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	<title>Project Management Articles - PM Hut</title>
	<link>http://www.pmhut.com</link>
	<description></description>
	<lastBuildDate>Tue, 22 May 2012 16:11:49 +0000</lastBuildDate>
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		<title>Project Planning for Project Sponsors: Why You Need To Be Involved</title>
		<description><![CDATA[Project Planning for Project Sponsors: Why You Need To Be Involved
By Glen D. Ford
So you&#8217;ve just been handed a project and a project manager and told that you&#8217;re going to be a project sponsor.
Oh, joy!
And of course, you really don&#8217;t know what a project sponsor is and what they do. So now, you have to [...]]]></description>
		<link>http://www.pmhut.com/project-planning-for-project-sponsors-why-you-need-to-be-involved</link>
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		<title>Lost in Projects - Integrated Project Management</title>
		<description><![CDATA[Lost in Projects - Integrated Project Management
By James Clements
Lost in projects is a dilemma many individuals face in project based organizations and can be a killer to both motivation and career development for the individual and employee retention for the organization. Organizations must institute an integrated project management approach to ensure this does not occur.
Lost [...]]]></description>
		<link>http://www.pmhut.com/lost-in-projects-integrated-project-management</link>
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		<title>10 Warning Signs that Your SharePoint Implementation May Be Heading for Difficulty</title>
		<description><![CDATA[10 Warning Signs that Your SharePoint Implementation May Be Heading for Difficulty
By Ksenia Woodgate
I encounter many SharePoint implementations that are planned or in progress. Some go on to be very successful, some are in difficulty. For the more problematic implementations there are often early warning signs that are common across many organizations. I have summarized [...]]]></description>
		<link>http://www.pmhut.com/10-warning-signs-that-your-sharepoint-implementation-may-be-heading-for-difficulty</link>
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		<title>Smaller is Better and More Effective</title>
		<description><![CDATA[Smaller is Better and More Effective
By Susan Peterson
It seems as if everything comes in larger and larger sizes - including projects. While a giant pizza or a super-sized drink may be refreshing, a large and complex project often seems overwhelming to all participants as well as to the project manager. This article focuses on “small” [...]]]></description>
		<link>http://www.pmhut.com/smaller-is-better-and-more-effective</link>
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		<title>Finding the Roots of Organizational Incompetence</title>
		<description><![CDATA[Finding the Roots of Organizational Incompetence
By Timothy Prosser
First let me define my term “Organizational Incompetence”. Sometimes in business you sit in a meeting and hear people grousing and struggling, and perhaps arguing and talking over each other in their frustration. The problems they describe are almost always not of their own making, nor do they [...]]]></description>
		<link>http://www.pmhut.com/finding-the-roots-of-organizational-incompetence</link>
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		<title>Project Management Office Basics: Six Secrets For Efficient Shared Services</title>
		<description><![CDATA[Project Management Office Basics: Six Secrets For Efficient Shared Services
By Chris Niccolls
Every big corporation manages multiple shared services. Shared services are often a bit mysterious to a PMO, and improvement projects are sometimes overly complex. It is difficult enough to provide a service that can keep a single client happy, a shared service has more [...]]]></description>
		<link>http://www.pmhut.com/project-management-office-basics-six-secrets-for-efficient-shared-services</link>
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		<title>Project Management Foundations - What Makes Projects Fun?</title>
		<description><![CDATA[Project Management Foundations - What Makes Projects Fun?
By Steve Hart
If you have read several of my blogs, hopefully you have picked up on the fact that I am sincerely passionate about project delivery. I am always energized and motivated when a project delivers tangible benefits to an organization. I like project work so much that [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-what-makes-projects-fun</link>
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		<title>How to Make a SWOT Analysis</title>
		<description><![CDATA[How to Make a SWOT Analysis
By Hauke Borow
The SWOT-Analysis is a very well-known strategic management technique.
Nearly all executives I know could tell you something about this ultimate method which seemed to be the decisive tool to deduce profitable strategies in their own area.
But I noticed quickly that the SWOT-Analysis has been applied incorrectly in many [...]]]></description>
		<link>http://www.pmhut.com/how-to-make-a-swot-analysis</link>
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		<title>Brutal ICT Development Project Classification</title>
		<description><![CDATA[Brutal ICT Development Project Classification
By The Grumpy Project Manager
Corporations often have a long list of ICT (Information and Communication Technologies) development project requests that jump on top of each other all the time when competing for priorities. Different departments have their own favorites. Priorities are asked and given, and then changed again. Furthermore, the management [...]]]></description>
		<link>http://www.pmhut.com/brutal-ict-development-project-classification</link>
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		<title>How Agile Are You?</title>
		<description><![CDATA[How Agile Are You?
By Michelle LaBrosse, PMP, Founder, Cheetah Learning
Some of us are natural-born “planners.” We plan out every moment of our lives in detail, from what we will be doing on the weekend to how many children we want and what their names will be, to how our career will progress – in detail! [...]]]></description>
		<link>http://www.pmhut.com/how-agile-are-you</link>
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		<title>Agile Project Management</title>
		<description><![CDATA[Agile Project Management
By Keith Mathis - PM Expert Live
Agile Project Management is currently one of the fastest growing methodologies of project management theory. Agility is the capability to deliver customer value reliably in the face of uncertainty and change. According to Sanjiv Augustine, “Agile Project Management is the work of energizing, empowering, and enabling project [...]]]></description>
		<link>http://www.pmhut.com/agile-project-management</link>
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		<title>12 Common Mistakes in Project Management</title>
		<description><![CDATA[12 Common Mistakes in Project Management
By Cora Systems
Some organization&#8217;s projects have been unduly criticized for being poorly planned and managed and having unrealistic cost and time projections assigned to them. The reason behind these problems or mistakes is said to be down to a lack of communication through the different levels within the project management [...]]]></description>
		<link>http://www.pmhut.com/12-common-mistakes-in-project-management</link>
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		<title>Convincing Functional Managers To Do Consistent Resource Planning</title>
		<description><![CDATA[Convincing Functional Managers To Do Consistent Resource Planning
By Kiron D. Bondale
As with any other behavior change, convincing functional managers that it is a good idea for them to do their regular team planning in a centralized, consistent fashion can be a hard sell. There&#8217;s little doubt that there&#8217;s benefit to the senior management team of [...]]]></description>
		<link>http://www.pmhut.com/convincing-functional-managers-to-do-consistent-resource-planning</link>
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		<title>The Business Is the Bottleneck</title>
		<description><![CDATA[The Business Is the Bottleneck
By Ellen van Aken
“Ellen, could you have this site up and running in about 2 weeks?” my clients often asked. “Yes, I could, but can you?” I always answered, “my experience is that the business, and that is you, is usually the bottleneck.”
The client always looked a bit annoyed when I [...]]]></description>
		<link>http://www.pmhut.com/the-business-is-the-bottleneck</link>
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		<title>Problem Solving and Decision Making Processes</title>
		<description><![CDATA[Problem Solving and Decision Making Processes
By Alison Wood
Decisions decisions….pros and cons…is the grass greener..?
As a manager, you&#8217;ll run these questions through your head quite a lot. Wouldn&#8217;t the world be awesome if when you planned your project, every stage would be implemented and executed just as you had planned it? 
Unfortunately, the world out there [...]]]></description>
		<link>http://www.pmhut.com/problem-solving-and-decision-making-processes</link>
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		<title>Dealing with Conflict in Project Teams</title>
		<description><![CDATA[Dealing with Conflict in Project Teams
By Michael Stanleigh
Team conflict is challenging for project leaders but it is not necessarily bad. Conflict can lead to new ideas and approaches and facilitate the surfacing of important issues between team members if it is managed well.
According to various research studies on team conflict, the major sources of conflict [...]]]></description>
		<link>http://www.pmhut.com/dealing-with-conflict-in-project-teams</link>
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		<title>4 Easy Questions About How to Prioritize</title>
		<description><![CDATA[4 Easy Questions About How to Prioritize
By Preben Ormen
Delivering projects is about making a lot of decision. To make good decisions, we need to know how to prioritize. Here are four easy questions to help making the right choices.
It&#8217;s really all about classifications into Must Haves, Should Haves, Could Haves or Won&#8217;t Haves:

Must Haves
Must Haves [...]]]></description>
		<link>http://www.pmhut.com/4-easy-questions-about-how-to-prioritize</link>
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		<title>An Example of a Project Charter</title>
		<description><![CDATA[An Example of a Project Charter
By Merrie Barron and Andrew R. Barron
Introduction

Overview of the Project
Provide a simple but precise statement of the project.

Example 1
Rice University is planning to create a store to sell computer supplies.



Purpose of the Project Charter
This Project Charter outlines the purpose, objectives, and scope of the project. The purpose of a Project [...]]]></description>
		<link>http://www.pmhut.com/an-example-of-a-project-charter</link>
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		<title>The Agile Project Manager - Fail Now as a Strategy</title>
		<description><![CDATA[The Agile Project Manager - Fail Now as a Strategy
By Bob Galen
I was at a conference not that long ago speaking and sharing on various agile topics. As often happens, a young man stopped me to ask a few questions after one of my presentations. We struck up a nice conversation that eventually slipped out [...]]]></description>
		<link>http://www.pmhut.com/the-agile-project-manager-fail-now-as-a-strategy</link>
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		<title>So What Is Value for Money?</title>
		<description><![CDATA[So What Is Value for Money?
By Michael L Young
Value for money is the overarching procurement principle in almost all public sector agencies. It should be a consideration in every step of the procurement process: from the initial decision about which procurement method to use through to the selection of the preferred supplier and negotiation of [...]]]></description>
		<link>http://www.pmhut.com/so-what-is-value-for-money</link>
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		<title>Post-Agile?</title>
		<description><![CDATA[Post-Agile?
By George Dinwiddie
“Most people doing Agile today are actually doing Waterfall with Agile terms. Agile is dead.”
There are a lot of people talking about “post-agile” now that the word Agile has been taken up by the masses, including those selling products and services with the word without ever doing what some might consider to be [...]]]></description>
		<link>http://www.pmhut.com/post-agile</link>
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		<title>Navigating the Path to Integration Success</title>
		<description><![CDATA[Navigating the Path to Integration Success
By Paul Crowe
The critical success factors in large-scale integration programs are well established, but often prove difficult to get right.
In this article, I will discuss how strong leadership and unrelenting focus are crucial if the benefits of a post-merger or pan-organization integration are to be realized fully.
Consolidation is expected to [...]]]></description>
		<link>http://www.pmhut.com/navigating-the-path-to-integration-success</link>
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		<title>When Agile Isn&#8217;t The Best Thing For The Client</title>
		<description><![CDATA[When Agile Isn&#8217;t The Best Thing For The Client
By Terry Bunio
I am presenting with two other friends on Agile in a non-Agile environment. Some of our first discussions on the matter was commenting on how the topic itself was confrontational and somewhat elitist. Almost putting people who could do more pure Agile above those that [...]]]></description>
		<link>http://www.pmhut.com/when-agile-isnt-the-best-thing-for-the-client</link>
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		<title>In Search of the Good Enough Leader</title>
		<description><![CDATA[In Search of the Good Enough Leader
By Lonnie Pacelli
On a recent project my company was working with a frozen seafood manufacturer to help them bring a specialty frozen seafood product to market. A huge component of getting this project done was the packaging; it had to be eye-popping and appealing while protecting the frozen seafood [...]]]></description>
		<link>http://www.pmhut.com/in-search-of-the-good-enough-leader</link>
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		<title>Tips and Tools to Manage Your Projects More Effectively</title>
		<description><![CDATA[Tips and Tools to Manage Your Projects More Effectively
By Jennifer Whitt
A common question I am frequently asked is &#8220;How can I manage my projects more effectively and quickly?&#8221; The following article will focus on how Organization and Proper Tools can help manage a project.
3 Tips for Getting Organized as a Project Manager
My first response to [...]]]></description>
		<link>http://www.pmhut.com/tips-and-tools-to-manage-your-projects-more-effectively</link>
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		<title>Why Projects Succeed: Risk Assessment</title>
		<description><![CDATA[Why Projects Succeed: Risk Assessment
By Roger Kastner
Why Projects Succeed is a blog series in which Slalom Business Architect Roger Kastner sheds light on key factors behind the art and science of successful project management and invites readers to discuss how they apply across different environments.
Recently I&#8217;ve written two articles about Risk Management:
Proactive Risk Management: I [...]]]></description>
		<link>http://www.pmhut.com/why-projects-succeed-risk-assessment</link>
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		<title>CPO - Chief Project Officer</title>
		<description><![CDATA[CPO - Chief Project Officer
By Lynda Bourne
CPOs should become CP3Os - Chief Project, Program and Portfolio Officers! It is impossible to deliver value to an organization if any of the layers of project governance are ineffective. Like C-3PO in Star Wars, the CP3O needs to be an expert in communication and understand the right language [...]]]></description>
		<link>http://www.pmhut.com/cpo-chief-project-officer</link>
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		<title>Functional to Matrixed Organization</title>
		<description><![CDATA[Functional to Matrixed Organization
By Coty Smith
Abstract
The audience of this paper is not primarily project managers, but leaders of the organization that make decisions on the organizational structure of project management within a company. The paper will examine organizational structures that support project management, along with the benefits and challenges of each organizational type. The research [...]]]></description>
		<link>http://www.pmhut.com/functional-to-matrixed-organization</link>
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		<title>Project Manager or Project Sponsor?</title>
		<description><![CDATA[Project Manager or Project Sponsor?
By Yvonne Byars
I&#8217;m compelled to ask and answer the question of which role would be a role of preference? The role of a Project Manager (PM) or that of a Project Sponsor (PS)?
But first to answer the question, we must quickly clarify the role of each. Project Managers are often associated [...]]]></description>
		<link>http://www.pmhut.com/project-manager-or-project-sponsor</link>
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		<title>6 Key Business Benefits of Collaborative Project Management</title>
		<description><![CDATA[6 Key Business Benefits of Collaborative Project Management
By Debbie Cohen-Abravanel
Are you on the fence about online project management? Still wondering if using it will help you be a better project manager? There&#8217;s no need to wonder any longer - the evidence from project managers using collaborative online tools is overwhelmingly positive. Here are six of [...]]]></description>
		<link>http://www.pmhut.com/6-key-business-benefits-of-collaborative-project-management</link>
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		<title>How to Become a PMP Certified Project Manager</title>
		<description><![CDATA[How to Become a PMP Certified Project Manager
By Jennifer Whitt
One of the best questions I like to be asked is, &#8220;How do I get certified as a project manager?&#8221; I love to talk with someone who is committed to PM. However, there&#8217;s a little confusion in the market about what qualifies as certification, and what&#8217;s [...]]]></description>
		<link>http://www.pmhut.com/how-to-become-a-pmp-certified-project-manager</link>
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		<title>The Amish House and the Project Management Office</title>
		<description><![CDATA[The Amish House and the Project Management Office
By Steve Hill
PMOs are built to define and maintain the standards of process for project execution within an enterprise.  While there are many additional roles assumed by a successful PMO, the core responsibility is to manage the process.  My observation is that this begins with a [...]]]></description>
		<link>http://www.pmhut.com/the-amish-house-and-the-project-management-office</link>
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		<title>The Black Art of Project Rescues Explained</title>
		<description><![CDATA[The Black Art of Project Rescues Explained
By Mark A. Tipping
In my career I have focused a lot of energy and time on “project rescues” – the bigger the problem, the more hostile the stakeholders, the worse the management controls, the greater the lack of belief, the more complex it becomes to disentangle the situation, the [...]]]></description>
		<link>http://www.pmhut.com/the-black-art-of-project-rescues-explained</link>
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		<title>Top Ten Signs You Might Not Be A Project Manager</title>
		<description><![CDATA[Top Ten Signs You Might Not Be A Project Manager
By Bruce McGraw
Congratulations! You finally received that much-coveted title of Project Manager — a position you really wanted and dutifully placed on your career planning job appraisal every year. Well I may have a surprise for you. Not everyone who is titled a project manager is [...]]]></description>
		<link>http://www.pmhut.com/top-ten-signs-you-might-not-be-a-project-manager</link>
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		<title>Keeping the Project Timetable Is Not Possible</title>
		<description><![CDATA[Keeping the Project Timetable Is Not Possible
By The Grumpy Project Manager
Some thoughts about project timetables, and a bit about lean project management&#8230;
Normal projects
It is not possible to keep a project timetable, or at least the possibility is very theoretical. We usually close a project some hours, days, weeks, months or years later or earlier than [...]]]></description>
		<link>http://www.pmhut.com/keeping-the-project-timetable-is-not-possible</link>
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		<title>Project Management and the Development Environment</title>
		<description><![CDATA[Project Management and the Development Environment
By Graham Muller
There is exactly one universal rule about all development environments, that they are all different.
In my previous incarnations I worked in a medium sized development group split into smaller teams per project, often consisting of one developer and one analyst/tester. Working as the development management team, we investigated [...]]]></description>
		<link>http://www.pmhut.com/project-management-and-the-development-environment</link>
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		<title>Project Planning For Project Sponsors: Whose Project Is It Anyway?</title>
		<description><![CDATA[Project Planning For Project Sponsors: Whose Project Is It Anyway?
By Glen D. Ford
So you&#8217;ve been a manager for some time. And you&#8217;ve worked your way up the hierarchy. You&#8217;ve been running things for some time and you&#8217;re quite comfortable. You&#8217;ve got this delegation thing down. And you&#8217;ve figured out to stay away from micro-management and [...]]]></description>
		<link>http://www.pmhut.com/project-planning-for-project-sponsors-whose-project-is-it-anyway</link>
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		<title>Taking Advantage of the Economic Recovery with Project Management</title>
		<description><![CDATA[Taking Advantage of the Economic Recovery with Project Management
By Curt Finch
There&#8217;s been nothing pretty about the economic recession. The business landscape has changed, established companies have disappeared, and industries everywhere have been operating in safety mode, trying to avoid risks that would leave them vulnerable. Once known as retail giants, Blockbuster and Borders proved that [...]]]></description>
		<link>http://www.pmhut.com/taking-advantage-of-the-economic-recovery-with-project-management</link>
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		<title>Project Management Is Really Work Management</title>
		<description><![CDATA[Project Management Is Really Work Management
By Ty Kiisel
The lines between what we call work and what we call projects is starting to blur. Last spring I attended the Gartner PPM summit where Audrey Apfel suggested in the next few years 30 percent of what we traditionally call “projects” will not be considered projects anymore. “The [...]]]></description>
		<link>http://www.pmhut.com/project-management-is-really-work-management</link>
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		<title>Technology, Then People, Then Process</title>
		<description><![CDATA[Technology, Then People, Then Process
By Eric Veal
Some people say process leads technology but I think it&#8217;s usually technology that leads most peoples&#8217; decisions because it&#8217;s so shiny. 
There&#8217;s an order to getting things done with technology that should be followed to be successful and not spend too much or buy the wrong thing. What we [...]]]></description>
		<link>http://www.pmhut.com/technology-then-people-then-process</link>
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		<title>A New Project Manager&#8217;s Role</title>
		<description><![CDATA[A New Project Manager&#8217;s Role
By Conrado Morlan
Having the opportunity to work for a company that operates in more than 200 countries and territories and is the global leader in logistics has given me the opportunity to lead large global and regional information technology projects. Organizations like the one where I work use projects to produce [...]]]></description>
		<link>http://www.pmhut.com/a-new-project-managers-role</link>
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		<title>Six Sigma Tools: Building a Business Case</title>
		<description><![CDATA[Six Sigma Tools: Building a Business Case
By Leona Charles
Building a business case is important to more than your improvement project, it should be one of the pillars of your decision making. A business case helps you understand why a decision is necessary, what you anticipate the solution to look like and how it will help [...]]]></description>
		<link>http://www.pmhut.com/six-sigma-tools-building-a-business-case</link>
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		<title>Keep Your Process Pure</title>
		<description><![CDATA[Keep Your Process Pure
By Ben Snyder, CEO of Systemation
No one needs to beat the drum about the importance of processes in business. Processes have been a valuable tool since the start of the industrial revolution, establishing uniformity and gaining efficiencies. Some processes are documented into formal procedures. Others remain informal but are still commonly understood. [...]]]></description>
		<link>http://www.pmhut.com/keep-your-process-pure</link>
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		<title>Project Management Is Also About Selling!</title>
		<description><![CDATA[Project Management Is Also About Selling!
By Kerry Wills
People drawn to the Project Management profession are usually organized and drivers of work. What Project Managers should also realize is that there is a “selling” aspect to their roles. Think about it – we are always selling something…

Confidence in delivery
Reasons to use standards or meet commitments
Options and [...]]]></description>
		<link>http://www.pmhut.com/project-management-is-also-about-selling</link>
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		<title>Machiavelli on Agile</title>
		<description><![CDATA[Machiavelli on Agile
By Carl M. Manello
Benefits should be conferred gradually; and in that way they will taste better. – Niccolò Machiavelli, Italian diplomat, historian, and political theorist (1469-1527)
While Agile has grown in acceptance over the last decade, and is currently the fad of effective delivery in today’s development arena, a company taking on this change [...]]]></description>
		<link>http://www.pmhut.com/machiavelli-on-agile</link>
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		<title>When It Comes to Strategic Risk Management, Project Managers Need to Lead By Example</title>
		<description><![CDATA[When It Comes to Strategic Risk Management, Project Managers Need to Lead By Example
By Kiron D. Bondale
There was an interesting article in last month&#8217;s (April 2012) issue of PMI&#8217;s PM Journal which detailed a study researching the differences in risk management focus between project managers and project owners (the role of the project owner goes [...]]]></description>
		<link>http://www.pmhut.com/when-it-comes-to-strategic-risk-management-project-managers-need-to-lead-by-example</link>
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		<title>Who is Responsible for Failed Projects, The Biz or IT?</title>
		<description><![CDATA[Who is Responsible for Failed Projects, The Biz or IT?
By Steve Romero
Who is responsible for failed projects in your enterprise? I have found very few organizations with a ready answer to this allegedly simple question because it is anything but simple. At the risk of excusing a rampant lack of accountability, consider the following:

Most organizations [...]]]></description>
		<link>http://www.pmhut.com/who-is-responsible-for-failed-projects-the-biz-or-it</link>
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		<title>Tips on Managing Multiple Projects</title>
		<description><![CDATA[Tips on Managing Multiple Projects
By Dawn Chuma
We often have to manage many projects at a time with many teams. It requires skill to be able to manage time, resources and keep yourself in control of so many things going on at the same time and stay efficient unless it is done methodically in the right [...]]]></description>
		<link>http://www.pmhut.com/tips-on-managing-multiple-projects</link>
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		<title>The Difference Between a Project and a Service</title>
		<description><![CDATA[The Difference Between a Project and a Service
By Michael Scarborough
During a recent ITIL foundation class, a student asked an interesting question. She wanted to know:
“What is the difference between a project and a service?”
To be honest, I haven&#8217;t spent much time thinking about this distinction. However, I think that those of us who practice ITIL [...]]]></description>
		<link>http://www.pmhut.com/the-difference-between-a-project-and-a-service</link>
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		<title>Project Team Health - Trust Your Gut or Gather the Evidence?</title>
		<description><![CDATA[Project Team Health - Trust Your Gut or Gather the Evidence?
By Erin Petrys
I was recently having a robust debate with an alliance manager I work with about whether you can measure the culture or &#8216;health&#8217; of a project team in an evidence based cost effective manner rather than purely basing your decisions on your experience [...]]]></description>
		<link>http://www.pmhut.com/project-team-health-trust-your-gut-or-gather-the-evidence</link>
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		<title>What Is a Project?</title>
		<description><![CDATA[What Is a Project?
By Michael Phillips
The following are some characteristics that define what a project should be. I enjoy going back and reading this and comparing it to so called projects I have worked on. Those projects that seem to have no planning, no goals, are under budgeted, and seem to run on and on [...]]]></description>
		<link>http://www.pmhut.com/what-is-a-project-5</link>
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		<title>The 5 Laws of Social Project Management</title>
		<description><![CDATA[The 5 Laws of Social Project Management
By Charles Seybold
In his new best-seller, Drive: The Surprising Truth About What Motivates Us, author Daniel Pink teaches us that everything we think we know about what motivates us is wrong. He makes his case for business and education, but it&#8217;s clear that his ideas are a great fit [...]]]></description>
		<link>http://www.pmhut.com/the-5-laws-of-social-project-management</link>
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		<title>Project Capacity: How to Find It in an Operations vs. Projects IT Department</title>
		<description><![CDATA[Project Capacity: How to Find It in an Operations vs. Projects IT Department
By Amanda Bennett
I&#8217;ve worked in two service desk IT departments for two different organizations now that are doing both operational work (i.e. work orders) and project work. The similarities between the two departments are striking, and it makes me wonder how many other [...]]]></description>
		<link>http://www.pmhut.com/project-capacity-how-to-find-it-in-an-operations-vs-projects-it-department</link>
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		<title>Project Management as Problem-Solver</title>
		<description><![CDATA[Project Management as Problem-Solver
By KJ Koch
One of my favorite quotations associated with projects and project management is a passage in author James P. Lewis&#8217; book, “Fundamentals of Project Management, Developing Core Competencies to Help Outperform the Competition” in which Lewis refers to quality expert Dr. J. M. Juran&#8217;s definition of a project as “a problem [...]]]></description>
		<link>http://www.pmhut.com/project-management-as-problem-solver</link>
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		<title>8 Reasons They Want To Be on Your Project Team</title>
		<description><![CDATA[8 Reasons They Want To Be on Your Project Team
By Dale Myers
There is a bit of mysticism in how project teams come together. The process of assigning people to a project is usually, well…not a process. Project Managers negotiate with Line Managers to get the people they want on their teams. Line Managers provide the [...]]]></description>
		<link>http://www.pmhut.com/8-reasons-they-want-to-be-on-your-project-team</link>
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		<title>Baseline the Project Plan - The Start of Project Metrics</title>
		<description><![CDATA[Baseline the Project Plan - The Start of Project Metrics
By Greg Cimmarrusti
I remember the fear of baselining a project. It seemed so mystical. As if there was a lock of all data once you did so. My perception was there had to be so many steps in order to do so&#8230; not so. In MS [...]]]></description>
		<link>http://www.pmhut.com/baseline-the-project-plan-the-start-of-project-metrics</link>
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		<title>Agile Lifecycles for Geographically Distributed Teams, Part 1</title>
		<description><![CDATA[Agile Lifecycles for Geographically Distributed Teams, Part 1
By Johanna Rothman
I&#8217;ve been working with geographically distributed and dispersed teams for the past couple of years. Some of them on quite large programs, some of them reasonably small. What they all have in common is that they all want to transition to agile.
Most of them start this [...]]]></description>
		<link>http://www.pmhut.com/agile-lifecycles-for-geographically-distributed-teams-part-1</link>
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		<title>Project &#8220;Scope Creep&#8221; - Chaos Unleashed</title>
		<description><![CDATA[Project &#8220;Scope Creep&#8221; - Chaos Unleashed
By Douglas E. Castle
Projects are generally implemented in stages, and their components are compartmentalized, with each department (or individual) expected to focus on some specific, well-defined scope of responsibilities. When one individual treads out of his or her scope, and into another individual&#8217;s, this is what Project Managers refer to [...]]]></description>
		<link>http://www.pmhut.com/project-scope-creep-chaos-unleashed</link>
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		<title>Managing Projects in the Cloud Simply Makes Sense</title>
		<description><![CDATA[Managing Projects in the Cloud Simply Makes Sense
By Ty Kiisel
Salesforce has done a great job of carrying the torch for SaaS solutions. In fact, I can&#8217;t think of anyone I know that uses an on-premises CRM software anymore. With the global nature of many projects and project teams today, working in the cloud makes collaboration [...]]]></description>
		<link>http://www.pmhut.com/managing-projects-in-the-cloud-simply-makes-sense</link>
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		<title>Expensive Sentences Creating Scope Creep: How to Turn a $100k Project to an $800k Project</title>
		<description><![CDATA[Expensive Sentences Creating Scope Creep: How to Turn a $100k Project to an $800k Project
By The Grumpy Project Manager
In order to keep the project participants aware of how easy it is to expand the scope, I propose that project managers take a cash register with them to project meetings. This way everyone knows how the [...]]]></description>
		<link>http://www.pmhut.com/expensive-sentences-creating-scope-creep-how-to-turn-a-100k-project-to-an-800k-project</link>
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		<title>Project Management - Achieving Your Desired Results</title>
		<description><![CDATA[Project Management - Achieving Your Desired Results
By Keira Jones Harper
What is Project Management?
There are two types of projects - cynical ones and genuine ones!
The cynic in me has seen projects that are nothing more than ways of deploying surplus staff - creating cult De sac &#8216;projects&#8217; where they can do no damage - a direct [...]]]></description>
		<link>http://www.pmhut.com/project-management-achieving-your-desired-results</link>
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		<title>Critical Chain Project Management</title>
		<description><![CDATA[Critical Chain Project Management
By Nicola Hill
One of the misconceptions that is unstated in the current Agile vs Waterfall debate is the idea that there is only one style of “waterfall”. Agile is wonderful for the creative process of working closely with a customer to deliver what they want, but is not very useful when one [...]]]></description>
		<link>http://www.pmhut.com/critical-chain-project-management</link>
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		<title>Agile Management Enablement</title>
		<description><![CDATA[Agile Management Enablement
By Brian Reynolds
About a year ago, my company embarked on a new course to use the Agile methodology in project management, for the ongoing development for one of our enterprise level applications. As you may be aware, this methodology offers many advantages to a traditional approach such as waterfall. At any point in [...]]]></description>
		<link>http://www.pmhut.com/agile-management-enablement</link>
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		<title>Project Planning For Project Sponsors: Clarity, Assignment and Projects</title>
		<description><![CDATA[Project Planning For Project Sponsors: Clarity, Assignment and Projects
By Glen D. Ford
As a manager, you&#8217;ve almost certainly been made aware of the need for clarity when assigning work or discussing work matters with the people who report to you. It&#8217;s part of the basic training for managers.
It&#8217;s one thing to be diplomatic. Or rude. The [...]]]></description>
		<link>http://www.pmhut.com/project-planning-for-project-sponsors-clarity-assignment-and-projects</link>
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		<title>Happy Standardization</title>
		<description><![CDATA[Happy Standardization
By Bruno Collet
Standardization is a slippery slope but, when done properly, can bring many benefits.
Notable benefits of standardization include:

Facilitate collaboration within the organization by normalizing common practices
Facilitate improvements by establishing a sound foundation
Share best practices by incorporating them in the standard
Share know-how, particularly across teams and with newcomers, by documenting the standard
Be verifiable by [...]]]></description>
		<link>http://www.pmhut.com/happy-standardization</link>
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		<title>Agile in a Unionized Environment?</title>
		<description><![CDATA[Agile in a Unionized Environment?
By Terry Bunio
One question I get asked a lot is whether Agile can work in a unionized environment. Fortunately, I have had the opportunity to work in a unionized environment. The engagement did not start out as an Agile engagement, but as the project wore on there were more and more [...]]]></description>
		<link>http://www.pmhut.com/agile-in-a-unionized-environment</link>
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		<title>Decisions, Consequences, and Project Success</title>
		<description><![CDATA[Decisions, Consequences, and Project Success
By Kerry Wills
I believe there are two areas that are essential to project success. They are:

Making decisions – This means making timely decisions based on facts. Many projects spin on issues and discussions and don&#8217;t make timely decisions. While decisions have to be based on facts, there is a balance to [...]]]></description>
		<link>http://www.pmhut.com/decisions-consequences-and-project-success</link>
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		<title>Leading Admirably, Leading Authentically</title>
		<description><![CDATA[Leading Admirably, Leading Authentically
By Rick A Conlow
A leadership trait I tend to admire and encourage is authenticity. Most often, it feels easier to hide behind whatever cover we&#8217;ve created, although it&#8217;s comfortable, it&#8217;s not really all that rewarding. If you&#8217;re wondering whether or not you agree&#8230;ask yourself: Do I value others more for how honest [...]]]></description>
		<link>http://www.pmhut.com/leading-admirably-leading-authentically</link>
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		<title>Reinvent Your Project Management Wheel</title>
		<description><![CDATA[Reinvent Your Project Management Wheel
By Dianne Davenport
How many times were you told that it is not a good idea to reinvent the wheel? Social media drives change to this philosophy, and we must continue to reinvent the wheel to stay competitive in this new age. What type of wheel do you model your project management [...]]]></description>
		<link>http://www.pmhut.com/reinvent-your-project-management-wheel</link>
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		<title>5 Project Planning Tips For Project Sponsors</title>
		<description><![CDATA[5 Project Planning Tips For Project Sponsors
By Glen D. Ford
When you hire a specialist, it makes sense to get the most benefit you can from them. Especially when those specialists are being asked to change your company to better match the future.
Projects exist to change your company. They can be strategic in nature. Their focus [...]]]></description>
		<link>http://www.pmhut.com/5-project-planning-tips-for-project-sponsors</link>
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		<title>The 5 Questions You Should Ask Any Social Project Management Vendor - Part 5</title>
		<description><![CDATA[The 5 Questions You Should Ask Any Social Project Management Vendor - Part 5
By John Tripp
(This post is the fifth in a series of five)
Let&#8217;s summarize what we&#8217;ve asked so far. In our first post, we asked, “]]></description>
		<link>http://www.pmhut.com/the-5-questions-you-should-ask-any-social-project-management-vendor-part-5</link>
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		<title>Three Fundamentals of Leading People and Managing Projects</title>
		<description><![CDATA[Three Fundamentals of Leading People and Managing Projects
By Ty Kiisel
Living in Utah there are lots of opportunities to explore the past. Last weekend I spent some time tooling around southern Utah visiting ghost towns. A couple of years ago I stopped by another obscure corner of southeastern Utah to visit the ruins at Hovenweep—an ancient [...]]]></description>
		<link>http://www.pmhut.com/three-fundamentals-of-leading-people-and-managing-projects</link>
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		<title>The Project is Done - Now What?</title>
		<description><![CDATA[The Project is Done - Now What?
By James M Shaffer
It has been 18 long months since this project started, and now it is done with just a few small details waiting to close out. There is only one remaining question, now what?
There is one thing that I’d like to focus on for this post, the [...]]]></description>
		<link>http://www.pmhut.com/the-project-is-done-now-what</link>
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		<title>The 5 Questions You Should Ask Any Social Project Management Vendor - Part 4</title>
		<description><![CDATA[The 5 Questions You Should Ask Any Social Project Management Vendor - Part 4
By John Tripp
(This post is the fourth in a series of five)
In this post we discuss something that many collaborative software vendors don’t talk a lot about…how does the software support the needs of upper management and stakeholders?
Back in post one, we [...]]]></description>
		<link>http://www.pmhut.com/the-5-questions-you-should-ask-any-social-project-management-vendor-part-4</link>
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		<title>Economic Uncertainty and the PMO Profit Center</title>
		<description><![CDATA[Economic Uncertainty and the PMO Profit Center
By Abid Mustafa
In the midst of recession and poor economic outlook, companies always endeavor to control costs, whilst revenues remain flat. Unsurprisingly, support departments are one of the first casualties of the CFO’s cost rationalization drive. During this mayhem, PMOs struggle to evade the cost cutting knife and are [...]]]></description>
		<link>http://www.pmhut.com/economic-uncertainty-and-the-pmo-profit-center</link>
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		<title>5 Steps to Meeting Quality Targets on Projects</title>
		<description><![CDATA[5 Steps to Meeting Quality Targets on Projects
By Jennifer Whitt
It&#8217;s that time again: we are off to the races on projects. Many companies are trying to implement things and roll out new products as quickly as they can to expand their businesses and gain new market share. Question is, how do we as project managers [...]]]></description>
		<link>http://www.pmhut.com/5-steps-to-meeting-quality-targets-on-projects</link>
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		<title>The 5 Questions You Should Ask Any Social Project Management Vendor - Part 3</title>
		<description><![CDATA[The 5 Questions You Should Ask Any Social Project Management Vendor - Part 3
By John Tripp
In the first two posts of this series (here and here), we discussed that the first order of business when dealing with a social project management software vendor is to determine first, if they are selling social software at all, [...]]]></description>
		<link>http://www.pmhut.com/the-5-questions-you-should-ask-any-social-project-management-vendor-part-3</link>
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		<title>Seven Moments That Prompt Leadership Magic With Project Momentum</title>
		<description><![CDATA[Seven Moments That Prompt Leadership Magic With Project Momentum
By Mike Koper
Oh… We&#8217;ve tried that before and it didn&#8217;t work. Ever hear that before? It may be coming from senior management or from team members on the manufacturing floor. What could have made them so bias towards a new initiative? Was it that they have seen [...]]]></description>
		<link>http://www.pmhut.com/seven-moments-that-prompt-leadership-magic-with-project-momentum</link>
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		<title>Leadership and Emotional Intelligence</title>
		<description><![CDATA[Leadership and Emotional Intelligence
By Wendy Mason
Using emotional intelligence can help you succeed as a leader. But what is emotional intelligence, and why is it that success in life sometimes seems unrelated to intelligence and how hard you are prepared to work?
In 1996 Daniel Goleman wrote his groundbreaking book Emotional Intelligence. His exhaustive research had confirmed [...]]]></description>
		<link>http://www.pmhut.com/leadership-and-emotional-intelligence</link>
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		<title>I&#8217;m Not a Fan of Task Boards and Spreadsheets</title>
		<description><![CDATA[I&#8217;m Not a Fan of Task Boards and Spreadsheets
By Sean McHugh
As a group, we Scrum people seem to have a phobia surrounding Agile and Scrum software solutions. Here&#8217;s an example:
“I hate the tools. OK, hate is a strong word, but I’m generally anti-tool when it comes to managing Scrum artifacts and data. I strongly prefer [...]]]></description>
		<link>http://www.pmhut.com/im-not-a-fan-of-task-boards-and-spreadsheets</link>
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		<title>The 5 Questions You Should Ask Any Social Project Management Vendor - Part 2</title>
		<description><![CDATA[The 5 Questions You Should Ask Any Social Project Management Vendor - Part 2
By John Tripp
In the first article in this series, we argued that in order for a project management software provider to claim that it is providing “social” project management, it first must show that its product, in fact, a social business application. [...]]]></description>
		<link>http://www.pmhut.com/the-5-questions-you-should-ask-any-social-project-management-vendor-part-2</link>
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		<title>A Look Into Project Leadership</title>
		<description><![CDATA[A Look Into Project Leadership
By James M Shaffer
Project leadership and project management go hand in hand, with leadership having perhaps more soft skills than a person who “simply” manages a project by following some sort of process. I have written several posts about the difference between management and leadership so I won&#8217;t get into that [...]]]></description>
		<link>http://www.pmhut.com/a-look-into-project-leadership</link>
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		<title>Important People Doing Important Stuff That No-one Else Could Possibly Understand? No, I Don&#8217;t Think So.</title>
		<description><![CDATA[Important People Doing Important Stuff That No-one Else Could Possibly Understand? No, I Don&#8217;t Think So.
By Mark A. Tipping
Hmmm &#8230; see the similarity here?
So, Dear Reader, what do skyscrapers, space shuttles and soothsayers have in common?
Well, mention delivering change or project management and every organization you talk to has a horror story to tell.
Many would [...]]]></description>
		<link>http://www.pmhut.com/important-people-doing-important-stuff-that-no-one-else-could-possibly-understand-no-i-dont-think-so</link>
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		<title>The Key Consultant Satisfaction Factors for Project Managers</title>
		<description><![CDATA[The Key Consultant Satisfaction Factors for Project Managers
By Todd B. Loeb
Being a Project Management consultant can actually be a lot of fun… no – seriously! Whether you work full-time for a consultancy, or you are out on your own, the excitement of every few months working on new initiatives for new client companies and trying [...]]]></description>
		<link>http://www.pmhut.com/the-key-consultant-satisfaction-factors-for-project-managers</link>
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		<title>The 5 Questions You Should Ask Any Social Project Management Vendor - Part 1</title>
		<description><![CDATA[The 5 Questions You Should Ask Any Social Project Management Vendor - Part 1
By John Tripp
Social Project Management is increasingly being recognized as a dominant future trend in the evolution of Project Management, and “social project management” software vendors are multiplying rapidly. But are they all selling Social Project Management? There is already a distinction [...]]]></description>
		<link>http://www.pmhut.com/the-5-questions-you-should-ask-any-social-project-management-vendor-part-1</link>
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		<title>&#8220;Mad&#8221; Management</title>
		<description><![CDATA[&#8220;Mad&#8221; Management
By Tim Bryce
One of the reasons AMC&#8217;s &#8220;Mad Men&#8221; television show is so popular is that it tries to authentically depict American attitudes and moods of the early 1960′s, including how business was conducted. Viewers find it fascinating how the Mad Men think, the priorities driving them, and how they interact with employees and [...]]]></description>
		<link>http://www.pmhut.com/mad-management</link>
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		<title>Putting the &#8220;Functional&#8221; back in Project Managers&#8217; Relationships with Managers</title>
		<description><![CDATA[Putting the &#8220;Functional&#8221; back in Project Managers&#8217; Relationships with Managers
By Kiron D. Bondale
An assertion I&#8217;ve frequently made is that very few organizations have the luxury of having sufficient skilled staff that can be dedicated 100% to delivering all of their “must do” projects.  I&#8217;m not going to argue for the rationale of cutting your [...]]]></description>
		<link>http://www.pmhut.com/putting-the-functional-back-in-project-managers-relationships-with-managers</link>
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		<title>6 Project Leadership Super Powers</title>
		<description><![CDATA[6 Project Leadership Super Powers
By Ty Kiisel
My friends and I will sometimes debate whether Superman or Batman is the more interesting superhero. Technically, I guess Batman isn&#8217;t a superhero at all, he&#8217;s just a very disturbed guy who has the ability to create some incredible crime-fighting gadgets that make him appear to be a superhero [...]]]></description>
		<link>http://www.pmhut.com/6-project-leadership-super-powers</link>
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		<title>Securing ROI in Break-out Strategy - A Review of Execution Methodologies</title>
		<description><![CDATA[Securing ROI in Break-out Strategy - A Review of Execution Methodologies
By Gail Severini
Most organizations have developed internal processes and capabilities for executing strategy. However, most of these are built for the transitional strategies that organizations face in average years (familiar improvements that modify systems and processes). 
The break-out from the recession of 2008 – 11 [...]]]></description>
		<link>http://www.pmhut.com/securing-roi-in-break-out-strategy-a-review-of-execution-methodologies</link>
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		<title>23 Questions a Quality Auditor May Ask</title>
		<description><![CDATA[23 Questions a Quality Auditor May Ask
By Zenkara
When an ISO9001 audit is on the horizon for your company, it&#8217;s a good idea to ensure your staff are able to answer the following questions. (although some questions are more for management and the QA team)

What are your documented quality policy and objectives?
How are quality objectives established [...]]]></description>
		<link>http://www.pmhut.com/23-questions-a-quality-auditor-may-ask</link>
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		<title>Ten Tips to Boost Your Facilitation Skills</title>
		<description><![CDATA[Ten Tips to Boost Your Facilitation Skills
By Lonnie Pacelli
So let&#8217;s cut to the chase&#8230;
You may be a great consultant, one who effectively applies his or her wisdom and experience to help his or her client solve some tough business problem. That&#8217;s all fine and well. When it comes to facilitation, though, it&#8217;s a different ballgame [...]]]></description>
		<link>http://www.pmhut.com/ten-tips-to-boost-your-facilitation-skills</link>
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		<title>14 Key Principles for Project Management Success</title>
		<description><![CDATA[14 Key Principles for Project Management Success
By Michael Greer
This web-published article by Michael Greer is an excerpt from “Chapter 6: Planning and Managing Human Performance Technology Projects,” Handbook of Human Performance Technology, San Francisco, Jossey-Bass, 1999.

Project managers must focus on three dimensions of project success. Simply put, project success means completing all project deliverables on [...]]]></description>
		<link>http://www.pmhut.com/14-key-principles-for-project-management-success</link>
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		<title>Project Metrics: The Double-Edged Sword</title>
		<description><![CDATA[Project Metrics: The Double-Edged Sword
By Pam Stanton
We all know that metrics are critical to running a business. We need those leading and lagging indicators of performance, so we can change course where needed and keep doing what works.
Metrics, however, are a slippery beast. In addition to measuring the results of actions, they also motivate action. [...]]]></description>
		<link>http://www.pmhut.com/project-metrics-the-double-edged-sword</link>
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		<title>Is Your Company Ready for an Agile Process?</title>
		<description><![CDATA[Is Your Company Ready for an Agile Process?
By Carl M. Manello
&#8220;We can do anything, but we can’t do everything… at least not at the same time. So think of your priorities not in terms of what activities you do, but when you do them. Timing is everything.&#8221; – Daniel Millman, author, and lecturer
What Is Agile?
Many [...]]]></description>
		<link>http://www.pmhut.com/is-your-company-ready-for-an-agile-process</link>
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		<title>The 4 Functions of an IT Budget That IT Managers Need To Know</title>
		<description><![CDATA[The 4 Functions of an IT Budget That IT Managers Need To Know
By Jim Anderson
What you can accomplish as an IT manager is closely tied to how much money the company is willing to entrust you with. The more money that they are willing to give you, the more you&#8217;ll be able to get done. [...]]]></description>
		<link>http://www.pmhut.com/the-4-functions-of-an-it-budget-that-it-managers-need-to-know</link>
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		<title>Is Your Project In Trouble?</title>
		<description><![CDATA[Is Your Project In Trouble?
By Giana Rosetti
In this economy, it is a common thing to hear about companies cutting project budgets or cutting the entire project. Cutting the project budget will certainly have an effect on the project scope, schedule, and quality, resulting in a poor delivery of a product/service.
It takes more than a talented [...]]]></description>
		<link>http://www.pmhut.com/is-your-project-in-trouble</link>
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		<title>Managing Technical Scope</title>
		<description><![CDATA[Managing Technical Scope
By Neil Killick
We had a bit of a debate the other day in our team about how to deal with technical scope in a Scrum project, so I thought I&#8217;d write about it to try and explain.
As we all should know by now, Scrum focuses on delivery of business value. If a requirement [...]]]></description>
		<link>http://www.pmhut.com/managing-technical-scope</link>
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		<title>But I&#8217;m a Great Leader! Look at My Results!</title>
		<description><![CDATA[But I&#8217;m a Great Leader! Look at My Results!
By James Grinnell
Ask any successful executive if they are a great leader and nine out of ten times the answer will come back as an emphatic yes. Yet, ask the same group of people whether they have ever worked under a great leader and you&#8217;re likely to [...]]]></description>
		<link>http://www.pmhut.com/but-im-a-great-leader-look-at-my-results</link>
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		<title>Leadership Coaching: Clarity And Focus Using The Rule Of Three</title>
		<description><![CDATA[Leadership Coaching: Clarity And Focus Using The Rule Of Three
By Mike Krutza
Why The Rule Of Three?
In many great stories and writings, you&#8217;ll find that data are grouped in threes. It&#8217;s the rule of three, and it is intentional. Why? Because the Rule of Three creates focus and clarity. Think about The Three Musketeers, Goldilocks and [...]]]></description>
		<link>http://www.pmhut.com/leadership-coaching-clarity-and-focus-using-the-rule-of-three</link>
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		<title>Creating the Perfect Project Environment</title>
		<description><![CDATA[Creating the Perfect Project Environment
By Ty Kiisel
After mowing and edging the lawn, the weather was so nice I just had to climb on board the motorcycle and spend a couple of hours in the saddle on Saturday afternoon. It&#8217;s going to be even better on my ride home from work today. I think spring is [...]]]></description>
		<link>http://www.pmhut.com/creating-the-perfect-project-environment</link>
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		<title>What Is a Business Project?</title>
		<description><![CDATA[What Is a Business Project?
By Glen D. Ford
I know it sounds strange, but a few days ago, one of my small business clients actually asked me, &#8220;What is a business project?&#8221; I found myself wondering how to answer that. After all, we&#8217;re all being bombarded with advice about projects. The media is constantly filled with [...]]]></description>
		<link>http://www.pmhut.com/what-is-a-business-project</link>
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		<title>Some Thoughts on Projects and Resource Allocation</title>
		<description><![CDATA[Some Thoughts on Projects and Resource Allocation
By Preben Ormen
One of the intended purposes of traditional budgeting practices is to act as a guide for resource allocation. By resource allocation I mean allocation of money, people, equipment and materials to projects or initiatives (or whatever the intended activities happen to be called).
While there is no one [...]]]></description>
		<link>http://www.pmhut.com/some-thoughts-on-projects-and-resource-allocation</link>
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		<title>How to Organize a Project</title>
		<description><![CDATA[How to Organize a Project
By Glen D. Ford
As a project management consultant, every once in a while, I&#8217;m asked a question that is elegant in its simplicity. At least as a question. Inevitably, the answer to these simple questions is as complex as they come. I was asked such a question this week.
How do you [...]]]></description>
		<link>http://www.pmhut.com/how-to-organize-a-project</link>
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		<title>Earned Value Management Versus Traditional Management</title>
		<description><![CDATA[Earned Value Management Versus Traditional Management
By Atul Gaur
Earned Value Management (EVM): is a technique used to track the progress and status of a project and to forecast its future performance. EVM systematically integrates measurement of cost, schedule, and scope accomplishments on a project. EVM was developed in 1960’s by Department of Defense (DOD) to keep [...]]]></description>
		<link>http://www.pmhut.com/earned-value-management-versus-traditional-management</link>
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		<title>Were the Three Stooges Really Good Project Managers?</title>
		<description><![CDATA[Were the Three Stooges Really Good Project Managers?
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
Background
For those of you not familiar with the Three Stooges, they were an American vaudeville and comedy act of the early to mid–20th century best known for their numerous short subject films. Their hallmark was physical farce and extreme slapstick. In [...]]]></description>
		<link>http://www.pmhut.com/were-the-three-stooges-really-good-project-managers</link>
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		<title>How Much Power We Actually Have As Project Managers?</title>
		<description><![CDATA[How Much Power We Actually Have As Project Managers?
By Eric Veal
Being the boss is fun. But it&#8217;s rare. Sometimes we might think we&#8217;re the boss but very frequently we are not. Being a customer is probably the closest we can come to being a boss: &#8220;the customer is always right&#8221;. I would really like to [...]]]></description>
		<link>http://www.pmhut.com/how-much-power-we-actually-have-as-project-managers</link>
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		<title>What Do Abbott and Costello Have To Do with Good Project Management?</title>
		<description><![CDATA[What Do Abbott and Costello Have To Do with Good Project Management?
By Ralph Dopping
When you were a teenager were you afraid to ask someone to dance? I was. Self-confidence was a scarce commodity back then and it can still creep up on me even these days but back then, woah! Look out, man. It had [...]]]></description>
		<link>http://www.pmhut.com/what-do-abbott-and-costello-have-to-do-with-good-project-management</link>
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		<title>Enterprise Project Management (EPM) and Project Portfolio Management (PPM) Tools - The Rest of the Story</title>
		<description><![CDATA[Enterprise Project Management (EPM) and Project Portfolio Management (PPM) Tools - The Rest of the Story
By Bruce McGraw
This year I have been asked about EPM / PPM solutions, as opposed to project level tools, more often than in the past – at conferences, after presentations and in the coffee shops. Senior managers and CIOs want [...]]]></description>
		<link>http://www.pmhut.com/enterprise-project-management-epm-and-project-portfolio-management-ppm-tools-the-rest-of-the-story</link>
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		<title>Project Success During During Any Financial Cycle</title>
		<description><![CDATA[Project Success During During Any Financial Cycle
By Steve Hill
Department budgets are not as tight as they were a year ago but ROI must still occur sooner, project approvals can still be hard to come by and, as always, failing to deliver as promised is well… let&#8217;s not go there. We seem to be exiting a [...]]]></description>
		<link>http://www.pmhut.com/project-success-during-during-any-financial-cycle</link>
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		<title>An Introduction to PMI&#8217;s Project Management Life Cycle</title>
		<description><![CDATA[An Introduction to PMI&#8217;s Project Management Life Cycle
By Brian Egan - Global Knowledge
The term “life cycle” implies two things: that a process is perpetual and that the sequence of events is obligatory or uni-directional. There is no beginning or end to a life cycle and the sequence of events cannot change. A seed cannot go [...]]]></description>
		<link>http://www.pmhut.com/an-introduction-to-pmis-project-management-life-cycle</link>
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		<title>Bad Decisions Begone</title>
		<description><![CDATA[Bad Decisions Begone
By James Grinnell
Managers make decisions– that&#8217;s what they get paid for. Unfortunately many times the decisions they make are flawed. It&#8217;s not necessarily because managers are inept. The roots of bad decision making stem from three sources: neurological wiring, a flawed decision-making process, and counter-productive interpersonal dynamics.
Cognitive Inhibitors
The notion that business leaders are [...]]]></description>
		<link>http://www.pmhut.com/bad-decisions-begone</link>
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		<title>How To Position Project Management System In Your Company</title>
		<description><![CDATA[How To Position Project Management System In Your Company
By Giana Rosetti
Establishing project management in most organizations is very difficult to do, because managers are afraid of losing their authority and control over the resources that are assigned to them. Workers are afraid of being held accountable for performing a new set of requirements. This fear, [...]]]></description>
		<link>http://www.pmhut.com/how-to-position-project-management-system-in-your-company</link>
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		<title>The Success of Canceled Projects</title>
		<description><![CDATA[The Success of Canceled Projects
By Steve Romero
This article was inspired by one of my favorite Project Governance cohorts on Twitter, Woody Williams, who once tweeted, &#8220;Canceling a project is often a highly &#8220;successful&#8221; outcome.&#8221;
Successful outcome?!? When was the last time your organization celebrated a project being canceled? The answer is likely never.
OK, how about this [...]]]></description>
		<link>http://www.pmhut.com/the-success-of-canceled-projects</link>
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		<title>The Dependency Cycle: How Managers Create It and How to Avoid It</title>
		<description><![CDATA[The Dependency Cycle: How Managers Create It and How to Avoid It
By Impact Achievement Group
No one consciously attempts to delay productivity, to stifle talent development, to increase response time for solving problems, or to thwart the morale and motivation of employees. But we have all seen organizations where these things happen, and they are a [...]]]></description>
		<link>http://www.pmhut.com/the-dependency-cycle-how-managers-create-it-and-how-to-avoid-it</link>
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		<title>Helping Sponsors Caught Between a Functional Rock and a Project Hard Place</title>
		<description><![CDATA[Helping Sponsors Caught Between a Functional Rock and a Project Hard Place
By Kiron D. Bondale
Project managers get their fair share of abuse, but being a project sponsor is no picnic either.
In most organizations, project manager is both an organization position and project role so there can be a strong alignment between the functional and project [...]]]></description>
		<link>http://www.pmhut.com/helping-sponsors-caught-between-a-functional-rock-and-a-project-hard-place</link>
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		<title>Project Management Foundations - Managing Your Project Issues</title>
		<description><![CDATA[Project Management Foundations - Managing Your Project Issues
By Steve Hart
To me the most annoying, and sometimes the most disruptive type of project churn is issue related churn. Open issues distract team members from the work at hand, and often slow progress to achieve project milestones. At its worse, more time can be spent talking about [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-managing-your-project-issues</link>
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		<title>Leadership Coaching: Get Your Team Out of a Rut</title>
		<description><![CDATA[Leadership Coaching: Get Your Team Out Of A Rut
By Mike Krutza
Watch Out For Monotony
Is it becoming monotonous in your team? Same old same old where the noisy ones keep on talking and the quiet personnel keeping mum as usual? And it&#8217;s the same issues you have to deal with over and over. Drudgery could be [...]]]></description>
		<link>http://www.pmhut.com/leadership-coaching-get-your-team-out-of-a-rut</link>
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		<title>Stakeholder Risk Tolerance</title>
		<description><![CDATA[Stakeholder Risk Tolerance
By Lynda Bourne
Managing the inherent risk associated with undertaking any project, anywhere, in any industry is a critical organizational capability. Within the organizations overall Project Delivery Capability (PDC) the maturity of its risk management approaches is central to the organization&#8217;s ability to generate value.
Only very immature or deluded organizations seek or expect to [...]]]></description>
		<link>http://www.pmhut.com/stakeholder-risk-tolerance</link>
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		<title>Why Projects Succeed: Risk Identification</title>
		<description><![CDATA[Why Projects Succeed: Risk Identification
By Roger Kastner
Why Projects Succeed is a blog series in which Slalom Business Architect Roger Kastner sheds light on key factors behind the art and science of successful project management and invites readers to discuss how they apply across different environments.
In the previous article of this series, I wrote that the [...]]]></description>
		<link>http://www.pmhut.com/why-projects-succeed-risk-identification</link>
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		<title>The 3 Day Sprint Experiment for Project Management in the Fast Lane</title>
		<description><![CDATA[The 3 Day Sprint Experiment for Project Management in the Fast Lane
By Patrick Carmitchel
With a small team, producing results that pack a punch in a short period of time is non-negotiable. The stakes and stress levels are higher, and team morale plays a vital role in crossing the finish line. In our world, there is [...]]]></description>
		<link>http://www.pmhut.com/the-3-day-sprint-experiment-for-project-management-in-the-fast-lane</link>
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		<title>Why Successful Projects Fail</title>
		<description><![CDATA[Why Successful Projects Fail
By Jim Finch
The project satisfied its requirements. The project was delivered on schedule AND under budget. It was a “success”, right? … Perhaps.
The open question is: How was the project received by its stakeholders?
“Some were very happy with it. Most liked it a lot, but there were a handful of stakeholders who [...]]]></description>
		<link>http://www.pmhut.com/why-successful-projects-fail</link>
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		<title>Fundamental Elements of a Project Scope Document</title>
		<description><![CDATA[Fundamental Elements of a Project Scope Document
By Justin Phipps
For project management to be successful, documentation and communication are critical. With a formal, written Project Request in hand, followed by a hosted requirement review and creative meeting with stakeholders, you&#8217;re now ready to lock down the details in a Scope Document.
I&#8217;m not fooling myself to think [...]]]></description>
		<link>http://www.pmhut.com/fundamental-elements-of-a-project-scope-document</link>
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		<title>The Culture Importance in International Project Management</title>
		<description><![CDATA[The Culture Importance in International Project Management
By Giana Rosetti
The most crucial element in international projects is culture. Any culture understanding is based on an attitude of open-mindedness, response, and flexibility. No culture should be taken as superior than another. A supportive project culture allows us for focusing on customs, habits and behaviors. Culture understanding supports [...]]]></description>
		<link>http://www.pmhut.com/the-culture-importance-in-international-project-management</link>
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		<title>Turning the Tide on Project Failure</title>
		<description><![CDATA[Turning the Tide on Project Failure
By Steve Hill
Figure 1: Project Failure Types
Everyone reading this blog has a passion for success. After many years in this industry, I have yet to meet anyone with leadership role in a project that would have even the slightest satisfaction in walking away from a project that has failed. We [...]]]></description>
		<link>http://www.pmhut.com/turning-the-tide-on-project-failure</link>
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		<title>The Agile Project Manager - The Cost of Transparency</title>
		<description><![CDATA[The Agile Project Manager - The Cost of Transparency
By Bob Galen
As I learn and grow my agile experience, I continue to find value and power in the notion of transparency. It&#8217;s one of the softer of the agile tenets and one that gets mentioned, but rarely emphasized as a critical success factor.
So what is transparency? [...]]]></description>
		<link>http://www.pmhut.com/the-agile-project-manager-the-cost-of-transparency</link>
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		<title>Project Management in the Matrix Crossfire</title>
		<description><![CDATA[Project Management in the Matrix Crossfire
By Don McAlister
Many businesses have adopted a Project/Functional matrix management organizational model as a way of ensuring enterprise focus on both the near-term execution and long-term process capability. Matrix organization theory says that Functional Managers are responsible for building, deploying and supporting the people, process and tool resources required to [...]]]></description>
		<link>http://www.pmhut.com/project-management-in-the-matrix-crossfire</link>
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		<title>What Is Project Management and Why Is It Different?</title>
		<description><![CDATA[What Is Project Management and Why Is It Different?
By Glen D. Ford
Project management is always showing up in the business media today. It seems that every few months, something hits the news that has to do with project management. Maybe it&#8217;s a demand that every business should have a PMO. Or maybe, another major project [...]]]></description>
		<link>http://www.pmhut.com/what-is-project-management-and-why-is-it-different</link>
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		<title>Utilizing Your Project Management Qualifications</title>
		<description><![CDATA[Utilizing Your Project Management Qualifications
By Claudia Vandermilt
Before you do what it takes to earn new credentials, you might be wondering how you will be utilizing your project management qualifications. First, by strengthening your project management skills, you&#8217;ll distinguish yourself from your peers and you&#8217;ll be more likely to be among the top candidates to be [...]]]></description>
		<link>http://www.pmhut.com/utilizing-your-project-management-qualifications</link>
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		<title>What Is a Project Office and Why Is It Different From a PMO?</title>
		<description><![CDATA[What Is a Project Office and Why Is It Different From a PMO?
By Glen D. Ford
If you&#8217;ve been involved in construction or other similar businesses, you&#8217;ve no doubt heard the term project office.
If you&#8217;ve been reading the business media, you&#8217;ve no doubt heard the term PMO or project management office.
So what is a project office [...]]]></description>
		<link>http://www.pmhut.com/what-is-a-project-office-and-why-is-it-different-from-a-pmo</link>
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		<title>Leadership, Management, Transitioning to Agile</title>
		<description><![CDATA[Leadership, Management, Transitioning to Agile
By Johanna Rothman
I&#8217;ve been working with several management teams who want me to train them or their project managers to take over the agile training. It&#8217;s not unreasonable from their perspective—it&#8217;s how they&#8217;ve transitioned to all the other process improvement approaches over the years.
Except, none of the other process improvement approaches [...]]]></description>
		<link>http://www.pmhut.com/leadership-management-transitioning-to-agile</link>
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		<title>What Is a PMO?</title>
		<description><![CDATA[What Is a PMO?
By Glen D. Ford
If you&#8217;ve been listening to the business or technical articles for the last ten years, then you&#8217;ve probably heard the demand that your company institute a PMO. It seems everyone from major banks to little manufacturing companies have been jumping on the PMO bandwagon.
But what is a PMO?
The simplest [...]]]></description>
		<link>http://www.pmhut.com/what-is-a-pmo</link>
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		<title>How Do You Know You Have a Project?</title>
		<description><![CDATA[How Do You Know You Have a Project?
By Jolyon Hallows
When people speak of projects that need to be managed, they normally mean the large, expensive, visible, cast-of-hundreds projects. Few will argue that these do not require some level of management. But what about the smaller activities, the ones that are not so obviously risky or [...]]]></description>
		<link>http://www.pmhut.com/how-do-you-know-you-have-a-project</link>
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		<title>The Four Basic Guidelines for Project Management Consulting Success</title>
		<description><![CDATA[The Four Basic Guidelines for Project Management Consulting Success
By Todd B. Loeb
Being a Project Management Consultant can be difficult. True – the opportunity to choose the projects on which you work, and the clients for whom you work can be very enticing. The downside, however, is knowing that you&#8217;re on your own – there&#8217;s no [...]]]></description>
		<link>http://www.pmhut.com/the-four-basic-guidelines-for-project-management-consulting-success</link>
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		<title>Should Project Managers be Professionally Licensed or Chartered?</title>
		<description><![CDATA[Should Project Managers be Professionally Licensed or Chartered?
By Gary Hamilton, Gareth Byatt, and Jeff Hodgkinson
One of our goals when writing articles is to create awareness about the thinking within the global project management community. One subject in particular that we have been considering for a while (since July 2010) is the case and discussion in [...]]]></description>
		<link>http://www.pmhut.com/should-project-managers-be-professionally-licensed-or-chartered</link>
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		<title>Do Your Project Meetings Deliver?</title>
		<description><![CDATA[Do Your Project Meetings Deliver?
By Paul Slater
How many of us have spent hours on end at project meetings wondering just why it was that we were invited and wishing we could get out of them and go and do something more interesting instead? So maybe the senior stakeholder meetings need to have a wide representation [...]]]></description>
		<link>http://www.pmhut.com/do-your-project-meetings-deliver</link>
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		<title>How to Get People to Use the Software Tool</title>
		<description><![CDATA[How to Get People to Use the Software Tool
By Ben Snyder, CEO of Systemation
You hear about it all the time. Organizations invest in a software tool and then struggle with its adoption. It could be project management, customer relationship management (CRM), requirements management, or any other type of software tool. What started with high hopes [...]]]></description>
		<link>http://www.pmhut.com/how-to-get-people-to-use-the-software-tool</link>
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		<title>Raising the Chances of PPM Process Success</title>
		<description><![CDATA[Raising the Chances of PPM Process Success
By Steve Romero
How successful are your business process efforts? More specifically, how successful are your efforts to institutionalize Project and Portfolio Management (PPM) processes?
I have a second PPM presentation that differs from my normal “what-is” and “how-to” overview of my favorite of all governance processes. This alternate PPM presentation [...]]]></description>
		<link>http://www.pmhut.com/raising-the-chances-of-ppm-process-success</link>
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		<title>What Is a Project?</title>
		<description><![CDATA[What Is a Project?
By Glen D. Ford
One of the joys of English is that terms are often used incorrectly in the popular version of the language. We toss around terms that we really don&#8217;t understand. We use them when they really don&#8217;t apply. We use them in place of more appropriate words. And we misuse [...]]]></description>
		<link>http://www.pmhut.com/what-is-a-project-4</link>
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		<title>Agile Pattern Management</title>
		<description><![CDATA[Agile Pattern Management
By Terry Bunio
I think I have noticed with individuals that I believe are great team members is that they manage or lead based on sets of data and not just points of information. It has been noted that humans are exceptional in pattern recognition and spatial analysis of those patterns. One news item [...]]]></description>
		<link>http://www.pmhut.com/agile-pattern-management</link>
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		<title>The Problem Is Analog Management in a Digital World</title>
		<description><![CDATA[The Problem Is Analog Management in a Digital World
By Samuel T. Brown, III, PMP, Global Knowledge Course Director and Instructor
Ever get frustrated because you and all of your team seem to be working really hard but not really effectively? Ever feel like you&#8217;re working against the organization? You know — that feeling that the only time we [...]]]></description>
		<link>http://www.pmhut.com/the-problem-is-analog-management-in-a-digital-world</link>
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		<title>Areas To Focus On To Boost Employee Engagement</title>
		<description><![CDATA[Areas To Focus On To Boost Employee Engagement
By Mike Krutza
It often gets frustrating to improve employee engagement as studies show. According to a research in 2011, only 31 % of employees are really engaged. Leadership behavior among the contributing factors of this result. A leader cannot expect total employee engagement if he himself is not [...]]]></description>
		<link>http://www.pmhut.com/areas-to-focus-on-to-boost-employee-engagement</link>
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		<title>How Many Balls Can a Project Manager Juggle?</title>
		<description><![CDATA[How Many Balls Can a Project Manager Juggle?
By Kiron D. Bondale
For the uneducated or the unbelievers in the value of project management, it is hard to imagine how a project manager can fill the working hours of a day. In organizations that are replete with such beliefs, a project manager has to be able to [...]]]></description>
		<link>http://www.pmhut.com/how-many-balls-can-a-project-manager-juggle</link>
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		<title>Building a High-Performance Organization</title>
		<description><![CDATA[Building a High-Performance Organization
By James Grinnell
In The Human Equation: Building Profits by Putting People First, Jeffery Pfeffer details the practices of high performance organizations. According to Pfeffer, these organizations draw peak performance out of all members by 1) offering job security, 2) hiring selectively, 3) organizing around self-managed teams, 4) investing in training and development, [...]]]></description>
		<link>http://www.pmhut.com/building-a-high-performance-organization</link>
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		<title>Five Tips for Winning Your Project Manager Job Interview</title>
		<description><![CDATA[Five Tips for Winning Your Project Manager Job Interview
By Jennifer Whitt
When you enter a job interview, it&#8217;s important to bring your passion and energy, and not come in with the weight of the world on your shoulders. We all have a lot going on in our lives, things related to economic turbulence or other projects [...]]]></description>
		<link>http://www.pmhut.com/five-tips-for-winning-your-project-manager-job-interview</link>
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		<title>Optimal Decision-Making: Effectively Communicating Information</title>
		<description><![CDATA[Optimal Decision-Making: Effectively Communicating Information
By Claire Schwartz
In the last couple of posts, we&#8217;ve written about the challenges of providing information for decision-making. From collecting data to converting the data to information that tells a story, it&#8217;s all about making sure that we&#8217;re providing decision-makers, including ourselves, with what is necessary to make solid, fact-based decisions. [...]]]></description>
		<link>http://www.pmhut.com/optimal-decision-making-effectively-communicating-information</link>
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		<title>Management Vs. Leadership</title>
		<description><![CDATA[Management Vs. Leadership
By Mike Krutza
There is a difference between management and leadership. Nonetheless, each of the distinct differences between management and leadership are aligned to make a cohesive whole. A manager, to be optimally effective, needs to be a good leader, too. Both a manager and a leader motivate people. But methods used in management [...]]]></description>
		<link>http://www.pmhut.com/management-vs-leadership</link>
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		<title>Project Coaching - Bridging the Gap in Soft Skills</title>
		<description><![CDATA[Project Coaching - Bridging the Gap in Soft Skills
By Anthony Onabanjo
Historically, project managers have focused mainly on the hard (technical) skills such as scheduling, planning, budget management, risk management etc. But despite the use of various structured methodologies and processes, high percentages of projects continue to fail costing organizations millions of pounds.
Research has shown that [...]]]></description>
		<link>http://www.pmhut.com/project-coaching-bridging-the-gap-in-soft-skills</link>
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		<title>Using Earned Value Management as an Early Warning Sign in Project Management</title>
		<description><![CDATA[Using Earned Value Management as an Early Warning Sign Within Project Management
By Cora Systems
As any seasoned project manager knows, projects can be technical and challenging and even the most organized of project managers will run into some problems along the way. Adding to the complexity of project demands is the fact that many organizations are [...]]]></description>
		<link>http://www.pmhut.com/using-earned-value-management-as-an-early-warning-sign-in-project-management</link>
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		<title>Managing a Real Review Process</title>
		<description><![CDATA[Managing a Real Review Process
By Carl M. Manello
“Unless a reviewer has the courage to give you unqualified praise, I say ignore the bastard.” –John Steinbeck
I have seen the program review process in many companies reduced to no more than a “dog and pony show.” These so-called Gate Reviews are nothing more than the equivalent of [...]]]></description>
		<link>http://www.pmhut.com/managing-a-real-review-process</link>
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		<title>Eight Steps to Define the Vision of a Software Development Project</title>
		<description><![CDATA[Eight Steps to Define the Vision of a Software Development Project
By Mohammed K Barakat
During the early days of a project, the project team needs to have a &#8216;compass&#8217; guiding to the effective and efficient achievement of project objectives. It is imperative to create a binding document that defines the project&#8217;s stakeholders, and outlines their needs [...]]]></description>
		<link>http://www.pmhut.com/eight-steps-to-define-the-vision-of-a-software-development-project</link>
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		<title>The 5 Rules of Prayer Every Project Manager Should Know</title>
		<description><![CDATA[The 5 Rules of Prayer Every Project Manager Should Know
By Preben Ormen
Inevitably something will go wrong in a project and life feels hard. We don&#8217;t like this situation, of course, and this is when many people turn to prayer (more or less sincerely).
Empirical science is inconclusive on the power of prayer, but if there&#8217;s something [...]]]></description>
		<link>http://www.pmhut.com/the-5-rules-of-prayer-every-project-manager-should-know</link>
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		<title>The Word on Risk</title>
		<description><![CDATA[The Word on Risk
By Dave Nielsen
The terms used to describe the various aspects of risk management are bewildering, even to an experienced project manager. At least I find them bewildering. I&#8217;m going to examine some of the terms used to describe risks and the way they are managed and hopefully shed some light on what [...]]]></description>
		<link>http://www.pmhut.com/the-word-on-risk</link>
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		<title>Optimal Decision-Making: Turning Data into Actionable Information</title>
		<description><![CDATA[Optimal Decision-Making: Turning Data into Actionable Information
By Claire Schwartz
In my last post, I wrote about collecting data to provide information for decision-making. There is no question that data is where we begin, but facts are not enough. What we really need is information—a meaningful interpretation and presentation of the data that gives us insight into [...]]]></description>
		<link>http://www.pmhut.com/optimal-decision-making-turning-data-into-actionable-information</link>
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		<title>How to Hand Off a Project Successfully</title>
		<description><![CDATA[How to Hand Off a Project Successfully
By Ben Ferris
So, you made it to the end of the project at last. Hopefully you can look back with a lot of satisfaction at how you overcame a lot of obstacles and got your team to pull together even when they weren&#8217;t sure how it was all going [...]]]></description>
		<link>http://www.pmhut.com/how-to-hand-off-a-project-successfully</link>
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		<title>Optimal Decision Making: How to Get Better Information</title>
		<description><![CDATA[Optimal Decision Making: How to Get Better Information
By Claire Schwartz
“Facts do not cease to exist because they are ignored.” Aldous Huxley
Whether you are a project manager, a PMO director or an executive, most of us want better information. Why? Information is the fuel for decision-making. Whether a decision is about what to have for lunch [...]]]></description>
		<link>http://www.pmhut.com/optimal-decision-making-how-to-get-better-information</link>
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		<title>Marketing Project Management</title>
		<description><![CDATA[Marketing Project Management
By Giana Rosetti
Today, because of the global competition, the product life cycle keeps getting shorter as the customer’s needs keep changing. The most important key of any product or service release is marketing, and if there’s no good marketing management in place, it would be difficult for companies to face the market changes [...]]]></description>
		<link>http://www.pmhut.com/marketing-project-management</link>
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		<title>Five Ways to Optimize Your Projects and Resources</title>
		<description><![CDATA[Five Ways to Optimize Your Projects and Resources
By Curt Finch
Quick, tell me about your employees: What are they doing? How long do they spend doing it? What should their top priorities be? Now tell me about your projects: Are they on time? Within budget? How many projects were profitable this year, last year, over the [...]]]></description>
		<link>http://www.pmhut.com/five-ways-to-optimize-your-projects-and-resources</link>
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		<title>How to Tear Down the Organizational Silos That Block Project Success</title>
		<description><![CDATA[How to Tear Down the Organizational Silos That Block Project Success
By Richard L Grimes
Here are two methods for dealing with those organizational silos that can block successful project execution:
1. The Pre-project &#8220;Post Mortem&#8221;
Research conducted in 1989 found that prospective hindsight - imagining that an event has already occurred - increases the ability to identify reasons [...]]]></description>
		<link>http://www.pmhut.com/how-to-tear-down-the-organizational-silos-that-block-project-success</link>
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		<title>How Do I Encourage Innovation On My Projects?</title>
		<description><![CDATA[How Do I Encourage Innovation On My Projects?
By Terry Bunio
I actually think about this topic quite a bit. There is mention of innovation in almost every job ad and project charter I see. But really what is innovation? How do we innovate? How do we encourage innovation?
I think we frequently believe that innovations are large [...]]]></description>
		<link>http://www.pmhut.com/how-do-i-encourage-innovation-on-my-projects</link>
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		<title>Difficult to Manage&#8230; Difficult to Fire</title>
		<description><![CDATA[Difficult to Manage&#8230; Difficult to Fire
By James Grinnell
All managers would love to lead a team comprised entirely of A-players. Unfortunately, such a scenario is rare. The manager&#8217;s job is complicated by a world of mixed attitudes, aspirations, and abilities. At the two ends of the spectrum are the stars and the dogs, both of whom [...]]]></description>
		<link>http://www.pmhut.com/difficult-to-manage-difficult-to-fire</link>
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		<title>Eight Frequently Overlooked Questions for Maximum Project Performance</title>
		<description><![CDATA[Eight Frequently Overlooked Questions for Maximum Project Performance
By Richard L Grimes
The questions that follow are about issues that may be so subtle they are likely to be overlooked in the daily workings of a busy project. They can contribute positively or negatively to project performance and are hidden within typical project issues.
Question #1 - What [...]]]></description>
		<link>http://www.pmhut.com/eight-frequently-overlooked-questions-for-maximum-project-performance</link>
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		<title>Managing Stakeholder Styles to Optimize Decision Making</title>
		<description><![CDATA[Managing Stakeholder Styles to Optimize Decision Making
By Vania Neves
We make many decisions every day. Should we wait patiently for the green light to cross the street or risk an accident? Should we buy something we want or save money for the future? We also make decisions with other people. When planning a vacation with friends [...]]]></description>
		<link>http://www.pmhut.com/managing-stakeholder-styles-to-optimize-decision-making</link>
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		<title>Project Management - Technosterone Wars</title>
		<description><![CDATA[Project Management - Technosterone Wars
By Terry Rankin
“Never argue with idiots. They drag you down to their level and then beat you with experience.” Scott Adams (in Dilbert)
After years in the trenches as a mediocre software technician, I was trapped in YAM (yet another meeting) as a freshly-certified PMI PMP (Project Management Institute Project Management Professional, [...]]]></description>
		<link>http://www.pmhut.com/project-management-technosterone-wars</link>
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		<title>A Good Manager Does Not Give Orders</title>
		<description><![CDATA[A Good Manager Does Not Give Orders
By Mike Krutza
A manager is a boss, so people think that good management is giving orders. Not at all. A good manager does not give orders and in fact, should not. Giving orders is telling somebody to do something. &#8220;Roger&#8217;s schedule should be on late shift&#8221;, or &#8220;get those [...]]]></description>
		<link>http://www.pmhut.com/a-good-manager-does-not-give-orders</link>
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		<title>Why Projects Succeed - Proactive Risk Management</title>
		<description><![CDATA[Why Projects Succeed - Proactive Risk Management
By Roger Kastner
This article is part of a series, the previous article can be found here.
The art and science of Risk Management is so important to the success of a project that I&#8217;m going to take the next three articles to talk about it.
Most of what&#8217;s written about Risk [...]]]></description>
		<link>http://www.pmhut.com/why-projects-succeed-proactive-risk-management</link>
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		<title>Automating PMO Workflow</title>
		<description><![CDATA[Automating PMO Workflow
By Mark Calabrese
Lately, I&#8217;ve noticed that a lot of organizations are seriously considering purchasing tools to automate their PMO workflow. While there are certainly some good products out there worth considering, I think it&#8217;s important to avoid the “rush to automation” as a solution to all problems. Automation doesn&#8217;t solve every problem, so [...]]]></description>
		<link>http://www.pmhut.com/automating-pmo-workflow</link>
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		<title>The Project Management Culture</title>
		<description><![CDATA[The Project Management Culture
By Jolyon Hallows
The project management culture is usually defined by the PMO, and that&#8217;s why this article is filed under the PMO category. - PM Hut
How can you tell if an organization&#8217;s projects are likely to succeed? One indication is the culture in which projects are managed. Many companies simply hand projects [...]]]></description>
		<link>http://www.pmhut.com/the-project-management-culture</link>
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		<title>Knowing When to Delegate</title>
		<description><![CDATA[Knowing When to Delegate
By David Egan, Global Knowledge Instructor
Time and time again there&#8217;s many a manager who gets swamped with work that he can&#8217;t delegate, and sometimes the reasons are related to the manager&#8217;s inability to trust his staff to deliver on time or at all.
Delegating is an important skill for any manager. It requires [...]]]></description>
		<link>http://www.pmhut.com/knowing-when-to-delegate</link>
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		<title>Seven Contract Management Tips You Need to Know</title>
		<description><![CDATA[Seven Contract Management Tips You Need to Know
By Michael L Young
To successfully manage contracts for a government agency requires that you are able to:

Develop suitable arrangements for managing the contract, including establishing risk management and communication strategies


Monitor the contractor&#8217;s performance against the contract and deal with issues such as contract variations and disputes


Complete the contract, [...]]]></description>
		<link>http://www.pmhut.com/seven-contract-management-tips-you-need-to-know</link>
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		<title>Moving from Functional to Project Structure</title>
		<description><![CDATA[Moving from Functional to Project Structure
By Bruno Collet
Many organizations face the challenge of moving from a situation where they produce a limited number of standardized products, to a situation where they have to constantly tailor their products and innovate in order to remain competitive. These two situations require very different organizational structures. The first one [...]]]></description>
		<link>http://www.pmhut.com/moving-from-functional-to-project-structure</link>
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		<title>Selling the Value of Project Management&#8230;Downtime</title>
		<description><![CDATA[Selling the Value of Project Management&#8230;Downtime
By Kiron D. Bondale
Good project managers are usually in high demand so it can be difficult to convince senior management of the benefits of building in some downtime between project assignments. You may also face resistance from PMs themselves if your organization tracks and evaluates staff based on utilization.
Beyond providing [...]]]></description>
		<link>http://www.pmhut.com/selling-the-value-of-project-management-downtime</link>
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		<title>Leadership Coaching: How To Measure Employee Engagement</title>
		<description><![CDATA[Leadership Coaching: How To Measure Employee Engagement
By Mike Krutza
Most often, companies that try to determine the level of engagement of their employees fall short of their target in terms of investment. They tried but the way they did it was not appropriate. The process and means of determining were not correctly followed and they missed [...]]]></description>
		<link>http://www.pmhut.com/leadership-coaching-how-to-measure-employee-engagement</link>
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		<title>5 Must Have Features of a Social Project Management Tool</title>
		<description><![CDATA[5 Must Have Features of a Social Project Management Tool
By Kelly Kazimer
A quality project management solution can save time, money, and no small amount of frustration for anyone tasked with getting a project done. But like any software, at the end of the day, you want to make sure it&#8217;s working for you, not the [...]]]></description>
		<link>http://www.pmhut.com/5-must-have-features-of-a-social-project-management-tool</link>
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		<title>Knowledge and Risk Management Competence</title>
		<description><![CDATA[Knowledge and Risk Management Competence
By Don McAlister
Why are we typically so ineffective in performing project risk management? Why, in spite of all of our smart people, great tools and extensive experience are we continually surprised and impacted by things, we realize in retrospect, could have been anticipated and mitigated? These are questions that interest me [...]]]></description>
		<link>http://www.pmhut.com/knowledge-and-risk-management-competence</link>
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		<title>Top 7 Lessons Learned From My Last Program Management Role</title>
		<description><![CDATA[Top 7 Lessons Learned From My Last Program Management Role
By Eric Veal
I&#8217;m moving onto my next career adventure on an adjacent team to my current one. We got re-organized and I had to bounce to the next opportunity. I&#8217;m sad leaving but learned a lot here, made a lot of great new relationships, had fun, [...]]]></description>
		<link>http://www.pmhut.com/top-7-lessons-learned-from-my-last-program-management-role</link>
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		<title>Increasing The Maturity of Your PMO</title>
		<description><![CDATA[Increasing The Maturity of Your PMO
By Chris Niccolls
PMO projects fail. A lot. Why? Basically, it comes down to someone not delivering what they said they would. That individual may not think it was his fault. He might have recommended a firm to provide a product or service, and that firm goes out of business. The [...]]]></description>
		<link>http://www.pmhut.com/increasing-the-maturity-of-your-pmo</link>
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		<title>Agile Project Management - The Clarity of Transparency</title>
		<description><![CDATA[Agile Project Management - The Clarity of Transparency
By Bob Galen
I&#8217;d like to begin this post by trying to describe some of the anti-patterns or characteristics of non-transparent work behaviors. This list will probably not be complete, but it should give you a sense of the other side of the fence.

There are several show-stopping defects in [...]]]></description>
		<link>http://www.pmhut.com/agile-project-management-the-clarity-of-transparency</link>
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		<title>Setting Stretch Goals&#8230; and Avoiding SNAP Goals</title>
		<description><![CDATA[Setting Stretch Goals&#8230; and Avoiding SNAP Goals
By James Grinnell
Take a quick gander at some popular leadership books and you’ll come across exhortations to set sky-high goals and then step back and watch your direct reports move heaven and earth to attain them. There has been ample research at both the individual and organizational levels demonstrating [...]]]></description>
		<link>http://www.pmhut.com/setting-stretch-goals-and-avoiding-snap-goals</link>
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		<title>Putting Purpose Into Your Organization&#8217;s Efforts</title>
		<description><![CDATA[Putting Purpose Into Your Organization&#8217;s Efforts
By Ben Snyder, CEO of Systemation
It&#8217;s no secret that individuals and teams produce better results when they are motivated. Managers, coaches, and parents often seek far and wide to find a source of motivation for those they desire better results from. Motivation can come in the form of a benefit [...]]]></description>
		<link>http://www.pmhut.com/putting-purpose-into-your-organizations-efforts</link>
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		<title>Poor Man&#8217;s Agile Adoption: How Low Can You Go?</title>
		<description><![CDATA[Poor Man&#8217;s Agile Adoption: How Low Can You Go?
By Daniel Markham
Somebody asked me last week about a strategy for Agile adoption at their small IT shop. I thrashed around with some ideas and finally spit-balled a number.
“That&#8217;s too high,” he said.
So I asked him how much he had (which I probably should have done at [...]]]></description>
		<link>http://www.pmhut.com/poor-mans-agile-adoption-how-low-can-you-go</link>
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		<title>25 Questions that Pinpoint Your Stakeholders</title>
		<description><![CDATA[25 Questions that Pinpoint Your Stakeholders
By Christian Palmhede
Do you want to know how to increase your project success rate? — Know your stakeholders.
In this article, I&#8217;ll share 25 questions that will ensure you are never beset by an unanticipated stakeholder.
Stakeholders are the reason we are: they are the reason we do what we do; they [...]]]></description>
		<link>http://www.pmhut.com/25-questions-that-pinpoint-your-stakeholders</link>
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		<title>The Cost of Agile</title>
		<description><![CDATA[The Cost of Agile
By Alex Kassabov
A lot of customers want to run their projects Agile. Agile is hot, sexy and all the cool kids are doing it.
But when your customer asks you to manage their project using Agile, do they really know what they are getting into?
Everybody likes the advantages of Agile: the daily stand-ups, [...]]]></description>
		<link>http://www.pmhut.com/the-cost-of-agile</link>
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		<title>E2e Project Managers Are the Key to Ensuring the Delivery of Strategic Projects</title>
		<description><![CDATA[E2e Project Managers Are the Key to Ensuring the Delivery of Strategic Projects
By Abid Mustafa
Companies spend a lot of time and effort establishing PMOs and devising project methodologies that enable them to deliver their strategic initiatives. Often, such initiatives span the length and breadth of the organization, are complex in nature and are extremely cross-functional [...]]]></description>
		<link>http://www.pmhut.com/e2e-project-managers-are-the-key-to-ensuring-the-delivery-of-strategic-projects</link>
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		<title>Differences Between Standard and International Project Management</title>
		<description><![CDATA[Differences Between Standard and International Project Management
By Giana Rosetti
The differences between standard and international project management rely on purpose, scope, stakeholders, risk intensity, and mainly, culture understanding. The tools and techniques that apply for standard projects also apply for international ones. International projects reach beyond national boundaries. They are multicultural. Don&#8217;t mix virtual projects, which [...]]]></description>
		<link>http://www.pmhut.com/differences-between-standard-and-international-project-management</link>
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		<title>Beyond Project Plans</title>
		<description><![CDATA[Beyond Project Plans
By Jim Highsmith
The Agile community has long advocated self-organizing teams. However, the emphasis has been on how teams perform work, make technical decisions and the like. Most teams are still operating in the same traditional way when it comes to measuring project performance and the application of controls. If empowerment truly focuses on [...]]]></description>
		<link>http://www.pmhut.com/beyond-project-plans</link>
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		<title>The Project Manager: A Hero in Project Management</title>
		<description><![CDATA[The Project Manager: A Hero in Project Management
By Cora Systems
After reading some articles on the importance of a good project management tool it got me thinking about the human aspect of project management , that being the project manager! What makes a project manager stand out from the rest of the team? And what skills [...]]]></description>
		<link>http://www.pmhut.com/the-project-manager-a-hero-in-project-management</link>
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		<title>When to Tell the Management IT Is Pregnant</title>
		<description><![CDATA[When to Tell the Management IT Is Pregnant
By The Grumpy Project Manager
They met once in a meeting. A manager and corporate IT. They stepped aside for a while. Just to talk. Innocent talk. Telling what their wishes are. How they see the future. Could it be better? The meeting continued. They drifted apart. But something [...]]]></description>
		<link>http://www.pmhut.com/when-to-tell-the-management-it-is-pregnant</link>
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		<title>What Is the Reason That Projects Fail?</title>
		<description><![CDATA[What Is the Reason That Projects Fail?
By Jolyon Hallows
Stories of spectacular failures abound. A project that was budgeted at ten million dollars is finally killed when it passes a hundred million. A system that was due at the end of July is delivered at the end of September-two years later. Why do these and less [...]]]></description>
		<link>http://www.pmhut.com/what-is-the-reason-that-projects-fail</link>
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		<title>Common IT Project Management Mistakes</title>
		<description><![CDATA[Common IT Project Management Mistakes
By Steve Romero
I was recently asked by an online Magazine for a half dozen common Project Management mistakes. I was happy to oblige despite my reservations when it comes to talking about Project Management mistakes. My reluctance is based on my belief that most project failures result from poor Project and [...]]]></description>
		<link>http://www.pmhut.com/common-it-project-management-mistakes</link>
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		<title>Is Using FEAR Any Way to Manage a Project?</title>
		<description><![CDATA[Is Using FEAR Any Way to Manage a Project?
By Ralph Dopping
Figure 1: I&#8217;d love to work on your project!
Why are Project Managers hated so much?

Is it because of Gantt Charts and ridiculous schedules that don&#8217;t make sense?
Is it because they are consistently seen as micro-managers who make you feel like you&#8217;re a tool?
Is it because [...]]]></description>
		<link>http://www.pmhut.com/is-using-fear-any-way-to-manage-a-project</link>
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		<title>The Building Blocks of Successful Projects</title>
		<description><![CDATA[The Building Blocks of Successful Projects
By Ty Kiisel
Like most guys I know, I played little league baseball as a kid. We practiced a couple times a week during the summer and one evening was dedicated to a game. Needless to say, I never made the “big show” but I did spend a lot of time [...]]]></description>
		<link>http://www.pmhut.com/the-building-blocks-of-successful-projects</link>
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		<title>Work Breakdown Structure in Project Management</title>
		<description><![CDATA[Work Breakdown Structure in Project Management
By Cora Systems
As anyone involved with Project Management knows, Work Breakdown Structure or a WBS is one of the key terms used in project management. The WBS is essential for the correct management of a projects lifecycle. It forms an important component of the planning of a project with a [...]]]></description>
		<link>http://www.pmhut.com/work-breakdown-structure-in-project-management</link>
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		<title>Project Management Foundations on Project Churn</title>
		<description><![CDATA[Project Management Foundations on Project Churn
By Steve Hart
I often discuss with my colleagues that I have witnessed so much churn over the years that I could write the “Book of Churn”. Okay, so this is just an article, but I feel obligated to share my knowledge on the topic of churn. In the workplace, churn [...]]]></description>
		<link>http://www.pmhut.com/project-management-foundations-on-project-churn</link>
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		<title>Leadership Coaching: Birthday With The Boss For Employee Motivation</title>
		<description><![CDATA[Leadership Coaching: Birthday With The Boss For Employee Motivation
By Mike Krutza
Birthday Lunch For Better Communication
At all levels of the organization, communication lines should be open. There are several ways for the management to bridge the gap to their employees via communication. One of these programs is called &#8220;Birthday with Boss&#8221;.
A &#8220;Birthday with Boss&#8221; means that [...]]]></description>
		<link>http://www.pmhut.com/leadership-coaching-birthday-with-the-boss-for-employee-motivation</link>
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		<title>Companies Using Project Management Approach Are More Profitable</title>
		<description><![CDATA[Companies Using Project Management Approach Are More Profitable
By Giana Rosetti
In today&#8217;s global market, companies are looking to improve their systems and processes to become more competitive and profitable. One way they are trying to do this is by establishing project management as a core competency throughout the organization. But why they are so motivated to [...]]]></description>
		<link>http://www.pmhut.com/companies-using-project-management-approach-are-more-profitable</link>
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		<title>Setting and Resetting Expectations</title>
		<description><![CDATA[Setting and Resetting Expectations
By Johan Magnusson
We sometimes create our own difficult clients by not creating, setting and maintaining realistic expectations from the very get go.
Disconnects in customer communications and understanding can happen at a number of points throughout the engagement.
They can happen:

During the sales process
During project kickoff
On change requests
On status calls and in status meetings
During [...]]]></description>
		<link>http://www.pmhut.com/setting-and-resetting-expectations</link>
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		<title>Leadership Coaching: High Employee Engagement for a Flourishing Company</title>
		<description><![CDATA[Leadership Coaching: High Employee Engagement for a Flourishing Company
By Mike Krutza
An organization has to take time to make its employees flourish. An optimally productive workforce leads to a successful organization. The management thus needs to reach out to its workers. A recent study conducted by Lighthouse Leadership indicates that more than 46% of working people [...]]]></description>
		<link>http://www.pmhut.com/leadership-coaching-high-employee-engagement-for-a-flourishing-company</link>
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		<title>When To Stop a Project</title>
		<description><![CDATA[When To Stop a Project
By Paul Slater
The decision on whether to stop a project before it has time to deliver is an extremely difficult and emotive one for most project professionals. The pressure to keep going because success is “just around the corner” can be really strong yet there are many examples of big projects [...]]]></description>
		<link>http://www.pmhut.com/when-to-stop-a-project</link>
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		<title>4 Ways to Motivate Your Project Team</title>
		<description><![CDATA[4 Ways to Motivate Your Project Team
By Jennifer Whitt
So it&#8217;s time to kick off that big project, and keep our team motivated. I&#8217;ll never forget Sue, one of my managers a long time ago, and how she kept us motivated. We had been working on a project for months on end, with many long days [...]]]></description>
		<link>http://www.pmhut.com/4-ways-to-motivate-your-project-team</link>
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		<title>Economies of Resource Over Allocation</title>
		<description><![CDATA[Economies of Resource Over Allocation
By Carl M. Manello
“I am not worried about the deficit. It is big enough to take care of itself.” –Ronald Reagan
What the former President expressed in jest brings attention to a long-standing issue. We are decades past Regan&#8217;s time and you still cannot listen to news for long without hearing a [...]]]></description>
		<link>http://www.pmhut.com/economies-of-resource-over-allocation</link>
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