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	<title>PMServicesNW &#187; PMP</title>
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	<description>Free project management information and downloads</description>
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		<title>PDU Categories Are Being Updated</title>
		<link>http://www.pmservicesnw.com/2011/02/pdu-categories-are-being-updated/</link>
		<comments>http://www.pmservicesnw.com/2011/02/pdu-categories-are-being-updated/#comments</comments>
		<pubDate>Thu, 03 Feb 2011 04:56:23 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMP]]></category>
		<category><![CDATA[PDU]]></category>
		<category><![CDATA[PMI PDU]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2571</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP PMI sent me the following email earlier this week.  The subject is important enough I wanted to post it here in its entirety.  It was sent to all PMI Credential holders so I&#8217;m sure PMI won&#8217;t mind this repost. *   *   *   *   * Dear PMI Credential Holders: PMI has an exciting update for you regarding improvements to the PDU structure within the Continuing Certification Requirements (CCR) Program. Since research has shown that people did not fully understand the PDU categories and how to appropriately report their PDUs using that structure, we are pleased to let you know that your feedback has prompted PMI to make the PDU categories more user-friendly. Below is a snapshot of the collective positive response from credential holders to the formal study that proposed the new CCR PDU categories: 82% were satisfied or very satisfied with the proposed new categories 76% thought it would be much better or somewhat better than the current categories What Are The Changes To The Program? Key changes to the program include: Simplification to the CCR category structure, reducing the number of categories from 18 to 6. Ensuring that all categories use the rule that [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>PMBOK PDU</title>
		<link>http://www.pmservicesnw.com/2010/12/pmbok-pdu/</link>
		<comments>http://www.pmservicesnw.com/2010/12/pmbok-pdu/#comments</comments>
		<pubDate>Tue, 21 Dec 2010 08:08:43 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[CCR]]></category>
		<category><![CDATA[Continuing Certification Requirement]]></category>
		<category><![CDATA[PDU]]></category>
		<category><![CDATA[Professional Development Unit]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2158</guid>
		<description><![CDATA[  By Ray Myers, Jr., PMP PMI certified PMPs must demonstrate continual learning to satisfy PMIs Continuing Certification Requirements (CCR) program.  The PMI CCR requires PMP professionals to earn and report at least 60 Professional Development Units during each three year CCR cycle. A PDU is 1 hour spent in a planned and structured learning activity in 5 Categories: Category 1: Formal academic education Category 2: Professional activities and self-directed learning Category 3: Education programs offered by PMI Registered Education Providers (REP) Category 4: Education programs offered by other providers Category 5: Volunteer service to professional or community organizations PDUs are reported to PMI using online forms or hard-copy forms that are available in the CCR handbook. 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>1</slash:comments>
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		<item>
		<title>Forms of Organization</title>
		<link>http://www.pmservicesnw.com/2010/11/forms-of-organization/</link>
		<comments>http://www.pmservicesnw.com/2010/11/forms-of-organization/#comments</comments>
		<pubDate>Sat, 20 Nov 2010 17:46:32 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[functional]]></category>
		<category><![CDATA[functional structures]]></category>
		<category><![CDATA[matrix organizations]]></category>
		<category><![CDATA[organizational structures]]></category>
		<category><![CDATA[PMBOK]]></category>
		<category><![CDATA[PMI]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[projectized]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=223</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The PMBOK, PMI’s Project Management Book of Knowledge, discusses several forms of organizational structures.  As a project manager, you should be able to recognize the common organizational structures and their characteristics because: The project manager’s level of authority and budget control will vary between structures The organizational structure often constrains the project manager’s ability to obtain project resources You will see one or more questions on forms of organization on the PMP certification examination. Here are five structures and their characteristics: Functional The functional organization is grouped by areas of specialty within different functional areas, that is, accounting, marketing and manufacturing. This is the most common form of organization Each employee has one clear superior The project manager has little or no authority Project resources are limited The functional manager controls the project budget The project manager’s role is most likely part-time Projectized The projectized organization is grouped by projects.  Team members may be co-located and most of the organizations resources are involved with project work. The project manager has the highest authority Project resources are readily available The project manager controls the project budget The project manager’s role is full-time Matrix Matrix organizations are [...]]]></description>
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		<slash:comments>1</slash:comments>
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		<title>ROI</title>
		<link>http://www.pmservicesnw.com/2010/11/planning-roi/</link>
		<comments>http://www.pmservicesnw.com/2010/11/planning-roi/#comments</comments>
		<pubDate>Wed, 17 Nov 2010 17:22:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Earned Value]]></category>
		<category><![CDATA[Initiation]]></category>
		<category><![CDATA[PMI]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[Project Planning]]></category>
		<category><![CDATA[Return on Investment]]></category>
		<category><![CDATA[ROI]]></category>
		<category><![CDATA[ROI evaluation]]></category>
		<category><![CDATA[ROI formula]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=202</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Definition:  Return on Investment, or ROI is a performance measure used to evaluate the net benefit of a project to the performing organization.  ROI is usually expressed as a percentage. Every organization has a wish list of projects that they would like to be implemented, but funding and resource limitations usually restrict what can actually be done.  Most organizations use ranking tools to evaluate the potential benefits versus the cost of implementation to assist in project selection. ROI is arguably the most popular metric to use when comparing the potential benefits of number of projects.  It is commonly used by organizations to assist as a project selection tool because it can be used to rank the potential payback in terms of the net benefit to the organization if the project was actually implemented.  ROI calculations typically do not include ongoing business or maintenance operations as part of the calculation. How to Calculate ROI Most companies measure ROI performance over a 3 year period or less in terms of today’s dollars.     Gain from Project = the total benefit of the project in dollars over a 3 year period Cost of Project = the total [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Affinity Diagrams</title>
		<link>http://www.pmservicesnw.com/2010/11/affinity-diagrams/</link>
		<comments>http://www.pmservicesnw.com/2010/11/affinity-diagrams/#comments</comments>
		<pubDate>Wed, 03 Nov 2010 13:40:13 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Tools]]></category>
		<category><![CDATA[affinity diagrams]]></category>
		<category><![CDATA[how to create an affinity diagram]]></category>
		<category><![CDATA[how to develop an affinity diagram]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project management tools]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=9</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Affinity Diagrams are a decision-making technique that helps to organize and sort a large number of ideas, process variables, or concepts into groupings into naturally related groups.  Affinity is frequently used to organize the ideas, opinions, or issues generated by brainstorming. Diagraming is a group activity that uses paper such as sticky notes to physically organize the information.  It works best in a workshop environment when participants work together to indentify, group and discuss the issues. Guidelines Invite between 4 to 6 participants who are knowledgeable of the topic or issues to be diagrammed Break into multiple groups if there are too many participants Write one issue on each sticky note.  Use phrases or short sentences Minimize discussion while sorting, holding discussion until the header cards are composed How to Conduct an Affinity Sort Begin by scheduling a conference room with large walls or windows Conduct a brainstorming session on the topic under investigation Clarify the list of ideas and write each one on a sticky note Randomly place all the sticky notes on the wall, windows, table or flipchart Sort the sticky notes into similar groups Be sure each participate can see the area [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Project Team Conflict</title>
		<link>http://www.pmservicesnw.com/2010/11/project-team-conflict/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-team-conflict/#comments</comments>
		<pubDate>Tue, 02 Nov 2010 13:33:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[conflict resolution]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project team conflict]]></category>
		<category><![CDATA[project team conflict resolution]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=46</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project team conflict can be healthy because it tends to strengthen the team after it is resolved.  Conflict forces people to confront a situation, identify causes, and look for solutions.  Understanding the nature of conflict and how to resolve it is just another tool that should be in every project manager’s toolbox. Nature of Conflict The BussinessDictionary.com defines conflict to be, “Friction or opposition resulting from actual or perceived differences or incompatibilities.”  In other words, conflict is a disagreement where the parties involved perceive some threat to their needs, interests, or concerns resulting from: Varied perspectives on the situation Differing belief systems and/or values Differing interests and/or objectives As a result, conflict arises when one or more parties view the current system or situation as “not working” and seeks to impose their needs, interests, or concerns on the other parties.  Unresolved conflict between project team members can result in undesirable consequences and/or project failure. Benefits of Conflict When finally resolved, conflict results in a new condition that enables the team to do things differently in the future.  Benefits of conflict include: Better ideas The team is forced to search for new approaches or solutions Team [...]]]></description>
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		<slash:comments>9</slash:comments>
		</item>
		<item>
		<title>Team Development</title>
		<link>http://www.pmservicesnw.com/2010/10/team-development/</link>
		<comments>http://www.pmservicesnw.com/2010/10/team-development/#comments</comments>
		<pubDate>Sun, 31 Oct 2010 13:02:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project team development]]></category>
		<category><![CDATA[team development stages]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=49</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project teams are usually assembled based on the skills, experience or knowledge required to complete the current project.  When the project is completed, the team is disbanded as one of the final project activities during the closeout phase. As a project team comes together, it is likely that there will be people on the team who have worked together before, just as there may be people on the project team who have never met.  Because projects are temporary, the relationships that form between team members are also viewed as temporary and are created or reestablished for each new project. While everyone on the team may accept and embrace the purpose, mission, or project objective, not everyone on the team will share common values, practices, methods and approach.  This, together with competition between team members fosters an environment where conflict occurs. Building and developing a project team usually goes through 5 distinct stages: forming, storming, norming, performing, and adjourning. Forming When the team is formed during project initiation, members cautiously explore the boundaries of acceptable group or individual behavior.  Introductions are made and people attempt to understand the project requirements and their individual roles in achieving [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>RACI Matrix</title>
		<link>http://www.pmservicesnw.com/2010/10/raci-matrix/</link>
		<comments>http://www.pmservicesnw.com/2010/10/raci-matrix/#comments</comments>
		<pubDate>Sun, 24 Oct 2010 10:52:20 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[how to create a RACI matrix]]></category>
		<category><![CDATA[how to develop RACI matrix]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project managment tools]]></category>
		<category><![CDATA[RACI Matrix]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=55</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The RACI Matrix is widely used by project managers to identify project roles and responsibilities.  It clarifies team member responsibilities and clearly displays who is responsible, who is accountable, and who needs to be consulted and/or informed of project activities. Responsible (R) – This is the person that owns the work, decision or objective.  Several people can be jointly responsible to create or produce the assigned task Accountable (A) – This is the owner of the work and must sign-off or approve when the work, task, decision, or objective is completed.  Only one person is accountable Consulted (C) – These team members give input before the work can be started, completed, and/or accepted. Informed (I) – These are the people that must be kept informed or notified of progress, but do not need to be consulted RACI Matrix is useful for: Work assignment – promotes workload leveling Displays clear individual responsibilities Workload analysis – quickly see individual work overloads Conflict resolution – enables visual examination of work assignments and prevents conflicts Steps To Produce a RACI Matrix The RACI model is used to chart roles and responsibilities for your project in a simple and understandable [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>PMI Training and Qualifications from the Project Management Institute</title>
		<link>http://www.pmservicesnw.com/2010/10/pmi-training-and-qualifications-from-the-project-management-institute-2/</link>
		<comments>http://www.pmservicesnw.com/2010/10/pmi-training-and-qualifications-from-the-project-management-institute-2/#comments</comments>
		<pubDate>Tue, 05 Oct 2010 06:27:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[PMP]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[PMI]]></category>
		<category><![CDATA[project management courses]]></category>
		<category><![CDATA[project management learning]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=1565</guid>
		<description><![CDATA[by john mce The Project Management Institute is a worldwide professional association for project, programme or portfolio managers. The purpose of the PMI is to develop the practise and profession of project management all over the world. They hope that organisations worldwide will embrace their project management principles and attribute their success to it. By joining PMI, project managers can benefit from meetings, training, communications and networking opportunities which enhance professional development potential. Members will be informed about advances in project management techniques and stay in touch with many interesting and potentially valuable contacts. Project managers play a key role in economies and societies, over-seeing big changes in all sorts of different industries, from construction, to IT, to Transport and beyond. The PMI promote professionalism, accountability and proficiency in project, programme and portfolio management, and can help companies to raise standards and create shared knowledge, skills and values which can help to standardise project management procedures. The PMI&#8217;s Certified Associate in Project Management (CAPM) and Project Management Professional (PMP) qualifications are internationally recognised as proficient project management qualifications. Global organisations choose the PMI qualifications as a way of achieving higher standards of professionalism. By becoming a member of the PMI, [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/10/pmi-training-and-qualifications-from-the-project-management-institute-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Project Triage and Remediation</title>
		<link>http://www.pmservicesnw.com/2010/09/project-triage-and-remediation/</link>
		<comments>http://www.pmservicesnw.com/2010/09/project-triage-and-remediation/#comments</comments>
		<pubDate>Mon, 27 Sep 2010 03:55:07 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project recovery]]></category>
		<category><![CDATA[project triage]]></category>
		<category><![CDATA[project triage remediation]]></category>
		<category><![CDATA[troubled project]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=52</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP There are two types of project managers, those with projects that have “gone south” and those that will.  It happens more frequently that we like to admit and it will eventually happen to even the best project managers.  When it does, the project manager should be prepared to identify and correct the problem. Triage is a medical term that describes the sorting of patients to establish treatment priority.  Project triage is a process used to quickly evaluate a troubled project and prioritize actions based on the current status.  It is performed by the project manager when a project is determined to be in trouble. Project triage and remediation is a variation of the Deming Cycle or Plan, Do, Check, and Act, and consists of Assessment, Analysis, Planning, Implementation, and Revisions to the project plan.  The first step is to gather information about the current state of the project.  The project manager should use all the tools available to him or her including a complete review all documents in the project repository and conduct interviews with the project team, stakeholders, and sponsors. The interviews may be individually or in groups. Next, the project manager will analyze [...]]]></description>
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		<slash:comments>8</slash:comments>
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