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<title>Dave Nielsen - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Dave_Nielsen</link>
<pubDate>Wed, 15 Feb 2012 00:53:25 -0600</pubDate>
<image><title>Dave Nielsen - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Dave_Nielsen</link>
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<language>en-us</language>
<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Dave is a principal with three O Project Solutions, the vendors of AceIt(C). Dave was also the key architect responsible for the creation of the product. AceIt(C) has prepared Project Managers from around the world to pass their PMP(R) exams. You can find endorsements from some of his customers on three O's web site. Dave has over 20 years of experience managing projects of every size and training IT resources for companies like Nortel Networks and 724 Solutions. He recently led a $100M project to upgrade a leading bank's ATM network for Diebold Canada. His training achievements include a PMP(R) ... ]]></description>
<lastBuildDate>Thu, 12 Jan 2012 09:09:55 -0600</lastBuildDate>
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<item>
<title>The Word on Risk</title>
<link>http://EzineArticles.com/6811058</link>
<guid>http://EzineArticles.com/6811058</guid>
<pubDate>Thu, 12 Jan 2012 09:09:55 -0600</pubDate>
<description><![CDATA[The language found in any literature dealing with risk management can bewilder anyone not familiar with the jargon. Acronyms that mean different things to different groups, terms that have one definition in the dictionary and another in the risk management glossary are some of the sources of confusion. This article attempts to help de-mystify risk management for the project managers.]]></description>
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<item>
<title>Communications for Change</title>
<link>http://EzineArticles.com/6671789</link>
<guid>http://EzineArticles.com/6671789</guid>
<pubDate>Mon, 07 Nov 2011 15:51:25 -0600</pubDate>
<description><![CDATA[Communications become especially important to IT projects when you are attempting to introduce new tools or processes with the project. Poor communication will breed distrust in the project and its management and ultimately make it impossible to deliver on all the project's goals and objectives. This article offers a few tips on how to communicate change effectively, borrowing Lessons Learned from the oil industry.]]></description>
</item>
<item>
<title>Breaking Project Work Down</title>
<link>http://EzineArticles.com/6581975</link>
<guid>http://EzineArticles.com/6581975</guid>
<pubDate>Mon, 26 Sep 2011 14:41:23 -0500</pubDate>
<description><![CDATA[Monitoring and controlling project work is essential to delivery of your project on time, on budget, and on scope but before you can monitor and control the work it has to be properly defined. This article explores tips and tricks to breaking the work of the software project down.]]></description>
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<item>
<title>Project Decisions</title>
<link>http://EzineArticles.com/6219492</link>
<guid>http://EzineArticles.com/6219492</guid>
<pubDate>Thu, 28 Apr 2011 14:09:21 -0500</pubDate>
<description><![CDATA[During the life of any project, many decisions must be made. The number and importance of these decisions will depend on the size and complexity of the project, but it is safe to say that any project will have some decisions and managing these is a critical part of the project manager's job. How you manage these decisions will depend on several factors: whether the decision is yours, whether it is a gating decision, or whether the decision would change the scope, schedule, or budget of the project.]]></description>
</item>
<item>
<title>Budgeting IT Projects</title>
<link>http://EzineArticles.com/5773946</link>
<guid>http://EzineArticles.com/5773946</guid>
<pubDate>Mon, 24 Jan 2011 12:38:23 -0600</pubDate>
<description><![CDATA[Project managers have a greater struggle with budgets in the IT world than most others. The main reason for this is the way IT projects are financed without regard to actually managing the project. Find out how to overcome these challenges and reward your organization with a carefully planned budget and project.]]></description>
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<item>
<title>CSR in the Extraction Sector</title>
<link>http://EzineArticles.com/5675024</link>
<guid>http://EzineArticles.com/5675024</guid>
<pubDate>Thu, 06 Jan 2011 20:22:43 -0600</pubDate>
<description><![CDATA[Companies that invest in a Corporate Social Responsibility program don't always get what they pay for or expect. Nowhere is this more evident than in the Canadian extraction industry. Canadian mining corporations are especially well represented internationally and equally well represented in the kinds of "incidents" that generate bad press. This article explores some recent happenings on the CSR front.]]></description>
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<item>
<title>ERM for Projects</title>
<link>http://EzineArticles.com/5595016</link>
<guid>http://EzineArticles.com/5595016</guid>
<pubDate>Tue, 21 Dec 2010 21:15:31 -0600</pubDate>
<description><![CDATA[ERM (Enterprise Risk Management) is a holistic way of looking at the risks an enterprise must manage. For project managers who aren't managing projects in an environment that enjoys this approach to risk management, ERM may not seem relevant to their project but many of the features that make ERM attractive to enterprises that have adopted them can help your project.]]></description>
</item>
<item>
<title>Enterprise Risk Management and the PMBOK</title>
<link>http://EzineArticles.com/5386899</link>
<guid>http://EzineArticles.com/5386899</guid>
<pubDate>Mon, 06 Dec 2010 17:36:32 -0600</pubDate>
<description><![CDATA[Enterprise Risk Management, or ERM, has become the standard for organizations where managing risk is critical to success. Although the term ERM is relatively new, the principles it espouses have been around for a long time. This article examines the alignment between ERM and the PMBOK and suggests aspects of ERM that could improve your risk management efforts.]]></description>
</item>
<item>
<title>Risk Workshops</title>
<link>http://EzineArticles.com/5484776</link>
<guid>http://EzineArticles.com/5484776</guid>
<pubDate>Sat, 04 Dec 2010 11:09:28 -0600</pubDate>
<description><![CDATA[One of the most powerful tools available to the project manager is the collective knowledge of the project team. A project manager's success or failure on a project is determined, to some extent, by how well they use this tool. This is particularly true in the case of risk management.]]></description>
</item>
<item>
<title>Lessons From the Titanic</title>
<link>http://EzineArticles.com/5306603</link>
<guid>http://EzineArticles.com/5306603</guid>
<pubDate>Tue, 02 Nov 2010 14:42:39 -0500</pubDate>
<description><![CDATA[The Titanic was one of the greatest maritime disasters of all time and still continues to fascinate us today even though almost 100 years have passed since the tragedy. I believe that the Titanic story provides some Lessons Learned which may improve our performance in the risk management area.]]></description>
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<item>
<title>Lessons Learned - The Flight 401 Disaster</title>
<link>http://EzineArticles.com/5174066</link>
<guid>http://EzineArticles.com/5174066</guid>
<pubDate>Mon, 11 Oct 2010 16:58:34 -0500</pubDate>
<description><![CDATA[The airline industry takes Lessons Learned to a higher level when disaster strikes. The IT industry can learn a lot from how the airline industry learns. Take the case of the crash of Flight 401 as an example.]]></description>
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<item>
<title>Outcome Measures - What Project Management Can Learn From Non Profit</title>
<link>http://EzineArticles.com/5086482</link>
<guid>http://EzineArticles.com/5086482</guid>
<pubDate>Fri, 24 Sep 2010 13:51:46 -0500</pubDate>
<description><![CDATA[For years the Not for Profit sector has learned how to set goals and measure outcomes, from the private sector. Not for Profits have become more and more disciplined in this area to meet the demands of their sponsors. This article explores some of the ways the private sector can learn from Not for Profits, especially in the area of measuring outcomes.]]></description>
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<item>
<title>Learning From the Not for Profit Sector</title>
<link>http://EzineArticles.com/5016394</link>
<guid>http://EzineArticles.com/5016394</guid>
<pubDate>Tue, 14 Sep 2010 08:19:28 -0500</pubDate>
<description><![CDATA[For years accountability in the Not for Profit sector lagged behind the private sector. A drive by Not for Profits to close this gap was helped by volunteers from the private sector and many Not for Profits have made great strides towards accountability. Maybe its time for these agencies to return the favor and offer some coaching or mentoring to those in the private sector.]]></description>
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<item>
<title>The Future of Project Management</title>
<link>http://EzineArticles.com/4979218</link>
<guid>http://EzineArticles.com/4979218</guid>
<pubDate>Thu, 09 Sep 2010 15:18:56 -0500</pubDate>
<description><![CDATA[The discipline of project management is changing rapidly as the world of projects changes. The projects we choose to deliver have changed in response to a changing world. The economy and "greening" are only two change agents. This article looks at this changing environment and makes some predictions about the future of the profession, based on these changes.]]></description>
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<item>
<title>Improve Project Performance With Lessons Learned</title>
<link>http://EzineArticles.com/4953453</link>
<guid>http://EzineArticles.com/4953453</guid>
<pubDate>Wed, 01 Sep 2010 10:22:57 -0500</pubDate>
<description><![CDATA[Every project involves some degree of error. The key to improving project performance is preventing a repeat of the errors made and duplicating the successes and Lessons Learned is how the project manager accomplishes this.]]></description>
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<item>
<title>Critical Resources - The Database Architect</title>
<link>http://EzineArticles.com/4891359</link>
<guid>http://EzineArticles.com/4891359</guid>
<pubDate>Mon, 23 Aug 2010 10:24:08 -0500</pubDate>
<description><![CDATA[There are certain project team members, "key" or "critical" resources, whose contributions have a significant impact on project success. Managing these resources effectively can make the difference between success and failure. This article provides some tips on how to manage the database architect.]]></description>
</item>
<item>
<title>Critical Resources - The Software Architect</title>
<link>http://EzineArticles.com/4703103</link>
<guid>http://EzineArticles.com/4703103</guid>
<pubDate>Wed, 21 Jul 2010 13:04:52 -0500</pubDate>
<description><![CDATA[There are certain project team members, "key" or "critical" resources, whose contributions have a significant impact on project success. Managing these resources effectively can make the difference between success and failure. This article provides some tips on how to manage the software architect.]]></description>
</item>
<item>
<title>Critical Resources - Team Leads</title>
<link>http://EzineArticles.com/4637969</link>
<guid>http://EzineArticles.com/4637969</guid>
<pubDate>Mon, 12 Jul 2010 07:50:12 -0500</pubDate>
<description><![CDATA[Larger projects benefit from being broken down into smaller sub-projects and teams. These teams must be managed by team leads, or managers, and the success of each sub-project and the overall project depends on how well you manage these critical resources. Here are a few tips that should improve your team leads' effectiveness.]]></description>
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<item>
<title>Critical Project Resources - The Build Master</title>
<link>http://EzineArticles.com/4552501</link>
<guid>http://EzineArticles.com/4552501</guid>
<pubDate>Fri, 25 Jun 2010 16:09:10 -0500</pubDate>
<description><![CDATA[All the members of your project team may have been created equal, but there are some whose role is more important to the success of your software development project than most. This article deals with once of these critical resources, the Build Master. We explore what to expect from the role, how to get the most out of it, and some tips and tricks for planning and managing their activities.]]></description>
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<item>
<title>Planning System Cutovers</title>
<link>http://EzineArticles.com/4480047</link>
<guid>http://EzineArticles.com/4480047</guid>
<pubDate>Thu, 17 Jun 2010 09:21:01 -0500</pubDate>
<description><![CDATA[No matter how well we manage our software development projects, and how great the system we build is, the project will still be considered a failure if the cutover to the new system goes off the rails. This article contains some tips and techniques that will help you plan a smooth cutover and avoid the pitfalls that could de-rail your implementation.]]></description>
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<title>Corporate Social Responsibility Congruence - Walking the Talk</title>
<link>http://EzineArticles.com/4445148</link>
<guid>http://EzineArticles.com/4445148</guid>
<pubDate>Wed, 09 Jun 2010 12:01:48 -0500</pubDate>
<description><![CDATA[It's easy enough to author a Corporate Social Responsibility plan. Implementing the plan and doing the re-organizing necessary to make a group responsible for CSR issues is also quit do-able. Following through on the organization's CSR goals and objectives consistently can be much more challenging as the BP company found out with their Gulf of Mexico disaster.]]></description>
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<item>
<title>Using Time Sheets to Calculate Project CPI</title>
<link>http://EzineArticles.com/4401858</link>
<guid>http://EzineArticles.com/4401858</guid>
<pubDate>Thu, 03 Jun 2010 09:30:30 -0500</pubDate>
<description><![CDATA[If you are like most project managers, you use your MS Project file to calculate your project's CPI, but the Time Sheets your team submits may tell a different story. This article explores ways that you can reconcile your MS Project file with the Time Sheets to calculate an accurate CPI.]]></description>
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<item>
<title>CMM and Project Management - Scope Management</title>
<link>http://EzineArticles.com/4271344</link>
<guid>http://EzineArticles.com/4271344</guid>
<pubDate>Wed, 12 May 2010 13:04:59 -0500</pubDate>
<description><![CDATA[CMM/CMMI provide a set of good practices for software development. The PMBOK is the bible for good project management practices. The two do overlap in some areas; find out how to manage your software project's requirements using best practices from both disciplines.]]></description>
</item>
<item>
<title>CMM and the PMBOK</title>
<link>http://EzineArticles.com/4064639</link>
<guid>http://EzineArticles.com/4064639</guid>
<pubDate>Thu, 08 Apr 2010 10:34:15 -0500</pubDate>
<description><![CDATA[CMM/CMMI provide a set of good practices for software development. The PMBOK is the bible for good project management practices. The two do overlap in some areas; find out how to make them live harmoniously side by side.]]></description>
</item>
<item>
<title>CMM and Quality Management</title>
<link>http://EzineArticles.com/4029850</link>
<guid>http://EzineArticles.com/4029850</guid>
<pubDate>Thu, 01 Apr 2010 10:34:10 -0500</pubDate>
<description><![CDATA[Want some tips on how to meet criteria for CMM (or CMMI) and still adhere to the best project management practices described in the PMBOK? Read on.]]></description>
</item>
<item>
<title>CMM and Software Project Planning</title>
<link>http://EzineArticles.com/3983307</link>
<guid>http://EzineArticles.com/3983307</guid>
<pubDate>Mon, 29 Mar 2010 08:37:31 -0500</pubDate>
<description><![CDATA[Software project planning is a Key Process Area (KPA) that spans many of the knowledge areas from the PMBOK as it describes activities performed during the planning phase of a software project. The knowledge involved include: Integration Management, Scope Management, Time Management, Cost Management, Human Resource Management, Procurement Management, Risk Management, and Communications Management. The only area not touched is Quality Management.]]></description>
</item>
<item>
<title>CMM and Project Management - Procurement Management</title>
<link>http://EzineArticles.com/3906250</link>
<guid>http://EzineArticles.com/3906250</guid>
<pubDate>Thu, 11 Mar 2010 13:25:11 -0600</pubDate>
<description><![CDATA[The 3rd in a series of articles that attempt to align the criteria for CMM/CMMI and the project management best practices espoused by the PMBOK. This article attempts to guide you through the activities and deliverables needed in your project plan to satisfy CMM/CMMI Level 2 and PMBOK best project management practices criteria. If you manage projects in a CMM Level 2 (or higher) organization, this article tells you how to satisfy both standards.]]></description>
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<item>
<title>Incorporating Configuration Management on Your Project</title>
<link>http://EzineArticles.com/3598591</link>
<guid>http://EzineArticles.com/3598591</guid>
<pubDate>Fri, 05 Mar 2010 08:21:14 -0600</pubDate>
<description><![CDATA[Software configuration management is intended to control the configuration of a software product or system throughout the life cycle of the product and that includes the project that builds it. Software development organizations that have been certified as CMM or CMMI Level 2 or above will have a robust Software Configuration Management process in place; all you need to do is to determine the activities, tasks, milestones, and deliverables your project must plan to be compliant. Project managers who don't have the advantage of an established Software Configuration Management process will have to implement one as part of their project....]]></description>
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<title>CMM and Project Management - Tracking and Oversight</title>
<link>http://EzineArticles.com/3871416</link>
<guid>http://EzineArticles.com/3871416</guid>
<pubDate>Fri, 05 Mar 2010 06:16:42 -0600</pubDate>
<description><![CDATA[Tracking and Oversight are embedded in the PMBOK but the PMBOK and CMM/CMMI were developed in isolation from each other. CMM/CMMI criteria for Tracking and Oversight and those identified in the PMBOK are not mutually exclusive but may require some reconciliation. This article explains how to plan, monitor, and control your project so you will be CMM/CMMI compliant.]]></description>
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<item>
<title>CMM Configuration Management and Project Management</title>
<link>http://EzineArticles.com/3772938</link>
<guid>http://EzineArticles.com/3772938</guid>
<pubDate>Wed, 17 Feb 2010 12:00:05 -0600</pubDate>
<description><![CDATA[Configuration Management is not directly addressed in the PMBOK, other than as a subset of Scope Management. Learn how to manage your software development project so that it meets the criteria established for a CMM or CMMI Level 2 organization.]]></description>
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<item>
<title>Corporate Social Responsibility (CSR) And Project Management</title>
<link>http://EzineArticles.com/3532703</link>
<guid>http://EzineArticles.com/3532703</guid>
<pubDate>Thu, 07 Jan 2010 08:01:44 -0600</pubDate>
<description><![CDATA[Corporations are more sensitive to social issues and image than ever before. This sensitivity has given rise to CSR initiatives but the question is: "How do I rationalize the organization's demands for CSR with my project's objectives?" While there are no easy answers to this question, this article uses actual examples to point out what to avoid and offers tips and tricks on how to rationalize CSR and project objectives.]]></description>
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<item>
<title>Project Audits</title>
<link>http://EzineArticles.com/3443497</link>
<guid>http://EzineArticles.com/3443497</guid>
<pubDate>Fri, 18 Dec 2009 12:01:24 -0600</pubDate>
<description><![CDATA[How do you know that your project is being managed properly? Project audits are the quality control process that ensures the project is being executed to plan and that the appropriate processes and procedures are being followed. Here are some of the things that the audit should check.]]></description>
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<item>
<title>Root Cause Analysis</title>
<link>http://EzineArticles.com/3410838</link>
<guid>http://EzineArticles.com/3410838</guid>
<pubDate>Wed, 16 Dec 2009 08:03:55 -0600</pubDate>
<description><![CDATA[When mistakes are made during the course of your project, and mistakes will be made, its important not to repeat them. Before you can avoid repetition you have to determine what caused the problem in the first place and Root Cause Analysis is one of the best tools out there for getting to the root of the problem. This article provides you with some helpful tips on organizing and conducting a Root Cause Analysis.]]></description>
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<title>Controlling Project Scope</title>
<link>http://EzineArticles.com/3369324</link>
<guid>http://EzineArticles.com/3369324</guid>
<pubDate>Fri, 04 Dec 2009 11:14:45 -0600</pubDate>
<description><![CDATA[Controlling the changes to the project is only half the battle in the war to deliver projects that meet the needs of the client and are on time and on budget. You need to manage and control the scope of your project. In this article, I explore some tricks of the trade that will start you off on the right path and help to keep you there. Combine these tips and tricks with a tight change management process and your project will deliver what the client needs.]]></description>
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<item>
<title>Calculating Project SPI</title>
<link>http://EzineArticles.com/3328712</link>
<guid>http://EzineArticles.com/3328712</guid>
<pubDate>Fri, 27 Nov 2009 09:12:23 -0600</pubDate>
<description><![CDATA[Most project managers will be familiar with the SPI acronym (for those of you who aren't, it stands for Schedule Performance Index), and how it's calculated. It is probably the single most significant indicator of project health because a labor intensive project that is on schedule is usually on budget. Knowing how it's calculated and being able to calculate it for your project are two different matters. In this article we walk you through the steps you need to take to capture the necessary data, how to mine the data, and how to use it to calculate your project's SPI.]]></description>
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<item>
<title>Using MS Project For &quot;What If&quot; Scenarios</title>
<link>http://EzineArticles.com/3263069</link>
<guid>http://EzineArticles.com/3263069</guid>
<pubDate>Fri, 13 Nov 2009 17:11:07 -0600</pubDate>
<description><![CDATA[Project Managers are often challenged to determine what the result of changes to scope or schedule. Determining the impact of the change, particularly on a complex project, can be tricky. Fortunately, there is a tool most project managers have on their computers that makes this chore relatively easy: MS Project. Find out how to use MS Project to simplify this task.]]></description>
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<item>
<title>Controlling Change Requests</title>
<link>http://EzineArticles.com/3216566</link>
<guid>http://EzineArticles.com/3216566</guid>
<pubDate>Fri, 06 Nov 2009 15:27:56 -0600</pubDate>
<description><![CDATA[Project Managers can accept the fact that all projects need to change in some way during their life cycle, but sometimes changes can get out of hand and end up derailing the project! In this article we provide you with tips on controlling the requested changes so that you can prevent them from taking up excessive time and still implement the ones that add value to the project.]]></description>
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<title>Sponsoring a Project</title>
<link>http://EzineArticles.com/3125449</link>
<guid>http://EzineArticles.com/3125449</guid>
<pubDate>Thu, 22 Oct 2009 15:42:44 -0500</pubDate>
<description><![CDATA[There is a lot of information and advice available in print form and on the internet about project management, but relatively little about project sponsorship. Project sponsorship requires more than simply signing the checks and taking delivery of the successful project. You need to to give your project manager the tools they require to succeed and use your influence to remove the obstacles they face. This article explores some of the do's and dont's of successful sponsorship.]]></description>
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<item>
<title>The Project Scorecard</title>
<link>http://EzineArticles.com/3105076</link>
<guid>http://EzineArticles.com/3105076</guid>
<pubDate>Fri, 16 Oct 2009 19:11:46 -0500</pubDate>
<description><![CDATA[Want to have your communications to your project sponsor and project stakeholders read every time out? Try using the "scorecard" approach. This article gives you pointers and advice on putting together a scorecard for your project that will be an attention grabber.]]></description>
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<title>Remarkable Project Managers - Frank Crowe</title>
<link>http://EzineArticles.com/2935432</link>
<guid>http://EzineArticles.com/2935432</guid>
<pubDate>Sat, 19 Sep 2009 14:59:12 -0500</pubDate>
<description><![CDATA[Looking for inspiration for your project? How about the project manager who had to divert the course of the Colorado River and pour volumes of concrete never attempted before to build the Hoover Dam. Frank Crowe did all that and more. Read on to find out how he managed to deliver such a large complex project and how you can duplicate his success.]]></description>
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<item>
<title>Remarkable Project Managers - The Roeblings</title>
<link>http://EzineArticles.com/2905525</link>
<guid>http://EzineArticles.com/2905525</guid>
<pubDate>Tue, 15 Sep 2009 10:41:23 -0500</pubDate>
<description><![CDATA[This is the 2nd in a series of articles about remarkable project managers. The subject of this article is actually a father and son team, the Roeblings, who together lead the project that built the Brooklyn Bridge, another outstanding project.]]></description>
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<item>
<title>Remarkable Project Managers - Gen Leslie Groves</title>
<link>http://EzineArticles.com/2861411</link>
<guid>http://EzineArticles.com/2861411</guid>
<pubDate>Thu, 03 Sep 2009 16:07:45 -0500</pubDate>
<description><![CDATA[Leadership is probably the most important "soft" skill in the project managers tool kit. This is the first of several articles about project managers who had that skill in spades and used it to accomplish some fairly remarkable objectives. The first of these is General Leslie Groves, project manager of the Manhattan project.]]></description>
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<item>
<title>Writing the Project Statement of Work</title>
<link>http://EzineArticles.com/2789191</link>
<guid>http://EzineArticles.com/2789191</guid>
<pubDate>Fri, 21 Aug 2009 15:51:09 -0500</pubDate>
<description><![CDATA[Your project's statement of work outlines all the work to be done on the project. Any PMP Course will explain how this document is to be used, but how do you go about creating one for your project? Read on.]]></description>
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<item>
<title>The Top 6 Reasons For PMP Certification</title>
<link>http://EzineArticles.com/2745267</link>
<guid>http://EzineArticles.com/2745267</guid>
<pubDate>Mon, 17 Aug 2009 14:06:45 -0500</pubDate>
<description><![CDATA[Every project manager will have their own reasons for becoming PMP certified, but these 6 reasons will apply to every project manager. How will certification bring about an improvement in your organization's bottom line? It's simple, your organization invests money in projects that will increase revenue or decrease expenses.]]></description>
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<item>
<title>PMP Exam Tips</title>
<link>http://EzineArticles.com/2745218</link>
<guid>http://EzineArticles.com/2745218</guid>
<pubDate>Thu, 13 Aug 2009 21:04:18 -0500</pubDate>
<description><![CDATA[Passing the PMP Exam is a pressure packed experience. This article contains some tips and tricks that will help de-pressurize that experience for you.]]></description>
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<item>
<title>Identifying Risks to Software Projects</title>
<link>http://EzineArticles.com/2671133</link>
<guid>http://EzineArticles.com/2671133</guid>
<pubDate>Wed, 29 Jul 2009 08:36:41 -0500</pubDate>
<description><![CDATA[The first step in managing the risks to your project is to identify those risks. This article provides you with "how to" advice on identifying risks to software development projects. It also contains tips and tricks on the best way to identify risks and maintain your risk list, and what risks to look for in each different software development methodology.]]></description>
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<title>Taming MS Project</title>
<link>http://EzineArticles.com/2659300</link>
<guid>http://EzineArticles.com/2659300</guid>
<pubDate>Sun, 26 Jul 2009 10:32:23 -0500</pubDate>
<description><![CDATA[Have you ever felt like you were working for MS Project instead of the other way around? MS Project can become a huge overhead, even for seasoned project managers. This article contains some tips and tricks that will help you tame the tool.]]></description>
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<title>Green Projects</title>
<link>http://EzineArticles.com/2649584</link>
<guid>http://EzineArticles.com/2649584</guid>
<pubDate>Fri, 24 Jul 2009 09:59:15 -0500</pubDate>
<description><![CDATA[More and more emphasis is being placed on projects that help our environment, or are at least compatible with the environment. These projects are commonly referred to as "green" projects. Whether "greening" is an adjunct to the project, or a project objective more and more projects are initiated that can be called "green". Green projects place new demands on the project manager. This article describes one such project and some of these new demands.]]></description>
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<title>Managing Project Risk</title>
<link>http://EzineArticles.com/2626382</link>
<guid>http://EzineArticles.com/2626382</guid>
<pubDate>Mon, 20 Jul 2009 13:57:46 -0500</pubDate>
<description><![CDATA[Every project experiences surprises, some of them are nasty and some pleasant. One attribute that distinguishes good project managers from mediocre ones is their ability to deal with the surprises that come their way, make the most of the pleasant ones and avoid or mitigate the nasty ones. This article is full of practical tips on how to avoid, mitigate, or encourage these surprises.]]></description>
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<title>Change Management Tips</title>
<link>http://EzineArticles.com/2616413</link>
<guid>http://EzineArticles.com/2616413</guid>
<pubDate>Fri, 17 Jul 2009 10:46:27 -0500</pubDate>
<description><![CDATA[No project worth delivering will complete exactly as originally planned; there are always some changes that must be made to guarantee the project delivers to its full potential. Successful project management is not a matter of avoiding change, it is a matter of managing it. Read this article to find out how to manage changes to your project and avoid having them manage you.]]></description>
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<title>Customer Management</title>
<link>http://EzineArticles.com/2557164</link>
<guid>http://EzineArticles.com/2557164</guid>
<pubDate>Mon, 06 Jul 2009 16:25:10 -0500</pubDate>
<description><![CDATA[It is fair to say that good communications is essential to the task of managing the customers of a project, but good communication is tool that will enable you to improve on your management style. Managing your customer requires you to understand who your customer is, what they need from the project you're managing, how to set reasonable expectations around what you can deliver, and demonstrating to them that you've delivered.]]></description>
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<title>Performance Issues - Conflicts Outside the Team</title>
<link>http://EzineArticles.com/2552582</link>
<guid>http://EzineArticles.com/2552582</guid>
<pubDate>Mon, 06 Jul 2009 09:18:21 -0500</pubDate>
<description><![CDATA[This is a companion piece to the "Dealing With Performance Issues" Article. Having problems with members of your team caught up in running battles with stakeholders? This article will provide insight into potential causes and how to deal with them effectively so that your project isn't derailed.]]></description>
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<title>Performance Issues - Conflicts Within the Team</title>
<link>http://EzineArticles.com/2545905</link>
<guid>http://EzineArticles.com/2545905</guid>
<pubDate>Tue, 30 Jun 2009 19:36:31 -0500</pubDate>
<description><![CDATA[This is a companion piece to the "Dealing with Performance Issues" article. Conflicts are common occurrences in any team endeavor, in fact they may indicate a healthy degree of engagement. When they don't, you had better be ready to recognize the signs and resolve the issue. This article explains how.]]></description>
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<title>Performance Issues - The Needy Team Member</title>
<link>http://EzineArticles.com/2531927</link>
<guid>http://EzineArticles.com/2531927</guid>
<pubDate>Fri, 26 Jun 2009 16:46:30 -0500</pubDate>
<description><![CDATA[What do you do with the team member who is constantly at their neighbor's side, pleading for help and distracting an otherwise productive team member? You can't ignore the situation or production and morale will suffer but you must handle the situation with sensitivity. This article gives you some tips and tricks on how to correct the situation without the negative side effects you're worried about.]]></description>
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<title>Performance Issues - Missed Deadlines</title>
<link>http://EzineArticles.com/2522134</link>
<guid>http://EzineArticles.com/2522134</guid>
<pubDate>Wed, 24 Jun 2009 19:08:04 -0500</pubDate>
<description><![CDATA[This article is a companion piece to Performance Issues. If your project is continually missing deadlines you may have a performance problem with one of the members of your team. This article tells you how to determine if you have this problem and how to address it if you do.]]></description>
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<title>Performance Issues - Absenteeism</title>
<link>http://EzineArticles.com/2517189</link>
<guid>http://EzineArticles.com/2517189</guid>
<pubDate>Wed, 24 Jun 2009 11:46:22 -0500</pubDate>
<description><![CDATA[This is a companion article to "Dealing with Performance Issues". It offers advice and tips on how to address the problem of excessive absenteeism on a project.]]></description>
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<title>Choosing the Right SDLC For Your Project</title>
<link>http://EzineArticles.com/2512300</link>
<guid>http://EzineArticles.com/2512300</guid>
<pubDate>Tue, 23 Jun 2009 14:28:53 -0500</pubDate>
<description><![CDATA[There are a multitude of Software Development Methodologies (SDLC) out there. How does a PM go about choosing the right one for their project? This article gives you insight into which project each method is best suited to.]]></description>
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<title>Dealing With Performance Issues</title>
<link>http://EzineArticles.com/2500654</link>
<guid>http://EzineArticles.com/2500654</guid>
<pubDate>Sat, 20 Jun 2009 18:15:25 -0500</pubDate>
<description><![CDATA[Are you struggling to deal with a performance issue on your team? Projects frequently fail to deliver because one or more team members aren't performing and negatively affect productivity and team morale. This is the first in a series of articles that contain tips on dealing with these issues. Monitor this web site for the next article in the series.]]></description>
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<title>Requirements Gathering - Traceability</title>
<link>http://EzineArticles.com/2495420</link>
<guid>http://EzineArticles.com/2495420</guid>
<pubDate>Fri, 19 Jun 2009 09:58:24 -0500</pubDate>
<description><![CDATA[OK, you've engaged the right stakeholders and taken care to gather clear requirements but how do you prove you've delivered? This article shows you how to ensure requirements aren't missed and demonstrate your success to your stakeholders.]]></description>
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<title>Requirements Gathering - Scheduling Activities</title>
<link>http://EzineArticles.com/2490170</link>
<guid>http://EzineArticles.com/2490170</guid>
<pubDate>Thu, 18 Jun 2009 14:59:04 -0500</pubDate>
<description><![CDATA[This article is a companion piece for the Requirements Gathering for Software Projects article. Your stakeholders will drag their feet when it comes time to sign off on requirements, after all they want to get the system design right the first time! This article will provide you with some helpful tips on getting your requirements activities to complete on time.]]></description>
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<title>Tips For Managing Projects in a Recession</title>
<link>http://EzineArticles.com/2460320</link>
<guid>http://EzineArticles.com/2460320</guid>
<pubDate>Fri, 12 Jun 2009 12:00:13 -0500</pubDate>
<description><![CDATA[In tight economic times, only those projects that deliver ROI are likely to survive. This article contains some Do's and Dont's that should help your organization's projects succeed.]]></description>
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<title>Requirements Gathering - Define Requirements Accurately</title>
<link>http://EzineArticles.com/2449641</link>
<guid>http://EzineArticles.com/2449641</guid>
<pubDate>Thu, 11 Jun 2009 15:32:38 -0500</pubDate>
<description><![CDATA[This is a follow-up article to the one entitled: Requirements Gathering for Software Projects. It's important to capture the right requirements accurately. This article explains how.]]></description>
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<title>Gathering Software Requirements - Identify the Right Approvers</title>
<link>http://EzineArticles.com/2455473</link>
<guid>http://EzineArticles.com/2455473</guid>
<pubDate>Thu, 11 Jun 2009 14:46:46 -0500</pubDate>
<description><![CDATA[This is a follow up article to the Gathering Software Requirements article. The client or customer organization must approve the requirements but identifying the right people in that organization to approve the requirements can be the difference between project success and failure. This article provides some helpful tips on identifying the right approvers.]]></description>
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<title>Requirements Gathering - Choosing the Right Tools</title>
<link>http://EzineArticles.com/2439512</link>
<guid>http://EzineArticles.com/2439512</guid>
<pubDate>Tue, 09 Jun 2009 13:53:30 -0500</pubDate>
<description><![CDATA[There are a multitude of tools, techniques, and methodologies to help you gather requirements. Choosing the ones best suited to your project is the trick. This article provides some valuable insight on how to choose the tools that are best suited to your project.]]></description>
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<title>Identifying the Right Stakeholders to Contribute to Requirements</title>
<link>http://EzineArticles.com/2434869</link>
<guid>http://EzineArticles.com/2434869</guid>
<pubDate>Mon, 08 Jun 2009 15:44:39 -0500</pubDate>
<description><![CDATA[This is a companion article to Requirements Gathering for Software Projects. Start the process of gathering requirements by identifying the stakeholders who should contribute their requirements. This article gives you tips on how to identify these stakeholders.]]></description>
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<title>Requirements Gathering For Software Projects</title>
<link>http://EzineArticles.com/2433219</link>
<guid>http://EzineArticles.com/2433219</guid>
<pubDate>Mon, 08 Jun 2009 00:24:59 -0500</pubDate>
<description><![CDATA[This is the first in a series of articles on gathering requirements for software projects. The remaining articles will be published in this space. These articles contain helpful tips and tricks that will help you avoid the pitfalls that often result in building the wrong software solution.]]></description>
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<title>Job Huddles Can Improve Project Performance</title>
<link>http://EzineArticles.com/2428964</link>
<guid>http://EzineArticles.com/2428964</guid>
<pubDate>Fri, 05 Jun 2009 14:31:32 -0500</pubDate>
<description><![CDATA[Want to keep your project on track, or bring it back on track? Try job huddles. Job huddles will help you meet minor deadlines that contribute to meeting the big ones.]]></description>
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<title>Project Communications - How to Keep Your Team Engaged and Informed</title>
<link>http://EzineArticles.com/1675184</link>
<guid>http://EzineArticles.com/1675184</guid>
<pubDate>Thu, 13 Nov 2008 16:05:26 -0600</pubDate>
<description><![CDATA[Good communication is vital to the success of your project. This article explores the methods used by successful project managers to tailor their communications to suit their audiences. The article offers advice and tips on how to implement the best practices taught by the PMBOK and many PMP Exam Preparation courses.]]></description>
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<title>Conducting Successful Gate Meetings</title>
<link>http://EzineArticles.com/1662624</link>
<guid>http://EzineArticles.com/1662624</guid>
<pubDate>Sat, 08 Nov 2008 13:09:45 -0600</pubDate>
<description><![CDATA[Gate Meetings, variously referred to as Phase Exit Reviews, Kill Points, and Business Decision Points, are essential decision points and must be held at strategic milestones in your project. This article will provide some insights into when to hold the meetings, who to invite, and how to run them so you get the results you need.]]></description>
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