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	<title>#PMChat</title>
	
	<link>http://pmchat.net</link>
	<description>A global comunity of project managers &amp; other business professionals</description>
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		<title>#PMChat Topic TBD – May 24,2013</title>
		<link>http://pmchat.net/2013/05/pmchat-topic-tbd-may-242013/</link>
		<comments>http://pmchat.net/2013/05/pmchat-topic-tbd-may-242013/#comments</comments>
		<pubDate>Fri, 24 May 2013 19:30:00 +0000</pubDate>
		<dc:creator>Robert Kelly</dc:creator>
				<category><![CDATA[PreGame Show]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[load]]></category>
		<category><![CDATA[nrfj]]></category>
		<category><![CDATA[script]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/pmchat-topic-tbd-may-242013/</guid>
		<description><![CDATA[Welcome to the #PMChat Pre-Game Show! Join your hosts Hala Saleh, Robert Kelly, and Rob Prinzo as they interview some of the leading experts across project management, leadership and other business disciplines. This session will prove to be the most valuable 15-minutes of your week! For this epidsode, we will be joined by...Check Back Soon! After the Pre-Game Show, join us for the global Tweetup at Twebevent. Also, visit our website to submit topic ideas, request to be a guest, and read the hundreds of blogs submitted from experts around the world! PMChat &#124; Leadership &#124; PMI &#124; Project Management &#124; PMOT ]]></description>
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		<title>Technical Corner: Project Risk Analysis and Resource Scheduling</title>
		<link>http://pmchat.net/2013/05/technical-corner-project-risk-analysis-and-resource-scheduling/</link>
		<comments>http://pmchat.net/2013/05/technical-corner-project-risk-analysis-and-resource-scheduling/#comments</comments>
		<pubDate>Fri, 24 May 2013 14:30:07 +0000</pubDate>
		<dc:creator>Tony Welsh</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[analysis]]></category>
		<category><![CDATA[function-record]]></category>
		<category><![CDATA[gantt chart]]></category>
		<category><![CDATA[project-management]]></category>
		<category><![CDATA[resource management]]></category>
		<category><![CDATA[resource scheduling]]></category>
		<category><![CDATA[risk analysis]]></category>
		<category><![CDATA[risk management]]></category>
		<category><![CDATA[tony welsh]]></category>
		<category><![CDATA[var-page]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/technical-corner-project-risk-analysis-and-resource-scheduling/</guid>
		<description><![CDATA[ I have been writing project scheduling code for over 30 years, including a number of risk analysis and resource leveling algorithms.  But I have never done them together, and two recent LinkedIn discussions have caused me to re-examine the reasons. There is of course a practical reason.  Resource leveling typically takes far longer than unconstrained CPM, depending on the severity of the resource constraints.  Doing it 10,000 times could be a problem.  But there is also a more fundamental philosophical difficulty. Resource scheduling works its magic based upon the assumption that we know the durations of each task precisely.  Anyone who has seen how a resource schedule can change based on small data changes, for example after a weekly progress update, can attest to this.  While some systems have options to avoid spurious changes, that is not my point; the point is that the original schedule depends upon the assumption of precise knowledge of the durations of future tasks. On the other hand, quantitative project risk analysis is predicated on the assumption that the durations of future tasks are uncertain.  Nobody can doubt that this is so, but also nobody can doubt the folly of ignoring resource constraints.  So how do we bridge this gap? At this point I should perhaps point out that some risk analysis products in the past have incorporated resource constraints, but my contention is that they have done so incorrectly and maybe even accidentally.  For example, some systems based on Microsoft Project get that product to do the calculations for each trial, so if the automatic leveling option happens to be switched on it does leveling. The problem with this is that the resource leveling algorithm is given a set of durations sampled from distributions, but treats them as actual facts.  The philosophical problem becomes a practical one, which I will illustrate with a very small example. Let us suppose we have a network with two paths.  A1 is followed by A2.  B1 is followed by B2.  For the moment assume that each task takes 10 days, and that A1 and B1 use the same resource and so cannot be done in parallel, while A2 and B2 are not resource-constrained. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Projects Take a Community….to Succeed and to Fail</title>
		<link>http://pmchat.net/2013/05/projects-take-a-community-to-succeed-and-to-fail/</link>
		<comments>http://pmchat.net/2013/05/projects-take-a-community-to-succeed-and-to-fail/#comments</comments>
		<pubDate>Thu, 23 May 2013 17:37:55 +0000</pubDate>
		<dc:creator>Eileen</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[animation]]></category>
		<category><![CDATA[career]]></category>
		<category><![CDATA[copyright]]></category>
		<category><![CDATA[finance]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[managing others]]></category>
		<category><![CDATA[managing self]]></category>
		<category><![CDATA[organizations]]></category>
		<category><![CDATA[podcasts]]></category>
		<category><![CDATA[widgets]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/projects-take-a-community-to-succeed-and-to-fail/</guid>
		<description><![CDATA[ By Eileen Strider In the world of projects, organizations reward project managers for success and punish them for failure, as if the project manager was solely responsible for either. As a project manager, you know this perspective is both a trap and a myth. Projects don’t succeed or fail based only on the actions of the project manager. A project manager’s skills are certainly important. Having project management expertise, training, communication skills, a good head on your shoulders and a healthy dose of courage are valuable assets. And if you have these, then you know the entire project community can either support or sink a project. The people who directly work on the project are viewed as “The Project Team” with the project manager as their leader. ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Overcoming Adversity: How My Friend Became a Project Manager</title>
		<link>http://pmchat.net/2013/05/overcoming-adversity-how-my-friend-became-a-project-manager/</link>
		<comments>http://pmchat.net/2013/05/overcoming-adversity-how-my-friend-became-a-project-manager/#comments</comments>
		<pubDate>Wed, 22 May 2013 17:00:48 +0000</pubDate>
		<dc:creator>Pam Warren</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[career changes]]></category>
		<category><![CDATA[career planning]]></category>
		<category><![CDATA[function-record]]></category>
		<category><![CDATA[project manager career]]></category>
		<category><![CDATA[project-management]]></category>
		<category><![CDATA[var-page]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/overcoming-adversity-how-my-friend-became-a-project-manager/</guid>
		<description><![CDATA[ Here at Arras People we often get asked about how can someone make the move into project management. In this post, Pam Warren shares one story that highlights the fact that there isn’t only one answer. “I’ve got a friend (we’ll call him Guy) who for me typifies a head-strong management consultant. Until recently, he was a project manager at a charity NGO, and his ability to plan and initiate complex projects is now helping him make headways in consultancy work. However, it wasn’t always like this, and his in-road into the world of management was quite a strange one. First: a little context. ]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Any advice on becoming a project management contractor…</title>
		<link>http://pmchat.net/2013/05/any-advice-on-becoming-a-project-management-contractor/</link>
		<comments>http://pmchat.net/2013/05/any-advice-on-becoming-a-project-management-contractor/#comments</comments>
		<pubDate>Tue, 21 May 2013 20:50:16 +0000</pubDate>
		<dc:creator>Lindsay Scott</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[arras people]]></category>
		<category><![CDATA[contractor]]></category>
		<category><![CDATA[function-record]]></category>
		<category><![CDATA[interim manager]]></category>
		<category><![CDATA[job satisfaction]]></category>
		<category><![CDATA[project management jobs]]></category>
		<category><![CDATA[var-page]]></category>
		<category><![CDATA[work status]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/any-advice-on-becoming-a-project-management-contractor/</guid>
		<description><![CDATA[ At Project Challenge earlier this year, every second person who drop by the stand said pretty much the same thing, “…any advice on becoming a project management contractor…” Contracting has always been an attractive option – especially in terms of the rates contractors can work at and the variation of opportunities that exist. Seasoned contractors will also be quick to tell you that it’s not necessarily plain sailing. Rates have been taking a hit lately and it can be nerve-racking if a new contract doesn’t materialise soon after the last one has ended. These are just a few of the facts that make up a contractor’s lot. There’s also the competition they face from other project management contractors who are available at any one time and the need to differentiate themselves in some way to be a more attractive proposition for an organisation. Then there’s the administration that needs to happen, each week, month and year. There’s certainly bookkeeping to be done, alongside sales and marketing activities. ]]></description>
		<wfw:commentRss>http://pmchat.net/2013/05/any-advice-on-becoming-a-project-management-contractor/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>It’s not worth my while doing this…</title>
		<link>http://pmchat.net/2013/05/its-not-worth-my-while-doing-this/</link>
		<comments>http://pmchat.net/2013/05/its-not-worth-my-while-doing-this/#comments</comments>
		<pubDate>Tue, 21 May 2013 13:08:42 +0000</pubDate>
		<dc:creator>Ron Rosenhead</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[downloads-links]]></category>
		<category><![CDATA[management-role]]></category>
		<category><![CDATA[monitoring & control]]></category>
		<category><![CDATA[online-marketing]]></category>
		<category><![CDATA[online-selling]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project governance]]></category>
		<category><![CDATA[project-management]]></category>
		<category><![CDATA[project-manager]]></category>
		<category><![CDATA[project-sponsor]]></category>
		<category><![CDATA[risk management]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/its-not-worth-my-while-doing-this/</guid>
		<description><![CDATA[Some of my garden tools needed sharpening and I tried to find someone locally to do the job. I could not find anyone. I went on line which proved fruitless, until I thought I hit the jackpot.   I sent an email off to the company and they came back pretty quickly and said: “I am only able to travel … Read More > ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Q&amp;A Project Management Careers – Quit or Stay</title>
		<link>http://pmchat.net/2013/05/qa-project-management-careers-quit-or-stay/</link>
		<comments>http://pmchat.net/2013/05/qa-project-management-careers-quit-or-stay/#comments</comments>
		<pubDate>Mon, 20 May 2013 15:00:40 +0000</pubDate>
		<dc:creator>Lindsay Scott</dc:creator>
				<category><![CDATA[PMChat Bloggers]]></category>
		<category><![CDATA[career changes]]></category>
		<category><![CDATA[function-record]]></category>
		<category><![CDATA[pm careers advice]]></category>
		<category><![CDATA[project manager career]]></category>
		<category><![CDATA[quitting]]></category>
		<category><![CDATA[resign]]></category>
		<category><![CDATA[resignation]]></category>
		<category><![CDATA[var-page]]></category>

		<guid isPermaLink="false">http://pmchat.net/2013/05/qa-project-management-careers-quit-or-stay/</guid>
		<description><![CDATA[ I started a new project manager position two months ago and I think I’ve made the wrong decision; I don’t know whether to quit or stay. Do you have any advice that could help me make the right decision? There are a number of reasons why you may be feeling like you have made a wrong decision so initially you need to understand exactly why this is has happened. If it is a case of thinking you are really out of your depth and are struggling to carry out the work you were hired for, quitting could be the best move. Equally if you think you took this position for all the wrong reasons; money, boredom, flattery or just the feeling that the grass would be greener elsewhere. Perhaps the working environment and company culture are really at odds with you and you’re struggling to fit in. All are reasons that could be difficult to put right if you were to stay]]></description>
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		<slash:comments>0</slash:comments>
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