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	<title>Requisite Reading &#187; Project Management</title>
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	<link>http://www.manasclerk.com/blog</link>
	<description>Because the killer app is us.</description>
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		<title>The Powerful Are Lousy Planners</title>
		<link>http://www.manasclerk.com/blog/2010/04/01/the-powerful-are-lousy-planners/</link>
		<comments>http://www.manasclerk.com/blog/2010/04/01/the-powerful-are-lousy-planners/#comments</comments>
		<pubDate>Thu, 01 Apr 2010 15:19:27 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Reviews - Articles]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=1226</guid>
		<description><![CDATA[The University of Kent is reporting a forthcoming research article by UK social psychologist Mario Weick and Ana Guinote of University College London on how feeling powerful affects one&#8217;s estimates. The more people felt powerful, the more optimistic their completion dates were. And it&#8217;s not just a small effect: &#8220;power drastically reduced the accuracy of [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Does Cost Determine Value?</title>
		<link>http://www.manasclerk.com/blog/2005/03/31/does-cost-determine-value/</link>
		<comments>http://www.manasclerk.com/blog/2005/03/31/does-cost-determine-value/#comments</comments>
		<pubDate>Thu, 31 Mar 2005 20:14:51 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=145</guid>
		<description><![CDATA[Just because you got me to spend $65M on a project doesn't mean that its value isn't a tenth of that. Costs do not determine value but can determine the value of replacement. ]]></description>
		<wfw:commentRss>http://www.manasclerk.com/blog/2005/03/31/does-cost-determine-value/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Project Management vs. Getting Something Done</title>
		<link>http://www.manasclerk.com/blog/2005/03/07/project-management-vs-getting-something-done/</link>
		<comments>http://www.manasclerk.com/blog/2005/03/07/project-management-vs-getting-something-done/#comments</comments>
		<pubDate>Tue, 08 Mar 2005 00:33:45 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/2005/03/26/project-management-vs-getting-something-done/</guid>
		<description><![CDATA[When Project Management goes sour, it does so because it becomes more about completing the items on the list rather than accomplishing the end goal. Software engineers have made this such a regular lament that you have to believe it has entered into folklore as a song cycle. ]]></description>
		<wfw:commentRss>http://www.manasclerk.com/blog/2005/03/07/project-management-vs-getting-something-done/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Gordon&#8217;s Comments on Professional Firms and Requisite Ordering</title>
		<link>http://www.manasclerk.com/blog/2005/02/10/gordons-comments-on-professional-firms-and-requisite-ordering/</link>
		<comments>http://www.manasclerk.com/blog/2005/02/10/gordons-comments-on-professional-firms-and-requisite-ordering/#comments</comments>
		<pubDate>Thu, 10 Feb 2005 16:54:00 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Managing]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Theory]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=204</guid>
		<description><![CDATA[Some time ago, Gordon had an interesting comment about a couple of posts (see &#8220;Getting Work Done at the Right Level&#8221; and &#8220;Ready, Fire, Aim&#8221;: Intuition, Analysis and Tacit vs. Explicit Knowledge ). I wanted to finally get around to addressing some of his points. I&#8217;m reading this just after reading your &#8220;Ready, Fire, Aim&#8230;&#8221; [...]]]></description>
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		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>The Rise and Fall of Strategic Planning&#8230; and project planning, too</title>
		<link>http://www.manasclerk.com/blog/2004/12/26/rise-and-fall-of-strategic-planning-and-project-planning/</link>
		<comments>http://www.manasclerk.com/blog/2004/12/26/rise-and-fall-of-strategic-planning-and-project-planning/#comments</comments>
		<pubDate>Sun, 26 Dec 2004 21:29:13 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Computers/IT]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Reviews - Books]]></category>
		<category><![CDATA[Strategy]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=191</guid>
		<description><![CDATA[Mintzberg makes some scathing remarks about the Strategic Planning industry. A lot of it seems to come down that the planners are (A) taking the power away from managers and (B) it doesn't work in practice. I'm wondering if a similar argument can't be made about software project management.]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Some Change Management articles</title>
		<link>http://www.manasclerk.com/blog/2004/10/09/some-change-management-articles/</link>
		<comments>http://www.manasclerk.com/blog/2004/10/09/some-change-management-articles/#comments</comments>
		<pubDate>Sun, 10 Oct 2004 03:13:03 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=161</guid>
		<description><![CDATA[When I did the work for CSC, I boned up on these issues because I knew absolutely nothing. I actually read all of this so that I could put together a working change control process for the IT environment. Really. I could have simply made the guess without reading and would have produced the same [...]]]></description>
		<wfw:commentRss>http://www.manasclerk.com/blog/2004/10/09/some-change-management-articles/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Start with opinions</title>
		<link>http://www.manasclerk.com/blog/2004/10/09/start-with-opinions/</link>
		<comments>http://www.manasclerk.com/blog/2004/10/09/start-with-opinions/#comments</comments>
		<pubDate>Sun, 10 Oct 2004 00:27:25 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=159</guid>
		<description><![CDATA[I hope that this citation is correct. I think this comes from Peter Drucker&#8217;s Effective Executive (1967): Most books on decision making tell the reader: &#8220;First find the facts.&#8221; But executives who make effective decisions know that one does not start with facts. One starts with opinions. © E. Forrest Christian for The Manasclerk Company, [...]]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Project Portfollios and Complexity</title>
		<link>http://www.manasclerk.com/blog/2004/05/28/project-portfollios-and-complexity/</link>
		<comments>http://www.manasclerk.com/blog/2004/05/28/project-portfollios-and-complexity/#comments</comments>
		<pubDate>Fri, 28 May 2004 17:54:10 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Organizations]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Risk Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=92</guid>
		<description><![CDATA[In Waltzing With Bears (a book on IT project risk management, not a manual for circuses), Lister and DeMarco describe the benefits of running IT projects as a portfolio. Not every one of them would have to succeed: you could take on several very high-risk (but high-payoff) projects and balance it with several low risk [...]]]></description>
		<wfw:commentRss>http://www.manasclerk.com/blog/2004/05/28/project-portfollios-and-complexity/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Determining IT Project Complexity</title>
		<link>http://www.manasclerk.com/blog/2004/05/12/determining-it-project-complexity/</link>
		<comments>http://www.manasclerk.com/blog/2004/05/12/determining-it-project-complexity/#comments</comments>
		<pubDate>Wed, 12 May 2004 14:38:25 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Computers/IT]]></category>
		<category><![CDATA[Project Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=78</guid>
		<description><![CDATA[How do I consult to a non-Requisite Organization, one whose very organizational structure means that they will not succeed at this change? I can't in good conscience tell them that whatever I suggest will have much of an effect on their performance as a group.]]></description>
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		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>RO and Project Costing and Staffing</title>
		<link>http://www.manasclerk.com/blog/2004/05/08/ro-and-project-costing-and-staffing/</link>
		<comments>http://www.manasclerk.com/blog/2004/05/08/ro-and-project-costing-and-staffing/#comments</comments>
		<pubDate>Sat, 08 May 2004 06:44:06 +0000</pubDate>
		<dc:creator>Forrest Christian</dc:creator>
				<category><![CDATA[Computers/IT]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Risk Management]]></category>
		<guid isPermaLink="false">http://www.manasclerk.com/blog/?p=77</guid>
		<description><![CDATA[I don't think that I am going out on a limb when I say that short time horizons of project managers, sponsors and planners is the leading cause to the disastrous failure rate of IT projects... As Michelle says, "you want a consultant whose current capability at least equals that called for by the entire project, not just the time span of the planning phase.""]]></description>
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		<slash:comments>2</slash:comments>
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