’s genre as early as possible. And what happens? Methodologies and processes - perfect or imperfect - are forged by yet another set of guys in the organization and deployed in execution. This is both an avoidable [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/genre-of-a-project/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Why Projects Fail</title>
		<link>http://www.pmhut.com/why-projects-fail-2</link>
		<comments>http://www.pmhut.com/why-projects-fail-2#comments</comments>
		<pubDate>Thu, 03 Jul 2008 00:24:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/why-projects-fail-2</guid>
		<description><![CDATA[Why Projects Fail
By Thomas K. Casey
If you stay around long enough, sooner or later you will be asked by your boss to participate in your company&#8217;s latest, critical, red hot project. The &#8217;survival of the organization&#8217; depends its success, and it gets kicked off with great fanfare and emotion.
Then reality sets in, and the project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-projects-fail-2/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PMP Notes for Scope Management</title>
		<link>http://www.pmhut.com/pmp-notes-for-scope-management</link>
		<comments>http://www.pmhut.com/pmp-notes-for-scope-management#comments</comments>
		<pubDate>Wed, 02 Jul 2008 19:42:32 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Scope Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/pmp-notes-for-scope-management</guid>
		<description><![CDATA[PMP Notes for Scope Management
By Donna Ritter
Scope Management is the process of defining what work is required and then making sure that all of the work and only the work is done. This Process includes scope planning, scope defintion, creation of the Work Breakdown Structure (WBS), scope verification and scope control.
Any Project Manager will tell [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmp-notes-for-scope-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Three Most Important Keys for Effective Leadership</title>
		<link>http://www.pmhut.com/the-three-most-important-keys-for-effective-leadership</link>
		<comments>http://www.pmhut.com/the-three-most-important-keys-for-effective-leadership#comments</comments>
		<pubDate>Wed, 02 Jul 2008 15:55:10 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/the-three-most-important-keys-for-effective-leadership</guid>
		<description><![CDATA[The Three Most Important Keys for Effective Leadership
By Chandrasekhar
For any project to taste success, it is very important to manage resources, especially the human resources. It is not sufficient just to manage them but you need to lead them. In knowledge intensive projects such as software development projects it is very important to manage the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-three-most-important-keys-for-effective-leadership/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Functional Project Managers</title>
		<link>http://www.pmhut.com/functional-project-managers</link>
		<comments>http://www.pmhut.com/functional-project-managers#comments</comments>
		<pubDate>Wed, 02 Jul 2008 10:45:00 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/functional-project-managers</guid>
		<description><![CDATA[Functional Project Managers
By Neeraj Choudhary
Functional managers organize the work of similar people (people performing a given function). They hand off their deliverables to another group. Project managers coordinate the work of numerous people to deliver a product to the organization. Matrix managers manage people of a similar function and deliver people to the projects.
In the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/functional-project-managers/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Critical Paths</title>
		<link>http://www.pmhut.com/critical-paths</link>
		<comments>http://www.pmhut.com/critical-paths#comments</comments>
		<pubDate>Tue, 01 Jul 2008 17:22:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/critical-paths</guid>
		<description><![CDATA[Critical Paths
By Johanna Rothman
There are multiple critical paths in a given project. The tasklist generates a particular critical path. The people working on the project create another critical path. And, hard resource availability creates yet another critical path. The true project critical path is the critical path through all three views: tasks, people, and resources.
During [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/critical-paths/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Costing and Budgeting - Budgeting</title>
		<link>http://www.pmhut.com/costing-and-budgeting-budgeting</link>
		<comments>http://www.pmhut.com/costing-and-budgeting-budgeting#comments</comments>
		<pubDate>Tue, 01 Jul 2008 14:55:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/costing-and-budgeting-budgeting</guid>
		<description><![CDATA[Costing and Budgeting - Budgeting (#35 in the Hut A Project Management Primer)
By Nick Jenkins
Once you have costed your project you can then prepare an appropriate budget to secure the requisite funds and plan your cash flow over the life of the project. An accurate cost model will of course entail a fairly detailed design [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/costing-and-budgeting-budgeting/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Management Knowledge Areas</title>
		<link>http://www.pmhut.com/project-management-knowledge-areas</link>
		<comments>http://www.pmhut.com/project-management-knowledge-areas#comments</comments>
		<pubDate>Tue, 01 Jul 2008 10:21:25 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Lifecycle Phases]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/project-management-knowledge-areas</guid>
		<description><![CDATA[Project Management Knowledge Areas
By Kevin Vida
What is a Project?
I define a project as something temporary with a defined starting and ending point, and provides a product or service that will add value. Some times projects get confused with programs but they are very different. Programs are typically set up with no ending point for example, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-management-knowledge-areas/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Involving Creative Staff in the Project Management</title>
		<link>http://www.pmhut.com/involving-creative-staff-in-the-project-management</link>
		<comments>http://www.pmhut.com/involving-creative-staff-in-the-project-management#comments</comments>
		<pubDate>Mon, 30 Jun 2008 23:46:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Leadership]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/involving-creative-staff-in-the-project-management</guid>
		<description><![CDATA[Involving Creative Staff in the Project Management
By Volker Bendel
Historically in many agencies creative staff members only do creative work and record their time for this work in a time recording system - ideally electronically.
Experience from many training classes for creative teams in using a computerised timesheet system has however shown that the majority of them [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/involving-creative-staff-in-the-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Marketing Your PMO - Metrics</title>
		<link>http://www.pmhut.com/marketing-your-pmo-metrics</link>
		<comments>http://www.pmhut.com/marketing-your-pmo-metrics#comments</comments>
		<pubDate>Mon, 30 Jun 2008 18:09:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/marketing-your-pmo-%e2%80%93-metrics</guid>
		<description><![CDATA[Marketing Your PMO - Metrics (#2 in the series Marketing Your PMO)
By Derry Simmel, PMP, MBA, FLMI
So, how well is the PMO doing? How much money are you saving the company? Have you created a Project Management culture? Are your projects more successful? Are they taking less time, more efficient, lest costly, higher quality…. Are [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/marketing-your-pmo-metrics/feed/</wfw:commentRss>
		</item>
		<item>
		<title>RUMBA- The Fail Proof Project Management Dance</title>
		<link>http://www.pmhut.com/rumba-the-fail-proof-project-management-dance</link>
		<comments>http://www.pmhut.com/rumba-the-fail-proof-project-management-dance#comments</comments>
		<pubDate>Mon, 30 Jun 2008 10:49:21 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/rumba-the-fail-proof-project-management-dance</guid>
		<description><![CDATA[RUMBA- The Fail Proof Project Management Dance
By Advance Corporate Training Ltd
To interact with another is a complicated endeavour; project management is likened to dancing; it is a complicated, yet unified balance which requires total focus and complete awareness. RUMBA is a key component in the success of managing an efficient project.
REASONABLE - Interaction and direction [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/rumba-the-fail-proof-project-management-dance/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PRINCE2™ Components</title>
		<link>http://www.pmhut.com/prince2%e2%84%a2-components</link>
		<comments>http://www.pmhut.com/prince2%e2%84%a2-components#comments</comments>
		<pubDate>Sun, 29 Jun 2008 15:10:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/prince2%e2%84%a2-components</guid>
		<description><![CDATA[PRINCE2™ Components (#3 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
PRINCE2™ is comprised of 8 elements, or “components”. They are: Business Case, Organization, Plans, Controls, Management of Risk, Quality in a Project Environment, Configuration Management, and Change Control. They roughly map against the PMBOK® Areas of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/prince2%e2%84%a2-components/feed/</wfw:commentRss>
		</item>
		<item>
		<title>House of Quality Matrix</title>
		<link>http://www.pmhut.com/house-of-quality-matrix</link>
		<comments>http://www.pmhut.com/house-of-quality-matrix#comments</comments>
		<pubDate>Sun, 29 Jun 2008 11:49:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Quality Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/house-of-quality-matrix</guid>
		<description><![CDATA[House of Quality Matrix
By SmartDraw.com
A House of Quality Matrix is a diagram, whose structure resembles that of a house, which aids in determining how a product is living up to customer needs. Although quite intricate, it is capable of storing a lot of information and comparing large amounts of data.

Typical Uses
It is best to use [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/house-of-quality-matrix/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Taking Over a Project in Progress</title>
		<link>http://www.pmhut.com/taking-over-a-project-in-progress</link>
		<comments>http://www.pmhut.com/taking-over-a-project-in-progress#comments</comments>
		<pubDate>Sat, 28 Jun 2008 13:50:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/taking-over-a-project-in-progress</guid>
		<description><![CDATA[Taking Over a Project in Progress
By Tim Millett
Providing good leadership for others is an integral part of being a manager. But while you may have developed a good range of skills when it comes to getting a project off the ground and completing it successfully with the help of your team, taking over a project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/taking-over-a-project-in-progress/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Celebrations and Team Recognition Are Important</title>
		<link>http://www.pmhut.com/project-celebrations-and-team-recognition-are-important</link>
		<comments>http://www.pmhut.com/project-celebrations-and-team-recognition-are-important#comments</comments>
		<pubDate>Sat, 28 Jun 2008 08:35:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Motivation]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/project-celebrations-and-team-recognition-are-important</guid>
		<description><![CDATA[Project Celebrations and Team Recognition Are Important
By Shirley Lee
Working on projects is often hard work requiring many hours of dedication. This is why it is important to recognize team contributions to making any project a success. This may be done with the team at a celebration ceremony or with individual members being rewarded for each [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-celebrations-and-team-recognition-are-important/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Costing and Budgeting - Costing</title>
		<link>http://www.pmhut.com/costing-and-budgeting-costing</link>
		<comments>http://www.pmhut.com/costing-and-budgeting-costing#comments</comments>
		<pubDate>Fri, 27 Jun 2008 17:43:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/costing-and-budgeting-costing</guid>
		<description><![CDATA[Costing and Budgeting - Costing (#34 in the Hut A Project Management Primer)
By Nick Jenkins
At a basic level the process of costing is reasonably simple. You draw up a list of all your possible expenditure and put a numerical value against each item; the total therefore represents the tangible cost of your project. You may [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/costing-and-budgeting-costing/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Emotional Intelligence - Part II</title>
		<link>http://www.pmhut.com/introduction-to-emotional-intelligence-part-ii</link>
		<comments>http://www.pmhut.com/introduction-to-emotional-intelligence-part-ii#comments</comments>
		<pubDate>Fri, 27 Jun 2008 11:11:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-emotional-intelligence-part-ii</guid>
		<description><![CDATA[Introduction to Emotional Intelligence - Part II (#2 in the series Introduction to Emotional Intelligence)
By Phil de Kock
&#8220;I told my psychiatrist that everyone hates me. He said I was being ridiculous - everyone hasn&#8217;t met me yet.&#8221; -Rodney Dangerfield
The Skills of the Emotionally Intelligent Individual:
The emotionally intelligent person is usually very competent in the following [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-emotional-intelligence-part-ii/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Risk Management Approaches</title>
		<link>http://www.pmhut.com/risk-management-approaches</link>
		<comments>http://www.pmhut.com/risk-management-approaches#comments</comments>
		<pubDate>Tue, 24 Jun 2008 08:12:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/risk-management-approaches</guid>
		<description><![CDATA[Risk Management Approaches (#4 in the series Know Your Enemy: Software Risk Management)
By Karl E. Wiegers
Risk management is the application of appropriate tools and procedures to contain risk within acceptable limits. It consists of several sub-activities.

Risk assessment is the process of examining a project and identifying areas of potential risk. Risk identification can be facilitated [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/risk-management-approaches/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Soporific Speaker Stereotypes</title>
		<link>http://www.pmhut.com/soporific-speaker-stereotypes</link>
		<comments>http://www.pmhut.com/soporific-speaker-stereotypes#comments</comments>
		<pubDate>Sun, 22 Jun 2008 12:53:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/soporific-speaker-stereotypes</guid>
		<description><![CDATA[Soporific Speaker Stereotypes
By Kailash Awati
Some weeks ago I sat through yet another presentation that had me drifting into dreamland within minutes. To stay awake, I started to put together a list of stereotypical soporific speakers, much in the spirit of a couple of my earlier posts on project mismanagers and meeting time wasters. It was, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/soporific-speaker-stereotypes/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Supporting Frameworks for Successful Program Management - Training</title>
		<link>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-training</link>
		<comments>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-training#comments</comments>
		<pubDate>Sat, 21 Jun 2008 08:53:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/supporting-frameworks-for-successful-program-management-training</guid>
		<description><![CDATA[Supporting Frameworks for Successful Program Management - Training (#29 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto
Program wide training is an enabler for craft recruitment and retention as well as an enabler of long term productivity improvement. A programmatic approach to training aids the development of a common program culture [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-training/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Multi-Project Programs</title>
		<link>http://www.pmhut.com/multi-project-programs</link>
		<comments>http://www.pmhut.com/multi-project-programs#comments</comments>
		<pubDate>Fri, 20 Jun 2008 13:44:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Program Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/multi-project-programs</guid>
		<description><![CDATA[Multi-Project Programs
By Dr.Russell Archibald
Programs are defined as long-term undertakings that include two or more projects that require close coordination. Projects within a program are usually closely related in some way, such as using common resources, having dependency relationships (in which tasks within one project cannot proceed until the results of tasks within a second project [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/multi-project-programs/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How Healthy is your Project?</title>
		<link>http://www.pmhut.com/how-healthy-is-your-project</link>
		<comments>http://www.pmhut.com/how-healthy-is-your-project#comments</comments>
		<pubDate>Thu, 19 Jun 2008 06:06:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/how-healthy-is-your-project</guid>
		<description><![CDATA[How Healthy is your Project?
By Ron Rosenhead
Some time ago I went to my own doctor. He is a sarcastic man who is an excellent diagnostician. I asked him a simple question;
Do you do health checks for males?” His answer rather startled me.
“Waste of time, you can have all the tests come back normal and while [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-healthy-is-your-project/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Humility Helps</title>
		<link>http://www.pmhut.com/humility-helps</link>
		<comments>http://www.pmhut.com/humility-helps#comments</comments>
		<pubDate>Wed, 18 Jun 2008 09:24:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/humility-helps</guid>
		<description><![CDATA[Humility Helps
By Thomas Cutting
One of the ugliest things to hear about yourself is, &#8220;he thinks more highly of himself than he ought to.&#8221; I heard someone once ask, &#8220;Aren’t you as impressed with him as he is with himself?&#8221; Brutal. I once worked with a guy that really thought he was something. When he finally [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/humility-helps/feed/</wfw:commentRss>
		</item>
		<item>
		<title>PMOs and Law Firms: Lessons from the Field - Lessons Learned</title>
		<link>http://www.pmhut.com/pmos-and-law-firms-lessons-from-the-field-lessons-learned</link>
		<comments>http://www.pmhut.com/pmos-and-law-firms-lessons-from-the-field-lessons-learned#comments</comments>
		<pubDate>Tue, 17 Jun 2008 06:43:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/pmos-and-law-firms-lessons-from-the-field-lessons-learned</guid>
		<description><![CDATA[PMOs and Law Firms: Lessons from the Field - Lessons Learned (#5 in the series PMOs and Law Firms: Lessons from the Field)
By Ronald K. Thomas of Baker Robbins &#38; Company
People

Build a PMO team that consistently provides value to the firm.
Make sure you have the right personnel for the job. Each PM should have the [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/pmos-and-law-firms-lessons-from-the-field-lessons-learned/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Costing and Budgeting - Introduction</title>
		<link>http://www.pmhut.com/costing-and-budgeting-introduction</link>
		<comments>http://www.pmhut.com/costing-and-budgeting-introduction#comments</comments>
		<pubDate>Mon, 16 Jun 2008 15:27:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/costing-and-budgeting-introduction</guid>
		<description><![CDATA[Costing and Budgeting - Introduction (#33 in the Hut A Project Management Primer)
By Nick Jenkins
If scheduling is an art then costing could be considered a black art. Some projects are relatively straightforward to cost but most are not. Even simple figures like the cost per man/hour of labour can be difficult to calculate and in [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/costing-and-budgeting-introduction/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Typical Software Risks</title>
		<link>http://www.pmhut.com/typical-software-risks</link>
		<comments>http://www.pmhut.com/typical-software-risks#comments</comments>
		<pubDate>Mon, 16 Jun 2008 02:28:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/typical-software-risks</guid>
		<description><![CDATA[Typical Software Risks (#3 in the series Know Your Enemy: Software Risk Management)
By Karl E. Wiegers
The list of evil things that can befall a software project is depressingly long. The enlightened project manager will acquire extensive lists of these risk categories to help the team uncover as many concerns as possible early in the planning [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/typical-software-risks/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Managing The Project Time - Conclusion</title>
		<link>http://www.pmhut.com/managing-the-project-time-conclusion</link>
		<comments>http://www.pmhut.com/managing-the-project-time-conclusion#comments</comments>
		<pubDate>Sun, 15 Jun 2008 04:34:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/managing-the-project-time-conclusion</guid>
		<description><![CDATA[Managing The Project Time - Conclusion (#5 in the series Managing the Project Time)
By Joseph Phillips
If time management were easy, everyone would do it. The biggest input to effective time management is effective planning. As project managers, we must have control over our project schedules, which requires a constant eye on activity duration estimates; actual [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-the-project-time-conclusion/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Structure of PRINCE2™</title>
		<link>http://www.pmhut.com/the-structure-of-prince2%e2%84%a2</link>
		<comments>http://www.pmhut.com/the-structure-of-prince2%e2%84%a2#comments</comments>
		<pubDate>Sat, 14 Jun 2008 07:19:00 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/the-structure-of-prince2%e2%84%a2</guid>
		<description><![CDATA[The Structure of PRINCE2™ (#2 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
PRINCE2™ does not claim to be as comprehensive as the PMBOK®. PRINCE2™ is based on the principles of the PMBOK®, as any project management methodology must be. PRINCE2™ extracts and focuses on the elements [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-structure-of-prince2%e2%84%a2/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Types of Project Management Communication - Developing a Plan</title>
		<link>http://www.pmhut.com/types-of-project-management-communication-developing-a-plan</link>
		<comments>http://www.pmhut.com/types-of-project-management-communication-developing-a-plan#comments</comments>
		<pubDate>Fri, 13 Jun 2008 06:24:23 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Communications Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/types-of-project-management-communication-developing-a-plan</guid>
		<description><![CDATA[Types of Project Management Communication - Developing a Plan (#2 in the series Types of Project Management Communication)
By Alexander Hankewicz
Frequently when project teams convene to discuss post-project reviews, project team members feel that if communication had been better, the project would have gone smoother. The reason communication in project management is crucial is because it [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/types-of-project-management-communication-developing-a-plan/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Supporting Frameworks for Successful Program Management - Technology</title>
		<link>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-technology</link>
		<comments>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-technology#comments</comments>
		<pubDate>Fri, 13 Jun 2008 02:20:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/supporting-frameworks-for-successful-program-management-technology</guid>
		<description><![CDATA[Supporting Frameworks for Successful Program Management - Technology (#28 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto
Common technologies for sharing 3D design information between designer, suppliers, fabricators and project construction teams act to reduce interferences and RFIs. Other technologies that lend themselves to programimplementation include:

Construction simulation technologies
Site personnel and mobile [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-technology/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Duties of the Project Manager During the Closing Phase</title>
		<link>http://www.pmhut.com/duties-of-the-project-manager-during-the-closing-phase</link>
		<comments>http://www.pmhut.com/duties-of-the-project-manager-during-the-closing-phase#comments</comments>
		<pubDate>Thu, 12 Jun 2008 16:29:42 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Role of the Project Manager]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/duties-of-the-project-manager-during-the-closing-phase</guid>
		<description><![CDATA[Duties of the Project Manager During the Closing Phase
By John Filicetti

PM creates Closeout Form to capture Lessons Learned and Best Practices
PM ensures all project documents are in the project workspace prior to closeout
PM chairs the Closeout and Review meeting
PM plans for and manages the project celebration
PM completes a performance feedback for every team member, reviews [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/duties-of-the-project-manager-during-the-closing-phase/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Characteristics Of Project Management</title>
		<link>http://www.pmhut.com/characteristics-of-project-management</link>
		<comments>http://www.pmhut.com/characteristics-of-project-management#comments</comments>
		<pubDate>Wed, 11 Jun 2008 10:25:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Concepts]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/characteristics-of-project-management</guid>
		<description><![CDATA[Characteristics Of Project Management
By Dr.Russell Archibald
Projects exist in every type of human enterprise. They are unique, complex undertakings that create new products, facilities, services, and events, among other things, bring about major organizational and other desired changes or recovery from natural or man-made disasters. Projects have starting and ending points in time and progress through [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/characteristics-of-project-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Earned Value Management - EVM Project Planning</title>
		<link>http://www.pmhut.com/introduction-to-earned-value-management-evm-project-planning</link>
		<comments>http://www.pmhut.com/introduction-to-earned-value-management-evm-project-planning#comments</comments>
		<pubDate>Wed, 11 Jun 2008 03:49:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-earned-value-management-evm-project-planning</guid>
		<description><![CDATA[Introduction to Earned Value Management - EVM Project Planning (#5 in the series Introduction to Earned Value Management)
By Global Knowledge
EVM is all about planning. EVM starts with your existing project plan and then breaks it down into tasks that have individually planned expectations of scope, budget, and time frame. These are then used to build [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-earned-value-management-evm-project-planning/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Building Your PMO – People, Process, Tools – Part II – PM Processes</title>
		<link>http://www.pmhut.com/building-your-pmo-%e2%80%93-people-process-tools-%e2%80%93-part-ii-%e2%80%93-pm-processes</link>
		<comments>http://www.pmhut.com/building-your-pmo-%e2%80%93-people-process-tools-%e2%80%93-part-ii-%e2%80%93-pm-processes#comments</comments>
		<pubDate>Tue, 10 Jun 2008 02:24:12 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Office]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/building-your-pmo-%e2%80%93-people-process-tools-%e2%80%93-part-ii-%e2%80%93-pm-processes</guid>
		<description><![CDATA[Building Your PMO – People, Process, Tools – Part II – PM Processes (#6 in the series Building your PMO - People, Process Tools)
By Derry Simmel, PMP, MBA, FLMI
Well, you are building a PMO, so you’ll be expected to come up with some Project Management procedures. There are a plethora of great procedure sets out [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/building-your-pmo-%e2%80%93-people-process-tools-%e2%80%93-part-ii-%e2%80%93-pm-processes/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Portfolio Management 101</title>
		<link>http://www.pmhut.com/project-portfolio-management-101</link>
		<comments>http://www.pmhut.com/project-portfolio-management-101#comments</comments>
		<pubDate>Mon, 09 Jun 2008 03:49:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Portfolio Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-portfolio-management-101</guid>
		<description><![CDATA[Project Portfolio Management 101
By Johanna Rothman
Too many projects? Not sure which projects are most important? Welcome to project portfolio management.
A client, Tim, is having trouble with his portfolio management. Senior management is organizing next year&#8217;s budget and hiring plan. They want more projects in the plan than this organization has ever done. And, of course, [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-portfolio-management-101/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How PRINCE2™ Can Complement PMBOK® and Your PMP - Introduction</title>
		<link>http://www.pmhut.com/how-prince2%e2%84%a2-can-complement-pmbok%c2%ae-and-your-pmp-introduction</link>
		<comments>http://www.pmhut.com/how-prince2%e2%84%a2-can-complement-pmbok%c2%ae-and-your-pmp-introduction#comments</comments>
		<pubDate>Sun, 08 Jun 2008 08:39:00 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[PRINCE2]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/how-prince2%e2%84%a2-can-complement-pmbok%c2%ae-and-your-pmp-introduction</guid>
		<description><![CDATA[How PRINCE2™ Can Complement PMBOK® and Your PMP - Introduction (#1 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2
PMBOK® is the recognized (de facto) standard of project management knowledge. In the UK and Europe, PRINCE2™ is the project management methodology of choice, and is required by [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-prince2%e2%84%a2-can-complement-pmbok%c2%ae-and-your-pmp-introduction/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Why Manage Risks Formally?</title>
		<link>http://www.pmhut.com/why-manage-risks-formally</link>
		<comments>http://www.pmhut.com/why-manage-risks-formally#comments</comments>
		<pubDate>Sat, 07 Jun 2008 23:21:22 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/why-manage-risks-formally</guid>
		<description><![CDATA[Why Manage Risks Formally? (#2 in the series Know Your Enemy: Software Risk Management)
By Karl E. Wiegers
A formal risk management process provides a number of benefits to both the project team and the development organization as a whole. First, it gives us a structured mechanism to provide visibility into threats to project success. By considering [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/why-manage-risks-formally/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Think, Dream and Do</title>
		<link>http://www.pmhut.com/think-dream-and-do</link>
		<comments>http://www.pmhut.com/think-dream-and-do#comments</comments>
		<pubDate>Sat, 07 Jun 2008 03:53:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/think-dream-and-do</guid>
		<description><![CDATA[Think, Dream and Do
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Ahhhh summer time. It’s that season that conjures up our youth and returns us to a simpler, more idyllic time before our responsible “adult life” took hold. I remember the magic of being on the ocean with my family and being outside in my neighborhood as [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/think-dream-and-do/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Less Obvious ROI</title>
		<link>http://www.pmhut.com/less-obvious-roi</link>
		<comments>http://www.pmhut.com/less-obvious-roi#comments</comments>
		<pubDate>Wed, 04 Jun 2008 17:48:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/less-obvious-roi</guid>
		<description><![CDATA[Less Obvious ROI
By Thomas Cutting
When I was working with a system support group we had to scramble each month to determine the Return on Investment (ROI) for the system enhancements. Changes ranged from new reports to added functionality with other odd things in between. Needless to say, determining the ROI for adding a product color [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/less-obvious-roi/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Time Management and the Crystal Ball</title>
		<link>http://www.pmhut.com/time-management-and-the-crystal-ball</link>
		<comments>http://www.pmhut.com/time-management-and-the-crystal-ball#comments</comments>
		<pubDate>Wed, 04 Jun 2008 14:41:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/time-management-and-the-crystal-ball</guid>
		<description><![CDATA[Time Management and the Crystal Ball (#4 in the series Managing the Project Time)
By Joseph Phillips
How do we ever know how long any given activity will take? For some activities, you can rely on experience. Other activities have to rely on expert judgment, historical information, and approximation. Approximation?! Yep. Consider any IT project you&#8217;ve ever [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/time-management-and-the-crystal-ball/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project-Driven and Project-Dependent Organizations</title>
		<link>http://www.pmhut.com/project-driven-and-project-dependent-organizations</link>
		<comments>http://www.pmhut.com/project-driven-and-project-dependent-organizations#comments</comments>
		<pubDate>Wed, 04 Jun 2008 00:19:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/project-driven-and-project-dependent-organizations</guid>
		<description><![CDATA[Project-Driven and Project-Dependent Organizations
By Dr.Russell Archibald
Two broad classes of organizations can be identified: First, those project-driven organizations whose primary business is in fact made up of projects. Examples of this class include architect/engineer/constructor, general contractor, and specialty contractor firms; software development firms who sell their products or services on a contract basis; telecommunications systems suppliers; [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-driven-and-project-dependent-organizations/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Project Configuration Management</title>
		<link>http://www.pmhut.com/project-configuration-management</link>
		<comments>http://www.pmhut.com/project-configuration-management#comments</comments>
		<pubDate>Tue, 03 Jun 2008 19:19:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Quality Management]]></category>

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

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

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

		<guid isPermaLink="false">http://www.pmhut.com/project-configuration-management</guid>
		<description><![CDATA[Project Configuration Management
By Siraj Qureshi
In the project envisioning and planning phase, we gather requirements and analyze them. We then Create a problem statement and make a Vision/Scope statement. Once the vision/scope statement is approved by the client, we identify all the deliverables in the project along with their timelines. We also take the client&#8217;s approval [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/project-configuration-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>How to Start a PM Career</title>
		<link>http://www.pmhut.com/how-to-start-a-pm-career</link>
		<comments>http://www.pmhut.com/how-to-start-a-pm-career#comments</comments>
		<pubDate>Tue, 03 Jun 2008 11:24:55 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Miscellaneous]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/how-to-start-a-pm-career</guid>
		<description><![CDATA[How to Start a PM Career
By Jorge Dominguez
Starting a PM career is not difficult but if you are outside the information technology field you need to know where to find the available learning resources. I, for example, became one first then learned how to be one.
This is how it happened: I was a data entry/operator [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/how-to-start-a-pm-career/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Earned Value Management - Milestones: The Key to EVM</title>
		<link>http://www.pmhut.com/introduction-to-earned-value-management-milestones-the-key-to-evm</link>
		<comments>http://www.pmhut.com/introduction-to-earned-value-management-milestones-the-key-to-evm#comments</comments>
		<pubDate>Mon, 02 Jun 2008 22:36:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Cost Management]]></category>

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

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

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-earned-value-management-milestones-the-key-to-evm</guid>
		<description><![CDATA[Introduction to Earned Value Management - Milestones: The Key to EVM (#4 in the series Introduction to Earned Value Management)
By Global Knowledge
Project managers are expected to know the progress of their projects at all times. Are you meeting expectations? Staying within budget? Staying on schedule? These can be tough questions to answer without the use [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-earned-value-management-milestones-the-key-to-evm/feed/</wfw:commentRss>
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		<item>
		<title>Supporting Frameworks for Successful Program Management - Standardization</title>
		<link>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-standardization</link>
		<comments>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-standardization#comments</comments>
		<pubDate>Mon, 02 Jun 2008 15:43:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Best Practices]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/supporting-frameworks-for-successful-program-management-standardization</guid>
		<description><![CDATA[Supporting Frameworks for Successful Program Management - Standardization (#27 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto
Significant benefits may accrue to the program through implementation of a high degree of standardization across the various projects and processes encompassed by the program. Increased use of CFM and modularization and pre-fabrication facilitate [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/supporting-frameworks-for-successful-program-management-standardization/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Know Your Enemy: Software Risk Management</title>
		<link>http://www.pmhut.com/know-your-enemy-software-risk-management</link>
		<comments>http://www.pmhut.com/know-your-enemy-software-risk-management#comments</comments>
		<pubDate>Mon, 02 Jun 2008 12:55:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/know-your-enemy-software-risk-management</guid>
		<description><![CDATA[Know Your Enemy: Software Risk Management
By Karl E. Wiegers
Software engineers are eternal optimists. When planning software projects, we often assume that everything will go exactly as planned. Or, we take the other extreme position:  the creative nature of software development means we can never predict what’s going to happen, so what’s the point of [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/know-your-enemy-software-risk-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>A Project Management Tragedy in Five Limericks</title>
		<link>http://www.pmhut.com/a-project-management-tragedy-in-five-limericks</link>
		<comments>http://www.pmhut.com/a-project-management-tragedy-in-five-limericks#comments</comments>
		<pubDate>Sun, 01 Jun 2008 21:39:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Management Musings]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/a-project-management-tragedy-in-five-limericks</guid>
		<description><![CDATA[A Project Management Tragedy in Five Limericks
By Kailash Awati
With many changes we had to cope
Deadlines near; no money, no hope.
There was no way to wrangle,
with the iron triangle
of budget, time and scope.
The project was  in a mess.
The reason I could only guess
was the carefully constructed
schedule was busted,
thanks to a dodgy WBS.
When called to explain [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/a-project-management-tragedy-in-five-limericks/feed/</wfw:commentRss>
		</item>
		<item>
		<title>What PRINCE2™ Recommends for Project Boards - When the Project Board Does Its Work</title>
		<link>http://www.pmhut.com/what-prince2%e2%84%a2-recommends-for-project-boards-when-the-project-board-does-its-work</link>
		<comments>http://www.pmhut.com/what-prince2%e2%84%a2-recommends-for-project-boards-when-the-project-board-does-its-work#comments</comments>
		<pubDate>Sun, 01 Jun 2008 18:13:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Project Stakeholder Mgmt]]></category>

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

		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/what-prince2%e2%84%a2-recommends-for-project-boards-when-the-project-board-does-its-work</guid>
		<description><![CDATA[What PRINCE2™ Recommends for Project Boards - When the Project Board Does Its Work (#10 in the series Looking for Your Sponsor? The PRINCE2™ Project Board Approach to Senior Management Engagement)
By Jay Siegelaub - MBA, PMP, PRINCE2
PRINCE2™ is a process-driven methodology, so clear guidelines are provided as to the when of the Project Board’s work. [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/what-prince2%e2%84%a2-recommends-for-project-boards-when-the-project-board-does-its-work/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Estimating Project Duration</title>
		<link>http://www.pmhut.com/estimating-project-duration</link>
		<comments>http://www.pmhut.com/estimating-project-duration#comments</comments>
		<pubDate>Sun, 01 Jun 2008 14:19:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

		<category><![CDATA[Activity Duration Estimate]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/estimating-project-duration</guid>
		<description><![CDATA[Estimating Project Duration (#3 in the series Managing the Project Time)
By Joseph Phillips
The estimated project duration is based on the sum of the activities. With some math magic, we can predict the best, worst, and most likely scenario for how long each activity will take, and ultimately how long before we put this beast to [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/estimating-project-duration/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Introduction to Emotional Intelligence - Part I</title>
		<link>http://www.pmhut.com/introduction-to-emotional-intelligence-part-i</link>
		<comments>http://www.pmhut.com/introduction-to-emotional-intelligence-part-i#comments</comments>
		<pubDate>Sun, 01 Jun 2008 00:49:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[People Issues]]></category>

		<guid isPermaLink="false">http://www.pmhut.com/introduction-to-emotional-intelligence-part-i</guid>
		<description><![CDATA[Introduction to Emotional Intelligence - Part I (#1 in the series Introduction to Emotional Intelligence)
By Phil de Kock
A project is a high pressure, high performance environment. As a result, stress frustration and conflict are more than often permanent features of the daily routine of project managers and team members. It is for this reason that [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/introduction-to-emotional-intelligence-part-i/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Managing Multicultural Projects with Complementary Practices - Summary</title>
		<link>http://www.pmhut.com/managing-multicultural-projects-with-complementary-practices-summary</link>
		<comments>http://www.pmhut.com/managing-multicultural-projects-with-complementary-practices-summary#comments</comments>
		<pubDate>Sat, 31 May 2008 13:47:49 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[HR Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/managing-multicultural-projects-with-complementary-practices-summary</guid>
		<description><![CDATA[Managing Multicultural Projects with Complementary Practices - Summary (#10 in the series Managing Multicultural Projects with Complementary Practices)
By Johanna Rothman
Not all teams on a multicultural project have to do the same things at the same time. However, all multicultural project teams have to agree on major milestones, and the criteria for those milestones. The team [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/managing-multicultural-projects-with-complementary-practices-summary/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Thoughts on Risk Management</title>
		<link>http://www.pmhut.com/thoughts-on-risk-management</link>
		<comments>http://www.pmhut.com/thoughts-on-risk-management#comments</comments>
		<pubDate>Sat, 31 May 2008 03:09:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Risk Management]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/thoughts-on-risk-management</guid>
		<description><![CDATA[Thoughts on Risk Management
By Kenneth Wallin
Risk Management is the formal tactic leaders use to identify, assess, and make provision for risks to the effort they are about to undertake. It is critical that leaders take the time before beginning any new venture (whether it is a formal project or a new approach to the departmental [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/thoughts-on-risk-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>The Fine Art of Scheduling - The Format of Project Schedules - Gantt charts</title>
		<link>http://www.pmhut.com/the-fine-art-of-scheduling-the-format-of-project-schedules-gantt-charts</link>
		<comments>http://www.pmhut.com/the-fine-art-of-scheduling-the-format-of-project-schedules-gantt-charts#comments</comments>
		<pubDate>Fri, 30 May 2008 17:31:21 +0000</pubDate>
		<dc:creator>admin</dc:creator>
		
		<category><![CDATA[Time Management]]></category>

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

		<category><![CDATA[Activity Definition]]></category>

		<category><![CDATA[Activity Duration Estimate]]></category>

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

		<guid isPermaLink="false">http://www.pmhut.com/the-fine-art-of-scheduling-the-format-of-project-schedules-gantt-charts</guid>
		<description><![CDATA[The Fine Art of Scheduling - The Format of Project Schedules - Gantt charts (#32 in the Hut A Project Management Primer)
By Nick Jenkins
Why the fine “art” of scheduling?
If it were a science then every project would be delivered on time!
This sadly is not the case. Overruns are so common that most people have no [...]]]></description>
		<wfw:commentRss>http://www.pmhut.com/the-fine-art-of-scheduling-the-format-of-project-schedule