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	<title>Project Management Articles - PM Hut</title>
	<link>http://www.pmhut.com</link>
	<description></description>
	<lastBuildDate>Sat, 18 May 2013 18:40:48 +0000</lastBuildDate>
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	<language>en</language>
	
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		<title>Project Management Institute&#8217;s 2013 &#8220;Pulse of the Profession&#8221; Survey</title>
		<description><![CDATA[Project Management Institute&#8217;s 2013 &#8220;Pulse of the Profession&#8221; Survey
By Lynda Bourne
PMI&#8217;s 2013 &#8216;Pulse of the Profession&#8217; Survey makes interesting reading, particularly given most of the world is in or near recession. PMI predicts that between 2010 and 2020, 15.7 million new project management roles will be created globally across seven project-intensive industries. China and India [...]]]></description>
		<link>http://www.pmhut.com/project-management-institutes-2013-pulse-of-the-profession-survey</link>
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		<title>Personal Time and Project Management Tips From America&#8217;s Top Universities</title>
		<description><![CDATA[Personal Time and Project Management Tips From America&#8217;s Top Universities
By Nick Nielson
Remember college &#8212; and choosing between going to the end of semester party and staying in to study for finals? For many college students it&#8217;s not always an easy choice. For the first time in their lives they&#8217;re making decisions that don&#8217;t have family [...]]]></description>
		<link>http://www.pmhut.com/personal-time-and-project-management-tips-from-americas-top-universities</link>
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		<title>5 Things To Do On Your Small Project</title>
		<description><![CDATA[5 Things To Do On Your Small Project
By Jennifer Whitt
People kid me when I tell stories from &#8220;back in the day,&#8221; but this one is right out of another era. My first job out of college was as a UNIX system administrator. People may not even know what that is anymore; it was a technology [...]]]></description>
		<link>http://www.pmhut.com/5-things-to-do-on-your-small-project</link>
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		<title>The 7 Project Manager Personalities: Which One Are You?</title>
		<description><![CDATA[The 7 Project Manager Personalities: Which One Are You?
By Zoho Projects
The Top 7 Project Manager Personalities





Zoho Projects is a feature-rich online project management software combined with collaboration and issue tracking that allows project teams to collaborate and get work done faster. Check it out here.
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		<link>http://www.pmhut.com/the-7-project-manager-personalities-which-one-are-you</link>
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		<title>Project Management - Organizational Influences</title>
		<description><![CDATA[Project Management - Organizational Influences
By Timber Chinn, Northwest University
Organizational influences directly affect a project&#8217;s success—either positively or negatively. These influences include the organization&#8217;s culture, its structure and its general style. Although organizational influences fall under the umbrella of enterprise environmental factors, it is important to grasp their unique importance to a project. One of the [...]]]></description>
		<link>http://www.pmhut.com/project-management-organizational-influences</link>
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		<title>The Inconsistency of Agile</title>
		<description><![CDATA[The Inconsistency of Agile
By Pam Warren
Agile projects can have many benefits: their repetitive structure and incremental self-analysis allows for greater accuracy in understanding pitfalls of a project, as well as allowing tighter feedback loop to the customer. However, it can be inconsistent, and should only be applied when appropriate.
Over-complication
Many project management companies have issues with [...]]]></description>
		<link>http://www.pmhut.com/the-inconsistency-of-agile</link>
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		<title>PMP Certification Mindset and the Training Dilemma</title>
		<description><![CDATA[PMP Certification Mindset and the Training Dilemma
By Ammar W. Mango
PMP training might be the most popular project management training out there. It should not be. Not in this day and age. PMP played a key role. While important and necessary, it is not sufficient. PMP is the Project Management Professional certification by the Project Management [...]]]></description>
		<link>http://www.pmhut.com/pmp-certification-mindset-and-the-training-dilemma</link>
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		<title>Chromatophobia - Fear of Project Status Reports</title>
		<description><![CDATA[Chromatophobia - Fear of Project Status Reports
By Ian Webster
I learned a new word today … chromatophobia (the fear of colors).
Millions of years of evolution have instilled in us an innate fear of the colors red and yellow, often with good reason. Ever been stung by an angry wasp, or seen Nottingham Forrest play at home [...]]]></description>
		<link>http://www.pmhut.com/chromatophobia-fear-of-project-status-reports</link>
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		<title>Promoting Agile beyond software development</title>
		<description><![CDATA[Promoting Agile beyond software development
By Bruno Collet
This is a video presentation.
Although Agile is born in the world of software development, Agile proponents have realized long ago that Agile is far from having reached its full potential, that areas outside software development can benefit from its values and principles. However, today most Agile transformations are still [...]]]></description>
		<link>http://www.pmhut.com/promoting-agile-beyond-software-development</link>
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		<title>10 Project Management Pitfalls</title>
		<description><![CDATA[10 Project Management Pitfalls
By Atul Gaur

Scope Management: All projects whether small or large should have a clear well defined scope. The scope definition should also be included while assigning work to various sub contractors or vendors liable to supply products / services. Lack of clarity in scope between buyer and seller and the associated vendors, [...]]]></description>
		<link>http://www.pmhut.com/10-project-management-pitfalls</link>
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		<title>The History of Project Management</title>
		<description><![CDATA[The History of Project Management
By Timber Chinn, Northwest University
The specific discipline of project management began in the 20th Century, but project management has existed since the beginning of time. At its most basic, a project is something done once to accomplish a particular task in a specific period of time. People have always managed projects [...]]]></description>
		<link>http://www.pmhut.com/the-history-of-project-management</link>
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		<title>Project Management: Is Your Cart Ahead of the Horse?</title>
		<description><![CDATA[Project Management: Is Your Cart Ahead of the Horse?
By Chris Thompson
Tell me if you have ever experienced this scenario:
A customer comes to you with a need. This creates a project to complete the task and typically can take the form of a design build project. One may hear &#8220;design build&#8221; and think some sort of [...]]]></description>
		<link>http://www.pmhut.com/project-management-is-your-cart-ahead-of-the-horse</link>
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		<title>Why You Need a Project Document Library</title>
		<description><![CDATA[Why You Need a Project Document Library
By Jennifer Whitt
There&#8217;s nothing that drives me or my team crazier than not being able to find a file. Even worse, is discovering the document you&#8217;ve been working on is the incorrect version. Since many can relate to those frustrations, I want to share what you can do to [...]]]></description>
		<link>http://www.pmhut.com/why-you-need-a-project-document-library</link>
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		<title>Project Management Wisdom from Master Yoda!</title>
		<description><![CDATA[Project Management Wisdom from Master Yoda!
By Kiron D. Bondale
Learn much from Master Yoda, Padawan Project Managers can!
In honor of Star Wars Day (which was a few days ago), here are some of the Jedi Master&#8217;s quotations and the project management lessons they can teach us.

“Difficult to see. Always in motion is the future” – Project [...]]]></description>
		<link>http://www.pmhut.com/project-management-wisdom-from-master-yoda</link>
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		<title>The Art of Negotiation in Project Management</title>
		<description><![CDATA[The Art of Negotiation in Project Management
By Mark Norman
Today we have a look at art of negotiation and what we, as project managers, need to consider when involved with negotiations during project delivery.
I have previously looked at aspects of risk and stakeholder management and I have presented tools and processes for creating a risk and [...]]]></description>
		<link>http://www.pmhut.com/the-art-of-negotiation-in-project-management</link>
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		<title>The Develop Schedule Process in Project Management</title>
		<description><![CDATA[The Develop Schedule Process in Project Management
By Douglas Ruh, Northwest University
The Develop Schedule process could be viewed as the Estimate Project Duration exercise. The process of developing a schedule is one of the most important parts of the project simply because it will be used by virtually everyone involved with the project. It is a [...]]]></description>
		<link>http://www.pmhut.com/the-develop-schedule-process-in-project-management</link>
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		<title>Agile Chartering - Beginning with the End in Mind</title>
		<description><![CDATA[Agile Chartering - Beginning with the End in Mind
By Bob Galen
What Is Chartering?
In a traditional project management sense, it&#8217;s a Process and Artifacts that:

Establishes the vision state for the project


Defines key goals and requirements


Captures and sets customer expectations


Defines project participants and their roles


Defines limits and constraints


Establishes all resource needs and overall cost targets


Creates a high [...]]]></description>
		<link>http://www.pmhut.com/agile-chartering-beginning-with-the-end-in-mind</link>
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		<title>Social Project Management Is Different from Project Management 2.0</title>
		<description><![CDATA[Social Project Management Is Different from Project Management 2.0
By John Tripp
Many people use the terms Social Project Management (SPM) and Project Management 2.0 (PM 2.0) interchangeably. Heck, even wikipedia thinks they&#8217;re the same thing, but it&#8217;s wrong. While PM 2.0 focused primarily on enabling online collaboration within the team, and to a lesser extent with [...]]]></description>
		<link>http://www.pmhut.com/social-project-management-is-different-from-project-management-20</link>
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		<title>Project Management Coaching - Why Every Project Manager Should Have a Coach!</title>
		<description><![CDATA[Project Management Coaching - Why Every Project Manager Should Have a Coach!
By Susanne Madsen
I still remember the first time I was coached. I was on a 5-day leadership course which helped us assess, expand and refine the leadership styles we were each using. To support this process everyone was assigned a personal coach who would [...]]]></description>
		<link>http://www.pmhut.com/project-management-coaching-why-every-project-manager-should-have-a-coach</link>
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		<title>The Soft Skills of International Project Management</title>
		<description><![CDATA[The Soft Skills of International Project Management
By Jay Grinstead, National Aeronautics and Space Administration (NASA)
When I took the International Project Management (IPM) course at Kennedy Space Center in the winter of 2012, I had already had some experience working with NASA’s international partners. In fact it was that work, which introduced me to some of [...]]]></description>
		<link>http://www.pmhut.com/the-soft-skills-of-international-project-management</link>
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		<title>A Project Selection Checklist for the Busy Project Manager</title>
		<description><![CDATA[A Project Selection Checklist for the Busy Project Manager
By Ian Needs
Let&#8217;s be honest: in the real world, you and I both know that some projects are selected largely on instinct and intuition.
Sure, there are lots of conventional methods for project selection, like benefit measurement or constrained optimization methods. But a busy project manager doesn&#8217;t always [...]]]></description>
		<link>http://www.pmhut.com/a-project-selection-checklist-for-the-busy-project-manager</link>
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		<title>Project Performance Measurement Beyond the Triple Constraint - A Primer</title>
		<description><![CDATA[Project Performance Measurement Beyond the Triple Constraint - A Primer
By Bruno Collet
As project manager – and particularly Agile project manager – I’ve always been obsessed by measuring progress based on real stakeholders’ expectations. Like many others, I’ve quickly noticed that the three traditional dimensions of scope, cost and time are hardly enough to lead to [...]]]></description>
		<link>http://www.pmhut.com/project-performance-measurement-beyond-the-triple-constraint-a-primer</link>
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		<title>5 Things Remarkable Leaders Do to Succeed</title>
		<description><![CDATA[5 Things Remarkable Leaders Do to Succeed
By Michael Stanleigh
Remarkable leaders have a vision and are able to use strong critical thinking skills to influence and bring about positive change.  They are successful change managers and innovators who are able to generate success by building strong team performance.

Strategic Planning
“A leader is best when people barely [...]]]></description>
		<link>http://www.pmhut.com/5-things-remarkable-leaders-do-to-succeed</link>
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		<title>PMBOK #5 Standardizes Its Approach to Planning</title>
		<description><![CDATA[PMBOK #5 Standardizes Its Approach to Planning
By Lynda Bourne
The PMBOK® Guide has always been designed for large projects, and assumes intelligent project teams will scale back the processes appropriately for smaller projects. The 5th Edition keeps this focus and introduces a standard process to &#8216;plan the planning&#8217; at the start of each knowledge area. This [...]]]></description>
		<link>http://www.pmhut.com/pmbok-5-standardizes-its-approach-to-planning</link>
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		<title>How To Tell If a Project Is in Trouble: Part I the Structured Way</title>
		<description><![CDATA[How To Tell If a Project Is in Trouble: Part I the Structured Way
By Ammar W. Mango
When it comes to analyzing the health of a project, there is a structured way, and a quick casual way.You always want to go with a structured approach.However, that is not always possible.Then you have to go with a [...]]]></description>
		<link>http://www.pmhut.com/how-to-tell-if-a-project-is-in-trouble-part-i-the-structured-way</link>
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		<title>Status Reports Can Provide Tell-tale Signs of Project Management Competence</title>
		<description><![CDATA[Status Reports Can Provide Tell-tale Signs of Project Management Competence
By Kiron D. Bondale
And you thought status reports were just useful for keeping stakeholders informed of project progress!
Although there are many ways of assessing a project manager&#8217;s skills including formal examinations, the perceived success of the projects they have managed and post-project 360 degree feedback surveys, [...]]]></description>
		<link>http://www.pmhut.com/status-reports-can-provide-tell-tale-signs-of-project-management-competence</link>
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		<title>Budgeting in Project Management</title>
		<description><![CDATA[Budgeting in Project Management
By Cora Systems
Organizations are facing challenges regarding their budgeting in project management. Pressure to follow through with only the projects that are going to be successfully and carry less risk is mounting. As a project manager you need to keep budgeting queries and be aware of benefits at all times throughout the [...]]]></description>
		<link>http://www.pmhut.com/budgeting-in-project-management</link>
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		<title>Leadership Success: 4 Ways Implement Your Goals and Strategy Successfully</title>
		<description><![CDATA[Leadership Success: 4 Ways Implement Your Goals and Strategy Successfully
By Rick A Conlow
Let me ask you a question. If a company has a cost leadership strategy they want to gain the maximum number of customers on price. Will they do everything they can to win, or not? Of course! They will identify tactics throughout the [...]]]></description>
		<link>http://www.pmhut.com/leadership-success-4-ways-implement-your-goals-and-strategy-successfully</link>
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		<title>Project Management - A Culture of Truth-Telling</title>
		<description><![CDATA[Project Management - A Culture of Truth-Telling
By Mandy McGill, Northwest University
As a project manager it is you job to create a culture where truth telling is not only encouraged, it&#8217;s rewarded. This requires a paradigm shift since you are biased towards positive feedback. It&#8217;s only natural as a PM to want to hear “Yes boss, [...]]]></description>
		<link>http://www.pmhut.com/project-management-a-culture-of-truth-telling</link>
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		<title>Changing Industries in Your Project Management Career</title>
		<description><![CDATA[Changing Industries in Your Project Management Career
By James Clements
Over the course of my project management career I have changed industry twice and have had many more minor changes of sectors inside those industries.
I want to recount some of the techniques I&#8217;ve learned to apply in these two major and several minor changes and at the [...]]]></description>
		<link>http://www.pmhut.com/changing-industries-in-your-project-management-career</link>
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		<title>Why a Project Management Office</title>
		<description><![CDATA[Why a Project Management Office
By Joanne Wortman
Project Management Office
The words make some shudder. Of course PMOs have existed for a long time. They grew as the discipline of project management itself matured and people recognized that project management was a distinct skill set that demanded training and experience, as well as certain natural talents.
While PMOs [...]]]></description>
		<link>http://www.pmhut.com/why-a-project-management-office</link>
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		<title>Good Leaders Attract Talent</title>
		<description><![CDATA[Good Leaders Attract Talent
By Paul Slater
Talking to someone recently about what they were looking for next in their career I was reminded of a conversation I had a number of years ago with someone who was desperate to get into a particular group at work. The group he was in was well respected and this [...]]]></description>
		<link>http://www.pmhut.com/good-leaders-attract-talent</link>
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		<title>Project Management and the Agility Factor</title>
		<description><![CDATA[Project Management and the Agility Factor
By Bruce McGraw
Agility is such a positive sounding word. In common usage, agility is synonymous with quickness, lightness, ease of movement, nimbleness—beautiful gymnasts are agile, great basketball players are agile - I feel buoyant just talking about it (Wish my march madness team picks had showed more agility!)
Agility in terms [...]]]></description>
		<link>http://www.pmhut.com/project-management-and-the-agility-factor</link>
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		<title>Project Management: The Under Promise-Over Deliver Trap</title>
		<description><![CDATA[Project Management: The Under Promise-Over Deliver Trap
By Andrea Brockmeier
&#8220;We are scheduled to arrive 17 minutes early,&#8221; announced the pilot before takeoff on a recent flight.
&#8220;Excellent,&#8221; I said to myself. Then I got to wondering if it really was.
In fact, I wasn&#8217;t sure quite what to make of it. Does that mean we&#8217;re going to be [...]]]></description>
		<link>http://www.pmhut.com/project-management-the-under-promise-over-deliver-trap</link>
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		<title>When and Why Does Total Quality Management Work, and Why Isn&#8217;t It Still Prevalent?</title>
		<description><![CDATA[When and Why Does Total Quality Management Work, and Why Isn&#8217;t It Still Prevalent?
By Timothy Prosser
Total Quality Management, or TQM, was prevalent in business thinking in the 1980s, and improved the work lives and productivity of many people as well as the fortunes of some major corporations in that era. I won&#8217;t try to describe [...]]]></description>
		<link>http://www.pmhut.com/when-and-why-does-total-quality-management-work-and-why-isnt-it-still-prevalent</link>
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		<title>Agile or Waterfall? 8 Tips to Help You Decide</title>
		<description><![CDATA[Agile or Waterfall? 8 Tips to Help You Decide
By Susanne Madsen
If you are running a software project, one of the questions you are likely to come across is which development methodology to use. Some like to stick to a traditional waterfall approach whereas others are keen advocates of an agile methodology. In reality many projects [...]]]></description>
		<link>http://www.pmhut.com/agile-or-waterfall-8-tips-to-help-you-decide</link>
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		<title>6 Practical Tips on How to Manage a Project with Freelancers</title>
		<description><![CDATA[6 Practical Tips on How to Manage a Project with Freelancers
By Robert Kelly
Web technologies have made it easier than ever to gain access to a talented and affordable freelance workforce across the globe. Hiring freelancers has many advantages, particularly for big projects or one-time projects. For instance, you can speed up the job through increased [...]]]></description>
		<link>http://www.pmhut.com/6-practical-tips-on-how-to-manage-a-project-with-freelancers</link>
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		<title>The First Essential of Project Management: Benefits</title>
		<description><![CDATA[The First Essential of Project Management: Benefits
By Russell Whitworth
This post is the first of a series of seven that will introduce The Seven Essentials of Project Management.
When I conduct a project healthcheck, I normally start quite informally by asking the project manager to tell me about their project. The response sets the tone for the [...]]]></description>
		<link>http://www.pmhut.com/the-first-essential-of-project-management-benefits</link>
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		<title>An Executive Perspective on Project Sponsorship</title>
		<description><![CDATA[An Executive Perspective on Project Sponsorship
By Abid Mustafa
Over the past decade or so, I have been involved in project work performing a variety of roles. I have led the enterprise PMO and played the role of an executive sponsor, yet there still exists a wide spread perception that executives do not do enough to support [...]]]></description>
		<link>http://www.pmhut.com/an-executive-perspective-on-project-sponsorship</link>
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		<title>What Does Your Project Scorecard Look Like?</title>
		<description><![CDATA[What Does Your Project Scorecard Look Like?
By Jennifer Whitt
When was the last time you heard the term &#8216;project scorecard&#8217;? If you can&#8217;t remember or have never heard it, you are not alone; it&#8217;s a buzz word that comes and goes with time. A project scorecard causes some fear because of what it may uncover and [...]]]></description>
		<link>http://www.pmhut.com/what-does-your-project-scorecard-look-like</link>
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		<title>Organizational Theory and Project Management</title>
		<description><![CDATA[Organizational Theory and Project Management
By Ammar W. Mango
One way to look at Project Management is a means to realize effective delivery from the organization(s). Delivering through layers of organizational hierarchy is not easy especially if the organization was setup for operational work without much consideration to project work. Because of challenges faced by organizations worldwide [...]]]></description>
		<link>http://www.pmhut.com/organizational-theory-and-project-management</link>
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		<title>So What Happens When Your New Project Really Is “Rocket-Science”?</title>
		<description><![CDATA[So What Happens When Your New Project Really Is “Rocket-Science”?
By Kiron D. Bondale
Congratulations – you&#8217;ve just been given the opportunity to manage a very innovative project – so unique, in fact, that nothing similar has ever been attempted by your organization!
Once the euphoria settles, you realize the significant challenge facing you – how do you [...]]]></description>
		<link>http://www.pmhut.com/so-what-happens-when-your-new-project-really-is-rocket-science</link>
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		<title>Don&#8217;t be a Scrum Zombie</title>
		<description><![CDATA[Don&#8217;t be a Scrum Zombie
By Marc Löffler
Every Scrum team knows the most famous 3 questions asked at the Daily Scrum:

What did you do yesterday?
What will you do today?
Is anything in your way?

For some teams this meeting is just an annoying duty and because of that the questions are answered passionless. One thing that I observed [...]]]></description>
		<link>http://www.pmhut.com/dont-be-a-scrum-zombie</link>
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		<title>When Is a Plan Good Enough? Provisional Project Planning</title>
		<description><![CDATA[When Is a Plan Good Enough? Provisional Project Planning
By Terry Bunio
As I&#8217;ve taken the journey along the Agile path I&#8217;ve come to learn two things I am certain about:

A detailed Work Breakdown Structure is one of the largest wastes and mistakes that can exist in a project
That not creating a temporal plan at some level [...]]]></description>
		<link>http://www.pmhut.com/when-is-a-plan-good-enough-provisional-project-planning</link>
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		<title>Project Management - Predicting the Future: A Thankless Job!</title>
		<description><![CDATA[Project Management - Predicting the Future: A Thankless Job!
By Susan Peterson
There probably aren’t any job descriptions for project manager positions that contain the requirement “Must possess keen ability to accurately predict the future”. However, that skill is necessary in order to be an effective project manager who is both proactive in averting project disasters, and [...]]]></description>
		<link>http://www.pmhut.com/project-management-predicting-the-future-a-thankless-job</link>
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		<title>Collecting Project Requirements</title>
		<description><![CDATA[Collecting Project Requirements
By Marc Derendinger, Northwest University
It often helps to think of this process as finding what is needed to satisfy the stakeholders and creating a document to reflect this understanding. These requirements become the basis for your Work Breakdown Structure, so need to be detailed enough for accurate measurement once the project is underway.
Since [...]]]></description>
		<link>http://www.pmhut.com/collecting-project-requirements</link>
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		<title>The Art of Project Management: Success</title>
		<description><![CDATA[The Art of Project Management: Success
By Carl M. Manello
A victorious army opposed to a routed one, is as a pound&#8217;s weight placed in the scale against a single grain. —Sun Tzu
While I won&#8217;t compare weights and measures of ancient China (the “I” and the “SHU” versus the pound and the ounce), I will measure up [...]]]></description>
		<link>http://www.pmhut.com/the-art-of-project-management-success</link>
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		<title>Social Project Management - Balancing Coordination and Management</title>
		<description><![CDATA[Social Project Management - Balancing Coordination and Management
By John Tripp
Every project requires some level of coordination and some level of management. Project management is generally formal, and generally understood to the someone’s job – usually a “Project Manager”. Project coordination is generally informal, and is performed by most project team members daily, in the course [...]]]></description>
		<link>http://www.pmhut.com/social-project-management-balancing-coordination-and-management</link>
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		<title>The Halo Effect and Project Success</title>
		<description><![CDATA[The Halo Effect and Project Success
By Paul Weber
Have you ever seen someone within your organization, being put into a position, just because they had experience, and success in one area, so the folks upstairs assumed this success would transfer into another job or role within an organization, only to watch a disaster unfold before your [...]]]></description>
		<link>http://www.pmhut.com/the-halo-effect-and-project-success</link>
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		<title>20 Essential Tips for Project Leaders</title>
		<description><![CDATA[20 Essential Tips for Project Leaders
By Susanne Madsen

Spend your time pro-actively – The number one project leadership tip is to focus your attention on the long term as opposed to being reactive and firefight in the present moment. The more time you spend planning and building relationships, the fewer issues you will encounter later in [...]]]></description>
		<link>http://www.pmhut.com/20-essential-tips-for-project-leaders</link>
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		<title>3 Leadership Opportunities to Improve Organizational Performance</title>
		<description><![CDATA[3 Leadership Opportunities to Improve Organizational Performance
By Michael Stanleigh
Many organizations struggle to meet the challenges of optimizing performance. How should they measure performance? What should they measure? And how can leaders ensure that communication channels throughout the organization are open? Too often, organizations will put in place measurement systems and structures that deliver the opposite [...]]]></description>
		<link>http://www.pmhut.com/3-leadership-opportunities-to-improve-organizational-performance</link>
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		<title>Why PMOs Need to Market Themselves</title>
		<description><![CDATA[Why PMOs Need to Market Themselves
By Peter Taylor
Even the best PMOs can be challenged and so a wise PMO leader will not only focus their efforts on delivering successfully in the key areas of what is generally considered ‘good PMO’ focus:
Having consistent, repeatable PM practices

Having the most experienced PMs


Having a clear visibility into the progress [...]]]></description>
		<link>http://www.pmhut.com/why-pmos-need-to-market-themselves</link>
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		<title>WBS Training - What Are The Project Management Benefits?</title>
		<description><![CDATA[WBS Training - What Are The Project Management Benefits?
By Vivian Kloosterman
Developing a work breakdown structure is not always easy. It can be demanding, and require a lot of time and effort. Sometimes it&#8217;s difficult to know where to start. You may put off developing the WBS and then rush it through, so that it is [...]]]></description>
		<link>http://www.pmhut.com/wbs-training-what-are-the-project-management-benefits</link>
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		<title>Is Your PMO Delivering Good Value?</title>
		<description><![CDATA[Is Your PMO Delivering Good Value?
By Peter Taylor
Apart from a special-purpose PMO there is not a specific expectation that any other form of PMO is a temporary business unit. That said there is absolutely no expectation that the PMO is a permanent business support unit either.
What is true is that the time of the PMO [...]]]></description>
		<link>http://www.pmhut.com/is-your-pmo-delivering-good-value</link>
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		<title>Agile Is About Adaptive Actions, Not Corrective Actions or Preventive Actions</title>
		<description><![CDATA[Agile Is About Adaptive Actions, Not Corrective Actions or Preventive Actions
By Satya Narayan Dash
PMBOK incorporates many standards, terms and terminologies from a whole gamut of other standards, for example some from the Good Manufacturing Practice (or GMP). Corrective Action and Preventive Action (or CAPA) are terms from GMP specifically. CAPA concepts are improvements to process [...]]]></description>
		<link>http://www.pmhut.com/agile-is-about-adaptive-actions-not-corrective-actions-or-preventive-actions</link>
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		<title>Surviving in a Weak Matrix Organization</title>
		<description><![CDATA[Surviving in a Weak Matrix Organization
By Khaliphani Khumalo
“Do the right thing, do it the right way, and do it right now!” takes on a new meaning when you find yourself – as a Project Management Professional – working in weak matrix organization.
I moved from a small organization to a large corporation and I had to [...]]]></description>
		<link>http://www.pmhut.com/surviving-in-a-weak-matrix-organization</link>
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		<title>Why Projects Succeed: Organizational Change Management</title>
		<description><![CDATA[Why Projects Succeed: Organizational Change Management
By Roger Kastner
Is change management or project management more critical to project success?
Before you answer, let me tell you about two examples that might impact your response.
Like many of you, I&#8217;ve been on a few projects where I was able to appropriately set and deliver on expectations on scope, schedule, [...]]]></description>
		<link>http://www.pmhut.com/why-projects-succeed-organizational-change-management</link>
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		<title>To PMP or to Not PMP - That Is the Question</title>
		<description><![CDATA[To PMP or to Not PMP - That Is the Question
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Should I get it now, or should I wait until I have more time to study? What if I study and I don&#8217;t pass, and wasted all that time for nothing? Will having it actually impact my career, or [...]]]></description>
		<link>http://www.pmhut.com/to-pmp-or-to-not-pmp-that-is-the-question</link>
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		<title>The Value of the Project Audit</title>
		<description><![CDATA[The Value of the Project Audit
By Mark Norman
The function of a project audit is to determine the current status of a project. Audits typically occur during the life of a project, the outcome of the audit can be used to influence project decision making. The aim of the project audit is to ensure that the [...]]]></description>
		<link>http://www.pmhut.com/the-value-of-the-project-audit</link>
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		<title>Project Management Foundations - Planning &amp; Conducting Effective Project Meetings</title>
		<description><![CDATA[Project Management Foundations - Planning &#038; Conducting Effective Project Meetings
By Steve Hart
Project meetings can easily become the nemesis of your project success. Some of the things that I overhear when team members talk about project meetings:
“My day is fully consumed by meetings. I have no time to do my real work.”
“That meeting was a waste [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-planning-conducting-effective-project-meetings</link>
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		<title>Project Management - Sequence Activities Process</title>
		<description><![CDATA[Project Management - Sequence Activities Process
By Marc Derendinger, Northwest University
The sequence activities process takes all the activities you defined in the Define Activities process and orders them by precedence. You are creating a map or diagram that illustrates the relationship between these activities and identifying the order in which they need to be done. It [...]]]></description>
		<link>http://www.pmhut.com/project-management-sequence-activities-process</link>
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		<title>PMO Lingo and Acronyms to Tickle Your Funny Bone</title>
		<description><![CDATA[PMO Lingo and Acronyms to Tickle Your Funny Bone
By Ammar W. Mango
Running a PMO is challenging. It can be nerve wrecking some times. To keep things into perspective and not to take self too seriously, it is good to joke about it once in a while. Here is a list of funny terms from workplace [...]]]></description>
		<link>http://www.pmhut.com/pmo-lingo-and-acronyms-to-tickle-your-funny-bone</link>
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		<title>Shadow of the Leader</title>
		<description><![CDATA[Shadow of the Leader
By Russell Whitworth
Many factors contribute to the culture of an organization – its history, geography and industry norms amongst others. And there is one driver that can change overnight: its leadership.
I have worked in organizations that are strongly aligned to project management principles – where everything is treated as a project – [...]]]></description>
		<link>http://www.pmhut.com/shadow-of-the-leader</link>
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		<title>How to Deliver Challenging Projects</title>
		<description><![CDATA[How to Deliver Challenging Projects
By Cora Systems
Every two projects aren&#8217;t the same, some may be easy others more difficult. However some project will test even the best project manager&#8217;s skills and expertise. Project managers will have to endure their fair share of challenging projects over their career. The method by which you deal with the [...]]]></description>
		<link>http://www.pmhut.com/how-to-deliver-challenging-projects</link>
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		<title>4 Common Project Leadership Mistakes to Avoid</title>
		<description><![CDATA[4 Common Project Leadership Mistakes to Avoid
By Art Petty
“This would be easy if it weren&#8217;t for the people.” - A Project Manager
I&#8217;ve been invited to deliver a talk to a group of project management professionals ostensibly around the issue of dealing with difficult people on project teams. The challenge with this topic is that one [...]]]></description>
		<link>http://www.pmhut.com/4-common-project-leadership-mistakes-to-avoid</link>
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		<title>Control Project Schedule</title>
		<description><![CDATA[Control Project Schedule
By Jose Medina, Northwest University
In this process, the project manager manages and controls the schedule, making sure to track the time spent on activities lines up with the schedule baseline. It is important for the project manager to understand that controlling the schedule is not only a reactive task but also a proactive [...]]]></description>
		<link>http://www.pmhut.com/control-project-schedule</link>
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		<title>7 Scope Questions to Ask at Project Initiation</title>
		<description><![CDATA[7 Scope Questions to Ask at Project Initiation
By Mark Norman
There are many scoping questions that the project manager must ask during a project. Below are a series of questions I use during project initiation:

What is the objective of the project
Preferably this should be recorded in a single sentence and reflect what your sponsor wishes to [...]]]></description>
		<link>http://www.pmhut.com/7-scope-questions-to-ask-at-project-initiation</link>
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		<title>&#8220;Certified Project Executive&#8221; Anyone?</title>
		<description><![CDATA[&#8220;Certified Project Executive&#8221; Anyone?
By Ammar W. Mango
I was reading earlier an article in the PM Network issue this month, that quotes Mr Mark Langley, Project Management Institute – PMI President, challenging audience to become “Project Executives” not only Project Managers. This really clicked for me and I think he hit the need right on. We [...]]]></description>
		<link>http://www.pmhut.com/certified-project-executive-anyone</link>
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		<title>Yes Virginia, There Really Are PM Tools Which Can Support Both Agile and Waterfall Projects!</title>
		<description><![CDATA[Yes Virginia, There Really Are PM Tools Which Can Support Both Agile and Waterfall Projects!
By Kiron D. Bondale
A challenge faced by organizations attempting to adopt agile practices is deciding what project management documents are valuable – which traditional lifecycle ones should be maintained and which can be discarded?
This is more common than one might assume [...]]]></description>
		<link>http://www.pmhut.com/yes-virginia-there-really-are-pm-tools-which-can-support-both-agile-and-waterfall-projects</link>
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		<title>Project Management - From the Perspective of Your Team</title>
		<description><![CDATA[Project Management - From the Perspective of Your Team
By Michelle Symonds
Regular, honest assessment of your own project management style is a good way to develop and learn as a professional. Self-evaluation as well as the consideration of feedback from others and project lessons learned will help with this.
Your leadership style, knowledge and skills are all [...]]]></description>
		<link>http://www.pmhut.com/project-management-from-the-perspective-of-your-team</link>
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		<title>Direct and Manage Project Execution</title>
		<description><![CDATA[Direct and Manage Project Execution
By Lani Dodge, Northwest University
The directing and managing phase of a project is a chance for the project manager to shine with his or her leadership skills. If this is you, you can lead by example by providing a consistent and compelling message of how the success of the project fits [...]]]></description>
		<link>http://www.pmhut.com/direct-and-manage-project-execution</link>
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		<title>5 Guidelines for Project Planning and Execution</title>
		<description><![CDATA[5 Guidelines for Project Planning and Execution
By Jennifer Whitt
I could write a thesis on lessons learned in project planning and execution, but the key to my success in this area is related to self-discipline. Self-discipline has three main qualities-will power, hard work and persistence. Without those things, I find myself not getting very far or [...]]]></description>
		<link>http://www.pmhut.com/5-guidelines-for-project-planning-and-execution</link>
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		<title>Agile With Development and Testing Phases</title>
		<description><![CDATA[Agile With Development and Testing Phases
By Will Hamill
Occasionally I hear about or talk to people who are involved with projects where there is a separation between testers and developers to the point where the developers deliver work in one iteration and then in another iteration the testers validate the work and either pass the features [...]]]></description>
		<link>http://www.pmhut.com/agile-with-development-and-testing-phases</link>
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		<title>Performance Reporting in Project Management - Some Best Practices</title>
		<description><![CDATA[Performance Reporting in Project Management - Some Best Practices
By Timber Chinn, Northwest University
Project work requires ongoing measurements and evaluations to make sure everything is on track with schedule, budget and objectives. It is the project manager&#8217;s responsibility to use these measurements and evaluations to report how the project is doing compared to the performance baseline. [...]]]></description>
		<link>http://www.pmhut.com/performance-reporting-in-project-management-some-best-practices</link>
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		<title>How to Achieve Accurate Project Time and Cost Estimates</title>
		<description><![CDATA[How to Achieve Accurate Project Time and Cost Estimates
By Paul A. Weber
What are Time &#038; Cost estimates?
These are the project estimates in relation to how much time is required for your project. Cost is related to how much financial investment will be necessary for your project,
Why Time &#038; Cost estimates are important?
I know you are [...]]]></description>
		<link>http://www.pmhut.com/how-to-achieve-accurate-project-time-and-cost-estimates</link>
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		<title>How To Write a Marketing Project Brief</title>
		<description><![CDATA[How To Write a Marketing Project Brief
By Greg Poirier
Why Briefs Are Requested
The marketing project brief, sometimes called creative brief, is likely one of the most maligned, misunderstood and misused documents in marketing today. In over a decade of marketing, I have never heard anyone say “oh boy, I get to fill out a project brief” [...]]]></description>
		<link>http://www.pmhut.com/how-to-write-a-marketing-project-brief</link>
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		<title>Managing Projects with Multiple Clients</title>
		<description><![CDATA[Managing Projects with Multiple Clients
By Bruno Collet
The number of clients is one of the biggest factors of complexity, and therefore of success, for a project. By &#8220;client&#8221; we mean here any stakeholder who is expecting business benefits from the project. The best - possibly only - time to set this part right is at project [...]]]></description>
		<link>http://www.pmhut.com/managing-projects-with-multiple-clients</link>
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		<title>Thirty One Ingredients of Failed Projects</title>
		<description><![CDATA[Thirty One Ingredients of Failed Projects
By Ammar W. Mango
Failed projects have a lot in common. Here are the things I most commonly find in failed projects, the lower the number the higher the impact:

Focusing on the mechanical part of planning (critical path calculations, the schedule model, etc)


Ignoring proper definition of “project success” and “project and [...]]]></description>
		<link>http://www.pmhut.com/thirty-one-ingredients-of-failed-projects</link>
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		<title>Why Have a PMO?</title>
		<description><![CDATA[Why Have a PMO?
By Barry Otterholt
The day of the Project Management Office (PMO) is upon us. Our customers are less tolerant of the delay from the point of investment to the point of value. They are also becoming more impatient with all the issues that seem to crop up. More and more organizations are forming [...]]]></description>
		<link>http://www.pmhut.com/why-have-a-pmo</link>
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		<title>Answer This Question Before Setting Up Your Project Management Office</title>
		<description><![CDATA[Answer This Question Before Setting Up Your Project Management Office
By Ammar W. Mango
“Is your company a business that hires experts (business company)? or experts who are in business (experts company?)” This is one of the main questions I consider when determining how to setup a PMO for a company. Getting this right sometimes can determine [...]]]></description>
		<link>http://www.pmhut.com/answer-this-question-before-setting-up-your-project-management-office</link>
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		<title>A Guide to Project Management Qualifications</title>
		<description><![CDATA[A Guide to Project Management Qualifications
By Michelle Symonds
Whether you&#8217;re a graduate considering a career in project management, a professional looking to progress up the career ladder or you simply wish to enhance your employability, it is useful to know what project management qualifications are out there, and how to choose between them.
As well as being [...]]]></description>
		<link>http://www.pmhut.com/a-guide-to-project-management-qualifications</link>
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		<title>The Project Brief</title>
		<description><![CDATA[The Project Brief
By Mark Norman
The Project Brief is a key quality document used when we begin a project, it is a powerful tool and there to help us. Its purpose is to provide a clear definition of the project&#8217;s direction and scope and forms the ‘contract&#8217; between the project team and corporate management. Once the [...]]]></description>
		<link>http://www.pmhut.com/the-project-brief</link>
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		<title>The Importance of Launching a Project</title>
		<description><![CDATA[The Importance of Launching a Project
By Mandy McGill, Northwest University
So you have been asked to manage a project and you have worked diligently to come up with all of the necessary tools to begin. You have a very supportive sponsor who believes in you. You have created a project charter and determined the work schedule. [...]]]></description>
		<link>http://www.pmhut.com/the-importance-of-launching-a-project</link>
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		<title>Some Practical Advice on Agile Project Contingency</title>
		<description><![CDATA[Some Practical Advice on Agile Project Contingency
By Theo Marinos
In a Perfect World…
…the life of a Scrum Master is bliss. We don&#8217;t pretend we know everything in advance, we don&#8217;t pretend we are in the head of the Product Owner and we are always honest about the real state of the product/development lifecycle through open demos, [...]]]></description>
		<link>http://www.pmhut.com/some-practical-advice-on-agile-project-contingency</link>
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		<title>Guidelines to a Project Charter within Project Management</title>
		<description><![CDATA[Guidelines to a Project Charter within Project Management
By Cora Systems
The Project Charter within Project Management is one of the most important tasks to be assumed to formally authorise a project. The aim of the Project Charter when managing projects and programmes is to detail the overall vision of the project, objectives, scope, deliverables, organisation and [...]]]></description>
		<link>http://www.pmhut.com/guidelines-to-a-project-charter-within-project-management</link>
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		<title>Don&#8217;t Ignore Customer Capacity When Populating Your Project Portfolios!</title>
		<description><![CDATA[Don&#8217;t Ignore Customer Capacity When Populating Your Project Portfolios!
By Kiron D. Bondale
Whether your company conducts planning on an annual or a continuous basis, the approach is usually the same: identifying and mapping demand against a finite supply of financial and human resources. High-level effort estimates get derived and aggregated across cross-functional project wish-lists to help [...]]]></description>
		<link>http://www.pmhut.com/dont-ignore-customer-capacity-when-populating-your-project-portfolios</link>
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		<title>Thirty-ingredient Recipe for Successful Projects</title>
		<description><![CDATA[Thirty-ingredient Recipe for Successful Projects
By Ammar W. Mango
Projects require certain ingredients for success. They do not guarantee success, but the more you have of these ingredients the better are the project success chances. Here are the top 30 ingredients I see in successful projects. All of them are important, but the lower the number the [...]]]></description>
		<link>http://www.pmhut.com/thirty-ingredient-recipe-for-successful-projects</link>
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		<title>Components of a Project Charter</title>
		<description><![CDATA[Components of a Project Charter
By Anna Schäfer
Every CI (Continuous Improvement) event or project starts with a Project Charter. The PMBOK book says you start with Stakeholder identification before you make a charter.
This document is best achieved using tables in MS Word. The components of a charter can vary from project to project, however the most [...]]]></description>
		<link>http://www.pmhut.com/components-of-a-project-charter</link>
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		<title>Managing Uncertainties in People</title>
		<description><![CDATA[Managing Uncertainties in People
By Allen D&#8217;Souza
I come from a software development background where people are the biggest assets. A strong team of people can take a company to dizzying heights while a bad one can drastically change even an existing success story.
A project almost always has constraints and risks. A good project manager always tries [...]]]></description>
		<link>http://www.pmhut.com/managing-uncertainties-in-people</link>
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		<title>Influencing Project Driven Collaboration to Deliver Results</title>
		<description><![CDATA[Influencing Project Driven Collaboration to Deliver Results
By K. Venkatachaliah Babu
The Challenge
Projects essentially need people to work together to deliver results. In the face of increased project complexity, teams need to learn, adapt and collaborate to deliver results. Individual performances alone are not sufficient. In the name of collaboration, if project managers focus on team building [...]]]></description>
		<link>http://www.pmhut.com/influencing-project-driven-collaboration-to-deliver-results</link>
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		<title>How To Resource a Project</title>
		<description><![CDATA[How To Resource a Project
By Paul Slater
A guide on what to consider when planning your project resources.
The conventional wisdom on project and program scheduling has it that if you increase the amount of resource the time taken to completion will reduce. Software scheduling tools will work all this out for you providing they have been [...]]]></description>
		<link>http://www.pmhut.com/how-to-resource-a-project</link>
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		<title>5 Things a Project Manager Should Not Do</title>
		<description><![CDATA[5 Things a Project Manager Should Not Do
By Mark Norman
The project manager is often asked to do many things, some of which he should do. However, there are certain professional activities that should be carried out by a subject matter expert. Be wary if, on your projects, you are to do the following:

Requirements Engineering
Certain types [...]]]></description>
		<link>http://www.pmhut.com/5-things-a-project-manager-should-not-do</link>
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		<title>Six Most Crucial Factors for Project Successes</title>
		<description><![CDATA[Six Most Crucial Factors for Project Successes
By Chi-Pong Wong
Many Factors for Project Successes
Will well scoped projects with adequate budgets, sufficient resources, and reasonable schedules being managed by seasoned and proven project managers always complete successfully? It depends. Accomplished project managers know well that having all these elements mapped out in the beginning and following the [...]]]></description>
		<link>http://www.pmhut.com/six-most-crucial-factors-for-project-successes</link>
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		<title>Project Closure and Analysis</title>
		<description><![CDATA[Project Closure and Analysis
By Marc Lane
Allen and Hardin (2008) note that there is a temptation for a project team to celebrate the conclusion of a project without adequate reflection on its strengths and weaknesses. This was the case with a project my eight-grade team recently completed. Specifically, we failed to record our conclusions in “lessons [...]]]></description>
		<link>http://www.pmhut.com/project-closure-and-analysis</link>
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		<title>The Seven Essentials of Project Management</title>
		<description><![CDATA[The Seven Essentials of Project Management
By Russell Whitworth
Every Project Management “methodology” comprises a number of sections, chapters or knowledge areas. These are the basic building-blocks of project management excellence – the things that a PM needs to grasp firmly on a daily basis.
PMI&#8217;s PMBOK used to have 9 knowledge areas, and in the latest version [...]]]></description>
		<link>http://www.pmhut.com/the-seven-essentials-of-project-management</link>
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		<title>Project Management Best Practice</title>
		<description><![CDATA[Project Management Best Practice
By Alistair Manning
Many companies undertake projects, but my best clients do so in a professional, controlled way.
ISO 21500: 2012 provides best practice guidance to achieve business results through improved project success.
This new standard offers a better understanding of key principles to support management and establish a common basis on which to compare [...]]]></description>
		<link>http://www.pmhut.com/project-management-best-practice</link>
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		<title>Kanban Is Dead</title>
		<description><![CDATA[Kanban Is Dead
By Richard Rahn
Now that I have your attention, no, Kanban is not dead. There has been, however, a sea-change in the way that the Lean community thinks about Kanban, and there is a growing openness to other material delivery options. Before I dive into that topic, however, a few words of introduction are [...]]]></description>
		<link>http://www.pmhut.com/kanban-is-dead</link>
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		<title>Project Management: Doing Nothing Is Always an Option</title>
		<description><![CDATA[Project Management: Doing Nothing Is Always an Option
By John Simko
When deciding what to do, “doing nothing” should always be considered. I&#8217;m not talking about just sitting around and checking your Facebook account. What I am talking about is making the conscious decision to not act when there are other alternatives. As someone who is wired [...]]]></description>
		<link>http://www.pmhut.com/project-management-doing-nothing-is-always-an-option</link>
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		<title>PMBOK® Guide 5th Edition - Some Technical Differences</title>
		<description><![CDATA[PMBOK® Guide 5th Edition - Some Technical Differences
By Lynda Bourne
We are busily working through the PMBOK® Guide 5th Edition updating our training courses and making them ready for the scheduled examination changes. Three of the more technical changes (out of many) are:
The Good
Quality management has been tidied up. The seven basic tools of quality management [...]]]></description>
		<link>http://www.pmhut.com/pmbok%c2%ae-guide-5th-edition-some-technical-differences</link>
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		<title>The Project Charter - What Should Be Included</title>
		<description><![CDATA[The Project Charter - What Should Be Included
By Sue Cochran, Northwest University
When you initially charter a plane, you don’t need to provide a seating chart, or list of names to the airline company. You do, however, need to know approximately how many people will be on the plane, how much the trip will cost and [...]]]></description>
		<link>http://www.pmhut.com/the-project-charter-what-should-be-included</link>
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		<title>Project Management and Portfolio Management: The Balance of Your Business</title>
		<description><![CDATA[Project Management and Portfolio Management: The Balance of Your Business
By Ian Needs
What&#8217;s more important to your business, project management or project portfolio management?
The simple answer is that they both matter, of course. But don&#8217;t brush the question aside – the precise balance between project management and project portfolio management (PPM) in your business can make [...]]]></description>
		<link>http://www.pmhut.com/project-management-and-portfolio-management-the-balance-of-your-business</link>
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		<title>Authority and Responsibility, How They&#8217;re Related and How They Affect Project Management</title>
		<description><![CDATA[Authority and Responsibility, How They&#8217;re Related and How They Affect Project Management
By Dave Nielsen
Veteran project managers know that they accept responsibility for the project when they accept the role of project manager. They also know that the lack of authority can seriously impede their ability to deliver the goals and objectives set for the project. [...]]]></description>
		<link>http://www.pmhut.com/authority-and-responsibility-how-theyre-related-and-how-they-affect-project-management</link>
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		<title>Effective Project Management in Digital Signage</title>
		<description><![CDATA[Effective Project Management in Digital Signage
By Nate Nead
Any effective IT deployment is a complex and unwieldy monster that can be difficult for any single operator or project manager to get their head around. If the technical aspects weren&#8217;t enough, dealing with conflicts of personality and management style tends to hurl some of the most difficult [...]]]></description>
		<link>http://www.pmhut.com/effective-project-management-in-digital-signage</link>
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		<title>5 Tips For Budding Project Managers</title>
		<description><![CDATA[5 Tips For Budding Project Managers
Damian Watson
A surprising number of projects fail to meet their objectives, realize intended benefits or even make it to the finish line. Whether a project is a small one-off piece of work, or a complex, multi-faceted business transformation within a portfolio, as a project manager you should be focused on [...]]]></description>
		<link>http://www.pmhut.com/5-tips-for-budding-project-managers</link>
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		<title>10 Annoying Coworker Habits That Drive You Crazy</title>
		<description><![CDATA[10 Annoying Coworker Habits That Drive You Crazy
By Andy Anonymous

The Five Toed Sloth
These are people who are always late to their own meetings or conference calls.
If you schedule a meeting or a conference call and then are late starting or joining it, you are just showing your colleagues how little you value their time and [...]]]></description>
		<link>http://www.pmhut.com/10-annoying-coworker-habits-that-drive-you-crazy</link>
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		<title>Project Management Plan - How to Estimate Activity Resources</title>
		<description><![CDATA[Project Management Plan - How to Estimate Activity Resources
By Sheena Davison, Northwest University
There are two things that are very important to determine when calculating the amount of resources each activity is going to take. First, you must determine what level of competency you need. At this point it&#8217;s important to not look at what experience [...]]]></description>
		<link>http://www.pmhut.com/project-management-plan-how-to-estimate-activity-resources</link>
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		<title>Leadership Traits - Judgment</title>
		<description><![CDATA[Leadership Traits - Judgment
By Gerald Gillis
&#8220;Good judgment comes from experience, and a lot of that comes from bad judgment.&#8221; - Will Rogers
Judgment is the ability to think about things clearly, logically, and calmly, and to weigh facts, assumptions, and consequences (both intended and unintended) in deciding upon potential courses of action. Judgment does indeed come [...]]]></description>
		<link>http://www.pmhut.com/leadership-traits-judgment</link>
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		<title>Meetings Are Not Project Deliverables</title>
		<description><![CDATA[Meetings Are Not Project Deliverables
By Lisa Sieverts
When I ask my project management students to develop their first work breakdown structure, there are inevitably a few meetings listed as deliverables.
I feel strongly that a meeting itself should never be considered a deliverable. Meetings are held in order to achieve an objective. Therefore, we can list the [...]]]></description>
		<link>http://www.pmhut.com/meetings-are-not-project-deliverables</link>
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		<title>Getting Ready for SharePoint 2013 Certification</title>
		<description><![CDATA[Getting Ready for SharePoint 2013 Certification
By Ksenia Woodgate
Overview
To climb on to the SharePoint 2013 expert-level certification ladder, Microsoft have reinvented certifications to maintain their market relevance as the industry shifts to the cloud. Hence the new certifications are now focused on solutions rather than products, whether on-premises or in the cloud. There are three new [...]]]></description>
		<link>http://www.pmhut.com/getting-ready-for-sharepoint-2013-certification</link>
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		<title>5 Rules for a More Agile Approach to Project Management</title>
		<description><![CDATA[5 Rules for a More Agile Approach to Project Management
By Joanne Wortman
Here are a few Project Management rules to live by if you want to advance project management in your organization - the agile way:

Fluidity is key; rigidity can stifle project progress. Traditional frameworks call for a priori definitions of roles and responsibilities. In many [...]]]></description>
		<link>http://www.pmhut.com/5-rules-for-a-more-agile-approach-to-project-management</link>
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		<title>Agile Project Management - How to Strategically Prioritize User Stories</title>
		<description><![CDATA[Agile Project Management - How to Strategically Prioritize User Stories
By Terry Bunio
One of the reasons I love to read books on Agile is because of the wealth of great ideas out there. It seems like every book I read allows me to discover one or two news ideas. The book I am currently reading is [...]]]></description>
		<link>http://www.pmhut.com/agile-project-management-how-to-strategically-prioritize-user-stories</link>
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		<title>5 Tips for Keeping Your Project Under Budget</title>
		<description><![CDATA[5 Tips for Keeping Your Project Under Budget
By Keith Mathis - PM Expert Live
Two of the most important rules of a project are making sure it stays on time and on budget. Breaking either of these rules will cost you time, money, and you&#8217;ll probably have to deal with some unhappy people. Added to all [...]]]></description>
		<link>http://www.pmhut.com/5-tips-for-keeping-your-project-under-budget</link>
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		<title>The 3 Phases of an Agile Project</title>
		<description><![CDATA[The 3 Phases of an Agile Project
By Robert Kelly
If you recall my post “3 Things to Know About Agile” then you know I am by no means an Agile expert. The majority of my experience has been managing large, enterprise initiatives that may consist of an IT function running their piece in an agile fashion. [...]]]></description>
		<link>http://www.pmhut.com/the-3-phases-of-an-agile-project</link>
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		<title>All Troubled Projects Are Red, But Some Projects Are More Red than Others</title>
		<description><![CDATA[All Troubled Projects Are Red, But Some Projects Are More Red than Others
By Kiron D. Bondale
Review almost any project status report or project portfolio dashboard and apart from the names of the projects, the next most common field is likely to be a health indicator depicting project health using red, amber or green stoplights.
While these [...]]]></description>
		<link>http://www.pmhut.com/all-troubled-projects-are-red-but-some-projects-are-more-red-than-others</link>
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		<title>Leadership Traits - Unselfishness</title>
		<description><![CDATA[Leadership Traits - Unselfishness
By Gerald Gillis
Is unselfishness an outdated concept in today&#8217;s hyper-competitive, self-absorbed society? Is acceding to a position of authority an entitlement to behave selfishly? Can a leader with a sole interest in his/her advancement make it to the top of an organization?
Certainly. Selfish business and political leaders, among others, make it to [...]]]></description>
		<link>http://www.pmhut.com/leadership-traits-unselfishness</link>
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		<title>Understanding Project Costs and Why They Went Up or Down</title>
		<description><![CDATA[Understanding Project Costs and Why They Went Up or Down
By Preben Ormen
When we try to understand project costs and why they went up or down we invariably have to puzzle out the simultaneous effects of several variables. This can get quite complex, but at the heart of the matter is a very simple concept for [...]]]></description>
		<link>http://www.pmhut.com/understanding-project-costs-and-why-they-went-up-or-down</link>
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		<title>4 Areas Why Software Project Management Is Different</title>
		<description><![CDATA[4 Areas Why Software Project Management Is Different
By Jennifer Whitt
No matter what industry or business you talk with, project managers think their industry requires different project management from others. While there are some industry-dependent idiosyncrasies, for any job there are still similarities in business deliverables, product/service deliverables, and project management deliverables. Keeping that in mind, [...]]]></description>
		<link>http://www.pmhut.com/4-areas-why-software-project-management-is-different</link>
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		<title>When Good Projects Go Bad</title>
		<description><![CDATA[When Good Projects Go Bad
By Daniel Lock
Business doesn&#8217;t like risk, or more specifically we don&#8217;t like it when things go wrong. Projects go wrong all the time because by definition projects are not done as part of day-to-day business, otherwise we&#8217;d have a good understanding of the risks.
But we must still work to protect a [...]]]></description>
		<link>http://www.pmhut.com/when-good-projects-go-bad</link>
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		<title>What Your Project Management Software System Should Do</title>
		<description><![CDATA[What Your Project Management Software System Should Do
By Cora Systems
Organizations should have a well executed project management software system in place to deal with the complexity of today&#8217;s projects and programs. Having a poor performing project management system will have severe implications on the whole organization. The direction of the organization will be unclear as [...]]]></description>
		<link>http://www.pmhut.com/what-your-project-management-software-system-should-do</link>
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		<title>Project Management Foundations - 10 Capabilities of an Effective Project Manager</title>
		<description><![CDATA[Project Management Foundations - 10 Capabilities of an Effective Project Manager
By Steve Hart
When interviewing potential project management candidates there are certain qualities, skills, and experiences you are looking for that are part of the DNA of a successful project manager. These qualities, skills, and experiences define the capabilities of a project manager, and their ability [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-10-capabilities-of-an-effective-project-manager</link>
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		<title>Quality Objectives in Project Management - Beauty is in The Eye of the Beholder!</title>
		<description><![CDATA[Quality Objectives in Project Management - Beauty is in The Eye of the Beholder!
By James Clements
I went to a Project Management group breakfast a couple of weeks ago and as part of the presentation, one of the speakers asked the group, “Who derives the benefit from a Project to build an Apartment Building?”
There were a [...]]]></description>
		<link>http://www.pmhut.com/quality-objectives-in-project-management-beauty-is-in-the-eye-of-the-beholder</link>
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		<title>3 Leadership Trends That Cannot Be Ignored</title>
		<description><![CDATA[3 Leadership Trends That Cannot Be Ignored
By Cheryl Cran
There are three trends that are not going away in regards to leadership.
As a leader we can continue to deny the need to adapt to these trends or we can look at ways we can take advantage of these trends to help us be better leaders and [...]]]></description>
		<link>http://www.pmhut.com/3-leadership-trends-that-cannot-be-ignored</link>
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		<title>Controlling Schedule and Cost with Project Schedule</title>
		<description><![CDATA[Controlling Schedule and Cost with Project Schedule
By Bill Scott, Global Knowledge Course Director and Instructor
The project schedule is a document that, if properly prepared, is usable for planning, execution, monitoring/controlling, and communicating the delivery of the scope to the stakeholders. The main purpose of a project schedule is to represent the plan to deliver the [...]]]></description>
		<link>http://www.pmhut.com/controlling-schedule-and-cost-with-project-schedule</link>
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		<title>Planning to Recognize Failure - The Project Manager&#8217;s Guide to Preventing Project Calamity</title>
		<description><![CDATA[Planning to Recognize Failure - The Project Manager&#8217;s Guide to Preventing Project Calamity
By Art Petty
Every Project Manager with a few years of experience under his or her belt can likely recall at least one example of a major project that lived on long after the plug should have been pulled and the project canceled. The [...]]]></description>
		<link>http://www.pmhut.com/planning-to-recognize-failure-the-project-managers-guide-to-preventing-project-calamity</link>
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		<title>The Keys to IT Demand Management</title>
		<description><![CDATA[The Keys to IT Demand Management
By Vaughan Merlyn
Once again, I&#8217;m posting in response to a reader&#8217;s emailed question. The reader wrote:
While trying to understand the difference between Demand management, Portfolio Management and Project management from an IT Infrastructure Service delivery perspective, I stumbled upon your blog and found some interesting reads. Could you please share [...]]]></description>
		<link>http://www.pmhut.com/the-keys-to-it-demand-management</link>
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		<title>Boost Your Project Management Career with PMP® or CAPM® Certification</title>
		<description><![CDATA[Boost Your Project Management Career with PMP® or CAPM® Certification
By Claudia Vandermilt
Are you an experienced project manager who&#8217;s ready to take your career to the next level? Distinguish yourself by earning the prestigious Project Management Professional (PMP®) certification, awarded by the Project Management Institute (PMI®). The PMP® is the most recognized and respected credential in [...]]]></description>
		<link>http://www.pmhut.com/boost-your-project-management-career-with-pmp-or-capm-certification</link>
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		<title>Transformational Leadership Takes Companies to New Heights</title>
		<description><![CDATA[Transformational Leadership Takes Companies to New Heights
By Bruno Raynal
Transformational leadership is a highly effective style of leadership. It involves the ability of a leader to inspire followers to want to make positive changes in themselves and in the company as a whole. These types leaders have a unique ability to connect their vision and goals [...]]]></description>
		<link>http://www.pmhut.com/transformational-leadership-takes-companies-to-new-heights</link>
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		<title>Integrity and the Project Manager</title>
		<description><![CDATA[Integrity and the Project Manager
By Bruce McGraw
“If you tell the truth you don&#8217;t have to remember anything.”— Mark Twain
I recently came across a post on leadership and integrity by Michal Ray Hopkin, who reminds readers that integrity is one of the top attributes of a great leader. Integrity is the trait of truthfulness, reliability, and [...]]]></description>
		<link>http://www.pmhut.com/integrity-and-the-project-manager</link>
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		<title>5 Areas To Consider For IT Project Management</title>
		<description><![CDATA[5 Areas To Consider For IT Project Management
By Jennifer Whitt
If you find yourself at the helm of a complex information technology (IT) project there are five key areas to consider. For background, though, remember that a project has a specific beginning and end date, meets a business objective such as producing a unique product or [...]]]></description>
		<link>http://www.pmhut.com/5-areas-to-consider-for-it-project-management</link>
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		<title>A Guide to Escalation in Project Management</title>
		<description><![CDATA[A Guide to Escalation in Project Management
By Deepali Bhadade
While most of project management plans or communication management plans have an escalation mechanism defined; in reality, very few project managers make an effective use of the escalation mechanism. Many of them try to avoid escalations in the fear of conflict; some overdo it for every next [...]]]></description>
		<link>http://www.pmhut.com/a-guide-to-escalation-in-project-management</link>
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		<title>Making Sense of Help Desk and Project Management</title>
		<description><![CDATA[Making Sense of Help Desk and Project Management
By John McDonald
Why would an IT organization need to have a team management solution that brings together a help desk tool and a project management tool into one, integrated environment?
To understand this question let&#8217;s break the IT department into components:
How does IT get its work?

Strategies and directives set [...]]]></description>
		<link>http://www.pmhut.com/making-sense-of-help-desk-and-project-management</link>
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		<title>Leadership That Inspires</title>
		<description><![CDATA[Leadership That Inspires
By Michael Stanleigh
Great leadership doesn&#8217;t mean you have to have a dynamic, outgoing personality. Some great leaders are introverts and others are extroverts. There are leaders who are great networkers and others who prefer to work within their own team. Some leaders are assertive while others are aggressive. These are all personality traits. [...]]]></description>
		<link>http://www.pmhut.com/leadership-that-inspires</link>
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		<title>What Are Your Project Management Reporting Standards?</title>
		<description><![CDATA[What Are Your Project Management Reporting Standards?
By Ron Rosenhead
A simple question however the answer is often quite complex.
Why?
The main reason for the complexity is that in some companies (many), there is no agreed standard of what project reporting should look like. To check this out, over the last 3 months I have carried out a [...]]]></description>
		<link>http://www.pmhut.com/what-are-your-project-management-reporting-standards</link>
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		<title>Agile Inertia - Agile Means Never Saying Never and Always Saying Maybe</title>
		<description><![CDATA[Agile Inertia - Agile Means Never Saying Never and Always Saying Maybe
By Terry Bunio
Recently at a few Agile discussions I have noticed people saying things like:
“You should never provide estimates”
“You should never start to code without automated tests”
“You never need Business Analysts or Testers”
“You should never create requirement documents”
To me, Agile at its heart is [...]]]></description>
		<link>http://www.pmhut.com/agile-inertia-agile-means-never-saying-never-and-always-saying-maybe</link>
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		<title>Taking the Panic Out of Project Change Management</title>
		<description><![CDATA[Taking the Panic Out of Project Change Management
By Jack Howard
As a Project Manager, one of the most intimidating moments of your career is when you have to present a change request with significant budget and schedule impacts. It&#8217;s naturally uncomfortable, because you could be asking your sponsor to spend more than they expected to get [...]]]></description>
		<link>http://www.pmhut.com/taking-the-panic-out-of-project-change-management</link>
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		<title>5 Tips for Efficient Budgeting Within Project Management</title>
		<description><![CDATA[5 Tips for Efficient Budgeting Within Project Management
By Cora Systems
Organizations today are facing increasing pressures when it comes to their budgets around project management. There is a real need to only invest in a project that will be successful. Budgeting queries and benefit awareness should be forefront in the mind for the assigned project manager. [...]]]></description>
		<link>http://www.pmhut.com/5-tips-for-efficient-budgeting-within-project-management</link>
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		<title>Leadership Traits - Discipline</title>
		<description><![CDATA[Leadership Traits - Discipline
By Gerald Gillis
Have you developed the disciplined habits that will give you the momentum to move forward as a leader? Do you have the discipline to hone your existing skills and to develop new ones? If not, can you develop the discipline required to move from being good to exceptional as a [...]]]></description>
		<link>http://www.pmhut.com/leadership-traits-discipline</link>
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		<title>Three Common Project Management Stereotypes and Why They Are Wrong</title>
		<description><![CDATA[Three Common Project Management Stereotypes and Why They Are Wrong
By Vanessa Fiorido
Life can be hard as a project manager, not only do you have your work to deal with, sometimes you have to battle awful stereotypes others have about project management. Here are the three most common project management stereotypes, and why they are wrong:

Project [...]]]></description>
		<link>http://www.pmhut.com/three-common-project-management-stereotypes-and-why-they-are-wrong</link>
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		<title>The Art of Project Management: Governance</title>
		<description><![CDATA[The Art of Project Management: Governance
By Carl M. Manello
Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory. - Sun Tzu, Military Strategist
The parallels are easy: a large-scale, enterprise-wide business initiative is like [...]]]></description>
		<link>http://www.pmhut.com/the-art-of-project-management-governance</link>
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		<title>Leaders Have Three Motivational Tools Available To Them</title>
		<description><![CDATA[Leaders Have Three Motivational Tools Available To Them
By Timothy F Bednarz
A challenge leaders face is how to effectively motivate their people and keep personal performance standards high, work assignments stimulating, and directional efforts on course. Leaders need to have several techniques at their fingertips to maintain momentum while moving positively forward.
Leaders make concentrated efforts to [...]]]></description>
		<link>http://www.pmhut.com/leaders-have-three-motivational-tools-available-to-them</link>
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		<title>Watermelon Reporting in Project Management</title>
		<description><![CDATA[Watermelon Reporting in Project Management
By Marc Löffler
From Wikipedia: The watermelon fruit, loosely considered a type of melon (although not in the genus Cucumis), has a smooth exterior rind (green, yellow and sometimes white) and a juicy, sweet interior flesh (usually pink, but sometimes orange, yellow, red and sometimes green if not ripe).
For my metaphor, I&#8217;ll [...]]]></description>
		<link>http://www.pmhut.com/watermelon-reporting-in-project-management</link>
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		<title>Using Business Value in Projects 101</title>
		<description><![CDATA[Using Business Value in Projects 101
By Bruno Collet
Business value is hardly an new concept, it originated as customer value in marketing. It has been (awkwardly) incorporated in project management, particularly in Agile product development, to better align project performance from the customer&#8217;s and project team&#8217;s points of view. Indeed, assessing project performance with the traditional [...]]]></description>
		<link>http://www.pmhut.com/using-business-value-in-projects-101</link>
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		<title>What&#8217;s Done is Done, Not Just Complete</title>
		<description><![CDATA[What&#8217;s Done is Done, Not Just Complete
By Andrea Brockmeier
Last month, I was driving through a major highway construction project when my passenger commented how excited she was because she&#8217;d heard that the project was nearing completion and would be finished before month-end. I took a quick gander at the site and responded that I was [...]]]></description>
		<link>http://www.pmhut.com/whats-done-is-done-not-just-complete</link>
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		<title>Dispelling Four Common Leadership Myths</title>
		<description><![CDATA[Dispelling Four Common Leadership Myths
By Ron J Hiller
A Google leadership search yields 356M hits. With this many definitions and touch points it is understandable that there is much confusion around this simple ten letter word. My purpose of this brief narrative isn&#8217;t to define leadership, volumes have already been written, and new contributions are added [...]]]></description>
		<link>http://www.pmhut.com/dispelling-four-common-leadership-myths</link>
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		<title>The Business Process Analysis for a Project Manager</title>
		<description><![CDATA[The Business Process Analysis for a Project Manager
By James Swanson - Global Knowledge Course Director
Enterprises, whether they are commercial, non-profit, or government entities, are operational organizations that operate through the execution of hundreds of processes. The quality of these processes affects every aspect of the enterprise and these processes are rarely static. Business Process Analysis [...]]]></description>
		<link>http://www.pmhut.com/the-business-process-analysis-for-a-project-manager</link>
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		<title>Fundamentals of Project Planning and Scheduling</title>
		<description><![CDATA[Fundamentals of Project Planning and Scheduling
By Atul Gaur
One of my smooth progressing engineering project was suddenly jolted by numerous emails and phone calls from the project sponsor asking the Management to expedite activities at site. The project was going on quite smoothly as it had the best plan to back it up and we all [...]]]></description>
		<link>http://www.pmhut.com/fundamentals-of-project-planning-and-scheduling</link>
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		<title>Project Management Foundations - H is for Humble</title>
		<description><![CDATA[Project Management Foundations - H is for Humble
By Steve Hart
A few weeks ago I listened to the eulogies at my father-in-law&#8217;s memorial service and reflected on the fact that it was not what he had accomplished in his lifetime that was so important, but rather how he accomplished it. My father-in-law was an accomplished mechanical [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-h-is-for-humble</link>
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		<title>Project Management - 12 Reasons Your Team Is Not Productive and How to Fix It!</title>
		<description><![CDATA[Project Management - 12 Reasons Your Team Is Not Productive and How to Fix It!
By David R Robins
According research done by Forrester, up to 68% of all projects finish late or fail totally. The problem is getting worse. Due to globalization many teams are not located in one location and the team&#8217;s performance suffers due [...]]]></description>
		<link>http://www.pmhut.com/project-management-12-reasons-your-team-is-not-productive-and-how-to-fix-it</link>
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		<title>Why Is It Harder To Communicate During Change?</title>
		<description><![CDATA[Why Is It Harder To Communicate During Change?
By Corrina Jorgensen
Business change puts real pressure on internal communications. Not only has the day job to be done in keeping everyone informed, involved and engaged but now a business change project has demands and specific milestones to meet – what to do? 
Even in large organizations, an [...]]]></description>
		<link>http://www.pmhut.com/why-is-it-harder-to-communicate-during-change</link>
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		<title>Interpersonal Skills and Project Management</title>
		<description><![CDATA[Interpersonal Skills and Project Management
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Please hold for a scene from the movie The Office:
Bob: “What would you say ya do here?” 
Tom: “Well look, I already told you! I deal with the goddamn customers so the engineers don&#8217;t have to! I have people skills! I am good at dealing with [...]]]></description>
		<link>http://www.pmhut.com/interpersonal-skills-and-project-management</link>
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		<title>The Five Universal Project Checkpoints</title>
		<description><![CDATA[The Five Universal Project Checkpoints
By Preben Ormen
I have been working in or alongside projects for over 35 years now and have certain notions about what projects are alike and how they differ.
One way all projects are more alike than different is in what I think of as the five universal project checkpoints.
I think of each [...]]]></description>
		<link>http://www.pmhut.com/the-five-universal-project-checkpoints</link>
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		<title>How to Write a Quick and Easy Project Charter That Contains 8 Essential Elements</title>
		<description><![CDATA[How to Write a Quick and Easy Project Charter That Contains 8 Essential Elements
By Vivian Kloosterman
So you want to write a quick and easy Project Charter that sets your project off on the right path by outlining the preliminary framework, providing clear guidance to your team and stakeholders and ensuring the organization and senior management [...]]]></description>
		<link>http://www.pmhut.com/how-to-write-a-quick-and-easy-project-charter-that-contains-8-essential-elements</link>
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		<title>3 Things to Know About Agile</title>
		<description><![CDATA[3 Things to Know About Agile
By Robert Kelly
Most of you know that I am not a huge fan of labeling my projects as waterfall, agile, or any other approach. Maybe it is the project manager in me or years I spent embedded in a Sales &#038; Marketing business unit, but I am always aware of [...]]]></description>
		<link>http://www.pmhut.com/3-things-to-know-about-agile</link>
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		<title>5 Actions That Will Help You Sell That Complicated Project</title>
		<description><![CDATA[5 Actions That Will Help You Sell That Complicated Project
By Michael Greer
Let&#8217;s face it. You wouldn&#8217;t be a project manager if you fancied yourself a sales person. Indeed most project managers — particularly those who came up through the ranks of top project contributors and technical experts — hate all the “dog and pony show” [...]]]></description>
		<link>http://www.pmhut.com/5-actions-that-will-help-you-sell-that-complicated-project</link>
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		<title>Leadership Is Not a Title</title>
		<description><![CDATA[Leadership Is Not a Title
By Tim Connor
The receptionist can have a leadership mindset about his or her roles and responsibilities or they can just wait to be told what to do and when and how. The president can have a leadership mindset or stay in a reactionary mode waiting for things to change or get [...]]]></description>
		<link>http://www.pmhut.com/leadership-is-not-a-title</link>
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		<title>Team Project Management Software - Solving PMO Isolation</title>
		<description><![CDATA[Team Project Management Software - Solving PMO Isolation
By John McDonald
Tired of herding cats?
We&#8217;ve seen organizations where the project manager seems to be continuously pitted against the project teams. We&#8217;ve even been part of them and led them. 
Project Managers and PMO&#8217;s on these teams are often isolated units within the IT organization with a distinct [...]]]></description>
		<link>http://www.pmhut.com/team-project-management-software-solving-pmo-isolation</link>
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		<title>Switching on Your Common Sense: A Key to Success</title>
		<description><![CDATA[Switching on Your Common Sense: A Key to Success
By Halyna Semenova
The topic I&#8217;m about to address is quiet simple: common sense as a secret to success and ways to switch it on. I chose it because it&#8217;s just my favorite phrase to explain things that you can&#8217;t explain: “It&#8217;s common sense”. Headline “Common Sense is [...]]]></description>
		<link>http://www.pmhut.com/switching-on-your-common-sense-a-key-to-success</link>
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		<title>Use Root Cause Analysis for Defect Prevention in your Software Development Process</title>
		<description><![CDATA[Use Root Cause Analysis for Defect Prevention in your Software Development Process
By Rob Kraft
Recently I decided to review all the bugs we fixed in our last release to determine if they originated from a few common causes. In software development, there is not a lot of data that can be mined that may provide insight [...]]]></description>
		<link>http://www.pmhut.com/use-root-cause-analysis-for-defect-prevention-in-your-software-development-process</link>
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		<title>Are You Burning Out Your Project Managers?</title>
		<description><![CDATA[Are You Burning Out Your Project Managers?
By Ron Rosenhead
She resigned. She said she was fed up working 70-80 hours a week. She had little work life balance.
This was a story told to me by a friend.
These stories came from project managers who were, in my words; demotivated. They were working excessive hours, and had received [...]]]></description>
		<link>http://www.pmhut.com/are-you-burning-out-your-project-managers</link>
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		<title>Agile Risk Management - Viewed Through a Different Lens</title>
		<description><![CDATA[Agile Risk Management - Viewed Through a Different Lens
By Bob Galen
I often find myself teaching various classes on agile methods. One of my more popular sessions surrounds the mapping of traditional project management techniques towards the agile methods. I do this quite often in a wide variety of venues. One metric I’ve noticed is that [...]]]></description>
		<link>http://www.pmhut.com/agile-risk-management-viewed-through-a-different-lens</link>
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		<title>How Setting Goals and Objectives for Projects Leads to Successful Outcomes</title>
		<description><![CDATA[How Setting Goals and Objectives for Projects Leads to Successful Outcomes
By Vivian Kloosterman
How often do you start a journey without knowing your destination? Not very often I expect. Projects are the same. Setting goals and objectives for projects is an essential step because they identify your destination and also provide a road map for getting [...]]]></description>
		<link>http://www.pmhut.com/how-setting-goals-and-objectives-for-projects-leads-to-successful-outcomes</link>
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		<title>Controlling Schedule and Cost with Project Baselines</title>
		<description><![CDATA[Controlling Schedule and Cost with Project Baselines
By Bill Scott, Global Knowledge Course Director and Instructor
Stakeholders measure projects by how well they are executed within the project constraints or baselines. A baseline is an approved plan for a portion of a project (+/- changes). It is used to compare actual performance to planned performance and to [...]]]></description>
		<link>http://www.pmhut.com/controlling-schedule-and-cost-with-project-baselines</link>
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		<title>Project Management Funnies - The Final Chapter</title>
		<description><![CDATA[Project Management Funnies - The Final Chapter
By James Clements
This is the last in the series of project management funnies that I&#8217;ve collected over the years, the well is dry sadly.
If you like these, then please share them with your friends and colleagues, just click the button of your preferred social media below and enjoy.
If you [...]]]></description>
		<link>http://www.pmhut.com/project-management-funnies-the-final-chapter</link>
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		<title>Leadership Success: Dealing With Politics in the Office</title>
		<description><![CDATA[Leadership Success: Dealing With Politics in the Office
By Rick A Conlow
Here&#8217;s a question I received from a manager. Why do people in top management positions allow company politics to influence their business decisions - resulting in actions that, at times, don&#8217;t appear to complement the overall company?
Being political means seeking to use or gain position [...]]]></description>
		<link>http://www.pmhut.com/leadership-success-dealing-with-politics-in-the-office</link>
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		<title>Leading in the Trenches: Recovering from Trickle Down Project Management Chaos</title>
		<description><![CDATA[Leading in the Trenches: Recovering from Trickle Down Project Management Chaos
By Art Petty
Quite a while ago, I wrote a piece entitled, “Too Many Projects Chasing Too Few Resources,” where I exhorted executives and organizations to adopt a rigorous project filtering process and to discover the power of the word, “No,” when it comes to project [...]]]></description>
		<link>http://www.pmhut.com/leading-in-the-trenches-recovering-from-trickle-down-project-management-chaos</link>
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		<title>Why You Should Use Agile for Project Management</title>
		<description><![CDATA[Why You Should Use Agile for Project Management
By Michael Vitale
Back in 2000, I was a young project manager for a webcasting company. The industry was brand new with little to no process. Project timelines and costs were extremely difficult to control and it caused lots of frustration. My management team decided the best solution was [...]]]></description>
		<link>http://www.pmhut.com/why-you-should-use-agile-for-project-management</link>
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		<title>Kanban: The Journey Begins</title>
		<description><![CDATA[Kanban: The Journey Begins
By Tomas Deceuninck
Problem
Working in a team of system-engineers can get pretty chaotic. Mostly because there are always several projects running at the same time. This is mainly due to the fact that a lot of parts of projects in system-engineering involve waiting. Waiting while installations are being done, waiting for a supplier [...]]]></description>
		<link>http://www.pmhut.com/kanban-the-journey-begins</link>
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		<title>Don&#8217;t Let Project Management Turn You into a Loner!</title>
		<description><![CDATA[Don&#8217;t Let Project Management Turn You into a Loner!
By Kiron D. Bondale
Aside from occasionally feeling like the Rodney Dangerfields of the business world, project managers can also suffer from a sense of isolation.
On larger projects, there are likely to be multiple team members from the same department working on deliverables within the scope of one [...]]]></description>
		<link>http://www.pmhut.com/dont-let-project-management-turn-you-into-a-loner</link>
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		<title>Moving from Planning to Doing on Your Project</title>
		<description><![CDATA[Moving from Planning to Doing on Your Project
By Glenn Briskin
I&#8217;m almost three weeks into a new job. This job requires me to build stronger relationships between a complex business environment and its IT providers. No one has had this same job for this business before, so I&#8217;m figuring out how to do it. Among many [...]]]></description>
		<link>http://www.pmhut.com/moving-from-planning-to-doing-on-your-project</link>
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		<title>Decisions, Decisions - Are You a Project Leader?</title>
		<description><![CDATA[Decisions, Decisions - Are You a Project Leader?
By Ty Kiisel
I&#8217;m a big believer in fostering an environment that develops effective project leaders.
While talking to a colleague the other day, this topic came up and we came to the conclusion that effective project leaders make decisions. Of course, that&#8217;s not the only difference, but part of [...]]]></description>
		<link>http://www.pmhut.com/decisions-decisions-are-you-a-project-leader</link>
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		<title>Managing Implementation Projects - Tips and Tricks</title>
		<description><![CDATA[Managing Implementation Projects - Tips and Tricks
By Bruce McGraw
Is there a difference in managing a project that is implementing a “Commercial-Off-the-Shelf” (COTS) application, versus managing a new software development project? Many of you would say there is a world of difference. In my opinion, it is not that simple – there are some project elements [...]]]></description>
		<link>http://www.pmhut.com/managing-implementation-projects-tips-and-tricks</link>
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		<title>Continuously Explore and Execute on Project Synergies</title>
		<description><![CDATA[Continuously Explore and Execute on Project Synergies
By Vijay Narayanan
Managing delivery risk is one of the key risks with pursuing systematic reuse. How can your teams mitigate that risk yet make progress on the reuse front? The trick is to keep moving – pro-actively, continuously explore synergies across projects and align project delivery. 
Here are some [...]]]></description>
		<link>http://www.pmhut.com/continuously-explore-and-execute-on-project-synergies</link>
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		<title>Why Projects Succeed: Fostering Joint Accountability</title>
		<description><![CDATA[Why Projects Succeed: Fostering Joint Accountability
By Roger Kastner
Imagine this—an organization that celebrates its successes, both large and small, and also embraces its failures, so that it rewards the wins and reinforces a culture of learning and improvement. In this organization, individuals will identify others&#8217; contributions to success and will also freely stand up to take [...]]]></description>
		<link>http://www.pmhut.com/why-projects-succeed-fostering-joint-accountability</link>
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		<title>Project Manager Travel Guidance</title>
		<description><![CDATA[Project Manager Travel Guidance
By Bruce McGraw
I am sure there are people who enjoy traveling as part of their job, although I have not met any of them recently! Travel to current or potential customer sites, subcontractors, giving a conference presentation or receiving training is sometimes necessary for the project and the organization. Who knows, sometime [...]]]></description>
		<link>http://www.pmhut.com/project-manager-travel-guidance</link>
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		<title>Soft Knowledge Is Just as Important for Project Management</title>
		<description><![CDATA[Soft Knowledge Is Just as Important for Project Management
By Woody Walker
In any job, whether you are a PM, a BA, implementing a PMO or a BAO, job performance depends on both hard and soft knowledge.
Well rounded employees have the ability to take responsibility for their success and drive their careers by utilizing soft skills, which [...]]]></description>
		<link>http://www.pmhut.com/soft-knowledge-is-just-as-important-for-project-management</link>
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		<title>Increase the Effectiveness of Projects by Using Project Management Templates</title>
		<description><![CDATA[Increase the Effectiveness of Projects by Using Project Management Templates
By Michael Stanleigh
Project Management Tools and Templates are critical components for consistent project management delivery and research shows that they help improve the success rate for projects.
Recent research shows that senior management and Project Management Offices are struggling with the issue of consistency in the management [...]]]></description>
		<link>http://www.pmhut.com/increase-the-effectiveness-of-projects-by-using-project-management-templates</link>
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		<title>Top 10 Project Management Trends for 2013</title>
		<description><![CDATA[Top 10 Project Management Trends for 2013
By ESI International
Once again, ESI International has released its top 10 trends in project management for 2013. The 2013 trends reveal that expert leadership is lacking in all areas of project management, portfolio management and program management. Project, program, and portfolio leadership is in short supply as organizations struggle [...]]]></description>
		<link>http://www.pmhut.com/top-10-project-management-trends-for-2013</link>
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		<title>4 Things Needed For Effective Project Management</title>
		<description><![CDATA[4 Things Needed For Effective Project Management
By Jennifer Whitt
&#8220;What is project management?&#8221; seems like a crazy question to ask but judging by discussions on the forum and even with clients, it&#8217;s fair to say there are many opinions weighing in on the topic and causing some confusion. It can sometimes be defined by our environment [...]]]></description>
		<link>http://www.pmhut.com/4-things-needed-for-effective-project-management</link>
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		<title>Comparing PMBOK and PRINCE2</title>
		<description><![CDATA[Comparing PMBOK and PRINCE2
By Bruno Collet
Working as project management consultant in Canada and Belgium has its advantages. One of them is to use methods based on both PMBOK, which prevails in North-America, and PRINCE2, which prevails in UK and is common in Western Europe.
Wikipedia provides a good overview of PRINCE2 and PMBOK.
I summarized the key [...]]]></description>
		<link>http://www.pmhut.com/comparing-pmbok-and-prince2</link>
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		<title>Strive to Be a Better Team Participant</title>
		<description><![CDATA[Strive to Be a Better Team Participant
By Art Petty
There are shelves of books and countless blog posts out there on improving team performance. Last I checked, there isn&#8217;t much for us to consume on the topic of improving our performance as team and project participants. Here are some thoughts on how your efforts to improve [...]]]></description>
		<link>http://www.pmhut.com/strive-to-be-a-better-team-participant</link>
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		<title>Recognising Biases on Your Projects</title>
		<description><![CDATA[Recognising Biases on Your Projects
By Ranjit Sidhu
A few days ago, I watched some of Clare Balding&#8217;s TV game show - they showed clips of an experiment, with people buying fruit and vegetables at a busy market stall. The experiment highlighted how easy it is to miss what goes on right in front of our eyes. [...]]]></description>
		<link>http://www.pmhut.com/recognising-biases-on-your-projects</link>
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		<title>There Are No IT Projects, Only Business Projects</title>
		<description><![CDATA[There Are No IT Projects, Only Business Projects
By Rob Kraft
Businesses often turn to software and computers to solve problems and gain a competitive edge. When this occurs, both the business analysts and the IT staff have a solution in mind that requires computing technology and software. Sometimes though, non-technical solutions solve problems better and with [...]]]></description>
		<link>http://www.pmhut.com/there-are-no-it-projects-only-business-projects</link>
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		<title>Vision Is the Faith by Which the Leader Functions</title>
		<description><![CDATA[Vision Is the Faith by Which the Leader Functions
By Timothy F Bednarz
Napoleon once remarked, &#8220;Leaders are dealers in hope.&#8221; Adapted to the corporate environment, this statement might read, &#8220;Vision is the faith by which the leader functions.&#8221;
Leadership vision is one of the major characteristics defining a leader&#8217;s identity and, in the end, reputation. Trust in [...]]]></description>
		<link>http://www.pmhut.com/vision-is-the-faith-by-which-the-leader-functions</link>
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		<title>What Do Technical Managers Do, Anyway?</title>
		<description><![CDATA[What Do Technical Managers Do, Anyway?
By Daniel Blumenthal
So what does your boss do, anyway? It can&#8217;t all be lying on a divan eating bonbons and watching other people do the work, can it? I mean, OK, sure, there might be a lot of that – but when she isn&#8217;t eating bonbons, what then?
It&#8217;s natural for [...]]]></description>
		<link>http://www.pmhut.com/what-do-technical-managers-do-anyway</link>
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		<title>Project Management: Measure What Really Matters</title>
		<description><![CDATA[Project Management: Measure What Really Matters
By Robert McIlree
I ran across a very interesting article on productivity today. The gist of the article&#8217;s well-articulated argument is that due to our relentless drive for increased output, certain professions and their attendant tasks become negatively skewed because production and output are more important than outcomes. The author cited [...]]]></description>
		<link>http://www.pmhut.com/project-management-measure-what-really-matters</link>
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		<title>Five Traits of Good Communicators</title>
		<description><![CDATA[Five Traits of Good Communicators
By Woody Walker
Communication is something we do all day long and is one of the most important things we do as Project Managers and as people. We communicate with a variety of stakeholders every day – from our executive project sponsors to our project teams to other Project Managers. How do [...]]]></description>
		<link>http://www.pmhut.com/five-traits-of-good-communicators</link>
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		<title>Additions and Reorganizations to the PMBOK Guide, Fifth Edition</title>
		<description><![CDATA[Additions and Reorganizations to the PMBOK Guide, Fifth Edition
By Samuel T. Brown, III, PMP, Global Knowledge Course Director and Instructor
Actual additions to the PMBOK® Guide, Fifth Edition are fairly limited, with only five new processes and one knowledge area added. The new processes include:

Plan Scope Management – The process of creating a scope management plan that documents [...]]]></description>
		<link>http://www.pmhut.com/additions-and-reorganizations-to-the-pmbok-guide-fifth-edition</link>
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		<title>Mastering the Art of Timeboxing</title>
		<description><![CDATA[Mastering the Art of Timeboxing
By Kathleen Welton
Do first things first, and second things not at all. – Peter Drucker
Over the years, I have been a big believer in goal planning, to do lists, and action items. I am still hooked on the paper and pen method of writing down my tasks for the day and [...]]]></description>
		<link>http://www.pmhut.com/mastering-the-art-of-timeboxing</link>
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		<title>Active Leadership Takes Courage, Passion And Conviction</title>
		<description><![CDATA[Active Leadership Takes Courage, Passion and Conviction
By Timothy F Bednarz
Some individuals are natural leaders and automatically &#8220;take point&#8221; in any and all situations. Others must make a conscious choice to do so, possibly having reluctantly accepted an unexpected leadership role. These individuals are faced with a number of choices having a direct impact on their [...]]]></description>
		<link>http://www.pmhut.com/active-leadership-takes-courage-passion-and-conviction</link>
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		<title>The Art of Project Management: Sun Tzu&#8217;s Rules</title>
		<description><![CDATA[The Art of Project Management: Sun Tzu&#8217;s Rules
By Carl M. Manello
The art of project management is of vital importance to the Company. It is a matter of success or failure, a road either to safety or to ruin. Hence under no circumstances can it be neglected. — Sun Tzu, The Art of Warsunzu (paraphrased)
Over two [...]]]></description>
		<link>http://www.pmhut.com/the-art-of-project-management-sun-tzus-rules</link>
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		<title>Defining Project Portfolio Management</title>
		<description><![CDATA[Defining Project Portfolio Management
By Jennifer Whitt
We get so many questions asking, &#8220;What&#8217;s the difference between project management, program management, and portfolio management?&#8221; People are daunted by the idea that it is complex, but we think it&#8217;s simple once you look at the definition and concepts of portfolio management. In A Guide to the Project Management [...]]]></description>
		<link>http://www.pmhut.com/defining-project-portfolio-management</link>
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		<title>Why Do Outsourcers Deliver Better Project Performance Than Inhouse Resources?</title>
		<description><![CDATA[Why Do Outsourcers Deliver Better Project Performance Than Inhouse Resources?
By Vaughan Merlyn
I was talking to a CIO last week about his desire to “tune” his IT Operating Model. I asked about the symptoms he was observing that he’d like to see eliminated through the Operating Model tuning. His answer was one I’d heard many times [...]]]></description>
		<link>http://www.pmhut.com/why-do-outsourcers-deliver-better-project-performance-than-inhouse-resources</link>
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		<title>Mentor and Give Back to the Project Management Profession</title>
		<description><![CDATA[Mentor and Give Back to the Project Management Profession
By Woody Walker
Today I want to share my thoughts on a part of my job that I love – mentoring!
A mentor is defined as “a trusted counselor or guide” by the Merriam-Webster dictionary and it&#8217;s something that brings fulfillment to both the mentor and mentee. This year [...]]]></description>
		<link>http://www.pmhut.com/mentor-and-give-back-to-the-project-management-profession</link>
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		<title>Sub-Contractors - Part of the Project Management Team?</title>
		<description><![CDATA[Sub-Contractors - Part of the Project Management Team?
By James Clements
During the development of Bids &#038; Proposals and in the Planning phases of any Project you will undoubtedly be faced with decisions on the scope of work that will be undertaken in-house by your project management team and wider organization, and then, what scope of work [...]]]></description>
		<link>http://www.pmhut.com/sub-contractors-part-of-the-project-management-team</link>
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		<title>Improve Project Management Maturity to Reduce Attrition</title>
		<description><![CDATA[Improve Project Management Maturity to Reduce Attrition
By Kiron D. Bondale
When the symptoms of low organization project management maturity are discussed, cost and schedule overruns, limited business value realization, and stakeholder/customer dissatisfaction usually rank high. One of the less frequently considered impacts of this situation is the overwork and stress incurred by project managers who are [...]]]></description>
		<link>http://www.pmhut.com/improve-project-management-maturity-to-reduce-attrition</link>
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		<title>It&#8217;s Stakeholder, not Steakholder</title>
		<description><![CDATA[It&#8217;s Stakeholder, not Steakholder
By Robin Johnston
In the 1988 movie &#8216;Working Girl&#8217;, Alec Baldwin delivers an ultimatum to Melanie Griffith, to which he receives the response “I am not steak – you can&#8217;t just order me.”
I&#8217;m sure the line was never meant to be relevant to corporate communications, but I&#8217;ve never found one that better sums [...]]]></description>
		<link>http://www.pmhut.com/its-stakeholder-not-steakholder</link>
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		<title>Why Is Team Collaboration Not Enough?</title>
		<description><![CDATA[Why Is Team Collaboration Not Enough?
By Tom Stone
Expanding beyond team/social collaboration to business collaboration
The term “collaboration” has become one of the primary hot topics for businesses and analysts throughout the industry lately. At its most basic level, “collaboration” simply means “working with others in a coordinated fashion toward a common goal.” But few actually attempt [...]]]></description>
		<link>http://www.pmhut.com/why-is-team-collaboration-not-enough</link>
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		<title>Is There a Problem with Traditional Approaches to KM Projects?</title>
		<description><![CDATA[Is There a Problem with Traditional Approaches to KM Projects?
By David Griffiths
There has been a significant shift in thinking over the last few years. Reluctantly, leaders and managers are coming to terms with the implications of complexity upon strategic and operational planning. Unfortunately it seems that Knowledge Management is lagging behind the game.
Traditional (linear/reductionist) approach [...]]]></description>
		<link>http://www.pmhut.com/is-there-a-problem-with-traditional-approaches-to-km-projects</link>
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		<title>What Your Project Needs Is a Friend</title>
		<description><![CDATA[What Your Project Needs Is a Friend
By Paul Slater
When I think of all the projects and programs I&#8217;ve been involved in as a team member, project manager, assessor or in any other capacity the one thing that stands out is the considerable amount of groupthink that goes on. I&#8217;ve been as guilty as the next [...]]]></description>
		<link>http://www.pmhut.com/what-your-project-needs-is-a-friend</link>
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		<title>PMBOK #5 Boosts Stakeholder Management</title>
		<description><![CDATA[PMBOK #5 Boosts Stakeholder Management
By Lynda Bourne
The publication of the PMBOK® Guide 5th Edition is a major boost for stakeholder management. The introduction of Chapter 13, Project Stakeholder Management as a distinct knowledge area raises the importance of engaging stakeholders to the same level as all other PM &#8216;knowledge areas&#8217;. Ideally the new section would [...]]]></description>
		<link>http://www.pmhut.com/pmbok-5-boosts-stakeholder-management</link>
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