http://pm411.org project management internet radio show, templates, and webtools Mon, 02 Jan 2012 21:37:46 +0000 en hourly 1 http://wordpress.org/?v=3.3 The pm411.org Project Management Podcast is dedicated to help you at your job as a Project Manager or Program Manager, regardless if you have years of experience, or if you are just starting on your journey in Project Management. pm411.org is a place where you can come to find the latest in PM tools, PM Templates, PM tips, and PMI (PMBOK) methodologies that have been found to help others. It is a place where discussions can be had with project managers from around the globe and in every industry where project management permeates in our Project Management discussion forums. It is a place where you can find the best Project Management links to other sites dedicated to our wonderful profession. Ron Holohan, MBA PMP no Ron Holohan, MBA PMP show@pm411.org show@pm411.org (Ron Holohan, MBA PMP) 2007-2012 Ron Holohan Project management internet radio show, discussion forum, methodology, templates, and webtools project, management, pm, prepcast, management, manager, pmi, pmp, team, management, schedule, budget http://pm411.org/wp-content/uploads/pm411logo_itunes.jpg http://pm411.org/category/pm-topics/teams/ http://pm411.org/2011/09/25/we-don%e2%80%99t-do-project-management/ http://pm411.org/2011/09/25/we-don%e2%80%99t-do-project-management/#comments Mon, 26 Sep 2011 02:53:08 +0000 BrendaHernandez http://pm411.org/?p=2544 http://pm411.org/2011/09/25/we-don%e2%80%99t-do-project-management/feed/ 12 http://pm411.org/2011/08/25/podcast-episode-077-the-dirty-little-secret-of-business/ http://pm411.org/2011/08/25/podcast-episode-077-the-dirty-little-secret-of-business/#comments Fri, 26 Aug 2011 02:07:02 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=2500 http://pm411.org/2011/08/25/podcast-episode-077-the-dirty-little-secret-of-business/feed/ 2 andy kaufman,behaviors,Communication,david allen,devora zack,ferrazzi,hillson,i-leadonline,networking,people and projects podcast,pm groups,pmi Recently I spoke with author, speaker, and executive coach Andy Kaufman. What I was interested in getting from Andy was what is behind what Andy calls “The Dirty Little Secret of Business” – you know, Recently I spoke with author, speaker, and executive coach Andy Kaufman. What I was interested in getting from Andy was what is behind what Andy calls “The Dirty Little Secret of Business” – you know, that one thing that can really make you or break you in your career as a project manager. Ron Holohan, MBA PMP no 41:24 http://pm411.org/2011/05/12/podcast-episode-074-the-schedule-killers-presentation-part-7/ http://pm411.org/2011/05/12/podcast-episode-074-the-schedule-killers-presentation-part-7/#comments Fri, 13 May 2011 04:28:47 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=2118 http://pm411.org/2011/05/12/podcast-episode-074-the-schedule-killers-presentation-part-7/feed/ 5 bad multitasking,delay,durations,estimation,late,multi-switching,multi-tasking,multitasking,on-time,PM experiment,PM Video,presentation This is part 7, and the final part, of a video presentation I gave on The Schedule Killers last summer.  In Part 7, I discuss how you can defeat the "Schedule Killers" on your next project. - So now that we have covered the three Schedule Killers ... This is part 7, and the final part, of a video presentation I gave on The Schedule Killers last summer.  In Part 7, I discuss how you can defeat the "Schedule Killers" on your next project. So now that we have covered the three Schedule Killers ... Ron Holohan, MBA PMP no http://pm411.org/2011/03/31/podcast-episode-072-the-schedule-killers-presentation-part-5/ http://pm411.org/2011/03/31/podcast-episode-072-the-schedule-killers-presentation-part-5/#comments Fri, 01 Apr 2011 00:17:53 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1895 http://pm411.org/2011/03/31/podcast-episode-072-the-schedule-killers-presentation-part-5/feed/ 3 bad multitasking,delay,durations,estimation,fast food,late,mcdonald's,multi-switching,multi-tasking,multiswitching,multitasking,PM Video This is part 5 of a video presentation I gave on The Schedule Killers last summer. In Part 5, I discuss the third Schedule Killer, called Bad Multitasking. - Back in Episode 047, I went into great detail on Bad Multitasking, This is part 5 of a video presentation I gave on The Schedule Killers last summer. In Part 5, I discuss the third Schedule Killer, called Bad Multitasking. Back in Episode 047, I went into great detail on Bad Multitasking, which is a another really nasty way projects miss their deadline... Usually 1 day at a time! Ron Holohan, MBA PMP no http://pm411.org/2011/03/05/podcast-episode-070-the-schedule-killers-presentation-part-3/ http://pm411.org/2011/03/05/podcast-episode-070-the-schedule-killers-presentation-part-3/#comments Sun, 06 Mar 2011 03:34:50 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1861 http://pm411.org/2011/03/05/podcast-episode-070-the-schedule-killers-presentation-part-3/feed/ 5 delay,durations,estimation,late,PM Video,presentation,procrastinating,procrastination,ron holohan,schedule killers,schedules,student's syndrome This is part 3 of a video presentation I gave on The Schedule Killers last summer. In Part 3 I discuss the first real Schedule Killer, Student's Syndrome. Back in Episode 045, I went into great detail on Student Syndrome, This is part 3 of a video presentation I gave on The Schedule Killers last summer. In Part 3 I discuss the first real Schedule Killer, Student's Syndrome. Back in Episode 045, I went into great detail on Student Syndrome, which is a really nasty way projects miss their deadline... Usually 1 day at a time! The other Schedule Killers will be presented in the next few episodes. Ron Holohan, MBA PMP no http://pm411.org/2011/02/12/podcast-episode-069-the-schedule-killers-presentation-part-2/ http://pm411.org/2011/02/12/podcast-episode-069-the-schedule-killers-presentation-part-2/#comments Sat, 12 Feb 2011 19:50:29 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1841 http://pm411.org/2011/02/12/podcast-episode-069-the-schedule-killers-presentation-part-2/feed/ 3 3-point,delay,durations,estimation,pert,PM Video,presentation,ron holohan,schedule killers,schedules,task Part 2 of The Schedules Killer Presentation where I demonstrate how to use 3-point estimation to better estimate the duration of tasks. Once you have your 3 points, you will be ready to better estimate the task duration by using PERT. Part 2 of The Schedules Killer Presentation where I demonstrate how to use 3-point estimation to better estimate the duration of tasks. Once you have your 3 points, you will be ready to better estimate the task duration by using PERT. Ron Holohan, MBA PMP no http://pm411.org/2011/01/30/podcast-episode-068-the-schedule-killers-presentation-part-1/ http://pm411.org/2011/01/30/podcast-episode-068-the-schedule-killers-presentation-part-1/#comments Mon, 31 Jan 2011 01:46:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1825 http://pm411.org/2011/01/30/podcast-episode-068-the-schedule-killers-presentation-part-1/feed/ 5 bad multitasking,delay,multitasking,parkinson's law,PM Video,presentation,ron holohan,schedule killers,student syndrome This is the introduction of a video presentation I gave on The Schedule Killers last summer. The other parts will be presented in the next few episodes. This is the introduction of a video presentation I gave on The Schedule Killers last summer. The other parts will be presented in the next few episodes. Ron Holohan, MBA PMP no http://pm411.org/2011/01/22/uncomplicated-ways-to-understand-the-complex-world-of-project-managers/ http://pm411.org/2011/01/22/uncomplicated-ways-to-understand-the-complex-world-of-project-managers/#comments Sun, 23 Jan 2011 02:15:39 +0000 BrendaHernandez http://pm411.org/?p=1808 http://pm411.org/2011/01/22/uncomplicated-ways-to-understand-the-complex-world-of-project-managers/feed/ 12 http://pm411.org/2011/01/14/podcast-episode-067-stop-playing-games/ http://pm411.org/2011/01/14/podcast-episode-067-stop-playing-games/#comments Sat, 15 Jan 2011 05:23:39 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1786 http://pm411.org/2011/01/14/podcast-episode-067-stop-playing-games/feed/ 6 Do you ever get tired of playing games? - No. I’m not talking about Scrabble or poker or even Dungeons and Dragons Online in which incidentally, I am a current fourth level paladin. No, rather I’m speaking about the games that we get to play every... Do you ever get tired of playing games? No. I’m not talking about Scrabble or poker or even Dungeons and Dragons Online in which incidentally, I am a current fourth level paladin. No, rather I’m speaking about the games that we get to play every day as project managers. What games you ask? Oh, you know the ones like “The Pricing Game,” “Guess the Truth,” and “Grapevine.” Well, lucky for us, Rick Morris, PMP, provides some strategies on how to win at these games. Rick Morris is the best-selling author of the book Stop Playing Games: A Project Manager’s Guide to Successfully Navigating Organizational Politics. This book, from the author of Project Management That Works and The Everything Project Management Book, dives deep into topics of gaining buy-in from upper management, accurately estimating timing and cost, controlling project communications, managing within a corporate culture, taking care of your team, and more. The Inspiration Behind the Book Frustration was one of the factors that inspired Rick to write Stop Playing Games. Frustration often occurs when project managers are ask to try to beat impossible deadlines with budgets and dates that they didn’t help set and without the authority to be successful.  Then, often we get to take the blame for when it all goes wrong! Luckily, Rick has worked with a lot of executives, both as a consultant and as a project manager, and has been able to help many see that their team leaders actually share the same goals that they have. In the end, we’re all people and we all want to be successful. By applying tips from Rick’s book, project managers can help their executives look so much better than they do today. In the long run, together we can stop playing these games and just have an honest relationship and become successful together. So, who's ready for a hug? The Current Status of Project Management Rick contends that the current status of project management is that a lot of people want a “quick fix” to improve corporate efficiency and they think that Project Management might be able to provide that, but they don’t want to put in the needed work to make the process changes to truly get the benefit of doing it the right way. One of the reasons we try to play “games” is because, just like when "Six Sigma" was new to organizations ten years ago, Project Management is new to a lot of organizations today. If you remember when Six Sigma became so prevalent, you had stories of Motorola and GE getting all these gains and successes from implementing Six Sigma. They had these results that suggested that if you brought a certified "Master Black Belt" in, your organization would suddenly become tremendously more efficient overnight. Although organizations are starting to recognize that Project Management does bring dividends, they still don’t know exactly how to help project managers do their jobs succesfully. What’s happening is they think “Oh, we just established a Project Managemetn Office (PMO), now we’re finally going to have better project predictability.” Unfortunately, the problem is that organizations don’t want to put in the effort to really change any of their processes. Perhaps they read some journal article that said, “Hey, if you hire a project manager, you can get results.” So, they go and hire a PMP. But they don't provide the time or budget to effectively plan and execute the project. Soon the top floor wants to know “Where are these results we were promised?” As a result, in many cases project managers simply end up being big paper pushers and additional money gets spent to bring in consultants to figure out that the organization's processes and expectations never got changed to allow projects to come in under budget, under schedule, and within scope. When I grow up, I want to be a Project Manager Most of us really didn’t plan to become a project manager. Ron Holohan, MBA PMP no 26:05 http://pm411.org/2010/11/27/podcast-episode-066-5-myths-of-weekly-status-reports/ http://pm411.org/2010/11/27/podcast-episode-066-5-myths-of-weekly-status-reports/#comments Sun, 28 Nov 2010 01:31:09 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1756 http://pm411.org/2010/11/27/podcast-episode-066-5-myths-of-weekly-status-reports/feed/ 10 myths,PDU Podcast,project,status report,Templates Usually when I talk with project managers struggling with team communication, I get a litany of excuses why weekly status reports won't work on their team. - So, today I do my best to help debunk 5 of the myths around publishing weekly status reports ... Usually when I talk with project managers struggling with team communication, I get a litany of excuses why weekly status reports won't work on their team. So, today I do my best to help debunk 5 of the myths around publishing weekly status reports and provide you with some tips on how to get the most out of them. There is even a free template available to get you started! Ron Holohan, MBA PMP no 15:38 http://pm411.org/2010/10/27/podcast-episode-065-extreme-project-manager-makeover/ http://pm411.org/2010/10/27/podcast-episode-065-extreme-project-manager-makeover/#comments Thu, 28 Oct 2010 00:33:34 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1724 http://pm411.org/2010/10/27/podcast-episode-065-extreme-project-manager-makeover/feed/ 5 extreme project management,extreme project managers,extreme projects,leader,leadership,pattie vargas I recently talked with Pattie Vargas of The Vargas Group and author of the book, Extreme Project Manager Makeover, about what it means to be an Extreme Project Manager and how to become one. I recently talked with Pattie Vargas of The Vargas Group and author of the book, Extreme Project Manager Makeover, about what it means to be an Extreme Project Manager and how to become one. Ron Holohan, MBA PMP no 27:54 http://pm411.org/2010/09/26/podcast-episode-063-the-lazy-project-manager/ http://pm411.org/2010/09/26/podcast-episode-063-the-lazy-project-manager/#comments Sun, 26 Sep 2010 21:31:53 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1703 http://pm411.org/2010/09/26/podcast-episode-063-the-lazy-project-manager/feed/ 8 80/20 rule,pareto,peter taylor,productively lazy,the lazy project manager Recently I spoke with Peter Taylor about his book The Lazy Project Manager and what it means to be Productively Lazy. Recently I spoke with Peter Taylor about his book The Lazy Project Manager and what it means to be Productively Lazy. Ron Holohan, MBA PMP no 17:26 http://pm411.org/2010/04/11/podcast-episode-058-virtual-team-tips-with-the-cranky-middle-manager/ http://pm411.org/2010/04/11/podcast-episode-058-virtual-team-tips-with-the-cranky-middle-manager/#comments Mon, 12 Apr 2010 01:51:45 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1277 http://pm411.org/2010/04/11/podcast-episode-058-virtual-team-tips-with-the-cranky-middle-manager/feed/ 21 Communication,cranky middle manager show,monitoring and controlling,pm software,PM Video,remote team,Teams,virtual team,wayne turmel Recently I spoke with the very smart, funny, and dare I say, Cranky, Wayne Turmel about virtual teams. Wayne Turmel is the president of Greatwebmeetings.com, as well as the host of one of the world's most successful business podcasts, Recently I spoke with the very smart, funny, and dare I say, Cranky, Wayne Turmel about virtual teams. Wayne Turmel is the president of Greatwebmeetings.com, as well as the host of one of the world's most successful business podcasts, The Cranky Middle Manager Show. The BBC, ABC and BusinessWeek Online have called Cranky Middle Manager one of the best HR blogs out there. And Wayne's book 6 Weeks to a Great Webinar: Generate Leads and Tell Your Story to the World is the leading web presentation book on Amazon.com. Wayne is also a contributor to BNET. Ron Holohan, MBA PMP no 36:23 http://pm411.org/2010/03/28/the-5-goals-of-a-project-manager/ http://pm411.org/2010/03/28/the-5-goals-of-a-project-manager/#comments Sun, 28 Mar 2010 05:55:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=1107 http://pm411.org/2010/03/28/the-5-goals-of-a-project-manager/feed/ 2 http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/ http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/#comments Wed, 10 Feb 2010 04:39:23 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=941 http://pm411.org/2010/02/09/what-we-can-learn-from-undercover-boss/feed/ 7 http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/ http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/#comments Sat, 16 Jan 2010 06:19:18 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=870 http://pm411.org/2010/01/16/podcast-episode-052-its-okay-to-be-raci/feed/ 5 Accountability,consulted.ram.responsibility assignment matrix,raci,responsibilities,responsibility,roles,team If you like us, give us a 5 star review in iTunes! - In Episode 004 and Episode 051 we discussed the Work Breakdown Structure and how it can help you as a team to clearly document your project’s deliverables.  But once you have completed your WBS, If you like us, give us a 5 star review in iTunes! In Episode 004 and Episode 051 we discussed the Work Breakdown Structure and how it can help you as a team to clearly document your project’s deliverables.  But once you have completed your WBS, what’s next? Well the next step is to develop a Responsibility Assignment Matrix, or RAM, using the RACI process.  I think you are going to find this to be a valuable tool to help clarify ownership to various parts of your project.  Soon your entire team will be RACI! Define Activities Process After you identify your deliverables in your Work Breakdown Structure, you will need to define those actions and activities that need to be done to produce the lowest level deliverables.  This is the first process in the PMBOK Time Management Knowledge Area and is known as the Define Activities Process. In Episode 004 on Work Breakdown Structures we provided an example of a project of doing laundry.  A lower deliverable could be “clean dark clothes”.  Decomposing the activities under this deliverable could be “sort laundry by color,”, “select cold setting,” measure laundry detergent, add detergent to washer, add dark clothes to washer, check clothes once the cycle completes, unload washer, add washed clothes to dryer, select regular drying setting, check clothes once dryer timer goes off, fill laundry basket, sort laundry to iron, Iron laundry, Fold laundry, and Put laundry away. Note that the order of the activities doesn’t need to necessarily be in order at this point, and additional activities can be added such as “add dryer sheet to dryer.”  However, once you have your list of activities for each deliverable, you are ready to use the RACI process to assign them to folks associated with the project. Basically, RACI is a method to assign activities to resources by name or by function. RACI is an acronym that stands for four types of task assignments: Responsible Accountable Consulted Informed So, let’s talk about the four types of assignments. Responsible [R] The first type of assignment is “R” that stands for “Responsible.”  The person assigned as “responsible” for a task is the person, or role, that is responsible for actually performing the work for the task. A few guidelines to keep in mind…  When no one is assigned as responsible for the task, chances are that it won’t get done. Also, when many people are assigned to completing the work, it requires a lot of coordination and usually means further decomposition is required to make sure everyone is clear about what specifically they need to work on.  Finally, if a specific person is assigned as the “R” to multiple tasks they may become overloaded.  In this case, you may want to see if someone else can fill in as the “R” on some of the tasks. Accountable [A] The second type of assignment is “A” that stands for “Accountable.”  This is the person who is held accountable for the task getting completed.  One guideline to keep in mind for the person assigned as “Accountable,” insure only one person is assigned as accountable for each task being performed.  If you end up trying to assign multiple people to a particular task you will end up with a lot of finger pointing and confusion when issues occur. Consulted [C] The next type is Consulted – the “C’s.”  These are the people involved and consulted prior to a task being performed. Essentially, their input is sought after and factored in prior to action taking place. As the number of people consulted increases, the speed with which action can be taken decreases. Conversely, too few and improper decisions and actions may be made without those whose buy-in is required being assigned as a “C”. Informed [I] Finally are the “I’s” who are those that need to be Informed on the status and completion of a task. If necessary parties aren’t informed, Ron Holohan, MBA PMP no http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/ http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/#comments Sat, 12 Dec 2009 17:53:57 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=842 http://pm411.org/2009/12/12/podcast-episode-051-is-the-wbs-just-bs/feed/ 2 Communication,josh nankivel,mindmapping,monitoring and controlling,planning,pmstudent,project lifecycle,training,wbs,wbs coach,work breakdown structure Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. - Way back in Episode 004, Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Way back in Episode 004, I discussed one of the key building blocks of a successful project, known as the Work Breakdown Structure or WBS.  However, it is pretty evident that there is still a lot of confusion in Project Management on whether we truly need a WBS on our projects, how to structure a WBS, and how to use it throughout a project’s lifecycle.  In this episode I welcome back to the show pmstudent.com blogger and WBS expert Josh Nankivel as we dive deeper into the topic of the Work Breakdown Structure. Josh  has recently published a set of training tools called the WBS coach to help those of us that need to know how to create a WBS or those of us that just need a refresher on WBS development.  So is the WBS just…  BS?  Josh and I talk about why more PMs don’t use the WBS, we discuss whether it really helps in project planning, and finally we talk about the right and wrong ways of developing a WBS. So what the heck is a WBS? The WBS is a special kind of outline for your project.  It is deliverables-based, focused on project results, and usually includes a graphic hierarchy and a WBS dictionary.  Basically, it is a representation of your project scope. However, the WBS is not a task list, organizational chart, and it shouldn’t be time phased. Why should teams use Work Breakdown Structures? A lot of project managers don’t use a WBS as a tool on their project, or they see it as just another piece of paperwork.  But the WBS is the representation of scope on your project.  All deliverables, services, outcomes of your project should be covered by your project WBS. The WBS also provides clear definition of what the project will be producing.  It provides a common language and helps to structure reporting so that there is a common understanding with stakeholders.  It also provides a strong foundation for your project. The WBS also helps with clear change control.  The WBS provides traceability if anything changes to help team members and stakeholders understand how changes impact the project. Parts of the Work Breakdown Structure The “WBS Graphic” includes some kind visual hierarchy of the scope and how the deliverables are related.  There are a lot of tools that can create a WBS hierarchy – mindmaps, Visio, and even Microsoft Word. The “WBS Dictionary” goes into detail on each deliverable of the WBS.  The key to the WBS dictionary is to first define what is included and then create the details of what that deliverable is.  Many teams also create an “exclusions list” that specifies what is not included in the project scope in order to provide additional clarity to what the team is planning on delivering. “Deliverables” can be defined as anything that is results-oriented (e.g. a system, a sub-system, etc.) Josh differs from the PMI on the definition of “activities.”  Josh sees activities as a special kind of deliverable that are service-oriented (e.g. “project management,” “configuration management,” etc.) The “work package” is the lowest level of your WBS after decomposition.  You will later want to use your work packages to do activity definition, duration estimations, cost estimations, etc. “Control accounts” track your costs and progress on a particular piece of the WBS.  However, again, tasks are not part of the Work Breakdown Structure. So, why is there so much confusion around the WBS? One reason is because the WBS is typically understated in many PM textbooks and PM classes.  Whenever it is mentioned, it is usually just presented as a basic overview rather than providing details on how to create and manage a WBS.  Also, there is quite a bit of disagreement on how to create and use the WBS.  Unfortunately, Ron Holohan, MBA PMP no 50:01 http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/ http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/#comments Sat, 21 Nov 2009 01:34:05 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=806 http://pm411.org/2009/11/20/podcast-episode-050-wrike-and-pm-2-0/feed/ 0 collaboration,Communication,software,Teams,wrike Today we talk with Andrew Filev.  Andrew has been managing software teams since 2001 with the help of new-generation collaboration and management applications. His best practices are based on implementation of Enterprise 2. Today we talk with Andrew Filev.  Andrew has been managing software teams since 2001 with the help of new-generation collaboration and management applications. His best practices are based on implementation of Enterprise 2.0 software in project management. Now Andrew is an expert in project management, a successful software entrepreneur and the CEO at Wrike.com, online project management software. Andrew is also the author of some influential project management articles, including works for Cutter IT Journal, Web 2.0 Journal and Agile Journal. Andrew is often invited to speak at conferences, symposiums and seminars. Andrew has given speeches on new trends in project management and on implementing Enterprise 2.0 strategies. He spoke at such events as the PMI Silicon Valley Tools and Techniques Forum, Office 2.0 Conference, Enterprise 2.0 Conference, Project Management Symposium and others. Andrew’s ideas about improving traditional project management are reflected in his popular Project Management 2.0 blog (http://www.wrike.com/projectmanagement). In today’s episode we find out more about Wrike and what Project Management 2.0 is all about.   Plus we are giving away some more freebies! Project Management 2.0 So, what is the difference between traditional project management and Project Management 2.0.  Traditional project management is focused on the project manager being the center of the team’s communication hub. It places the manager in the center of the project work, as they need to collect all the information from team members, process it, and then communicate to various project stakeholders, including upper management.  Project planning can especially be hard and time consuming since all the project information is concentrated only around a single person — the project manager.   This contributes significantly to what a project manager spends 90% of their time doing – communicating. New-generation project management tools make it possible to create a collaborative team space, and everyone involved in the project is able to contribute to the project work in this space. Project planning and communication is distributed around the whole team, and each team member has the full information on the project. Project progress is visible to everyone on the team. The project manager’s role is transformed from the traditional taskmaster to become a project visionary as they focus more on the right direction for the project development. The new-generation tools take away part of the typical traditional burden of project management and allows the project manager to focus more on leading the project team. With Project Management 2.0 collective team insight and collaboration driving a project, people and businesses are accomplishing much more than when they did with traditional project management information funneling.   With Project Management 2.0, the project management of a project is built around the work, rather than the work being forced to conform to a particular project management system.   Collective intelligence systems, such as wikis, mashups, and dekis have allowed teams to share information more easily. Now, New-generation technologies have brought collective intelligence into the project management process.   and open the way to another successful practice, emergent structures, where the one-to-many approach of conventional Work Breakdown Structures (WBS) is replaced by a many-to-many approach of work package delivery. Together, these powerful principles determine key differences between Project Management 2.0 and traditional project management: Bottom-up planning is utilized much more often and much more efficiently Tools help to communicate and reduce unnecessary burden Instead of using one work-breakdown structure that is designed before the project is started, multiple structures might be applied and they can evolve on the way. Wrike Ron Holohan, MBA PMP no 29:39 http://pm411.org/2009/10/05/announcing-mindjet-catalyst/ http://pm411.org/2009/10/05/announcing-mindjet-catalyst/#comments Tue, 06 Oct 2009 04:01:39 +0000 Ron Holohan, MBA PMP http://1927122623 http://pm411.org/2009/10/05/announcing-mindjet-catalyst/feed/ 6 catalyst,mindjet,mindmanager,mindmapping,online collaboration,pm 2.0,project management 2.0,scott raskin,virtual teams Today I am extremely excited about a major product announcement from Mindjet, the makers of MindManager mindmapping software.  In today's podcast I talk with Mindjet CEO Scott Raskin about a new collaborative Project Management 2. Today I am extremely excited about a major product announcement from Mindjet, the makers of MindManager mindmapping software.  In today's podcast I talk with Mindjet CEO Scott Raskin about a new collaborative Project Management 2.0 tool from Mindjet... Ron Holohan, MBA PMP no 18:04 http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/ http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/#comments Tue, 29 Sep 2009 18:01:48 +0000 Ron Holohan, MBA PMP http://2086462238 http://pm411.org/2009/09/29/podcast-episode-047-schedule-killers-bad-multitasking/feed/ 6 behaviors,schedule killers,schedules,Teams Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. - Today we continue our series on Schedule Killers – those tendenci... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Today we continue our series on Schedule Killers – those tendenci... Ron Holohan, MBA PMP no 22:56 http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/ http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/#comments Sat, 12 Sep 2009 00:08:22 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=666 http://pm411.org/2009/09/11/podcast-episode-046-schedule-killers-parkinsons-law/feed/ 8 behaviors,parkinson's law,schedule killers,Teams Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. - Today we continue our series on Schedule Killers – those tendenci... Get the pm411.org Project Management Podcast Newsletter delivered by email for free! - Your email address and personal information are confidential and will never be sold or rented. Today we continue our series on Schedule Killers – those tendencies and traits of project teams that cause us to miss our deadlines!  Last episode we discussed “The Student Syndrome,” which is defined as “the phenomenon that many people will start to fully apply themselves to a task just at the last possible moment before a deadline.”   Today we talk about “Parkinson’s Law.” What is Parkinson’s Law? Parkinson’s Law, as it is known today, started as the first sentence of an essay that Cyril Northcote Parkinson wrote for The Economist in 1955.  Parkinson was a British naval historian, public administration scholar, and author of over sixty books.  Parkinson’s claim that “work expands so as to fill the time available for its completion” later was expanded to include how work expands in bureaucracies in his bestselling 1957 book, Parkinson’s Law. Parkinson’s Law is also often expressed as “The demand upon a resource tends to expand to match the supply of the resource,” although the reverse is not true. I personally like to think of Parkinson’s Law as the “Ideal Gas Law” for projects.  No, I am not referring to the hot air that some project managers are famous for expelling.  But rather, if you think of the amount of work required to complete a task as a set number of gas molecules inside a sealed container, the gas would still fill the container if you were to make the container bigger.  Only the distance between the work molecules would be greater and there would be less pressure inside of the container.  However, if you were to reduce the size of the container or if someone were to apply “heat” to the system, the pressure would increase.  But if less “heat” were applied or if the container was allowed to grow, the volume of work would still expand to completely fill the container. So, what Parkinson’s Law states is that if you were to think of the size of a project task duration to be the analogy of a gas-filled container and you were able to successfully complete the work in 2 weeks, that same work would expand to fill 4 weeks if the task duration was expanded. So, if a team member finishes the required work in 2 weeks, they will typically keep the working on the task until it is absolutely required for them to turn their work deliverable over.  If they are given even more time to complete a task, they will still take the entire time allocated to them. The reason why this is a problem is because any “buffer” added to the individual task to protect the project end date is wasted by the effects of Parkinson’s Law extending individual task durations. Why Does Parkinson’s Law Occur? So why do people want to hang on to their work anyway?  You would think people would want to “get it off their desk” and start working on the next task, just like someone would with a “to do” list.  There are actually several reasons why Parkinson’s Law occurs. 1.)   People want to make their deliverable as good as possible. Unfortunately, people often equate this to improving the deliverable’s quality through adding additional features or performance even if it surpasses the task deliverable requirements.  Sometimes this is referred to “gold plating” or “polishing the apple.”  It has been shown that often times true quality is compromised.  A simple example is a presentation that someone continues to make “pretty” by adding a lot of extraneous graphics, colors, animations, and text that takes additional editing time and only serves to detract from the quality of the original presentation’s message. 2.)   People are afraid of turning in their work early.  Team members may feel that if they turn in their work early, Ron Holohan, MBA PMP no 21:52 http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/ http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/#comments Sat, 22 Aug 2009 21:01:58 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=610 http://pm411.org/2009/08/22/podcast-episode-045-schedule-killers-student-syndrome/feed/ 11 8/80,behaviors,schedule killers,student syndrome,Teams Today we will be starting a series on Schedule Killers – those tendencies and traits of project teams that cause us to miss our deadlines! And the first schedule serial killer of project teams that we will be discussing is called… “The Student S... Today we will be starting a series on Schedule Killers – those tendencies and traits of project teams that cause us to miss our deadlines! And the first schedule serial killer of project teams that we will be discussing is called… “The Student Syndrome!” In this episode we cover: 1.) What is Student Syndrome? 2.) What Causes Student Syndrome? 3.) How to Cure it Ron Holohan, MBA PMP no 9:50 http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/ http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/#comments Tue, 24 Feb 2009 16:17:14 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=468 http://pm411.org/2009/02/24/are-you-an-artist-or-a-producer/feed/ 0 http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/ http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/#comments Tue, 13 Jan 2009 13:26:58 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=407 http://pm411.org/2009/01/13/podcast-episode-041-getting-back-into-the-swing/feed/ 0 holidays,Teams So the holidays are over and you are facing returning to work to continue where you and your team left off during the holidays.  For the past several few weeks you have been enjoying lounging around in your pajamas, eating holiday cookies, taking naps, So the holidays are over and you are facing returning to work to continue where you and your team left off during the holidays.  For the past several few weeks you have been enjoying lounging around in your pajamas, eating holiday cookies, taking naps... Ron Holohan, MBA PMP no 6:14 http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/ http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/#comments Sat, 06 Sep 2008 05:21:32 +0000 Ron Holohan, MBA PMP http://1448556078 http://pm411.org/2008/09/06/how-to-avoid-stopping-the-line-on-deliverables/feed/ 5 http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/ http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/#comments Mon, 11 Aug 2008 19:07:00 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=348 http://pm411.org/2008/08/11/us-olympic-teamwork-and-michael-phelps/feed/ 1 http://pm411.org/2008/06/23/motivational-theory-in-project-management/ http://pm411.org/2008/06/23/motivational-theory-in-project-management/#comments Tue, 24 Jun 2008 01:14:41 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=220 http://pm411.org/2008/06/23/motivational-theory-in-project-management/feed/ 0 http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/ http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/#comments Sun, 18 May 2008 03:11:45 +0000 Ron Holohan, MBA PMP http://pm411.org/?p=210 http://pm411.org/2008/05/17/are-you-influencing-or-manipulating-your-team/feed/ 0 http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/ http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/#comments Tue, 01 Apr 2008 02:30:26 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/ http://pm411.org/2008/03/31/podcast-episode-027-12-steps-to-better-team-organization/feed/ 0 Organization,PM Podcasts,Teams In today's podcast we talk with Suzanne Babb of the Let's Talk Organizing podcast to find out how project managers and their teams can become more organized. - For over 20 years, Suzanne has been helping people organize their lives so that they can sp... In today's podcast we talk with Suzanne Babb of the Let's Talk Organizing podcast to find out how project managers and their teams can become more organized. For over 20 years, Suzanne has been helping people organize their lives so that they can sp... Ron Holohan, MBA PMP no 26:51 http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/ http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/#comments Sun, 20 Jan 2008 10:26:22 +0000 Ron Holohan, MBA PMP http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/ http://pm411.org/2008/01/20/podcast-episode-021-team-collaboration-with-central-desktop/feed/ 2 In episode 022 we feature our first pm411.org Project Management video podcast.  The decision to use video as the medium for this episode is to be able to show you some of the great features of a free team collaborative web application from one of our... In episode 022 we feature our first pm411.org Project Management video podcast.  The decision to use video as the medium for this episode is to be able to show you some of the great features of a free team collaborative web application from one of our sponsors called Central Desktop.  It's the collaboration tool voted “Best of The Web” by Business Week.  Organize projects, share files and meet online.  And best of all, you can set up an account and use the tool for free! The tool is free for up to 5 team members, but if you do want to add 10 or more team members, pm411.org Project Management Podcast listeners get an additional 25% for plans with additional features and team members when they upgrade!  And if you do increase the number of team members, pricing starts at just $25/month for 10 members prior to the 25% pm411.org discount. Some of the advantages of Central Desktop over other collaboration software include:    Quick Setup - No Learning Curve Central Desktop was created for business teams, not the IT department. No Technical Knowledge or Programming Experience Required Setup Workspaces in Minutes, not Months Choose From Templates To Jumpstart Your Project or Intranet Familiar Word Processor Like Toolbar (WYSIWYG Editor) Encourage the Entire Team To Contribute Achieve High Adoption Rates Enterprise Grade Search Data At Your Fingertips Search A Single Repository for Files & Documents Full Text & Document Search (Word, Excel, Powerpoint, PDF, HTML, etc...) Searchable Conversation Threads Search Across Multiple Workspaces Simultaneously Access Workspaces From Anywhere (Office, On The Road, Home) Real-Time Collaboration Web Meetings & Audio Conferencing Single Sign-On Access Collaborate with Customers, Partners, Vendors - In Real-Time Encourage Ad-Hoc Team Collaboration Share Screens, Remote Presentations Integrated Free Audio Conferencing Outlook Calendar Integration Online Docs & Spreadsheets Track Revision History and Document Versions Store online docs & spreadsheets in a secure, password protected workspace environment Create, edit and share online spreadsheets in *real-time* Import and export online spreadsheets to and from Microsoft Excel Create more than 30 types of charts (bar charts, pie charts, etc.) Access more than 500 formulas and functions Team Accountability Get Everyone On The Same Page Version-Tracked Files & Document Revision History Document Library (Check-In /Check-Out) Workspace Audit Trails (Page Level Revision History) Track Project Status (Scorecards) Set User Permissions For Each Workspace (View Only, Modify, Add/Delete) Centralize Communication Get Out Of Your Inbox Foster Online Group Discussions View Workspace & Project Event Calendars Personlized Dashboard Overview of Workspaces, Reminders and Overdue Alerts Instant Messenger Presence Integration (Skype (Voice Supported Also), Yahoo, MSN Messenger, ICQ, AIM, Jabber) Subscribe to an Interactive Workspace Activity Digests via RSS/Atom Secure RSS Authentication Supported So, get started for free with Central Desktop today with no obligation!  You can start setting up your workspace today by clicking here or by going to http://www.pm411.org/centraldesktop . How about leaving us some comments on what you think about Central Desktop.  Get the pm411.org Project Management Podcast delivered by email for free!  - Your email address and personal information are confidential and will never be sold or rented. Ron Holohan, MBA PMP no http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/ http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/#comments Mon, 31 Dec 2007 19:04:35 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/ http://pm411.org/2007/12/31/podcast-episode-021-bonus-episode-how-to-create-new-year-project-resolutions-that-work/feed/ 0 This is a special year-end bonus episode of the pm411.org Project Management Podcast to show my appreciation to our faithful listeners. - In this special episode I provide you with some tips on how you can make sure your project team starts off on the... This is a special year-end bonus episode of the pm411.org Project Management Podcast to show my appreciation to our faithful listeners. In this special episode I provide you with some tips on how you can make sure your project team starts off on the... Ron Holohan, MBA PMP no 12:00 http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/ http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/#comments Tue, 27 Nov 2007 01:37:43 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/ http://pm411.org/2007/11/26/podcast-episode-018-leadership-and-teamwork-in-the-face-of-danger-part-2/feed/ 0 In episode 018, we bring you part 2 of Pete Goss' story on various leadership and teamwork principles that he learned from some of his most life-harrowing adventures.  In today's show, Pete Goss concludes his presentation with the outcome of his her... In episode 018, we bring you part 2 of Pete Goss' story on various leadership and teamwork principles that he learned from some of his most life-harrowing adventures.  In today's show, Pete Goss concludes his presentation with the outcome of his heroic rescue of Frenchman  Raphael Dinelli during the 1996/97 Vendee Globe and his subsequent race with Team Philips. Show Notes: Close to the Wind by Pete Goss  http://www.petegoss.com/ Leadership and teamwork takeaways from Pete Goss’ presentation: Communication is a 2-way street and it is important to encourage team members to always share their ideas. Life isn't easy - you just have to deal with things as they come along. Making the right choice is part of making tough decisions and as the leader of a team you will find yourself faced with them. You truly can do anything if you want it bad enough. If you assemble a group of individuals and they commit their mind, body, and soul to a clear and simple goal they will make it. Life truly hangs by a delicate thread. "The cancer of time is complacency" - if you want to do something, you must do it now. "Obstacles are what you see the moment you take your eye off of the goal." "Responsibility is the most powerful thing you have as a leader." Very seldom do people not rise to their responsibility - but it is your contract; this is your gift, your challenge, your opportunity. To improve internal communications, "Bad News Meetings" were held between 4 or 5 team members where they would identify the Problem, determine the solution, assign a clear budget and timeline and assign those responsible for carrying out the task. Rather than worrying about life as a glass half-full or a glass half-empty, simply make the decision to "drink the bastard anyway!" "Without trying and courage you will never get progress." "Keeping a clear eye on the goal will give you solutions in the middle of the chaos." "If you choose to drive in the fast lane, you have to accept the consequences at the beginning and sometimes you have to take them on the chin with as much dignity as you can." "If you can get your team to work in the same direction, then you can achieve anything you set your mind to."    Leave us a voice message at (206) 984-3665 and let us know some of the adventures your team has been on!  Get the pm411.org Project Management Podcast delivered by email for free!  - Your email address and personal information are confidential and will never be sold or rented.      Ron Holohan, MBA PMP no 40:55 http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/ http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/#comments Tue, 13 Nov 2007 03:27:37 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/ http://pm411.org/2007/11/12/podcast-episode-017-leadership-and-teamwork-in-the-face-of-danger-part-1/feed/ 1 Last week I attended the Planview User Conference in Austin, Texas which featured Pete Goss as the keynote speaker.  Pete is a world adventurer and author of the book, Close to the Wind. - More astronauts have circled the Earth than the number of p... Last week I attended the Planview User Conference in Austin, Texas which featured Pete Goss as the keynote speaker.  Pete is a world adventurer and author of the book, Close to the Wind. More astronauts have circled the Earth than the number of people who have sailed single-handed non-stop around the world without assistance. The most recognized of Pete’s races was the 1996/7 Vendee Globe non-stop single-handed round the world yacht race in his Open 50 yacht Aqua Quorum. Aqua Quorum was the first British boat to enter the Vendee and the only new yacht to complete the course in a year which sadly claimed the lives of two sailors, with only six of the sixteen starters finishing the race.  The race turned Pete into a national hero overnight for the dramatic rescue of fellow competitor Raphael Dinelli when winds of up to 80mph pounded Frenchman Dinelli’s sinking boat. After receiving the distress call, Pete sent what may have been his last fax to his wife to explain what he was about to do and immediately turned round to rescue the Frenchman. He battled for two days to reach the near-dead Dinelli, who was extremely lucky to survive 48 hours in a freezing life raft. Pete, who scuppered his own chances of winning the race in order to save Dinelli, was awarded the MBE by HM The Queen and the Legion d'Honneur by the French President for his actions. In episode 017, we bring you part 1 of Pete Goss' story on various leadership and teamwork principles that he learned from some of his most life-harrowing adventures. Show Notes: Close to the Wind www.planview.com www.petegoss.com Leadership and teamwork takeaways from Pete Goss’ presentation: Good Leadership is all about challenging the norm. Good Management makes it more efficient. All one should look for in a team is a team full of leaders. You shouldn’t just take risks, but rather, you should embrace risks by properly preparing for them. “Knowledge dispels fear.” People often see successful teams as “lucky”, even if it required "18 hour days at 7 days a week" to be successful. Often times when you drill down into a successful team, what you will find is a group of people that is willing to create their own “luck” by putting their nose to the grindstone and having the courage to grab an opportunity when it comes past. If at particular milestones you are off course by 10%, you can always identify that 10% and polish it to improve longterm performance. During your team’s journey there will be problems and mistakes, but those mistakes can also be seen as lessons. Remember that the mistakes made on your team’s journey can turn into the cornerstones of later success. Don’t cry over the mistakes, but rather celebrate in the lessons. “All the dirty washing stays on board” – don’t air your differences with those outside of the team. Trust takes time and needs to come from the top.  Trust can only come from example – but once it does, then people on your team will feel comfortable to share their mistakes. “To win, you first have to finish.” Success comes from a clear and well-planned vision. The clearer your vision, the less likely you are to become lost. You do have to recognize that things will change as you move forward, and you need to be able to be willing to adapt your vision. But, unless your vision is clear from the start, you have no reference to make that change. “Anything new is difficult and anything that is difficult requires commitment.” “Unless you personally are absolutely committed to something, you cannot expect others to be committed with you.” Once you have lost control of a situation, all you can do is react. The key is to try not to lose control. “As you keep chipping away at life, you eventually come to a very clear and simple crossroads where you stand by your morals or principles, or you don’t.” If your values as a company, as a team, Ron Holohan, MBA PMP no 31:48 http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/ http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/#comments Mon, 15 Oct 2007 22:08:10 +0000 Ron Holohan, MBA PMP http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/ http://pm411.org/2007/10/15/podcast-episode-015-creating-effective-teams/feed/ 0 Today I talk with Kent McDonald, of knowledgebridgepartners.com, about creating effective project teams.  Kent has more than a decade of experience in various aspects of business analysis and project leadership. Today I talk with Kent McDonald, of knowledgebridgepartners.com, about creating effective project teams.  Kent has more than a decade of experience in various aspects of business analysis and project leadership.  Kent has led projects and designed business solutions in a variety of industries including financial services, health insurance, performance marketing, human services, non profit, and automotive. Through his consulting business, Kent provides coaching, training, and mentoring for Business Analysts, Project Leaders, and customers of business systems projects. Kent is a sought after speaker and writer on the topics of business analysis, project leadership, and measuring and delivering value through projects. Show links: www.knowledgebridgepartners.com www.accelinnova.com www.kbpblogs.com "Picking the Right Project Team" by Kent McDonald www.projectconnections.com Scott Ambler's "Generalizing Specialist" Crystal Clear: A Human-Powered Methodology for Small Teams (The Agile Software Development Series) by Alistair Cockburn Bruce Tuckman's "Forming-storming-norming-performing" model of team development  Get the pm411.org Project Management Podcast delivered by email for free!  - Your email address and personal information are confidential and will never be sold or rented.      Ron Holohan, MBA PMP no 23:48