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	<title>PMServicesNW &#187; Project Management</title>
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	<description>Free project management information and downloads</description>
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		<title>7 Hour Rule of Project Management</title>
		<link>http://www.pmservicesnw.com/2011/03/7-hour-rule-of-project-management/</link>
		<comments>http://www.pmservicesnw.com/2011/03/7-hour-rule-of-project-management/#comments</comments>
		<pubDate>Wed, 30 Mar 2011 05:43:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2559</guid>
		<description><![CDATA[How many productive hours do you expect your people to work in a day? Rather, how many required hours do the person has to work? This depends on the labor law of the country but for my insight I will use the standard 8 hours we have from where I come from. While productive hours and required hours should ideally be the same, there are lots of factors that could hinder the person from rendering a full 8 hours of productivity and these includes restroom breaks, small chats with superiors, brainstorming, phone calls, etc. which hit the total productive hours the person can accomplish for the day without overtimes. On with the 7 hour rule Having said that, managers or team leads drafting timelines should always create work plan and timelines based on the 7 hour rule, meaning their tasks could be accomplished within a 7 hour a day workload. By keeping this rule you ensure your project have a one hour buffer for stuffs that could eat up timelines outside personal matters (as mentioned above) like getting stuck in problem solving situations, miscommunication or misunderstanding, etc. While it may seem that clients or employers are being shortchanged because they have [...]]]></description>
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		<title>A New Take on Project Leadership</title>
		<link>http://www.pmservicesnw.com/2011/03/a-new-take-on-project-leadership/</link>
		<comments>http://www.pmservicesnw.com/2011/03/a-new-take-on-project-leadership/#comments</comments>
		<pubDate>Tue, 29 Mar 2011 02:58:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[business lead]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[technical lead]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2798</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP PMI emphasizes the role of the project manager as the key figure in project leadership.  It is true that the project manager leads the work effort and manages the all of the project relationships from the project sponsors and stakeholders, to the project team, and including any vendor relationships for the duration of the project.  But I saw something tonight that caused me to consider two additional roles that are also key to project success. Surfing the internet I found a presentation by Peter P. Yim, San Jose State University dated October 19, 2002 and November 9, 2002:  http://wrrf.cim3.org/files/workshops/Project_Management/wrrf_project_management_v1-3_20021109.ppt In his presentation, Mr. Yim proposes that project leadership is typically composed of 3 important roles.  They are: Business Lead – Knows Why The owner of the purpose of the project The business lead crafts the idea and builds the vision From my perspective, the business lead may not be the project sponsor Perhaps the business lead is the Sales Person responsible to sell the project idea to the project sponsor Technical Lead – Knows How The technical lead is the subject matter expert The technical lead understands the solution, the technology, the system internals Responsible [...]]]></description>
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		<title>Project Management – Quick Reminders</title>
		<link>http://www.pmservicesnw.com/2011/02/project-management-%e2%80%93-quick-reminders/</link>
		<comments>http://www.pmservicesnw.com/2011/02/project-management-%e2%80%93-quick-reminders/#comments</comments>
		<pubDate>Tue, 15 Feb 2011 23:42:21 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project]]></category>
		<category><![CDATA[Project Knowledge Areas]]></category>
		<category><![CDATA[Project Management Quick Reminders]]></category>
		<category><![CDATA[Project Manager Leadership Skills]]></category>
		<category><![CDATA[Project Mananger Communication Skills]]></category>
		<category><![CDATA[Project Phases]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2331</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Sometimes we just need a quick reminder.  Here are the basics of project management and high level view of the project manager’s role and responsibilities. Project A project is a temporary endeavor that is undertaken to create a unique product or service. Project Management Project management is the application of knowledge, skills, tools, and techniques to project objectives to meet stakeholder needs and expectations. Project Phases Initiation Planning Execution Monitor and Control Closing Knowledge Areas Integration Management Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management Risk Management Procurement Management Project Manager &#8211; Leadership Skills Vision and strategy Establishes direction Aligns people Communication Negotiation Motivates and inspires Influences organizations Overcomes barriers to change Project Manager – General Management Skills Planning Finance and accounting Personnel administration Technology Organizational development Delegation Team building Conflict management Problem solving Project Manager – Communication Skills Writing Speaking Presenting Listening Media relations Meeting management 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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Project Management Is a Thankless Job!</title>
		<link>http://www.pmservicesnw.com/2011/02/project-management-a-thankless-job/</link>
		<comments>http://www.pmservicesnw.com/2011/02/project-management-a-thankless-job/#comments</comments>
		<pubDate>Mon, 14 Feb 2011 06:58:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Thankless Job]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2531</guid>
		<description><![CDATA[  Success Is Not Noticeable There is little evidence the project manager did anything The project looks simple in hindsight Failure Is Very Obvious The project manager will get blamed when things go wrong &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>What is Project Management?</title>
		<link>http://www.pmservicesnw.com/2011/02/what-is-project-management-2/</link>
		<comments>http://www.pmservicesnw.com/2011/02/what-is-project-management-2/#comments</comments>
		<pubDate>Sun, 06 Feb 2011 03:51:41 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[9 process groups]]></category>
		<category><![CDATA[project management; 5 processes]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2568</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Project management is the application of: Knowledge Skills Tools, and Techniques to perform project activities to meet project requirements. It is accomplished through the application of 42 logically grouped and integrated project management processes from the following 5 process groups and 9 knowledge areas. Process Groups Initiation Planning Execution Monitor and Control Closing 9 Knowledge Areas Project Integration Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management   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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Project Managers Can Control 4 Things</title>
		<link>http://www.pmservicesnw.com/2011/02/project-managers-can-control-4-things/</link>
		<comments>http://www.pmservicesnw.com/2011/02/project-managers-can-control-4-things/#comments</comments>
		<pubDate>Wed, 02 Feb 2011 02:18:21 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project Managers Can Control 4 Things]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2334</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP A project manager can control 4 things: Resources A project manager can get more dollars, facilities, personnel Time A project manager can increase schedule, delay milestones, etc. Product A project manager can reduce functionality,  e.g. modify requirements Risk A project manager can decide which risks are acceptable   Don’t forget, you cannot control what you cannot measure! 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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>WBS – 100% Rule</title>
		<link>http://www.pmservicesnw.com/2011/02/wbs-%e2%80%93-100-rule/</link>
		<comments>http://www.pmservicesnw.com/2011/02/wbs-%e2%80%93-100-rule/#comments</comments>
		<pubDate>Wed, 02 Feb 2011 01:15:52 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[100% Rule]]></category>
		<category><![CDATA[WBS]]></category>
		<category><![CDATA[WBS 100% Rule]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2305</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP The project Work Breakdown Structure (WBS) must contain all the work to be accomplished by the project.  PMBOK V4 simply states: “The WBS organizes and defines the total scope of the project…” Thus, the 100% Rule states that your WBS must account for ALL of your project’s work. The 100% Rule also means that every component in the WBS should be fully covered by the components below it. 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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>The Project Trilogy</title>
		<link>http://www.pmservicesnw.com/2011/01/the-project-trilogy/</link>
		<comments>http://www.pmservicesnw.com/2011/01/the-project-trilogy/#comments</comments>
		<pubDate>Mon, 17 Jan 2011 04:19:26 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[budget]]></category>
		<category><![CDATA[Cost]]></category>
		<category><![CDATA[project triangle]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Scope]]></category>
		<category><![CDATA[The Project Trilogy]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2340</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP The project trilogy, consisting of scope, schedule and cost is the holy grail of project management.  Control these three constraints and you are likely to have a successful project.  Also called the project triangle, these three are sometimes joined by a fourth, quality. There is a strong relationship between these project constraints that is highlighted in the standing joke among project professions.  It goes like this: fast, cheap or good; choose any two, meaning that you can have it fast and cheap, or fast and good, or cheap and good, but not all three.  Consider the project triangle a 3 point teeter-totter and finding the balance between the three (or four if you include quality) constraints is nearly impossible.  One will always suffer, for example if the project is on time and on budget, it is most likely because the project scope has been reduced. Here’s a closer look at the trilogy: Scope Defines the what the project will do or accomplish Limits what is not included in the project Managed with change control processes Schedule Determines when the project objectives must be delivered Most likely to change Unexpected events can and do occur Constrained [...]]]></description>
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		<title>Rules of Thumb for Project Managers</title>
		<link>http://www.pmservicesnw.com/2011/01/rules-of-thumb-for-project-managers/</link>
		<comments>http://www.pmservicesnw.com/2011/01/rules-of-thumb-for-project-managers/#comments</comments>
		<pubDate>Sat, 15 Jan 2011 05:59:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Humor]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[15 Minute Rule]]></category>
		<category><![CDATA[5-15 Rule]]></category>
		<category><![CDATA[8/80 Hour Rule]]></category>
		<category><![CDATA[90/90 Rule of Project Management]]></category>
		<category><![CDATA[Rules of Thumb for Project Managers]]></category>
		<category><![CDATA[The 1/10 Rule]]></category>
		<category><![CDATA[The 10 Minute Rule]]></category>
		<category><![CDATA[The 100% Rule]]></category>
		<category><![CDATA[The 15% Rule]]></category>
		<category><![CDATA[The 2 Minute Rule]]></category>
		<category><![CDATA[The 20/80 Rule]]></category>
		<category><![CDATA[The 45 Minute Rule]]></category>
		<category><![CDATA[The 7 Hour Rule]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2314</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP A rule of thumb is a principle with broad application that is not intended to be strictly accurate or reliable for every situation -wikipedia. They’re everywhere! There are rules for this and rules for that. It seems that there are rules for nearly every situation in life and business. But, have you ever paused long enough to consider if they apply to real world situations? And, for project managers, do any of following rules still apply to Project Management? What do you think? The 15% Rule If a project is 15% complete and problems occur, the project will stay in trouble through completion. 15 Minute Rule The 15 minute rule states that you should do a task for 15 minutes then take a short break. Then return to the task or start another. It seems that some managers feel this technique improves concentration and boosts productivity. 5-15 Rule The project update email should take no longer than 15 minutes to write and take the reader no longer than 5 minutes to read. 90/90 Rule of Project Management • The first 90 percent of the project takes 90 percent of the allotted time. The remaining 10 [...]]]></description>
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		<title>Project Management Success Factors</title>
		<link>http://www.pmservicesnw.com/2011/01/project-management-success-factors/</link>
		<comments>http://www.pmservicesnw.com/2011/01/project-management-success-factors/#comments</comments>
		<pubDate>Mon, 03 Jan 2011 03:16:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Remediation]]></category>
		<category><![CDATA[project managemnt success factors]]></category>
		<category><![CDATA[project success factors]]></category>
		<category><![CDATA[successful projects]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2297</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here are the most common reasons projects are successful.  I’m sure there are more.  Can you add to the list? Executive support Client involvement End user involvement Well defined and limited scope Clear objectives Firm basic requirements Standardized procedures Formal methodologies Reliable estimates 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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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