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	<title>pm conversations</title>
	<link>http://www.pmconversations.com</link>
	<description>ideas and trends from the PM world</description>
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		<title>Licensed to Drive</title>
		<description><![CDATA[Is Project Management a commodity or a craft?
Some days back I visited the Regional Transport Office of Bangalore North district, more commonly called RTO office. For those unfamiliar about my part of the world, RTO issues driving license if you pass their written test and driving test.
Bangalore, and I guess many of the cities in [...]]]></description>
		<link>http://www.pmconversations.com/project-managementpm/licensed-to-drive/</link>
			</item>
	<item>
		<title>I designed the gear box for this vehicle</title>
		<description><![CDATA[
Knowing your customer’s business.
I drive around in a Mahindra Scorpio shown here. It gives me unfair advantage on the roads in Bangalore where the right of way is based on the size of the vehicle! Lest you think so, this blog is not about the comforts of Scorpio or the horror called Bangalore traffic.
It so [...]]]></description>
		<link>http://www.pmconversations.com/project-managementpm/i-designed-the-gear-box-for-this-vehicle/</link>
			</item>
	<item>
		<title>How long should it take?</title>
		<description><![CDATA[Observations on the practice of estimation
I had heard this story long time back. There was this gentleman visiting a historical fort situated in a small village. He was walking his way to the fort but unaware of how far the place was. On the way, he saw an old man sitting on the steps of [...]]]></description>
		<link>http://www.pmconversations.com/project-managementpm/how-long-should-it-take/</link>
			</item>
	<item>
		<title>Delivering Business Value with PMO</title>
		<description><![CDATA[
An effective IT PMO can deliver breakthrough results in most PM areas including increased throughput, speed &#38; reliability, significant reduction in resource burn-out, higher productivity, leading to high benefit/ cost ratios for IT investments.
]]></description>
		<link>http://www.pmconversations.com/pmo/delivering-business-value-with-pmo/</link>
			</item>
	<item>
		<title>Fill It, Shut It, Forget It</title>
		<description><![CDATA[
Long before Hrithik Roshan[1] became their brand ambassador and set hearts “Dhak, Dhak, Go”, Hero Honda used to run an advertising campaign &#8211; “Fill it, shut it, forget it”. They were referring to the fuel economy of their bike which was claimed as 80 kilometres per litre. That’s why the line “Fill it …”
This popular [...]]]></description>
		<link>http://www.pmconversations.com/project-managementpm/fill-it-shut-it-forget-it/</link>
			</item>
	<item>
		<title>Delivering IT Projects from a Business Perspective</title>
		<description><![CDATA[The maturity of business organizations when it comes to management of IT projects is an area of concern for many CIOs. CIOs lack the visibility they need into project performance, and do not know the magnitude of project delays or the reasons for these delays. Most IT projects fail or are abandoned half-way not due to technical reasons, but largely because of management issues which start from the project selection process itself. There is a need for all to understand that management of IT projects as a service provider (an IT consulting and services company) is very different from managing an IT project as a business organization.]]></description>
		<link>http://www.pmconversations.com/project-managementpm/delivering-it-projects-from-a-business-perspective/</link>
			</item>
	<item>
		<title>Effective IT PMO: Attributes and Success factors</title>
		<description><![CDATA[Current research indicates that more than 50% of PMOs close down as quickly as they are initiated.
They fail to deliver the expected value and are seen as an unnecessary cost overhead by organizations, especially in today’s challenging business and economic environment. In several IT organizations, my direct experience has been that the CIO is getting [...]]]></description>
		<link>http://www.pmconversations.com/pmo/effective-it-pmo-attributes-and-success-factors/</link>
			</item>
	<item>
		<title>Assessing Project Management Capabilities</title>
		<description><![CDATA[Are you involved in evaluating project management talent for your organization? If the answer is yes, then you are sure to have grappled with the problem of outlining the ingredients that go into determining that a project manager is indeed capable, competent and a professional; and then going a step further, taking a call on which project managers are the cream of the lot!

Across the industry, many others are in the same boat. So, we decided to talk to a number of CxOs, portfolio managers and HR professionals from around the world, to get a handle on what exactly goes into choosing the right project managers. While certification requirements have become de rigour, and assessment of core PM competencies is critical, most of our respondents agree that these alone only take you halfway to your objective. Therefore, our focus while writing this article was more on the qualitative indicators as opposed to developing a rigorous assessment model.
]]></description>
		<link>http://www.pmconversations.com/career-and-professional-development-csd/assessing-project-management-capabilities/</link>
			</item>
	<item>
		<title>Improving Project Selection using Appreciative Inquiry (AI)</title>
		<description><![CDATA[Changing the looking glass affects how we experience reality and the same holds true while managing projects--project reality continues to be stubbornly affected by blurry assumptions and misaligned goals. Even in the age of program management, selecting the right portfolio of projects continues to be an individual driven process—a process which is largely based on “gut feeling”.

Many organizations today are implementing a strategy formation process with a clear focus on defining metrics for success.  But the challenge lies in translating this into selection of investments and choice of projects to achieve the goals.  Project and especially Program managers make an important contribution to this process.  Given their delivery and execution background, these professionals rely on their problem solving capabilities to meet these challenges. They use the problem solving approach in the context of defining objectives for building effective metrics to demonstrate success.]]></description>
		<link>http://www.pmconversations.com/portfolio-managementpfm/improving-project-selection-using-appreciative-inquiry-ai/</link>
			</item>
	<item>
		<title>Catching the catfish with Project Portfolio Management</title>
		<description><![CDATA[On a rainy day this July, I got a call from a friend of mine. I was a bit surprised to hear from him back then and could barely comprehend the situation he was describing on the phone. What I ultimately managed to gather was that he’s busy fitting himself a new CxO level role these days and needs to put the final touches to his presentation to the corporate planning head. The question he posed was whether he should recommend a significant budget increase in his area of responsibility, or manage within the existing limited budgets. The real issue in his mind was how he could assure optimum alignment of spending with the direction of his organization. Moreover, if he acts either way, how can be sure of delivering the value he promised the organization on the basis of his strategic initiatives?]]></description>
		<link>http://www.pmconversations.com/portfolio-managementpfm/catching-the-catfish-with-project-portfolio-management-html/</link>
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