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<!--Generated by Squarespace Site Server v5.11.0 (http://www.squarespace.com/) on Wed, 28 Jul 2010 09:22:04 GMT--><?xml-stylesheet type="text/css" href="/universal/styles/feed.css"?><rss version="2.0"><channel><title>ClearPM - Comments</title><link>http://www.clearpm.com/clearpm-blog/</link><description>Clarifying the Value in Project Management</description><copyright></copyright><language>en-US</language><generator>Squarespace Site Server v5.11.0 (http://www.squarespace.com/)</generator><item><title>tn requin comments on All for Ten Bucks! - The Triple Constraint in Action</title><author>tn requin</author><pubDate>Mon, 26 Jul 2010 12:45:22 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/9/all-for-ten-bucks-the-triple-constraint-in-action.html#comments</link><guid isPermaLink="false">290179:2960939:comment/9126311</guid><description><![CDATA[<p>Air Max Plus (commonly known as <a href="http://www.kkili.com" rel="nofollow">tn requin</a>), created in 1998, is one of Nike's best shoes line. The objective was to use the blow-moulded air system, combining low air pressure with mechanical elements. A balance of impact protection and motion control. Hemisphere placement for localised control and stability. Guides the foot throughout footstrike. Tuned for different-sized feet. <a href="http://www.kkili.com" rel="nofollow">tn requin</a> with a bape shirt, it would be a bomb.</p>]]></description></item><item><title>breitling watches comments on All for Ten Bucks! - The Triple Constraint in Action</title><author>breitling watches</author><pubDate>Sat, 24 Jul 2010 08:29:23 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/9/all-for-ten-bucks-the-triple-constraint-in-action.html#comments</link><guid isPermaLink="false">290179:2960939:comment/9113153</guid><description><![CDATA[<p>He    <a href="http://www.ddwatches.com/panerai-luminor-marina-pn97-p-193.html" rel="nofollow">Panerai   Luminor Marina PN-97</a> made 4 of 6 free throw <a href="http://www.ddwatches.com/panerai-luminor-marina-titanium-pn4-p-102.html" rel="nofollow">Panerai   Luminor Marina Titanium PN-4</a> attempts, so Popovich <a href="http://www.ddwatches.com/panerai-luminor-marina-titanium-pn59-p-109.html" rel="nofollow">Panerai   Luminor Marina Titanium PN-59</a> had to scrap that, too. <a href="http://www.ddwatches.com/panerai-luminor-marina-titanium-watch-pn14-p-103.html" rel="nofollow">Panerai   Luminor Marina Titanium Watch PN-14</a> We hoped    he <a href="http://www.ddwatches.com/panerai-luminor-panerai-pn96-p-192.html" rel="nofollow">Panerai   Luminor Panerai PN-96</a> would miss free throws rather than Dirk killing us <a href="http://www.ddwatches.com/panerai-luminor-power-reserve-for-lefthanders-pn69-p-170.html" rel="nofollow">Panerai   Luminor Power Reserve for Lefthanders PN-69</a> the way he was,    Popovich <a href="http://www.ddwatches.com/panerai-luminor-power-reserve-pn116-p-129.html" rel="nofollow">Panerai   Luminor Power Reserve PN-116</a> said. 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Will try it with my site/content one day!  http://globalwebscience.com</p>]]></description></item><item><title>shelly comments on One Critical Resource: Avoiding the Single Point of Failure</title><author>shelly</author><pubDate>Thu, 27 May 2010 15:41:43 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2009/12/20/one-critical-resource-avoiding-the-single-point-of-failure.html#comments</link><guid isPermaLink="false">290179:2960939:comment/8545390</guid><description><![CDATA[<p>Hey thanks for such wonderful ways. <a href="http://globalwebscience.com" rel="nofollow"> Shelly </a></p>]]></description></item><item><title>Losiya comments on The Weak Matrix in a Strong Project Culture</title><author>Losiya</author><pubDate>Fri, 07 May 2010 17:06:43 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/16/the-weak-matrix-in-a-strong-project-culture.html#comments</link><guid isPermaLink="false">290179:2960939:comment/8343103</guid><description><![CDATA[<p>I like this post very much. I will go to share this in my twitter page...</p><p><a href="http://www.kumudhamwebtech.com" rel="nofollow">Email Database</a></p>]]></description></item><item><title>Atul comments on The Right Way to Admit You've Done Wrong</title><author>Atul</author><pubDate>Wed, 05 May 2010 11:32:53 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/1/the-right-way-to-admit-youve-done-wrong.html#comments</link><guid isPermaLink="false">290179:2960939:comment/8305742</guid><description><![CDATA[<p>Excellent approach to Apologize.<br/>I recall a courier company in India which had novel way of apologizing. In case the courier was delayed and did not reach to the person/entity the courier company used to handover roses to customer (color of roses is not important here). That worked as mute apology and reassurance came afterwards.</p>]]></description></item><item><title>Brian Mossing comments on The Right Way to Admit You've Done Wrong</title><author>Brian Mossing</author><pubDate>Thu, 25 Mar 2010 14:32:35 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/1/the-right-way-to-admit-youve-done-wrong.html#comments</link><guid isPermaLink="false">290179:2960939:comment/7865253</guid><description><![CDATA[<p>Jasmine, thank you for the compliment.  My goal was to post once per week this year, but as my blog is not my highest priority, other aspects of my life have to take precedence.  I plan to post more before too much longer.</p>]]></description></item><item><title>Jasmine comments on The Right Way to Admit You've Done Wrong</title><author>Jasmine</author><pubDate>Wed, 24 Mar 2010 17:11:53 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/1/the-right-way-to-admit-youve-done-wrong.html#comments</link><guid isPermaLink="false">290179:2960939:comment/7850683</guid><description><![CDATA[<p>Really here is a wonderful article.. keep more posting...<br/>Can you suggest best place for <a href="http://businessweekmba.blogspot.com/" rel="nofollow">Business Week MBA</a>...</p>]]></description></item><item><title>Alex Golimbievsky comments on The Weak Matrix in a Strong Project Culture</title><author>Alex Golimbievsky</author><pubDate>Wed, 17 Feb 2010 19:07:50 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/16/the-weak-matrix-in-a-strong-project-culture.html#comments</link><guid isPermaLink="false">290179:2960939:comment/7481788</guid><description><![CDATA[<p>Great article! I work in a very similar environment where the Project Managers do not inheritenly have much authority. My organization finds project success extremely important, but are unfamiliar with project management methodologies or even initial project requisites needed for planning. Relationships within the team, but also with all of the business units, are one of the most important factors that end up leading to project success or failure.</p>]]></description></item><item><title>Brian Mossing comments on Value in Project &amp; Portfolio Management</title><author>Brian Mossing</author><pubDate>Tue, 09 Feb 2010 17:42:01 +0000</pubDate><link>http://www.clearpm.com/clearpm-blog/2010/2/8/value-in-project-portfolio-management.html#comments</link><guid isPermaLink="false">290179:2960939:comment/7385610</guid><description><![CDATA[<p>Rick, no problem, you're welcome.  It's easy for me to write a few words considering all the effort you put in to prepare, travel, &amp; present.  I'm bummed I couldn't talk to you after the meeting, maybe another time.  Take care!</p>]]></description></item></channel></rss>