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	<title>PMServicesNW &#187; Project Managers</title>
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	<description>Free project management information and downloads</description>
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		<title>Freelance Project Management</title>
		<link>http://www.pmservicesnw.com/2010/12/freelance-project-management/</link>
		<comments>http://www.pmservicesnw.com/2010/12/freelance-project-management/#comments</comments>
		<pubDate>Mon, 27 Dec 2010 22:07:00 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[1099]]></category>
		<category><![CDATA[1099 contractor]]></category>
		<category><![CDATA[freelance]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[Project managment]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2173</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Merriam-Webster.com defines freelance as a person who pursues a profession without a long-term commitment to any one employer, or a person who acts independently without being affiliated with or authorized by an organization. Freelancers can work in many professions such as writers, web design, copy-editing, computer programing, consulting, and project management.  Actually, freelancing lends itself very well to project management because every project manager knows that a project has a beginning and an end, and one of the final closing activities is to release all resources from the project – including the project manager.  Unless the project manager works for an organization with on-going project related work, the project manager becomes unemployed at the end of a project. In most cases, freelance project managers are actually considered independent contractors.  A 1099 contractor is a tax-related term used in the United States to refer to the type of contract used to employ the workers services.  The “1099” refers to the Internal Revenue Service form that is used to report the freelancer income for tax purposes. Many project managers move from one organization to another as new projects are initiated, worked to completion, and closed.  Some project [...]]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Reassigned: What to Do About it</title>
		<link>http://www.pmservicesnw.com/2010/12/reassigned-what-to-do-about-it/</link>
		<comments>http://www.pmservicesnw.com/2010/12/reassigned-what-to-do-about-it/#comments</comments>
		<pubDate>Sun, 26 Dec 2010 22:36:51 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[new assignment]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[reassigned]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2178</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Recently, a colleague was abruptly pulled from his project and reassigned to another project.  He was called into the division director’s office and told that he was being reassigned to a different project.  He was given a week to complete any outstanding tasks, make sure all the project documentation and status reports were current, and conduct a turn-over to the newly assigned project manager.  He would start his new project on the following Monday.  The announcement was such a surprise that he didn’t hear much of the rest of the conversation and he certainly failed to comprehend the impacts of the reassignment until much later. There was no advanced warning or indication that there were any problems with the project or with his performance.  He had been working as the junior member of a two project manager team.  They were in the first year of a two year deployment of a large state-wide security application.  The lead project manager worked in the client facing role at the client location while he worked in a supporting role at the home office. The project was on schedule and running within budget. So what was the problem and [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>PM Roles and Responsibilities</title>
		<link>http://www.pmservicesnw.com/2010/11/pm-roles-and-responsibilities/</link>
		<comments>http://www.pmservicesnw.com/2010/11/pm-roles-and-responsibilities/#comments</comments>
		<pubDate>Fri, 26 Nov 2010 19:26:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[pm responsibilities]]></category>
		<category><![CDATA[pm roles]]></category>
		<category><![CDATA[project manager responsibilities]]></category>
		<category><![CDATA[project manager roles]]></category>
		<category><![CDATA[project manager roles and responsibilities]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=250</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Here is a basic list of a project manager’s roles and responsibilities: Project Manager&#8217;s Role Facilitator Communicator Team building Leadership and guidance Planning Customer relations Resource management Scheduling Technical leadership Stakeholder liaison Project Manager Responsibilities Project planning Resource acquisition People management Funding Materials Equipment Project execution Project control Problem resolution Risk management Leadership Project closing   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>
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		<slash:comments>0</slash:comments>
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		<title>Project Manager Controls</title>
		<link>http://www.pmservicesnw.com/2010/11/project-manager-controls/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-manager-controls/#comments</comments>
		<pubDate>Thu, 25 Nov 2010 19:08:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[pm controls]]></category>
		<category><![CDATA[project manager controls]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=245</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP  A project manager can control 4 things: Resources People Equipment Materials Time Schedule Delay / reschedule milestones Product Scope Requirements Risk Risk identification Risk mitigation 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>
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		<slash:comments>0</slash:comments>
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		<title>Project Manager Tools</title>
		<link>http://www.pmservicesnw.com/2010/11/project-manager-tools/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-manager-tools/#comments</comments>
		<pubDate>Tue, 23 Nov 2010 18:45:25 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Tools]]></category>
		<category><![CDATA[project manager tools]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=238</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project manager tools include, but are not limited to: Scope Project charter Scope statement Statement of work Change management plan WBS Time Gantt charts PERT charts Critical path analysis Cost Cost estimates Earned value management 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>
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		<slash:comments>0</slash:comments>
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		<title>Project Manager Characteristics</title>
		<link>http://www.pmservicesnw.com/2010/11/project-manager-characteristics/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-manager-characteristics/#comments</comments>
		<pubDate>Mon, 22 Nov 2010 18:37:26 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[pm characteristics]]></category>
		<category><![CDATA[project manager characteristics]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=234</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Every effective project manager possesses a common set of personal characteristics, some good and some not-so-good.  Here is a basic list of characteristics that distinguish between effective and ineffective project managers: Effective Project Managers Lead by example Visionary Technically competent Decisive Good motivation skills Good communication skills Supports the team Encourages new ideas Stands up to upper management when necessary Ineffective Project Managers Lack self assurance Lack technical expertise Poor communication skills Poor motivation skills Sets bad example 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/2010/11/project-manager-characteristics/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What Skills Do Project Managers Need?</title>
		<link>http://www.pmservicesnw.com/2010/11/what-skills-does-a-project-manager-need/</link>
		<comments>http://www.pmservicesnw.com/2010/11/what-skills-does-a-project-manager-need/#comments</comments>
		<pubDate>Sun, 21 Nov 2010 18:20:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[PM skills]]></category>
		<category><![CDATA[project manager skills]]></category>
		<category><![CDATA[what skills does a project manager need]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=230</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project managers utilize very broad skills, knowledge, and experience to manage their projects on a daily basis.  They include business knowledge, technical skills, and individual and team leadership skills.  Here is a non-inclusive list: Leadership Positive Vision Delegates Leads by example Planning Strategic Tactical Operational Organizational Planning Structures Behavior Administration Compensation Benefits Career paths Managing Work Motivation Delegation Supervision Team building Conflict management Managing Self Personal time management Stress management Technical Skills Experience Project knowledge Coping Skills Flexibility Creativity Patience Persistence 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 www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Can a PM Manage Multiple Projects?</title>
		<link>http://www.pmservicesnw.com/2010/10/can-a-pm-manage-multiple-projects/</link>
		<comments>http://www.pmservicesnw.com/2010/10/can-a-pm-manage-multiple-projects/#comments</comments>
		<pubDate>Sun, 03 Oct 2010 05:47:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[managing multiple projects]]></category>
		<category><![CDATA[overlapping project lifecycles]]></category>
		<category><![CDATA[project manager multiple projects]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=1985</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Project managers frequently ask if it is possible to manage multiple, simultaneous projects.  The answer is, it all depends; it all depends on the size and scope of the projects being managed. Consider the following situations: A project manager responsible for the construction of a 6 lane bridge over the Columbia River that consists of 250 construction workers, engineers and contractors with a budget of $250 million that needs to be completed within the next 6 months would have a full time job managing the project schedules and budgets.  In fact, this project manager on this project probably has a dozen or more junior project managers working under him or her to help manage the work load.  It’s unlikely that this project manager would have to cycles to take on additional work. A project manager responsible for a the consolidation of multiple data centers into 1 new state of the art data center facility probably wouldn’t have any time to manage another project either. But, consider a project manager who works for a company that installs widgets at client sites.  The widget installation consists of a well defined 30 hour work effort, with a limited [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>3 Keys to Project Leadership</title>
		<link>http://www.pmservicesnw.com/2010/09/3-keys-to-project-leadership/</link>
		<comments>http://www.pmservicesnw.com/2010/09/3-keys-to-project-leadership/#comments</comments>
		<pubDate>Thu, 23 Sep 2010 02:23:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Improving Project Management Skill]]></category>
		<category><![CDATA[Project Management Training Program]]></category>
		<category><![CDATA[Transfer Of Training]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=666</guid>
		<description><![CDATA[So what is Project Leadership? Is it task lists? Is it Gantt charts? Schedules? People stuff? The answer is YES, all of the above, and much more. But the simple way to explain it is in 3 words: results, relationships, and expectations. To elaborate, project leadership is managing results and relationships to satisfy expectations. The results of the project must be clearly understood at all times throughout the project by the team members, management or stakeholders, and the customers. The team must have a way of dealing with the constantly “morphing” project. They need to understand and communicate those changes and be able to make decisions regarding those changes all during the project life. The relationships must be nurtured and grown to motivate the team members to accomplish the deliverable results for the project. In this time of cross-functional, cross-cultural, and cross-global teams, relationships are the heart of getting the work done. Some people are wooed into a false sense of security because they have people on their team that are “assigned” to be there. These people don&#8217;t work for the leader directly but they are assigned by their functional leader to be on the team. The problem here is [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>5 Basic Features Of Good Project Manager</title>
		<link>http://www.pmservicesnw.com/2010/09/5-basic-features-of-good-project-manager/</link>
		<comments>http://www.pmservicesnw.com/2010/09/5-basic-features-of-good-project-manager/#comments</comments>
		<pubDate>Sun, 19 Sep 2010 01:53:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Teams]]></category>
		<category><![CDATA[project manager features]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=656</guid>
		<description><![CDATA[The project manager has great role to play in managing the projects to get the better productivity, ease operation and well focused to the target market. There are different skills require to manage the project smoothly. The characteristics of good manager should be defined with five main criteria like managerial, communication, leadership, team management and ability to perform the resolving the problems. 1. The good project manager should manage different task at a time to keep eye on the activity and development of the projects. The good manager should manage different tasks like design, scheduling, contracting, documentation, communications and reporting. All the information should well managed to handle the project successfully. 2. Team building is one of the essential aspects in the project management to get the proper output from the team. You must have to integrate the team to solve the problems. 3. The project manager is the one point where the team totally relies on the approach and action of the project manager. The project manager should give proper guide and give direction to the team to fulfill the goal of the project. 4. The third most important role of the project manager is to communicate with the [...]]]></description>
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