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	<title>PMcrunch &#187; Search Results  &#187;  PPM</title>
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	<description>Fresh perspectives on the world of project management</description>
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		<title>What do Project Management, Six Sigma, Business Analysis, and ITIL  have in common?</title>
		<link>http://pmcrunch.com/project_management_process/what-do-project-management-six-sigma-business-analysis-and-itil-have-in-common/</link>
		<comments>http://pmcrunch.com/project_management_process/what-do-project-management-six-sigma-business-analysis-and-itil-have-in-common/#comments</comments>
		<pubDate>Thu, 09 Sep 2010 20:00:59 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=688</guid>
		<description><![CDATA[Project Management, Six Sigma, Business Analysis, and ITIL all provide domain frameworks, all have associated business certifications, all live largely in the ‘business’ versus technical realm, and all have a strong process orientation. But what does that mean to business professionals and organizations?  Here are some thoughts on implications based upon the ITIL framework. ]]></description>
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		<slash:comments>902</slash:comments>
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		<title>Project Portfolio Management: A Balancing Act</title>
		<link>http://pmcrunch.com/project_management_process/project-portfolio-management-a-balancing-act/</link>
		<comments>http://pmcrunch.com/project_management_process/project-portfolio-management-a-balancing-act/#comments</comments>
		<pubDate>Wed, 06 Aug 2008 19:08:08 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

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		<description><![CDATA[Project Portfolio Management, like Investment Portfolio Management, is a balancing act that requires constant monitoring and adjustment over time.  Whereas an individual may have the right balance of risk, return, income, growth and others represented in an investment portfolio, a project portfolio is similar in many ways.  Risks, returns, resources required, and alignment with overall strategy are just a few of the factors that must be kept in balance over time.]]></description>
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		<slash:comments>1215</slash:comments>
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		<item>
		<title>Program Management</title>
		<link>http://pmcrunch.com/project_management_process/program-management/</link>
		<comments>http://pmcrunch.com/project_management_process/program-management/#comments</comments>
		<pubDate>Fri, 18 Jul 2008 20:46:44 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

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		<description><![CDATA[What is program management?  How does program management differ from project management?  How does program management relate to project portfolio management (PPM)?  As program management is becoming more formalized in its own right, especially with the PMP's PgMP certification, I thought I would see what is out there on the web to help answer these questions.]]></description>
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		<slash:comments>1525</slash:comments>
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		<title>Strategy Needs to Drive Project Portfolio Management</title>
		<link>http://pmcrunch.com/project_management_process/strategy-needs-to-drive-project-portfolio-management/</link>
		<comments>http://pmcrunch.com/project_management_process/strategy-needs-to-drive-project-portfolio-management/#comments</comments>
		<pubDate>Wed, 02 Jul 2008 17:23:21 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/strategy-needs-to-drive-project-portfolio-management/</guid>
		<description><![CDATA[Business or organizational strategy is intended to drive all decisions within an organization.  It provides a direction, a rallying point, and a litmus test for decisions at all levels.  Hence, it only stands to reason that strategy would drive the project portfolio management process.]]></description>
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		<slash:comments>1014</slash:comments>
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		<title>Project Planning:  Plan for the Why as well as the What!</title>
		<link>http://pmcrunch.com/project_management_process/project-planning-plan-for-the-why-as-well-as-the-what/</link>
		<comments>http://pmcrunch.com/project_management_process/project-planning-plan-for-the-why-as-well-as-the-what/#comments</comments>
		<pubDate>Thu, 19 Jun 2008 16:50:16 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

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		<description><![CDATA[Project Management tends to come onto the scene after the strategic direction has been set.  Projects arise out of organizational strategy and reside on the implementation side of things.  Project Portfolio Management exists somewhere in between, at the connection between the strategy formulation and implementation of the actual projects.  the challenge is that there can be disconnects at the transitions among these phases.]]></description>
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		<slash:comments>4</slash:comments>
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		<title>Business Strategy, Enterprise Architecture, and Project Management</title>
		<link>http://pmcrunch.com/project_management_process/business-strategy-enterprise-architecture-and-project-management/</link>
		<comments>http://pmcrunch.com/project_management_process/business-strategy-enterprise-architecture-and-project-management/#comments</comments>
		<pubDate>Wed, 16 Apr 2008 00:47:20 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/business-strategy-enterprise-architecture-and-project-management/</guid>
		<description><![CDATA[Enterprise Architecture ( EA ), Organizational Strategy, and Project Portfolio Management (PPM) are closely related.&#160; The question is, &#226;&#8364;&#339;How are they related on a very practical level?&#226;&#8364;&#160; Let&#226;&#8364;&#8482;s take a look. Where EA, Strategy, and PPM Intersect The following shows that there is an intersection among the three components, and an intersection between each pair:&#160;&#160;&#160; [...]]]></description>
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		<slash:comments>1039</slash:comments>
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		<title>eProject Becomes Daptiv, Broadens Online Service Offering</title>
		<link>http://pmcrunch.com/online_project_management/eproject-becomes-daptiv-broadens-online-service-offering/</link>
		<comments>http://pmcrunch.com/online_project_management/eproject-becomes-daptiv-broadens-online-service-offering/#comments</comments>
		<pubDate>Tue, 27 Nov 2007 23:45:52 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Online Project Management]]></category>

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		<description><![CDATA[Daptiv, formerly eProject, has changed its name effective November 12, 2007, reflecting its desire to cast a wider net within the enterprise.  The name eProject reflected a strict project management focus, whereas Daptiv - with connotations of fast, adaptive, dynamic, modern, futuristic - leaves behind that more singular focus.  In fact, CEO Jeff Pancottine has reported that the new branding reflects the on-demand, flexible style and wide range of uses for the software beyond the scope of traditional Project Portfolio Management (PPM).  The capabilities of web services surely figured into this marketing move.]]></description>
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		<slash:comments>72</slash:comments>
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