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	<title>PMServicesNW &#187; Remediation</title>
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		<title>Ever Wonder Why Project Fail?</title>
		<link>http://www.pmservicesnw.com/2011/01/ever-wonder-why-project-fail/</link>
		<comments>http://www.pmservicesnw.com/2011/01/ever-wonder-why-project-fail/#comments</comments>
		<pubDate>Wed, 05 Jan 2011 03:36:07 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Remediation]]></category>
		<category><![CDATA[Project Failure]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2293</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here is a short, non-inclusive list.  I’m sure you can add to this list! Poor planning Dependencies are missed Requirements change Things take longer than planned Technology fails to live to expectations Lack of executive sponsor Lack of funding People leave 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 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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		<title>Project Problem Solver</title>
		<link>http://www.pmservicesnw.com/2010/10/project-problem-solver/</link>
		<comments>http://www.pmservicesnw.com/2010/10/project-problem-solver/#comments</comments>
		<pubDate>Fri, 29 Oct 2010 12:15:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Remediation]]></category>
		<category><![CDATA[Project Problem Solver]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2123</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Sooner or later your project will be in trouble, it happens to even the best project managers.  We don’t like it when it happens to us, but our task when our projects begin to spin out of control is to identify and resolve the root cause of the issues or problems that are plaguing the project so we can get it back on track. The key is to be able to identify the root cause so you can develop and implement a solution to the problem.  Fortunately, we as project managers have many tools that can to help us pinpoint the culprit including, but not limited to fishbone diagrams, force field analysis, brainstorming, and Pareto Analysis.  Sometimes, however, we try to make the problem more complex than it is and overlook the universal problems that are common to most projects. Here are some common project problems and their solutions:   Problem: Behind Schedule Cause: Scope creep Recommendation: Confirm project scope baseline and implement a change control system.   Problem: Behind Schedule Cause: Assigned staff does not have appropriate expertise Recommendation: Assign staff with appropriate skills.  Adjust schedule to allow for training.  Assign additional staff.   [...]]]></description>
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