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	<title>borselaer.org</title>
	<link>http://www.borselaer.org</link>
	<description>Thoughts on agile project management based on human values and behavior and using PRINCE2, Scrum and Lean principles.</description>
	<lastBuildDate>Tue, 03 Apr 2012 13:28:45 +0000</lastBuildDate>
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	<language>en</language>
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		<title>New cool video: The Marshmallow Challenge</title>
		<description><![CDATA[Recently I found another cool&#160;video. Again on TED. This video is about an exercise called &#34;The&#160;Marshmallow Challenge&#34;. In eighteen minutes, teams of four must build the tallest freestanding structure out of 20 sticks of spaghetti, one yard of tape, one yard of string, and one marshmallow. The marshmallow has to be on top. The team [...]]]></description>
		<link>http://www.borselaer.org/index.php/2012/04/new-cool-video-the-marshmallow-challenge/</link>
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		<title>How to create a Gantt Chart in Excel 2007 or 2010</title>
		<description><![CDATA[Previously I posted&#160;an Excel Gantt Chart template for Excel 2007 (or 2010). The template works great as is, but it&#39;s hard to reproduce on your own. Here&#39;s the step by step instruction: Create the chart data For this example&#160;I use the following data: Task Startdate Fase Activity DESIGN 5-12-2011 12 &#160; module1 5-12-2011 &#160; 5 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2011/11/how-to-create-a-gantt-chart-in-excel-2007-or-2010/</link>
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		<title>Better IT results with Lean Six Sigma DMAIC, a data migration example</title>
		<description><![CDATA[In science results are obtained by a combination of theorizing and experimentation. A theory is tested through the collection and interpretation of facts. This is usually an iterative process because the experiment generates new facts that lead to changes in the theory, thus a new experiment is needed. In the IT world such an iterative approach can also [...]]]></description>
		<link>http://www.borselaer.org/index.php/2011/11/better-it-results-with-lean-six-sigma-dmaic-a-data-migration-example/</link>
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		<title>Tips for lowering the agile adoption threshold</title>
		<description><![CDATA[Yesterday I participated in a Dutch Agile Government Open Space meeting. The theme of this session was &#8216;Agile &#38; ICT Policy&#8217;. One of the speakers was Brigitte van den Burg. She is one of our Lower House representatives and within her party responsible for the Dutch ICT policy. It was a very interesting session and [...]]]></description>
		<link>http://www.borselaer.org/index.php/2011/09/tips-for-lowering-the-agile-adoption-threshold/</link>
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		<title>Slides seminar &#8220;Lean &amp; Agile IT&#8221; published (Dutch)</title>
		<description><![CDATA[Yesterday we had our seminar Lean &#38; Agile IT. At this seminar we explained that Lean principles and Agile practices are complementary and can lead to better results. We not only applied these principles and practices to product development (like Scrum), but also to ITIL processes and integration solutions. We had a drink afterwards and [...]]]></description>
		<link>http://www.borselaer.org/index.php/2011/09/slides-seminar-lean-agile-it-published-dutch/</link>
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		<title>Organizing seminar &#8220;Lean &amp; Agile IT: beter resultaat, betrokkenheid en IT volwassenheid&#8221; (Dutch)</title>
		<description><![CDATA[I&#8217;m organizing a new seminar about creating a more effective IT organisation by using Lean &#38; Agile principles. I&#8217;m very much looking forward to share our ideas and experiences. We&#8217;ll be hosting this seminar on Thursday September the 15th at our Whitehorses head office in Nieuwegein, the Netherlands. It&#8217;s in Dutch and aimed at our customers [...]]]></description>
		<link>http://www.borselaer.org/index.php/2011/08/organizing-seminar-lean-and-agile-it/</link>
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		<title>Whitebook &#8216;Better IT results with Lean Six Sigma DMAIC&#8217; (Dutch)</title>
		<description><![CDATA[My latest whitebook is published today. It&#8217;s a Dutch paper (original title: &#8216;Meten is weten: betere IT resultaten met Lean Six Sigma DMAIC&#8217;). As usual I&#8217;ll post an English translation soon. I&#8217;m trying to point out that sometimes it&#8217;s better to stop theorizing and start proofing your assumptions by creating and measuring results.]]></description>
		<link>http://www.borselaer.org/index.php/2011/06/whitebook-better-it-results-by-measuring-with-lean-six-sigma-dmaic-dutch/</link>
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		<title>Managing the control/progress balance</title>
		<description><![CDATA[One of the more difficult aspects of managing projects is to find the right balance between spending time on accountability, reporting and control or spending time on getting things done (progress). Spending time on planning and reporting activities means that you and your team have less time available for &#8216;normal&#8217; work. The problem is that you [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/12/managing-the-controlprogress-balance/</link>
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		<title>Gantt Chart template for Excel 2007 or 2010</title>
		<description><![CDATA[It has been a while since my last post. I&#8217;ve been very busy managing a demanding project. The good news is that I finally managed to create a decent Gantt Chart in Excel 2007. With that I do mean a Chart object in Excel, not just some manual tinkering with Excel cells. This is a [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/11/gantt-chart-template-for-excel-2007/</link>
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		<title>What&#8217;s the connection between the Montessori Method, The Toyota Way and Agile IT?</title>
		<description><![CDATA[The first answer to this question is&#8230;. &#8216;quality build in&#8217;. The Toyota philosophy knows the concept of Poka-yoke, &#8216;mistake proofing a device by preventing, correcting, or drawing attention to human errors as they occur&#8217;. Poka-yoke is a means of building quality into the device since it prevents making mistakes. It doesn&#8217;t only have an effect [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/09/whats-the-connection-between-the-montessori-method-the-toyota-way-and-agile-it/</link>
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		<title>New cool videos on Leadership and Practical Wisdom</title>
		<description><![CDATA[I&#8217;ve added two new &#8216;cool videos&#8217; to the sidebar. How great leaders inspire action (presentation by Simon Sinek, TEDxPuget Sound, Sep 2009) A great and inspiring presentation about leadership. If you think this presentation is only about marketing and selling stuff, you&#8217;re missing the point. Simon explains that people are motivated by the &#8216;Why&#8216;, not [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/09/new-cool-videos-on-leadership-and-practical-wisdom/</link>
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		<title>Where do you aim, deal or ideal? (subtitle: continuous customer-supplier alignment)</title>
		<description><![CDATA[As we all know, projects are complex. That applies even more to ICT projects. The problem with complexity is that it creates unpredictability. We do not like unpredictability because both customer and supplier want to have a successful business case and need to know in advance whether the project is going to deliver within the boundaries as defined by the [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/08/where-do-you-aim-deal-or-ideal-continuous-customer-supplier-alignment/</link>
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		<title>presentation published: The Two Largest Project Killers (in English)</title>
		<description><![CDATA[I promised an English translation of my presentation &#8216;The Two Largest Project Killers&#8217;, so here it is. It is my strong belief that if everything else fails, removing fear and complexity increases the odds for success substantially. The two largest project killers View more presentations from Martin van Borselaer.]]></description>
		<link>http://www.borselaer.org/index.php/2010/07/presentation-published-the-two-largest-project-killers-in-english/</link>
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		<title>Comments are welcome (again!)</title>
		<description><![CDATA[It seems I have to apologize. I&#39;ve invited you all to share your thoughts and opinions on my blog, but it seems that comments are disabled the last couple of months. Comments are enabled again, so please don&#39;t hesitate to ask questions, to discuss what you think is wrong or can be improved, to share [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/07/comments-are-welcome-again/</link>
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		<title>When to trust your gut&#8230;. and when not</title>
		<description><![CDATA[IT is thought to be a rational world. A world of facts and logic, of analysis and methods. Yet in my experience IT is far from rational. We all believe we are rational people where in fact, in my opinion, we often are rationalizing our beliefs: &#8216;a process of constructing a logical justification for a belief, [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/06/when-to-trust-your-gut-and-when-not/</link>
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		<title>Business &amp; IT anti-patterns</title>
		<description><![CDATA[I&#8217;ve seen it again and again, the same business &#38; IT anti-patterns in organisations with an internal IT department. According to Wiki, an anti-pattern &#8216;is a general reusable solution to a commonly occurring problem, but is ineffective and/or counterproductive in practice&#8216;. Wiki contains a nice list of anti-patterns but IMHO there should be a &#8216;Business [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/06/business-it-anti-patterns/</link>
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		<title>Cool Videos (and informative too!)</title>
		<description><![CDATA[Jeff Sutherland brought this video about intrinsic motivation to my attention. (Thanks Jeff!). It&#8217;s not only a very cool video, it&#8217;s also very true. I&#8217;ve noticed that newbies from universities have lots of up to date knowledge, but haven&#8217;t got a clue what&#8217;s really important in achieving results. It&#8217;s not about &#8216;method A&#8217;, &#8216;Best Practice B&#8217; or [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/06/cool-videos-and-informative-too/</link>
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		<title>Whitebook: Agile Business Case management (Dutch)</title>
		<description><![CDATA[Today my (Dutch) Whitebook on Agile Business Case management is published here. This Whitebook explains why an agile approach is useful in determining the project validity within a PRINCE2 project and also explains how this works in combination with Scrum.]]></description>
		<link>http://www.borselaer.org/index.php/2010/06/whitebook-agile-business-case-management-dutch/</link>
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		<title>Two project killers (ome-b.nl)</title>
		<description><![CDATA[My colleague Douwe Pieter van den Bos really was impressed by my last presentation and couldn&#8217;t wait to share his thoughts on his blog. If you can&#8217;t wait on my English translation please have a look at his post. There&#8217;s lots more interesting stuff too]]></description>
		<link>http://www.borselaer.org/index.php/2010/06/two-project-killers-ome-b-nl/</link>
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		<title>De twee grootste projectkillers</title>
		<description><![CDATA[Yesterday I gave a presentation (in Dutch) on what I believe are the two most common reasons for projectfailure. I published the presentation on Slideshare. I&#39;ll try to post an English version the next few weeks. Twee projectkillers &#160; &#160; View more presentations from Martin van Borselaer.]]></description>
		<link>http://www.borselaer.org/index.php/2010/05/de-twee-grootste-projectkillers/</link>
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		<title>Book review: Corps Business: The 30 Management Principles of the U.S. Marines</title>
		<description><![CDATA[It was a nice sunny day today and I finished &#8216;Corps Business: The 30 Management Principles of the U.S. Marines&#8217; on the beach. The marines have to deal with life and death decisions in highly unpredictable and fast pacing situations. To cope with this they created their own, special kind of management philosophy, which is something completely different [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/04/book-review-corps-business-the-30-management-principles-of-the-u-s-marines/</link>
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		<title>Optimizing change processes with Value Stream Mapping</title>
		<description><![CDATA[Value Stream Mapping is useful for optimizing processes, but not usually applied to change processes itself. There is a hidden opportunity here because determining and discussing the change process VSM also helps optimizing the change process. It helps determining what the change is all about (the value that should be created) and helps determining what parts of the change process create value and what parts don't.]]></description>
		<link>http://www.borselaer.org/index.php/2010/04/optimizing-change-processes-with-value-stream-mapping/</link>
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		<title>Scrum for maintenance? Old habits die hard.</title>
		<description><![CDATA[After successfully completing a project with PRINCE2 and Scrum, it looks like maintenance will be done the traditional way. Strange, because Scrum still remains the best approach to software development. ]]></description>
		<link>http://www.borselaer.org/index.php/2010/03/scrum-for-maintenance-old-habits-die-hard/</link>
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		<title>Getting a cup of coffee with PRINCE2</title>
		<description><![CDATA[PRINCE2 can easily be applied in a lightweight fashion. To illustrate this I've created the story of Pete and Jane. 
Jane wants some coffee. Pete agrees to get some. Both use PRINCE2 without being aware of it.]]></description>
		<link>http://www.borselaer.org/index.php/2010/03/getting-a-cup-of-coffee-with-prince2/</link>
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		<title>Presentation &#8216;Agile Systeemontwikkeling Met Scrum&#8217; (Dutch)</title>
		<description><![CDATA[Last Thursday I gave a presentation about &#39;Agile system development with Scrum&#39; to an&#160;audience&#160;of project managers, business consultants and more technically involved IT people. My main purpose was to provoke a &#39;paradigm change&#39; since most people in the audience aren&#39;t involved in agile system development currently. So a large part of my presentation was about [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/03/presentation-agile-systeemontwikkeling-met-scrum-dutch/</link>
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		<title>Whitebook: PRINCE2 combined with Scrum</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2010/03/whitebook-prince2-combined-with-scrum/</link>
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		<title>Presentation knowledge session PRINCE2 with Scrum (Dutch) published</title>
		<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&#39;t possible to explain all the details of both PRINCE2 and Scrum, so I didn&#39;t. I told a little bit about Scrum and almost nothing about PRINCE2. The presentation was mostly about the specifics [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/12/presentation-knowledge-session-prince2-with-scrum-dutch-published/</link>
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		<title>Where Gemba is found in projects</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/12/where-gemba-is-found-in-projects/</link>
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		<title>Published Whitebook &#8216;PRINCE2 + Scrum: 1 + 1 = 3&#8242; (Dutch)</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/12/published-whitebook-prince2-scrum-1-1-3-dutch/</link>
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		<title>Presenting at Dutch seminar &#8216;Agile project results with PRINCE2 Control&#8217; (Nov 26th)</title>
		<description><![CDATA[I&#39;m happy to announce that I&#39;ll be presenting (in Dutch) at seminar &#39;Agile project results with PRINCE2 Control&#39; Thursday the 26th of November. I&#39;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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/11/presenting-at-dutch-seminar-agile-project-results-with-prince2-control-nov-26th/</link>
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		<title>Project Boards are agile</title>
		<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&#39;s success. Within the Project Board there are three separate roles: The Executive is accountable for the project&#39;s Business Case. The Senior User represents the people whom will use [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/10/project-boards-are-agile/</link>
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		<title>Where Scrum sucks</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/10/where-scrum-sucks/</link>
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		<title>Lessons (not) Learned</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/10/lessons-not-learned/</link>
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		<title>Combining PRINCE2 with Scrum is officially &#8216;allowed&#8217;</title>
		<description><![CDATA[The combination of PRINCE2 and Scrum has received the stamp of approval by the auditor.]]></description>
		<link>http://www.borselaer.org/index.php/2009/10/combining-prince2-with-scrum-is-officially-allowed/</link>
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		<title>New Whitebook &#8220;PRINCE2 2009, nieuwe inzichten, nieuwe kansen?&#8221;</title>
		<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>
		<link>http://www.borselaer.org/index.php/2009/10/new-whitebook-prince2-2009-nieuwe-inzichten-nieuwe-kansen/</link>
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		<title>New PRINCE2 2009 manual</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/08/new-prince2-2009-manual/</link>
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		<title>Prince2, licht en effectief</title>
		<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>
		<link>http://www.borselaer.org/index.php/2009/07/prince2-licht-en-effectief/</link>
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		<title>Velocity planning or capacity planning (or both)?</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/06/velocity-planning-or-capacity-planning-or-both/</link>
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		<title>Lean Business Process Design</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/05/lean-business-process-design/</link>
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		<title>Implementing Scrum, &#8216;crash&#8217; start or controlled start?</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/03/implementing-scrum-crash-start-or-controlled-start/</link>
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		<title>Psychology of a timebox approach</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2009/03/psychology-of-a-timebox-approach/</link>
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		<title>Specialism is a great thing, but collaboration is key</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/11/the-cost-of-specialism/</link>
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		<title>Stakeholder alignment</title>
		<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. [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/10/stakeholder-alignment/</link>
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		<title>Managing expectations with Scrum</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/09/managing-expectations-with-scrum/</link>
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		<title>Do Scrum projects need a business case?</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/09/do-scrum-projects-need-a-business-case/</link>
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	<item>
		<title>PRINCE2 choices</title>
		<description><![CDATA[Some people asked me what I meant with &#8220;implement all PRINCE2 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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/08/prince-2-choices/</link>
			</item>
	<item>
		<title>Maintaining focus</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/08/maintaining-focus/</link>
			</item>
	<item>
		<title>Gung Ho!</title>
		<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>
		<link>http://www.borselaer.org/index.php/2008/08/gung-ho/</link>
			</item>
	<item>
		<title>Waiter, a plate of commonsense please</title>
		<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 [...]]]></description>
		<link>http://www.borselaer.org/index.php/2008/08/waiter-a-plate-of-commonsense-please/</link>
			</item>
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