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	<title>Construction Management Guide &#187; Project Management</title>
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	<description>All you need for your career..</description>
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		<title>Estimating a Project for Planning Purposes</title>
		<link>http://www.cmguide.org/archives/2656</link>
		<comments>http://www.cmguide.org/archives/2656#comments</comments>
		<pubDate>Tue, 29 Nov 2011 08:14:04 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://www.cmguide.org/?p=2656</guid>
		<description><![CDATA[When a project or collection of projects is in the idea or concept stage, you want to put together a high-level estimate to see whether or not the project is worth pursuing. You typically do not want to spend too much time working on a detailed estimate at this point, since you do not know [...]]]></description>
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		<title>Tips for Creating a Work Breakdown Structure (WBS)</title>
		<link>http://www.cmguide.org/archives/2642</link>
		<comments>http://www.cmguide.org/archives/2642#comments</comments>
		<pubDate>Wed, 26 Oct 2011 13:20:31 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://www.cmguide.org/?p=2642</guid>
		<description><![CDATA[Detail and Summary Activities If you look at a WBS activity and determine that it needs to be broken down to another level, the original activity becomes known as a &#8220;summary&#8221; level. A summary activity does not have any work or hours specifically associated with it. It represents a logical roll-up of the activities that are [...]]]></description>
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		<title>Work on the Project Charter, Schedule and Budget Simultaneously</title>
		<link>http://www.cmguide.org/archives/2638</link>
		<comments>http://www.cmguide.org/archives/2638#comments</comments>
		<pubDate>Thu, 13 Oct 2011 11:36:41 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://www.cmguide.org/?p=2638</guid>
		<description><![CDATA[There is not necessarily sequential order between defining (planning) the project and building the schedule and budget. That is, you do not have to completely define the work first and then build the schedule and budget second. Some of the sections of the Project Charter, such as the estimates for cost and duration, cannot be [...]]]></description>
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		<title>Estimating Threshold</title>
		<link>http://www.cmguide.org/archives/2629</link>
		<comments>http://www.cmguide.org/archives/2629#comments</comments>
		<pubDate>Mon, 05 Sep 2011 19:34:22 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://www.cmguide.org/?p=2629</guid>
		<description><![CDATA[When you create a schedule you generally don’t know enough to enter all of the detailed activities the first time though. Instead, you identify large chunks of work first, and then break the larger chunks into smaller pieces. These smaller pieces are, in turn, broken down into still smaller and more discrete activities. This technique [...]]]></description>
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		<title>Retrospective Delay Analysis Techniques</title>
		<link>http://www.cmguide.org/archives/2606</link>
		<comments>http://www.cmguide.org/archives/2606#comments</comments>
		<pubDate>Mon, 13 Jun 2011 11:42:03 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[Construction Law]]></category>
		<category><![CDATA[Contract Administration]]></category>
		<category><![CDATA[Project Management]]></category>

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		<description><![CDATA[In the Society of Construction Law Delay and Disruption Protocol, four retrospective delay analysis techniques are referred to, as follows: 1. As-Planned v As-Built. 2. Impacted As-Planned. 3. Collapsed As-Built. 4. Time Impact Analysis. A brief analysis of each of these delay analysis techniques is given below. As-Planned v As-Built What is the basis of [...]]]></description>
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		<title>Opening and Closing remarks of Construction Lifecycle Risk Management Conference</title>
		<link>http://www.cmguide.org/archives/2551</link>
		<comments>http://www.cmguide.org/archives/2551#comments</comments>
		<pubDate>Tue, 19 Apr 2011 10:28:48 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[Cmguide Articles]]></category>
		<category><![CDATA[Construction Industry]]></category>
		<category><![CDATA[Construction Technology]]></category>
		<category><![CDATA[Contract Administration]]></category>
		<category><![CDATA[General Management]]></category>
		<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Upcoming Events]]></category>

		<guid isPermaLink="false">http://www.cmguide.org/?p=2551</guid>
		<description><![CDATA[Construction Lifecycle Risk Management Conference Date: 17th &#38; 18th April 2011 Venue: Sheraton Abu Dhabi Hotel &#38; Resort, Abu Dhabi, UAE Welcome and Opening Remarks by the Chairperson, Samer H Skaik Ladies and Gentlemen, Good morning. I am delighted to join our speakers in welcoming you all and open this Conference on “Construction lifecycle Risk [...]]]></description>
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		<title>Inherent Risk Factors</title>
		<link>http://www.cmguide.org/archives/2547</link>
		<comments>http://www.cmguide.org/archives/2547#comments</comments>
		<pubDate>Mon, 11 Apr 2011 13:38:20 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[risk]]></category>

		<guid isPermaLink="false">http://cmguide.org/?p=2547</guid>
		<description><![CDATA[Inherent risks are those that exist based on the general characteristics of the project. These are risks that can appear regardless of the specific nature of the project. None of the inherent risks mean that the project is in trouble. Many of these risk factors will be rated as low or medium-level risks. Even if [...]]]></description>
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		<title>Estimating Techniques</title>
		<link>http://www.cmguide.org/archives/2378</link>
		<comments>http://www.cmguide.org/archives/2378#comments</comments>
		<pubDate>Mon, 07 Mar 2011 10:37:54 +0000</pubDate>
		<dc:creator>Samer Hisham Skaik</dc:creator>
				<category><![CDATA[PMP Hints]]></category>
		<category><![CDATA[Project Management]]></category>

		<guid isPermaLink="false">http://cmguide.org/?p=2378</guid>
		<description><![CDATA[Estimate in Phases One of the most difficult aspects of estimating projects is that you do not know exactly what work will be needed in the distant future. It can be difficult to define and estimate work that will be done three months from now. It&#8217;s harder to estimate six months in the future. Nine [...]]]></description>
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