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	<description>Fresh perspectives on the world of project management</description>
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		<title>Key Skill:  Leading Without Authority</title>
		<link>http://pmcrunch.com/soft_skills/key-skill-leading-without-authority/</link>
		<comments>http://pmcrunch.com/soft_skills/key-skill-leading-without-authority/#comments</comments>
		<pubDate>Fri, 28 Oct 2011 11:27:56 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=769</guid>
		<description><![CDATA[In our increasingly matrixed world, the job of the project manager does not always involve having complete control of project resources &#8211; requiring some unique skills. In much of my experience, projects have presented themselves, and needed leadership.&#160; That leadership took the form of first defining, scoping, engaging stakeholders, organizing and time, executing, and finally [...]]]></description>
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		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>Should you work on your strengths?&#8230;or your weaknesses?</title>
		<link>http://pmcrunch.com/soft_skills/should-you-work-on-your-strengths-or-your-weaknesses/</link>
		<comments>http://pmcrunch.com/soft_skills/should-you-work-on-your-strengths-or-your-weaknesses/#comments</comments>
		<pubDate>Wed, 17 Aug 2011 00:34:10 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=748</guid>
		<description><![CDATA[When considering training...or just simply places to place your own efforts...  Are you better off working on your strengths or your weaknesses?  The answer may surprise you!

]]></description>
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		<slash:comments>139</slash:comments>
		</item>
		<item>
		<title>How are you using the Pareto Principle?</title>
		<link>http://pmcrunch.com/soft_skills/how-are-you-using-the-pareto-principle/</link>
		<comments>http://pmcrunch.com/soft_skills/how-are-you-using-the-pareto-principle/#comments</comments>
		<pubDate>Tue, 26 Jul 2011 01:00:18 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=743</guid>
		<description><![CDATA[Here's a quick Pareto Principle List.  I have been thinking about this a good bit lately...and trying to see my day to day expenditure of time and energy through this lens.]]></description>
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		<slash:comments>948</slash:comments>
		</item>
		<item>
		<title>Is being a maven, being a leader?</title>
		<link>http://pmcrunch.com/soft_skills/is-being-a-maven-being-a-leader/</link>
		<comments>http://pmcrunch.com/soft_skills/is-being-a-maven-being-a-leader/#comments</comments>
		<pubDate>Fri, 15 Jul 2011 02:39:54 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=740</guid>
		<description><![CDATA[Presumably as a Project Manager you see yourself, as a leader...or at least an aspiring, developing leader.  But are you a "maven"?]]></description>
		<wfw:commentRss>http://pmcrunch.com/soft_skills/is-being-a-maven-being-a-leader/feed/</wfw:commentRss>
		<slash:comments>32</slash:comments>
		</item>
		<item>
		<title>The Benefits of “Systems Thinking”</title>
		<link>http://pmcrunch.com/project_management_process/the-benefits-of-systems-thinking/</link>
		<comments>http://pmcrunch.com/project_management_process/the-benefits-of-systems-thinking/#comments</comments>
		<pubDate>Thu, 11 Nov 2010 16:52:14 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/?p=702</guid>
		<description><![CDATA[One of the most profound and ubiquitous management concepts over the past 30 years is "systems thinking".  Systems thinking is all around us.  One example is that project management has in essence been "systematized" by the Project Management Body of Knowledge (PMBOK) Guide!  

]]></description>
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		<slash:comments>1451</slash:comments>
		</item>
		<item>
		<title>Life Is Not Easy; Don&#8217;t Get Too Comfortable&#8230;says Ted Fatteross</title>
		<link>http://pmcrunch.com/soft_skills/life-is-not-easy-dont-get-too-comfortable-says-ted-fatteross/</link>
		<comments>http://pmcrunch.com/soft_skills/life-is-not-easy-dont-get-too-comfortable-says-ted-fatteross/#comments</comments>
		<pubDate>Wed, 22 Sep 2010 14:11:45 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>
<category>PMI</category><category>project team</category><category>stakeholder</category><category>stakeholders</category>
		<guid isPermaLink="false">http://pmcrunch.com/?p=695</guid>
		<description><![CDATA[I had the pleasure of listening to Ted Fatteross at the PMINJ meeting last night.  Although there were many messages throughout Ted's presentation, one stood out:  "Don't let yourself get too comfortable."]]></description>
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		<slash:comments>1343</slash:comments>
		</item>
		<item>
		<title>Performance Metrics &#8211; We Can Only Manage What We Measure Well</title>
		<link>http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/</link>
		<comments>http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/#comments</comments>
		<pubDate>Wed, 09 Jun 2010 13:10:08 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/</guid>
		<description><![CDATA["Performance metrics" is an especially popular topic in management today.  The idea is to try to measure everything by some sort of metric that gives a true picture of our degree of success or effectiveness.  But like many management techniques, it is subject to misuse.  Here are my suggestions for identifying relevant metrics and using them effectively.]]></description>
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		<slash:comments>673</slash:comments>
		</item>
		<item>
		<title>Performance Metrics &#8211; We Can Only Manage What We Measure Well</title>
		<link>http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/</link>
		<comments>http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/#comments</comments>
		<pubDate>Wed, 09 Jun 2010 13:10:08 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Project Management Process]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well-2/</guid>
		<description><![CDATA["Performance metrics" is an especially popular topic in management today.  The idea is to try to measure everything by some sort of metric that gives a true picture of our degree of success or effectiveness.  But like many management techniques, it is subject to misuse.  Here are my suggestions for identifying relevant metrics and using them effectively.]]></description>
		<wfw:commentRss>http://pmcrunch.com/project_management_process/performance-metrics-we-can-only-manage-what-we-measure-well/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Sales Success Parallel for Effective Stakeholder Management</title>
		<link>http://pmcrunch.com/soft_skills/sales-success-parallel-for-effective-stakeholder-management/</link>
		<comments>http://pmcrunch.com/soft_skills/sales-success-parallel-for-effective-stakeholder-management/#comments</comments>
		<pubDate>Mon, 17 May 2010 21:17:26 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Soft Skills]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/soft_skills/sales-success-parallel-for-effective-stakeholder-management/</guid>
		<description><![CDATA[Managing becomes so much easier when you build a foundation for what you are managing.  In essence, this means getting intimate with the requirements, as well as the needs of the stakeholders.  Stakeholder management and familiarity with requirements rank about as high as it gets as determinants of project success.  The reason is simple:  they form the basis upon which everything else is built.  Building a strong foundation in these areas makes it easy to take any next steps toward managing the project.]]></description>
		<wfw:commentRss>http://pmcrunch.com/soft_skills/sales-success-parallel-for-effective-stakeholder-management/feed/</wfw:commentRss>
		<slash:comments>1136</slash:comments>
		</item>
		<item>
		<title>If you want to &#8216;lead the charge&#8217; &#8211; become more valuable</title>
		<link>http://pmcrunch.com/main/if-you-want-to-lead-the-charge-become-more-valuable/</link>
		<comments>http://pmcrunch.com/main/if-you-want-to-lead-the-charge-become-more-valuable/#comments</comments>
		<pubDate>Sat, 01 May 2010 19:21:52 +0000</pubDate>
		<dc:creator>John Reiling</dc:creator>
				<category><![CDATA[Main]]></category>

		<guid isPermaLink="false">http://pmcrunch.com/main/if-you-want-to-lead-the-charge-become-more-valuable/</guid>
		<description><![CDATA[Earning your PMP certification can help you to better 'lead the charge'.  And, conversely, learning to 'lead the charge' will definitely help you to become a more effective project manager - whether you are a PMP, CAPM, or neither.  But what comes first, the chicken or the egg?]]></description>
		<wfw:commentRss>http://pmcrunch.com/main/if-you-want-to-lead-the-charge-become-more-valuable/feed/</wfw:commentRss>
		<slash:comments>2223</slash:comments>
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