<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>PMServicesNW &#187; Planning</title>
	<atom:link href="http://www.pmservicesnw.com/category/planning/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.pmservicesnw.com</link>
	<description>Free project management information and downloads</description>
	<lastBuildDate>Tue, 03 May 2011 02:22:21 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.0.4</generator>
		<item>
		<title>Ready, Fire, Aim</title>
		<link>http://www.pmservicesnw.com/2011/01/ready-fire-aim/</link>
		<comments>http://www.pmservicesnw.com/2011/01/ready-fire-aim/#comments</comments>
		<pubDate>Fri, 21 Jan 2011 06:07:09 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Deming Tool]]></category>
		<category><![CDATA[PDCA]]></category>
		<category><![CDATA[ready fire aim]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2318</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP So what happens when you fire without taking proper aim?  Chances are you will shoot yourself in the foot. Unfortunately, this occurs all too frequently in the world of project management.  We’ve all done it; sat in some meeting and recognized that someone should do something to resolve the problem at hand.  Usually, everyone looks to the project manager to do something to fix the problem, and without thinking through the possible consequences of the action, the project manager takes some drastic action.  Usually, it is the wrong action which, in turn, compounds the original problem and makes the entire situation worse. Why does this happen?  Because action, any action seems to be preferred to no action at all.  Most people see thoughtful analysis of a given situation and the careful consideration of possible alternative actions as Analysis Paralysis.  Most people believe that taking decisive and immediate action to resolve a problem not only avoids bureaucracy, but also avoids paralysis by analysis. Taking action early in the project lifecycle may be appropriate and in fact may even be encouraged.  But later in the project lifecycle when the project manager is swimming with the alligators, may [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2011/01/ready-fire-aim/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Travel Time and Expenses</title>
		<link>http://www.pmservicesnw.com/2010/12/travel-time-and-expenses/</link>
		<comments>http://www.pmservicesnw.com/2010/12/travel-time-and-expenses/#comments</comments>
		<pubDate>Sat, 01 Jan 2011 06:16:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Cost]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[Pricing]]></category>
		<category><![CDATA[Profit Calculation]]></category>
		<category><![CDATA[profit margin]]></category>
		<category><![CDATA[Travel Expenses]]></category>
		<category><![CDATA[Travel Time]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2276</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Do you plan for travel time and travel expenses when bidding, proposing, or planning projects?  If not, you should and here is why. Let’s say that you are bidding a 4 week project that will that will be accomplished entirely at your customer site in another state.  Your on-site resource will work 40 hours each week and your billing rate is $200 per hour.  Your revenue for this project is: 4 weeks x 40 hours per week x $200 per hour = $32,000.00 You are planning for your on-site resource to fly to the site each Sunday and return home after work on Friday.  Your resource will post 4 hours to the project each Sunday and Friday for travel time. The burdened labor rate for your on-site resource is $80 per hour Your Travel expenses are based on the following assumptions: Airfare:            $400 round trip Hotel:               $120.00 per night or $600 per week Rental Car:       $175 per week Meals:              $50 per day or $250 per week Parking:           $20 per day or $100 per week Using these calculations, your resource will post $1,525 each week to the project for travel expenses or $6,100 total expense [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/travel-time-and-expenses/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Ten Tips for Managing a Project</title>
		<link>http://www.pmservicesnw.com/2010/12/ten-tips-for-managing-a-project/</link>
		<comments>http://www.pmservicesnw.com/2010/12/ten-tips-for-managing-a-project/#comments</comments>
		<pubDate>Fri, 31 Dec 2010 05:51:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Methodology]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[project management tips]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2251</guid>
		<description><![CDATA[Ten Tips for Managing a Project   Understand the project objectives and be sure that the project addresses the appropriate business needs Create and maintain a set of procedures and guidelines that support project management efforts Plan, plan and then plan some more Decide, before you begin, how problems which cannot be resolved promptly will be escalated (and to whom) Establish effective mechanisms for monitoring project performance Manage the project scope! Understand project risks and take appropriate action when necessary Keep your team happy and focused Gain senior management support Don&#8217;t forget to communicate project successes (loudly) &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/ten-tips-for-managing-a-project/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>PMI Planning Guide</title>
		<link>http://www.pmservicesnw.com/2010/12/pmi-planning-guide/</link>
		<comments>http://www.pmservicesnw.com/2010/12/pmi-planning-guide/#comments</comments>
		<pubDate>Wed, 29 Dec 2010 06:17:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[PMI Planning Guide]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2263</guid>
		<description><![CDATA[&#169;2012 PMServicesNW. All Rights Reserved..]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/pmi-planning-guide/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Understanding the WBS</title>
		<link>http://www.pmservicesnw.com/2010/12/understanding-the-wbs/</link>
		<comments>http://www.pmservicesnw.com/2010/12/understanding-the-wbs/#comments</comments>
		<pubDate>Sun, 19 Dec 2010 04:09:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[WBS]]></category>
		<category><![CDATA[WBS Code]]></category>
		<category><![CDATA[WBS Dictionary]]></category>
		<category><![CDATA[WBS Element]]></category>
		<category><![CDATA[Work Breakdown Structure]]></category>
		<category><![CDATA[Work Package]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2141</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP The Work Breakdown Structure (WBS) is a view into a project that shows all the work that will be done by the project to produce the project’s deliverables.  The WBS is a common tool that helps the project manager to describe the work to be accomplished and displays the project in a hierarchy of arranged elements. The WBS is used to identify project resource requirements and allocations, cost estimates, work sequencing and schedule development.  The challenge is to develop a work breakdown structure that defines the logical relationship between all the elements of the project.  It is the common link that unifies the planning, scheduling, cost estimating, budgeting, and reporting processes throughout the project lifecycle. There are two common approaches to developing the WBS: the top down approach and the bottom up approach.  The top down approach uses a predefined product development lifecycle, a WBS template, or a WBS from a previous similar project as structured framework to build the WBS for the new project. The bottom up approach uses a planning group to brainstorm the work elements that are needed to deliver the primary deliverables of the project.  The project manager uses the output [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/understanding-the-wbs/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>10 Questions for Every Project</title>
		<link>http://www.pmservicesnw.com/2010/12/10-questions-for-every-project/</link>
		<comments>http://www.pmservicesnw.com/2010/12/10-questions-for-every-project/#comments</comments>
		<pubDate>Sat, 18 Dec 2010 04:16:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[project phase review questions]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=348</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The Project Charter is approved, the project planning is complete, and it’s time to begin the project.  Before you start however, be sure that you can answer the following 10 important questions: Are the deliverables clearly defined?  What activities and deliverables are not included in the project? Are all assumptions documented? Do you know what the project will cost? Do you know when the project will finish? What metrics will you use to monitor the project budget? How will you quantify and track progress? Do you have a change management process in place? What are the risk factors that might impact the project budget or schedule? How much will it cost to accelerate the schedule by 25%? How will you know when the project is completed? About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/10-questions-for-every-project/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Develop a Project Scope Statement</title>
		<link>http://www.pmservicesnw.com/2010/12/develop-a-project-scope-statement/</link>
		<comments>http://www.pmservicesnw.com/2010/12/develop-a-project-scope-statement/#comments</comments>
		<pubDate>Tue, 14 Dec 2010 03:39:18 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Scope]]></category>
		<category><![CDATA[Develop Project Scope Statement]]></category>
		<category><![CDATA[project scope statement]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=333</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The 4th edition of the PMBOK eliminated the step to Develop Preliminary Project Scope Statement from the project Initiation phase.  Previous editions of the PMBOK recommended that the preliminary scope statement be developed during Initiation, but since the project charter contains many of the preliminary goals for the project, the Preliminary Scope Statement has been dropped. The project scope statement defines the project in terms of what the project will and will not accomplish.  The scope statement establishes and documents the: Project Boundaries- what is and is not included in the project Project Constraints – when must the project be completed, the maximum budget, limits on resources, and other limits Project Assumptions – facts upon which project decisions are based The scope statement should contain as much information about the project as possible.  Most of the information can be gathered from the project sponsor and other stakeholders.  Be sure to look for other organizational process assets when gathering information. The scope statement document may include the following information: Executive Summary Business Objectives Project Description Includes Excludes Completion Criteria Risk Assessment Constraints Dependencies Impacts Success Criteria Assumptions Roles and Stakeholders Project Approach Project Estimates Schedule Budget [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/develop-a-project-scope-statement/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Return on Investment</title>
		<link>http://www.pmservicesnw.com/2010/12/return-on-investment/</link>
		<comments>http://www.pmservicesnw.com/2010/12/return-on-investment/#comments</comments>
		<pubDate>Sat, 04 Dec 2010 20:56:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[project return on investment]]></category>
		<category><![CDATA[project ROI]]></category>
		<category><![CDATA[Return on Investment]]></category>
		<category><![CDATA[ROI]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=282</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Return on Investment (ROI) is a measure of the profitability of a project or business investment.  Net Benefit Compares benefit to cost of initiative = Benefit – Cost Benefit Cost Ratio Ratio for benefit returned for each dollar invested = Benefits / Costs Return on Investment % Percent in net benefits for every dollar invested = (Net Benefit / Cost) x 100   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/return-on-investment/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Net Present Value</title>
		<link>http://www.pmservicesnw.com/2010/12/net-present-value/</link>
		<comments>http://www.pmservicesnw.com/2010/12/net-present-value/#comments</comments>
		<pubDate>Fri, 03 Dec 2010 20:47:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[net present value]]></category>
		<category><![CDATA[npv]]></category>
		<category><![CDATA[project net present value]]></category>
		<category><![CDATA[project npv]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=280</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Net Present Value (NPV) is a measure of the net benefit of a project in terms of today&#8217;s dollars.  NPV is a financial analysis technique that considers: Timing of cash flows Time value of money  Projects with positive NPV add value to a firm, while projects with negative NPV diminish value and should not be pursued.  NPV is the difference between the present value of cash inflows and the present value of cash outflows NPV Formula Project NPV = Present Value (with project) &#8211; Present Value (without project)   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/12/net-present-value/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>It Always Takes Longer Than You Expect</title>
		<link>http://www.pmservicesnw.com/2010/10/it-always-takes-longer-than-you-expect/</link>
		<comments>http://www.pmservicesnw.com/2010/10/it-always-takes-longer-than-you-expect/#comments</comments>
		<pubDate>Sat, 30 Oct 2010 13:02:23 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Hofstadter’s law]]></category>
		<category><![CDATA[project estimates]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2127</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Douglas Hofstadter’s law of programming simply states that, “It always takes longer than you think, even when you take into account Hofstadter’s law.”  While Hofstadter was writing about programming when he introduced his adage, it may also apply to the estimates we do as project managers. If your experience has been anything like mine, you’ve probably missed one or more of your best estimates sometime in your career.  For me, it hasn’t seemed to matter whether it was a budget, a schedule or the number of resources needed to complete a project, I’ve missed them all at one time or another.  In fact, my wife even doubles my cost estimates when we do projects around the house.  Imagine that! So, how do you estimate your projects?  Do you take your best estimate, double it then add some more?  Do you triple your guesstimate or do you have some other magic formula that you use to fine tune your approximations?  Or do you just call it a best guess and move on? I still miss an occasional estimate, but over time I’ve learned some estimating techniques that have improved the accuracy of my estimates.  It’s not [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/10/it-always-takes-longer-than-you-expect/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>

