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	<title>IT Project Mechanic &#187; Consulting</title>
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	<description>give your IT Projects a tune-up</description>
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		<title>the PMO, Portfolios and the expectations game&#8230;</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/03/18/the-pmo-portfolios-and-the-expectations-game/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/03/18/the-pmo-portfolios-and-the-expectations-game/#comments</comments>
		<pubDate>Tue, 18 Mar 2008 13:25:25 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Results]]></category>
<category>communication</category><category>consulting</category><category>pmo</category><category>portfolio</category><category>ppm strategy tools</category>
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		<description><![CDATA[Having implemented a &#8220;few&#8221; PMOs, I can share a phenomenon that many of you can relate to &#8211; the notion that &#8220;Portfolio Management&#8221; or &#8220;the PMO&#8221; is going to make an IT department&#8217;s situation different because of their existence.  I can sadly say that I&#8217;ve heard too many seat pocket ideas (like those found [...]]]></description>
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		<title>3 Simple Truths of IT Project Communication</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/16/communication-for-it-projects/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/16/communication-for-it-projects/#comments</comments>
		<pubDate>Tue, 17 Jul 2007 02:35:53 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[Team]]></category>
<category>communication</category><category>PM</category><category>project</category><category>truths</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=14</guid>
		<description><![CDATA[The single most important component of project management is communication.  Communication is also the one area discussed by PMI and the PMBOK the least and largely left to the imagination of Project Managers.  The Standish Group produces a report titled “The Chaos Report” in which they review IT Projects and various aspects of [...]]]></description>
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		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>How PMs Sell</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/13/how-pms-sell/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/13/how-pms-sell/#comments</comments>
		<pubDate>Fri, 13 Jul 2007 18:29:03 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Conceptual]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[Selling Project Mgmt]]></category>
<category>approach</category><category>avoid</category><category>PM</category><category>process</category><category>project</category><category>Results</category><category>selling</category><category>tool</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=11</guid>
		<description><![CDATA[It isn&#8217;t enough to be right, or to have an idea that will make the problem go away if you are presenting something &#8220;new&#8221;.  In a majority of cases, others (that you work with) are reluctant to believe an idea or position that they aren&#8217;t familiar with.  It&#8217;s not a trust issue, per [...]]]></description>
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		<title>Selling as a Project Manager</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/09/selling-as-a-project-manager/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/09/selling-as-a-project-manager/#comments</comments>
		<pubDate>Tue, 10 Jul 2007 01:13:07 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Conceptual]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[Selling Project Mgmt]]></category>
<category>PM</category><category>process</category><category>project</category><category>selling</category><category>skills</category>
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		<description><![CDATA[In nearly every case, I witness and experience the act of selling as a Project Manager. On a daily basis, I provide to my clients the same exact steps as a consultative sales professional does. There are two distinct differences between the sales professional and the Project Manager:

The Project Manager doesn’t “sell” as a full [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Project Management and Selling???</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/08/pms-and-selling/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/08/pms-and-selling/#comments</comments>
		<pubDate>Sun, 08 Jul 2007 21:45:50 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Conceptual]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[Selling Project Mgmt]]></category>
<category>PM</category><category>process</category><category>project</category><category>selling</category><category>skills</category><category>stakeholders</category><category>success</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=9</guid>
		<description><![CDATA[&#160;
&#160;
Most Project Managers think selling as a PM’s skill is some sort of an oxymoron – being a PM is the opposite of selling. You manage and report the facts, deal with estimates and manage a group of people.  The sheer fact of the job limits the ability for a PM to sell, right?
I [...]]]></description>
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