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	<title>PMcrunch &#187; Search Results  &#187;  constraints</title>
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	<description>Fresh perspectives on the world of project management</description>
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		<title>Prioritize Using Theory of Constraints</title>
		<link>http://pmcrunch.com/main/prioritize-using-theory-of-constraints/</link>
		<comments>http://pmcrunch.com/main/prioritize-using-theory-of-constraints/#comments</comments>
		<pubDate>Wed, 23 Jun 2010 20:35:04 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Main]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/main/prioritize-using-theory-of-constraints/</guid>
		<description><![CDATA[Often it is hard to decide to what to do first, or what to do next.  In fact, in my experience, it is often easier to make such decisions on large projects than smaller projects.  The Theory of Constraints is a neat concept that can help.]]></description>
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		<slash:comments>1614</slash:comments>
		</item>
		<item>
		<title>Gold Plating: Is It Ever Okay To Over Deliver?</title>
		<link>http://pmcrunch.com/main/gold-plating-is-it-ever-okay-to-over-deliver/</link>
		<comments>http://pmcrunch.com/main/gold-plating-is-it-ever-okay-to-over-deliver/#comments</comments>
		<pubDate>Wed, 16 Dec 2009 13:11:41 +0000</pubDate>
		<dc:creator>maryjoy</dc:creator>
				<category><![CDATA[Main]]></category>
		<category><![CDATA[Soft Skills]]></category>
<category>build stakeholder trust</category><category>project leader</category><category>project management</category><category>project team</category><category>stakeholders</category>
		<guid isPermaLink="false">http://pmcrunch.com/main/gold-plating-is-it-ever-okay-to-over-deliver/</guid>
		<description><![CDATA[[tag-tec]Gold plating[/tag-tec], or the idea of delivering more or better than requested is generally not accepted in [tag-dir]project management[/tag-dir] doctrine. However, I think we need to take this with a grain of salt and consider how to discern when and how we might over deliver.]]></description>
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		<slash:comments>37</slash:comments>
		</item>
		<item>
		<title>Is Your Project Bigger Than Yourself?</title>
		<link>http://pmcrunch.com/project_management_process/is-your-project-bigger-than-yourself/</link>
		<comments>http://pmcrunch.com/project_management_process/is-your-project-bigger-than-yourself/#comments</comments>
		<pubDate>Wed, 11 Nov 2009 06:08:50 +0000</pubDate>
		<dc:creator>bcosgrove</dc:creator>
				<category><![CDATA[Project Management Process]]></category>
<category>big projects</category><category>constraints</category><category>project plans</category><category>project requirements</category><category>project scope</category><category>small projects</category>
		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/is-your-project-bigger-than-yourself/</guid>
		<description><![CDATA[I have worked on all kinds of projects.&#160; I&#8217;m well aware that project requirements will pit you against limitations of all sorts.&#160; Indeed, we all recognize that we operate in a world of constraints; however, sometimes WE are the biggest constraint of all.&#160;&#160; This leads me to the question, &#8220;Is your project bigger than yourself?&#8221; [...]]]></description>
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		<slash:comments>983</slash:comments>
		</item>
		<item>
		<title>Lean versus Six Sigma</title>
		<link>http://pmcrunch.com/certification/lean-versus-six-sigma/</link>
		<comments>http://pmcrunch.com/certification/lean-versus-six-sigma/#comments</comments>
		<pubDate>Wed, 08 Oct 2008 16:34:07 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Certification]]></category>
		<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/certification/lean-versus-six-sigma/</guid>
		<description><![CDATA[There is much discussion, and often confusion over the difference between Lean and Six Sigma.  In general, here is the essence of the two approaches:  Lean = Improved process flow and Six Sigma = Reduced process variation.  This post provides discussion and links to various resources that take a look at this from different angles.
]]></description>
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		<slash:comments>1230</slash:comments>
		</item>
		<item>
		<title>Projectization and Non-Project Managers</title>
		<link>http://pmcrunch.com/soft_skills/projectization-and-non-project-managers/</link>
		<comments>http://pmcrunch.com/soft_skills/projectization-and-non-project-managers/#comments</comments>
		<pubDate>Wed, 30 Jul 2008 20:42:10 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>
		<category><![CDATA[Soft Skills]]></category>
<category>product plan</category><category>project plan</category>
		<guid isPermaLink="false">http://pmcrunch.com/main/title/</guid>
		<description><![CDATA[Professional Project Management is becoming more pervasive.  Like "Electrification" occurred during the era of proliferation of electricity, "projectization" is occuring throughout the workforce and organizations.  Most of the emphasis I have seen is on professional project management.  However, most people will not be professional project managers, but rather will be team members, support personnel, subject matter experts, department managers, C-level executives, and the like.  This post explores what is being said about this broader workforce in a projectized world. ]]></description>
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		<slash:comments>857</slash:comments>
		</item>
		<item>
		<title>PMP Mentors and PMP Certification Prep</title>
		<link>http://pmcrunch.com/certification/pmp-mentors-and-pmp-certification-prep/</link>
		<comments>http://pmcrunch.com/certification/pmp-mentors-and-pmp-certification-prep/#comments</comments>
		<pubDate>Wed, 25 Jun 2008 12:01:13 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Certification]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/certification/pmp-mentors-and-pmp-certification-prep/</guid>
		<description><![CDATA[It can be very helpful for PMP candidates to have a PMP Mentor, or someone who is PMP certified and can assist on a momentâ€™s notice when the student is stuck.  A PMP mentor can provide a high level of comfort and assurance that a candidate is on the right path to passing the PMP certification exam.]]></description>
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		<slash:comments>704</slash:comments>
		</item>
		<item>
		<title>The Potential of Critical Chain Project Management</title>
		<link>http://pmcrunch.com/project_management_process/the-potential-of-critical-chain-project-management/</link>
		<comments>http://pmcrunch.com/project_management_process/the-potential-of-critical-chain-project-management/#comments</comments>
		<pubDate>Fri, 16 May 2008 13:15:37 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/the-potential-of-critical-chain-project-management/</guid>
		<description><![CDATA[Critical Chain project management is a great idea, or really a great collection of ideas.  It has similarities to the Critical Path Method in that it focuses on the critical path tasks for managing the project.  But there are several innovative ideas that distinguish critical chain from critical path, and some unique hurdles to implementation.]]></description>
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		<slash:comments>919</slash:comments>
		</item>
		<item>
		<title>Activity and Resource Estimating for Projects</title>
		<link>http://pmcrunch.com/project_management_process/activity-and-resource-estimating-for-projects/</link>
		<comments>http://pmcrunch.com/project_management_process/activity-and-resource-estimating-for-projects/#comments</comments>
		<pubDate>Tue, 05 Feb 2008 03:11:22 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/activity-and-resource-estimating-for-projects/</guid>
		<description><![CDATA[The PMBOK specifies that there is a process for Activity and Resource Estimating. There are a variety of nuances to this process and it is very important to a project's success that project team members have the skills to produce accurate estimates.]]></description>
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		<slash:comments>2256</slash:comments>
		</item>
		<item>
		<title>To Delegate or Not to Delegate &#8211; 7 Considerations for Project Managers</title>
		<link>http://pmcrunch.com/soft_skills/to-delegate-or-not-to-delegate-7-considerations-for-project-managers/</link>
		<comments>http://pmcrunch.com/soft_skills/to-delegate-or-not-to-delegate-7-considerations-for-project-managers/#comments</comments>
		<pubDate>Thu, 20 Dec 2007 04:27:26 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/soft_skills/to-delegate-or-not-to-delegate-7-considerations-for-project-managers/</guid>
		<description><![CDATA[There are lots of opinions on delegating.  There is no one right answer to when it best to delegate, but there are some key considerations.  Here are 7 key considerations for determining whether or not to delegate a task.
]]></description>
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		<slash:comments>128</slash:comments>
		</item>
		<item>
		<title>Prioritizing the Triple Constraint</title>
		<link>http://pmcrunch.com/project_management_process/prioritizing-the-triple-constraint/</link>
		<comments>http://pmcrunch.com/project_management_process/prioritizing-the-triple-constraint/#comments</comments>
		<pubDate>Tue, 30 Oct 2007 20:28:45 +0000</pubDate>
		<dc:creator>gordpmp</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/prioritizing-the-triple-constraint/</guid>
		<description><![CDATA[We all know the definition of a project is an undertaking that produces a product by a target date and within an agreed cost.  This triple constraint (product, time and cost) is what the project manager must plan for and track progress against.  But are the three dimensions equal in priority?

The answer is no â€“ some projects are cost constrained; some have an immovable end date while others may place a priority on the product quality.  Understanding the priorities on your project (and agreeing with your project sponsor on the priorities) is critical.
]]></description>
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		<slash:comments>958</slash:comments>
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