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		<title>Leadership – Theory J</title>
		<link>http://www.pmservicesnw.com/2010/07/leadership-theory-j/</link>
		<comments>http://www.pmservicesnw.com/2010/07/leadership-theory-j/#comments</comments>
		<pubDate>Thu, 29 Jul 2010 13:05:56 +0000</pubDate>
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				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory j]]></category>

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By: Ray Myers, Jr., PMP
Strict Japanese Style:

Employment is for life
Layoffs are rare
Promotions are slow
Emphasizes job rotation
Group decision making
Informal control—relies on trust and goodwill
Shared responsibility
Organizational concern for professional and personal life

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 [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership &#8211; Theory A</title>
		<link>http://www.pmservicesnw.com/2010/07/leadership-theory-a/</link>
		<comments>http://www.pmservicesnw.com/2010/07/leadership-theory-a/#comments</comments>
		<pubDate>Wed, 28 Jul 2010 12:49:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory a]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=358</guid>
		<description><![CDATA[







By: Ray Myers, Jr., PMP
Strict American Style:

Little job security—frequent layoffs
Rapid promotions
Specialization
Managers make decisions
Explicit organizational control
Responsibility assigned on an individual basis
Little concern for worker’s personal life

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;2010 PMServicesNW. All Rights [...]]]></description>
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		</item>
		<item>
		<title>Gap Analysis</title>
		<link>http://www.pmservicesnw.com/2010/07/gap-analysis/</link>
		<comments>http://www.pmservicesnw.com/2010/07/gap-analysis/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 12:35:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Tools]]></category>
		<category><![CDATA[gap analysis]]></category>
		<category><![CDATA[project management tools]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=352</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
Gap analysis is a simple but useful tool that can help project managers achieve their objectives and improve performance.  It is a study that helps to find ways to bridge-the-gap between the current state and a desired future state. Gap analysis can also help to understand and prioritize business needs by [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>10 Questions for Every Project</title>
		<link>http://www.pmservicesnw.com/2010/07/10-questions-for-every-project/</link>
		<comments>http://www.pmservicesnw.com/2010/07/10-questions-for-every-project/#comments</comments>
		<pubDate>Mon, 26 Jul 2010 12:28:46 +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 [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>ITTO</title>
		<link>http://www.pmservicesnw.com/2010/07/itto/</link>
		<comments>http://www.pmservicesnw.com/2010/07/itto/#comments</comments>
		<pubDate>Sun, 25 Jul 2010 12:18:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[inputs tools techniques ouputs]]></category>
		<category><![CDATA[ITTO]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=340</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The 4th edition of the PMBOK describes 42 project management processes in terms of ITTO.  ITTO stands for Inputs, Tools and Techniques, and Outputs. 

An Input is any item that is required by a process
Tools are anything used as a means of accomplishing a task or purpose and Techniques are procedures used [...]]]></description>
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		</item>
		<item>
		<title>Project Roles and Responsibilities</title>
		<link>http://www.pmservicesnw.com/2010/07/project-roles-and-responsibilities/</link>
		<comments>http://www.pmservicesnw.com/2010/07/project-roles-and-responsibilities/#comments</comments>
		<pubDate>Sat, 24 Jul 2010 12:11:03 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[project roles and responsibilities]]></category>
		<category><![CDATA[roles and responsibilities]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=337</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The following are project roles and responsibilities:
Project Sponsor &#8211; A person or group that provides the financial resources for the project.  The sponsor has authority over the project, approves scope changes, provides high-level direction, and champions the project.
Steering Committee &#8211; Provides assistance in resolving issues that arise beyond the project manager’s [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Common Project Documents</title>
		<link>http://www.pmservicesnw.com/2010/07/common-project-documents/</link>
		<comments>http://www.pmservicesnw.com/2010/07/common-project-documents/#comments</comments>
		<pubDate>Fri, 23 Jul 2010 11:55:02 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Tools]]></category>
		<category><![CDATA[common project documents]]></category>
		<category><![CDATA[project documents]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=330</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
Initiation

Feasibility Study
Business Case
Financial Analysis
Requirements Document
Project Proposal
Contract
Project Charter
End of Phase Checklist

 Planning

Scope Statement
WBS (baseline)
Statement of Work
Project Management Plan
Stakeholder Analysis
Risk Management Plan
Communications Plan
Change Management Plan
Issue Management Plan
Quality Management Plan
Procurement Management Plan
Acceptance Plan
Schedule

Gantt Chart
Network Diagram


Functional Specification
Human Resource Plan
Organization Charts
Project Budget
End of Phase Checklist

Monitoring and Controlling

Change Control Plan
Issue Management Plan
Risk Management Plan
End of Phase Checklist

 Closing

Client Acceptance [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Develop a Project Scope Statement</title>
		<link>http://www.pmservicesnw.com/2010/07/develop-a-project-scope-statement/</link>
		<comments>http://www.pmservicesnw.com/2010/07/develop-a-project-scope-statement/#comments</comments>
		<pubDate>Thu, 22 Jul 2010 11:54:34 +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 [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Project Initiation Checklist</title>
		<link>http://www.pmservicesnw.com/2010/07/project-initiation-checklist/</link>
		<comments>http://www.pmservicesnw.com/2010/07/project-initiation-checklist/#comments</comments>
		<pubDate>Wed, 21 Jul 2010 11:47:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Initiation]]></category>
		<category><![CDATA[initiation checklist]]></category>
		<category><![CDATA[project initiation checklist]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=322</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
Every project is different from the last.  Feel free to modify this project initiation checklist as needed.
Business Case

Why do this project?
Why do it now?
What are the critical impacts?
What could go wrong?
What are the costs?
Project justification

Project Definition

Project name
Project goals
Business requirements
Technical requirements
Technical specifications
Key performance indicators

Constraints

Maximum cost
Latest completion date
Dependencies

Project Scope

Scope boundaries

In-scope
Out-of-scope


Deliverables
Project interfaces
Acceptance criteria
Success criteria

 Schedule

Start [...]]]></description>
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		</item>
		<item>
		<title>Basic Elements of EVM</title>
		<link>http://www.pmservicesnw.com/2010/07/basic-elements-of-evm/</link>
		<comments>http://www.pmservicesnw.com/2010/07/basic-elements-of-evm/#comments</comments>
		<pubDate>Tue, 20 Jul 2010 11:30:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[earned value management]]></category>
		<category><![CDATA[EVM]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=318</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP
The basic elements of Earned Value Management (EVM) are:
Planned Value (PV)
PV is the planned, budgeted, or estimated cost for the work performed as of a reporting date.  PV is calculated by multiplying the hourly rate times the number of hours planned to accomplish the work.
PV = Hourly Rate x Total Hours [...]]]></description>
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