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	<title>Clarrus &#187; Project management</title>
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	<description>The Results are in the Team</description>
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		<title>From Telling to Asking</title>
		<link>http://www.clarrus.com/2010/04/from-telling-to-asking/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=from-telling-to-asking</link>
		<comments>http://www.clarrus.com/2010/04/from-telling-to-asking/#comments</comments>
		<pubDate>Fri, 30 Apr 2010 13:24:26 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[People]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Teamwork]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1234</guid>
		<description><![CDATA[There are a number of flavours of project management workshops I&#8217;m involved with these days, online and face to face, running the whole show or facilitating with wider participation. One thing that they all have in common is that many of the issues have to do with team dynamics, and the many ways in which [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Work Breakdown Breakdown</title>
		<link>http://www.clarrus.com/2010/04/work-breakdown-breakdown/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=work-breakdown-breakdown</link>
		<comments>http://www.clarrus.com/2010/04/work-breakdown-breakdown/#comments</comments>
		<pubDate>Fri, 16 Apr 2010 17:18:32 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Process]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Planning]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1230</guid>
		<description><![CDATA[One of the most useful tools to support consistency across projects is also one of the most misunderstood and widely overloaded tools: the work breakdown structure. Let&#8217;s tear this thing apart and look inside. First off, it is important to recognize that this WBS is a Work Breakdown Structure, not a Work Breakdown Schedule. What [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>High Cost of Success</title>
		<link>http://www.clarrus.com/2010/03/high-cost-of-success/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=high-cost-of-success</link>
		<comments>http://www.clarrus.com/2010/03/high-cost-of-success/#comments</comments>
		<pubDate>Fri, 26 Mar 2010 17:00:22 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[People]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Relationships]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1221</guid>
		<description><![CDATA[In all kinds of projects, despite all the theory behind project management best-practices or &#8216;branded&#8217; methodologies or lifecycles, I would say that the majority of projects get done with more than a little &#8216;seat-of-the-pants&#8217; effort. In construction circles you will see &#8216;as built&#8217; notations on the drawings, in many projects you will see a lot [...]]]></description>
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		<slash:comments>1</slash:comments>
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		<title>What&#8217;s That PMO Doing?</title>
		<link>http://www.clarrus.com/2010/02/whats-that-pmo-doing/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=whats-that-pmo-doing</link>
		<comments>http://www.clarrus.com/2010/02/whats-that-pmo-doing/#comments</comments>
		<pubDate>Fri, 19 Feb 2010 03:52:28 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[People]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Teamwork]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/2010/02/whats-that-pmo-doing/</guid>
		<description><![CDATA[I was running a workshop on project management yesterday, and one of the first things I did (as usual) was to go around the room to ask what people were looking for in the session. One person volunteered that back on their project, they have a PMO that drives things, and what he wanted to [...]]]></description>
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		<title>Many Sources, One List</title>
		<link>http://www.clarrus.com/2010/01/many-sources-one-list/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=many-sources-one-list</link>
		<comments>http://www.clarrus.com/2010/01/many-sources-one-list/#comments</comments>
		<pubDate>Wed, 13 Jan 2010 02:19:19 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Process]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Change]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1175</guid>
		<description><![CDATA[On any project, regardless of the size or complexity or uncertainty involved, there is one thing you know darned well to expect: things will change. To ignore or be surprised by potential changes is to set yourself up for heaps of trouble. It is important to recognize that change can come from many different directions. [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Where Do Lessons Go?</title>
		<link>http://www.clarrus.com/2009/12/where-do-lessons-go/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=where-do-lessons-go</link>
		<comments>http://www.clarrus.com/2009/12/where-do-lessons-go/#comments</comments>
		<pubDate>Mon, 14 Dec 2009 01:30:20 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Project management]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1165</guid>
		<description><![CDATA[A good part of a formal closing for any project is a discussion of lessons learned. An even better approach is to get the stakeholders together to gather these lessons, both good and bad, in the form of a comprehensive retrospective. Unfortunately, in most cases, these lessons learned would be more appropriately called &#8220;things we [...]]]></description>
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		<title>Control and Management</title>
		<link>http://www.clarrus.com/2009/10/control-and-management/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=control-and-management</link>
		<comments>http://www.clarrus.com/2009/10/control-and-management/#comments</comments>
		<pubDate>Tue, 20 Oct 2009 23:21:47 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Change]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1132</guid>
		<description><![CDATA[The terms Control and Management are often used interchangeably for a variety of activities in product development: configuration, change, risk, process, and so on. From my perspective, there is a difference between the attitude (implied or expressed) with these words, and for a couple of reasons, I tend to lean towards management over control. In [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
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		<title>Norms and Rules</title>
		<link>http://www.clarrus.com/2009/10/norms-and-rules/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=norms-and-rules</link>
		<comments>http://www.clarrus.com/2009/10/norms-and-rules/#comments</comments>
		<pubDate>Tue, 13 Oct 2009 22:21:43 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Culture]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1130</guid>
		<description><![CDATA[I was chatting with someone the other day about my upcoming trip to Germany (I&#8217;m actually writing this one in the departure lounge). He was over there during the summer, and as a way of helping me ensure I had a good time, he noted &#8220;just remember, there are social norms over there, but there [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
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		<title>Pitching Value</title>
		<link>http://www.clarrus.com/2009/09/pitching-value/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=pitching-value</link>
		<comments>http://www.clarrus.com/2009/09/pitching-value/#comments</comments>
		<pubDate>Tue, 29 Sep 2009 21:05:02 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Project management]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Value]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=1119</guid>
		<description><![CDATA[For almost all of the projects that I have seen, the most difficult challenge for the project manager is to be able to clearly express what the expected value for the project will be for the sponsor. Without this, though, all that you are proposing is to spend some someone&#8217;s money in a given time [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>The 5 Biggest Team Delusions</title>
		<link>http://www.clarrus.com/2009/08/the-5-biggest-team-delusions/?utm_source=rss&amp;utm_medium=rss&amp;utm_campaign=the-5-biggest-team-delusions</link>
		<comments>http://www.clarrus.com/2009/08/the-5-biggest-team-delusions/#comments</comments>
		<pubDate>Thu, 13 Aug 2009 19:27:20 +0000</pubDate>
		<dc:creator>Jim Brosseau</dc:creator>
				<category><![CDATA[Agility]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Project management]]></category>
		<category><![CDATA[Teamwork]]></category>
		<category><![CDATA[Communication]]></category>

		<guid isPermaLink="false">http://www.clarrus.com/?p=914</guid>
		<description><![CDATA[Over the years, there are a number of statements that I hear that make me step back for a moment. Some are relatively new, some have been around as long as I can remember, but every one of these, in my experience, usually means something very different (and less effective) than what the words might [...]]]></description>
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