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	<title>borselaer.org</title>
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	<link>http://www.borselaer.org</link>
	<description>Thoughts on Agile project management using PRINCE2 and Scrum</description>
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			<item>
		<title>Getting a cup of coffee with PRINCE2</title>
		<link>http://www.borselaer.org/index.php/2010/03/getting-a-cup-of-coffee-with-prince2/</link>
		<comments>http://www.borselaer.org/index.php/2010/03/getting-a-cup-of-coffee-with-prince2/#comments</comments>
		<pubDate>Mon, 08 Mar 2010 17:13:39 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=375</guid>
		<description><![CDATA[



It isn&#8217;t that difficult applying PRINCE2 in a lightweight fashion. Here&#8217;s the story of Pete and Jane.
Jane wants some coffee. Pete agrees to get some. Both use PRINCE2 without being aware of it.






Pete
Jane


Hi Jane, how are   you?
Hi Pete



Actually, I’m dying   for a cup of coffee. Can you get me some?
(Project mandate)


Sure no problem.



How [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2010/03/getting-a-cup-of-coffee-with-prince2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Presentation &#8216;Agile Systeemontwikkeling Met Scrum&#8217; (Dutch)</title>
		<link>http://www.borselaer.org/index.php/2010/03/presentation-agile-systeemontwikkeling-met-scrum-dutch/</link>
		<comments>http://www.borselaer.org/index.php/2010/03/presentation-agile-systeemontwikkeling-met-scrum-dutch/#comments</comments>
		<pubDate>Sun, 07 Mar 2010 11:50:08 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Lean/Agile]]></category>
		<category><![CDATA[Presentation]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=368</guid>
		<description><![CDATA[Last Thursday I gave a presentation about &#8216;Agile system development with Scrum&#8217; to an audience of project managers, business consultants and more technically involved IT people.
My main purpose was to provoke a &#8216;paradigm change&#8217; since most people in the audience aren&#8217;t involved in agile system development currently. So a large part of my presentation was about predictability [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2010/03/presentation-agile-systeemontwikkeling-met-scrum-dutch/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Whitebook: PRINCE2 combined with Scrum</title>
		<link>http://www.borselaer.org/index.php/2010/03/whitebook-prince2-combined-with-scrum/</link>
		<comments>http://www.borselaer.org/index.php/2010/03/whitebook-prince2-combined-with-scrum/#comments</comments>
		<pubDate>Sun, 07 Mar 2010 09:45:04 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Implementation]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=300</guid>
		<description><![CDATA[Last year I published a Whitebook in Dutch about the combination of PRINCE2 and Scrum. I also promised an English translation. It is long overdue, sorry about that, but finally here it is.
Why combining PRINCE2 with Scrum?
I think Scrum is great and we all should use the Scrum approach whenever possible. The &#8216;whenever possible&#8217; bit [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2010/03/whitebook-prince2-combined-with-scrum/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Presentation knowledge session PRINCE2 with Scrum (Dutch) published</title>
		<link>http://www.borselaer.org/index.php/2009/12/presentation-knowledge-session-prince2-with-scrum-dutch-published/</link>
		<comments>http://www.borselaer.org/index.php/2009/12/presentation-knowledge-session-prince2-with-scrum-dutch-published/#comments</comments>
		<pubDate>Sun, 13 Dec 2009 09:43:56 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Presentation]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=295</guid>
		<description><![CDATA[My (Dutch) presentation on the combination of PRINCE2 and Scrum is published on slideshare.
One warning though. In 1.5 hours it isn&#8217;t possible to explain all the details of both PRINCE2 and Scrum, so I didn&#8217;t. I told a little bit about Scrum and almost nothing about PRINCE2. The presentation was mostly about the specifics of [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/12/presentation-knowledge-session-prince2-with-scrum-dutch-published/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Where Gemba is found in projects</title>
		<link>http://www.borselaer.org/index.php/2009/12/where-gemba-is-found-in-projects/</link>
		<comments>http://www.borselaer.org/index.php/2009/12/where-gemba-is-found-in-projects/#comments</comments>
		<pubDate>Tue, 08 Dec 2009 13:11:52 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Lean/Agile]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=286</guid>
		<description><![CDATA[Three words: Gemba, Kaikaku, Kaizen.
Gemba means &#8216;the place truth can be found&#8217;.
Kaikaku means &#8216;radical improvement&#8217;.
Kaizen means &#8216;gradual improvement&#8217;.
Projects are all about change. Usually we&#8217;re talking about a large change (Kaikaku). That&#8217;s why it&#8217;s a project: a temporary organization with a specific goal.
You might also argue that an agile project approach also has some Kaizen characteristics: [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/12/where-gemba-is-found-in-projects/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Published Whitebook &#8216;PRINCE2 + Scrum: 1 + 1 = 3&#8242; (Dutch)</title>
		<link>http://www.borselaer.org/index.php/2009/12/published-whitebook-prince2-scrum-1-1-3-dutch/</link>
		<comments>http://www.borselaer.org/index.php/2009/12/published-whitebook-prince2-scrum-1-1-3-dutch/#comments</comments>
		<pubDate>Tue, 01 Dec 2009 13:19:31 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=281</guid>
		<description><![CDATA[Yesterday I published my latest Whitebook &#8216;PRINCE2 + Scrum: 1 + 1 = 3&#8216; (in Dutch) in which I make the case that PRINCE2 adds value to Scrum. This Whitebook is largely based on my presentation &#8216;Agile results with PRINCE2 control&#8217;, which in turn is based on my latest real life project experiences.
I&#8217;ll try to [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/12/published-whitebook-prince2-scrum-1-1-3-dutch/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Presenting at Dutch seminar &#8216;Agile project results with PRINCE2 Control&#8217; (Nov 26th)</title>
		<link>http://www.borselaer.org/index.php/2009/11/presenting-at-dutch-seminar-agile-project-results-with-prince2-control-nov-26th/</link>
		<comments>http://www.borselaer.org/index.php/2009/11/presenting-at-dutch-seminar-agile-project-results-with-prince2-control-nov-26th/#comments</comments>
		<pubDate>Wed, 04 Nov 2009 10:49:44 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Lean/Agile]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>
		<category><![CDATA[Seminar]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=267</guid>
		<description><![CDATA[I&#8217;m happy to announce that I&#8217;ll be presenting (in Dutch) at seminar &#8216;Agile project results with PRINCE2 Control&#8217; Thursday the 26th of November.
I&#8217;ll share my experiences combining PRINCE2 with Scrum and explain what makes this combination very successful. Also, we have reserved plenty of time for questions and discussions, so hopefully there is a lot [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/11/presenting-at-dutch-seminar-agile-project-results-with-prince2-control-nov-26th/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Project Boards are agile</title>
		<link>http://www.borselaer.org/index.php/2009/10/project-boards-are-agile/</link>
		<comments>http://www.borselaer.org/index.php/2009/10/project-boards-are-agile/#comments</comments>
		<pubDate>Fri, 16 Oct 2009 10:28:19 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Executive]]></category>
		<category><![CDATA[Lean/Agile]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Project Board]]></category>
		<category><![CDATA[Scrum]]></category>
		<category><![CDATA[Senior Supplier]]></category>
		<category><![CDATA[Senior User]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=244</guid>
		<description><![CDATA[Scrum Masters normally do not have access to a Project Board but in my opinion, they should.  With PRINCE2 the Project Board is accountable for the project&#8217;s success. Within the Project Board there are three separate roles:

The Executive is accountable for the project&#8217;s Business Case.
The Senior User represents the people whom will use the [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/10/project-boards-are-agile/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Where Scrum sucks</title>
		<link>http://www.borselaer.org/index.php/2009/10/where-scrum-sucks/</link>
		<comments>http://www.borselaer.org/index.php/2009/10/where-scrum-sucks/#comments</comments>
		<pubDate>Sun, 04 Oct 2009 10:10:37 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Business Case]]></category>
		<category><![CDATA[Executive]]></category>
		<category><![CDATA[Implementation]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Product Owner]]></category>
		<category><![CDATA[Scrum]]></category>
		<category><![CDATA[Senior User]]></category>
		<category><![CDATA[Stakeholders]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=226</guid>
		<description><![CDATA[I do love Scrum. But at the same time Scrums sucks at a lot of areas from a business point of view. In my opinion the Scrum process is great to get things done. It&#8217;s great to get a motivated team with focus, it maximizes creativity and delivers value.
The business side of Scrum however is almost [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/10/where-scrum-sucks/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Lessons (not) Learned</title>
		<link>http://www.borselaer.org/index.php/2009/10/lessons-not-learned/</link>
		<comments>http://www.borselaer.org/index.php/2009/10/lessons-not-learned/#comments</comments>
		<pubDate>Fri, 02 Oct 2009 19:47:40 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Daily Scrum]]></category>
		<category><![CDATA[Lean/Agile]]></category>
		<category><![CDATA[Lessons Learned]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=205</guid>
		<description><![CDATA[PRINCE2 prescribes incorporating &#8216;Lessons Learned&#8217; into the project&#8217;s processes. There&#8217;s the post project Lessons Learned within the process &#8216;Closing a Project&#8217;, but also the transition from one stage (iteration) to another is an excellent opportunity to learn from previous mistakes.
However, in &#8216;normal&#8217; PRINCE2 projects, I&#8217;ve seldom seen a real Lessons Learned session. Sometimes the project [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/10/lessons-not-learned/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Combining PRINCE2 with Scrum is officially &#8216;allowed&#8217;</title>
		<link>http://www.borselaer.org/index.php/2009/10/combining-prince2-with-scrum-is-officially-allowed/</link>
		<comments>http://www.borselaer.org/index.php/2009/10/combining-prince2-with-scrum-is-officially-allowed/#comments</comments>
		<pubDate>Thu, 01 Oct 2009 14:07:06 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Audit]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=198</guid>
		<description><![CDATA[The combination of PRINCE2 and Scrum has received the stamp of approval by the auditor.]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/10/combining-prince2-with-scrum-is-officially-allowed/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>New Whitebook &#8220;PRINCE2 2009, nieuwe inzichten, nieuwe kansen?&#8221;</title>
		<link>http://www.borselaer.org/index.php/2009/10/new-whitebook-prince2-2009-nieuwe-inzichten-nieuwe-kansen/</link>
		<comments>http://www.borselaer.org/index.php/2009/10/new-whitebook-prince2-2009-nieuwe-inzichten-nieuwe-kansen/#comments</comments>
		<pubDate>Thu, 01 Oct 2009 11:42:21 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=193</guid>
		<description><![CDATA[Yesterday my new Whitebook called &#8220;PRINCE2 2009: nieuwe inzichten, nieuwe kansen&#8221; was published here (in Dutch).
In this Whitebook I explain the differences between the 2005 and 2009 manuals and why the new manual is an important leap forwards.
]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/10/new-whitebook-prince2-2009-nieuwe-inzichten-nieuwe-kansen/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>New PRINCE2 2009 manual</title>
		<link>http://www.borselaer.org/index.php/2009/08/new-prince2-2009-manual/</link>
		<comments>http://www.borselaer.org/index.php/2009/08/new-prince2-2009-manual/#comments</comments>
		<pubDate>Sat, 29 Aug 2009 14:23:34 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Books]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=186</guid>
		<description><![CDATA[I&#8217;m very, very, pleased with the new 2009 PRINCE2 manual.
The method has not been changed, it&#8217;s the description of the method that has changed.
This new book emphasizes not the theory of the method, but the principles behind the method and gives much more practical advice on the implementation of the method.
In my opinion PRINCE2 is [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/08/new-prince2-2009-manual/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Prince2, licht en effectief</title>
		<link>http://www.borselaer.org/index.php/2009/07/prince2-licht-en-effectief/</link>
		<comments>http://www.borselaer.org/index.php/2009/07/prince2-licht-en-effectief/#comments</comments>
		<pubDate>Wed, 01 Jul 2009 06:02:46 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=178</guid>
		<description><![CDATA[I&#8217;d like you all to know that I&#8217;ve published a whitebook called &#8216;Prince2, licht en effectief&#8217;. It is published in Dutch though.
You can find it here.
]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/07/prince2-licht-en-effectief/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Velocity planning or capacity planning (or both)?</title>
		<link>http://www.borselaer.org/index.php/2009/06/velocity-planning-or-capacity-planning-or-both/</link>
		<comments>http://www.borselaer.org/index.php/2009/06/velocity-planning-or-capacity-planning-or-both/#comments</comments>
		<pubDate>Fri, 12 Jun 2009 18:10:34 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[Scrum]]></category>
		<category><![CDATA[velocity]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=160</guid>
		<description><![CDATA[Traditionally (if that even exists with agile project management) the team&#8217;s velocity is expressed in the number of story points delivered per iteration (sprint).
In an ideal (theoretical) world, the next iteration&#8217;s velocity should be the same (or slightly better) then the last one. In the real world this is not the case. One cause is the [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/06/velocity-planning-or-capacity-planning-or-both/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Lean Business Process Design</title>
		<link>http://www.borselaer.org/index.php/2009/05/lean-business-process-design/</link>
		<comments>http://www.borselaer.org/index.php/2009/05/lean-business-process-design/#comments</comments>
		<pubDate>Sun, 17 May 2009 09:05:47 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Analysis]]></category>
		<category><![CDATA[Business Process]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=139</guid>
		<description><![CDATA[In most projects some amount of analysis is required. With an agile method like Scrum there&#8217;s no room for a separate analysis phase. It is assumed that analysis can be done concurrently with design and build activities. This is often true when the business process is known.
Sometimes also the business process needs to be determined. This is [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/05/lean-business-process-design/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Implementing Scrum, &#8216;crash&#8217; start or controlled start?</title>
		<link>http://www.borselaer.org/index.php/2009/03/implementing-scrum-crash-start-or-controlled-start/</link>
		<comments>http://www.borselaer.org/index.php/2009/03/implementing-scrum-crash-start-or-controlled-start/#comments</comments>
		<pubDate>Fri, 27 Mar 2009 16:29:09 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=128</guid>
		<description><![CDATA[Most people advocate a &#8220;crash&#8221; start when implementing Scrum. Don&#8217;t think, just go!
It&#8217;s very difficult to explain the advantages of Scrum when the customer is not used to &#8220;agile&#8221; thinking. Because Scrum delivers tangible results in short increments one could think it&#8217;s possibly better to let the results do the talking.
Here in the Netherlands the [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/03/implementing-scrum-crash-start-or-controlled-start/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Psychology of a timebox approach</title>
		<link>http://www.borselaer.org/index.php/2009/03/psychology-of-a-timebox-approach/</link>
		<comments>http://www.borselaer.org/index.php/2009/03/psychology-of-a-timebox-approach/#comments</comments>
		<pubDate>Thu, 05 Mar 2009 06:44:14 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Definition of done]]></category>
		<category><![CDATA[Timebox]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=116</guid>
		<description><![CDATA[Timeboxes are widely used in agile and non-agile projects. The idea is that scope is (or should be) limited to the amount that is feasible within the given timeframe.
The assumption is that the team is capable of limiting itself to tasks that can be completed within the timebox. But what happens when the teams discovers that [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2009/03/psychology-of-a-timebox-approach/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Specialism is a great thing, but collaboration is key</title>
		<link>http://www.borselaer.org/index.php/2008/11/the-cost-of-specialism/</link>
		<comments>http://www.borselaer.org/index.php/2008/11/the-cost-of-specialism/#comments</comments>
		<pubDate>Sat, 29 Nov 2008 08:32:36 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Lean/Agile]]></category>
		<category><![CDATA[Managementskills]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=100</guid>
		<description><![CDATA[Everyone knows that it&#8217;s a good thing to have specialists on your team. Not only do these people have a lot of knowledge within a specific area, they also are very efficient on the job. They deliver the best quality of work in the least amount of time within their specialism. That&#8217;s a fact.
In reality [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/11/the-cost-of-specialism/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Stakeholder alignment</title>
		<link>http://www.borselaer.org/index.php/2008/10/stakeholder-alignment/</link>
		<comments>http://www.borselaer.org/index.php/2008/10/stakeholder-alignment/#comments</comments>
		<pubDate>Fri, 10 Oct 2008 06:10:38 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Focus]]></category>
		<category><![CDATA[Managementskills]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=89</guid>
		<description><![CDATA[Have you ever noticed how much energy is put in getting stakeholders to work together when they actually won&#8217;t (and don&#8217;t), even when it is in their best interests?
A fine example of this is the change management procedure. Sometimes more energy is spend in analyzing and discussing changes then in actually creating the changes. The [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/10/stakeholder-alignment/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Managing expectations with Scrum</title>
		<link>http://www.borselaer.org/index.php/2008/09/managing-expectations-with-scrum/</link>
		<comments>http://www.borselaer.org/index.php/2008/09/managing-expectations-with-scrum/#comments</comments>
		<pubDate>Tue, 23 Sep 2008 13:31:05 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=49</guid>
		<description><![CDATA[One might say that managing expectations becomes much easier with an agile approach like Scrum.
In stead of waiting for months before there is any result visible the Scrum approach delivers results each iteration (each sprint), thus building trust and creating positive energy.
I would argue that managing expectations is much more challenging than one would think [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/09/managing-expectations-with-scrum/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Do Scrum projects need a business case?</title>
		<link>http://www.borselaer.org/index.php/2008/09/do-scrum-projects-need-a-business-case/</link>
		<comments>http://www.borselaer.org/index.php/2008/09/do-scrum-projects-need-a-business-case/#comments</comments>
		<pubDate>Tue, 02 Sep 2008 06:48:09 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Business Case]]></category>
		<category><![CDATA[Scrum]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=41</guid>
		<description><![CDATA[The Scrum method does not explicitly state that a business case is needed. So why should you have one?
First of all, let me ask you another question. &#8220;Do Scrum projects have a business case?&#8221;
Well of course they do. Every project has a business case. A &#8220;reason why&#8221;, a &#8220;justification of&#8221;, a specific goal. Sometimes a business [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/09/do-scrum-projects-need-a-business-case/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Prince 2 choices</title>
		<link>http://www.borselaer.org/index.php/2008/08/prince-2-choices/</link>
		<comments>http://www.borselaer.org/index.php/2008/08/prince-2-choices/#comments</comments>
		<pubDate>Sun, 31 Aug 2008 13:29:05 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=23</guid>
		<description><![CDATA[Some people asked me what I meant with &#8220;implement all Prince 2 processes&#8221; in my last post. &#8220;Did you really mean all processes?&#8221;
Yes that&#8217;s correct, I do mean all processes. And trust me, it still can be lightweight, depending on your choices.
Let me explain.
With implementing a process I mean following the principle behind the process, it&#8217;s [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/08/prince-2-choices/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Maintaining focus</title>
		<link>http://www.borselaer.org/index.php/2008/08/maintaining-focus/</link>
		<comments>http://www.borselaer.org/index.php/2008/08/maintaining-focus/#comments</comments>
		<pubDate>Fri, 29 Aug 2008 07:08:19 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Business Case]]></category>
		<category><![CDATA[Focus]]></category>
		<category><![CDATA[Reporting]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=28</guid>
		<description><![CDATA[One of the challenges within projects is to keep focus on what&#8217;s really important. The project has (or should have) a specific goal. When things go wrong, when issues and changes occur, are we still focused on that goal?
There is a very powerful tool to create and maintain focus on project and that is the progress report. [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/08/maintaining-focus/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Gung Ho!</title>
		<link>http://www.borselaer.org/index.php/2008/08/gung-ho/</link>
		<comments>http://www.borselaer.org/index.php/2008/08/gung-ho/#comments</comments>
		<pubDate>Thu, 21 Aug 2008 18:37:39 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Books]]></category>
		<category><![CDATA[Managementskills]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=16</guid>
		<description><![CDATA[Today I&#8217;ve read the book &#8220;Gung Ho!&#8221; by Ken Blanchard.
Gung Ho! describes the three principles which (can) lead to motivated people in organizations.
The book did not really provide me with new insights, but it is nicely written and short too 
It will make an excellent gift.
]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/08/gung-ho/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Waiter, a plate of commonsense please</title>
		<link>http://www.borselaer.org/index.php/2008/08/waiter-a-plate-of-commonsense-please/</link>
		<comments>http://www.borselaer.org/index.php/2008/08/waiter-a-plate-of-commonsense-please/#comments</comments>
		<pubDate>Wed, 20 Aug 2008 04:19:30 +0000</pubDate>
		<dc:creator>Martin van Borselaer</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[PRINCE2]]></category>

		<guid isPermaLink="false">http://www.borselaer.org/?p=6</guid>
		<description><![CDATA[Recently I watched the movie “Ratatouille” by Pixar/Disney. In this movie a renowned critic looks at the menu and asks the waiter for “a good meal of commonsense”. Of course the waiter does not understand and the critic explains to him he wants the best food the chef can manage.
Sometimes I feel like this critic [...]]]></description>
		<wfw:commentRss>http://www.borselaer.org/index.php/2008/08/waiter-a-plate-of-commonsense-please/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
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