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	<title>PMServicesNW &#187; Project Planning</title>
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	<description>Free project management information and downloads</description>
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		<title>Project Charter</title>
		<link>http://www.pmservicesnw.com/2010/12/project-charter/</link>
		<comments>http://www.pmservicesnw.com/2010/12/project-charter/#comments</comments>
		<pubDate>Fri, 10 Dec 2010 21:43:48 +0000</pubDate>
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				<category><![CDATA[Initiation]]></category>
		<category><![CDATA[Project Charter]]></category>
		<category><![CDATA[Project Planning]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=302</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Charters vary in specific content, but most project charters include the following sections: Project objective statement Project priorities High-level scope statement, describing all expected deliverables Description of the expected users or customers The business case for the project (benefit or return on investment analysis) Rough cost estimates Target milestones and deadlines Project leader and initial staffing information Identified dependencies Key constraints and assumptions Known issues and high-level risks Stakeholder approval to proceed   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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		<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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		<title>Ready, Set, Start Your Project</title>
		<link>http://www.pmservicesnw.com/2010/10/ready-set-start-your-project/</link>
		<comments>http://www.pmservicesnw.com/2010/10/ready-set-start-your-project/#comments</comments>
		<pubDate>Thu, 28 Oct 2010 11:44:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Initiation]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[Project Initiation]]></category>
		<category><![CDATA[Project Planning]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2116</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Congratulations!  You have been assigned to manage your next project and you’re eager to get started with planning. There’s a lot to be done, build the WBS, schedule the work, assemble the implementation team, and meet with the client.  But with so much to do, what should you do first?  Here is a simple check list to help you get started.  Each project is different; feel free to add to this list or make modifications to suit the needs of your project. Confirm Your Authority This is probably the most important step when starting a new project.  You want be sure that you have the authority to manage the project budget and make project related decisions as you proceed through the planning and implementation phases.  Get a copy of the project charter and be sure it shows you as the project manager.  If a project charter doesn’t exist, write one and get it signed by the project sponsor.  Make sure that you get it in writing because “a verbal contract isn’t worth the paper it’s written on.”  Another way of making the point is, “what is not on paper has not been said.” Understand the [...]]]></description>
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		<title>4 Things to Do When You Start a New Project</title>
		<link>http://www.pmservicesnw.com/2010/10/4-things-to-do-when-you-start-a-new-project/</link>
		<comments>http://www.pmservicesnw.com/2010/10/4-things-to-do-when-you-start-a-new-project/#comments</comments>
		<pubDate>Tue, 26 Oct 2010 11:35:56 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Project Initiation]]></category>
		<category><![CDATA[Project Planning]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2096</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP What are the first four things you should do when you begin a new project?  It’s a good question and every project manager should know the initial steps he or she will take when beginning a new assignment.  Starting on the right foot may not prevent future problems, but it will certainly make things easier down the line. Confirm Your Authority This is step-one and arguably the most important step of all the others.  A project manager without authority to make relevant decisions about the project is no project manager indeed.  That’s why most project managers insist on a project charter that formally commissions the project and grants authority to the project manager to proceed.  The charter usually describes the delegated decision making authority in terms of the budget and project schedule.  The budget provides the funding available to complete the project and the schedule determines when the project or major milestones must be completed. Understand the Project Scope The project charter should layout the scope of the project and list all the constraints and assumptions made during the initiation phases.  If not, then this becomes the second task.  The project scope sets a fence [...]]]></description>
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		<title>Are You Planning to Fail?</title>
		<link>http://www.pmservicesnw.com/2010/10/are-you-planning-to-fail/</link>
		<comments>http://www.pmservicesnw.com/2010/10/are-you-planning-to-fail/#comments</comments>
		<pubDate>Sat, 02 Oct 2010 05:05:43 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Planning]]></category>
		<category><![CDATA[Project Failure]]></category>
		<category><![CDATA[Project Planning]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=1978</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP  If you fail to plan, you are planning to fail – Author unknown  Today’s business climate requires new and creative new business initiatives to capture market attention and to stay ahead of the competition.  Senior managers often believe that these new business strategies are so important to corporate survival that they frequently rush to implement the strategies without a thorough and adequate investigation and planning process.  Seasoned project managers describe this rush as: “Ready, Fire, Aim. That’s right, important new business and strategic initiatives are being rushed in such a way that the corporate managers are putting the success of the endeavor at risk.  Not only are risking the success of the project, but in some cases the entire enterprise, not to mention what damage they may be doing to their own reputation. This rush to implementation by-passes most if not all of the planning process that project managers use to develop and plan the implementation or rollout. Structured project management methodologies typically begin with a project Initiation Phase that consists of documenting and analyzing the underlying business strategies in the form of a Feasibility Analysis or Project Proposal.  From there a Project Charter should [...]]]></description>
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