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Upcoming Webinars

Establishing Risk-based Schedule and Cost Contingency

Jul 16, 2015 1:00 PM EDT (UTC-4)
PREMIUM webinar

Establishing and managing schedule and cost contingency are integral to project risk management. Yet many organizations still struggle to define and adopt best practices that provide the organization confidence in their contingency setting processes.

On-demand Webinars

Risk Process Effectiveness

PREMIUM on-demand webinar
by Charles Weis

Risk management has a variety of metrics, almost all dealing with how well the process is being maintained. What is needed are metrics that determine whether the process is working. In particular, risk management is a fundamentally a two step process: identify the risks, and mitigate the risks. Both can and should be measured to know whether your risk management process is effective. This presentation describes the first in a two part series on how to measure the effectiveness of risk management on projects and programs. The first metric will show how to measure how well your project is identifying the risks. Coupled with a later discussion on mitigation measures, the effectiveness of the R&O process can be determined.

Balancing Project Schedules and Risk

PREMIUM on-demand webinar
by Wesley Gillette, Dean Edmundson

Most projects are not successful. According to a 2014 survey, less than 30% of capital projects are delivered on time or on budget. Planning and executing a successful project requires finding balance between the project schedule and risk.

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Save Time With Tools + Templates

PMO Monthly Report

by Miha Lenic

This set of Excel worksheets include a general progress list for tasks, a milestone report, a risk register and sections to keep track of assumptions, issues and dependencies. Use in conjunction with the PMO Monthly Status Report.

Project Status Report (Monthly)

by Dan Roman

This Project Status Report is a monthly document presented to the Project Control Group (Steering Committee). This report is used to monitor the progress of the project, discuss and support tactical decisions that need to be taken to keep or put the project on track, mitigate risks and issues escalated by the project team and/or the Project Working Group, and recommend/approve changes in scope, budget or schedule.

Assumptions & Constraints Log

by Dirk Withake

Assumptions and constraints need to be tracked on your project to minimize risk and keep you on track. Use this sample log to help with the process.

Cause and Effect Analysis

PREMIUM presentation

Defining a solution to a problem without conducting a cause/effect analysis is like shooting an arrow without aiming. By utilizing this presentation, you are ensuring that the solution you define will hit the mark by getting to the root cause of problems and understanding their impacts.

Learn From Others

Decompressing Issues

by Kenneth Darter, PMP

In the midst of a project, you do what you need to do in order to get things done and meet the requirements and deadlines of the project. After the fact, though, you may need to decompress the issues that occurred.

Topic Teasers Vol. 59: Plugging People Risks

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: We recently had a data breach in my department that caused a serious problem with our public image, not to mention financial losses. Obviously, we want to be sure we are carefully protected going forward. This appears to me to be an IT issue, but I have been asked for my input about additional safeguards. What can I do at the project manager level to help insure that this sort of event is squarely in our past?
A. Do not allow employees to work on mobile devices or in a BYOD (Bring Your Own Device) scenario. The only reason most people want to work on their own technological equipment is so that they can take company resources and access codes with them when they leave.
B. Outsource your data to a third-party contractor. As part of the contract, make sure that they will take responsibility and pay reparations should a future infiltration happen. Transferring risk is one of the four suggested strategies for dealing with negative risk.
C. Set up an internal audit of employees and their usage of organizational systems, especially in times of personal stress. Insider risk is an often overlooked factor in data breaches.
D. Sweep the organization for anyone in the breached department who was involved in the creation of the software that was hacked. Fire them as a warning to anyone else who might write code that is vulnerable to outside attack.
Pick your answer then Test Your Knowledge!

Moving Past Risk Analysis

by Kenneth Darter, PMP

Risk analysis is a wonderful tool for project managers. But in order for risk management to be useful to a project or a program, the management team will need to move past risk analysis and into taking actions based on the analysis.

Topic Teasers Vol. 58: Sneaky Risks

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: Working in IT, it seems that the normal risk management processes are really sort of a “phone it in” routine exercise. We don’t have to worry too much about the production line needing grease or the recycled sheet metal not arriving on schedule. Is there a better approach to risk for software-centric teams?
A. No. One size fits all. There is always equipment failure and the chance of malware, just to mention two common issues, so follow the same risk processes as all projects do to mitigate risk in your environment.
B. Yes. Make sure you have an open source set of source code analysis tools. Run them each time your developers make a change in the code to search out bugs and other vulnerabilities. That is sufficient to ensure you do not experience unfavorable risk events.
C. No. If you deviate from the risk management processes used by others producing more tangible products, you won’t be able to coordinate your risk data to give management meaningful projection data.
D. Yes. While you don’t have the typical risk issues, you have new and potentially more damaging ones that are seldom addressed in most IT environments. Use some business analysis tools to assess and deal with them.
Pick your answer then Test Your Knowledge!

Preparing for Difficult Situations

by Kenneth Darter, PMP

While it may seem like all of project management is dealing with issues, risks and problems with the team, if you can learn to deal with the problems in the correct manner, then every now and then you might just have one of those days where everything goes right.

Juggling Projects

by Kenneth Darter, PMP

Dealing with one project can be quite enough, but what happens when you are juggling two or more projects? It's not easy, and those times should be approached very carefully so that no balls get dropped and projects don't end up being left out in the cold.

The Importance of Identifying Risks

by Kenneth Darter, PMP

Managing risks on a project is part of best practices, but how do you get started identifying risks? There are many avenues--and the project manager should explore as many as possible and realistic.

Teachable Moments: Ready for Disaster

by Sean Carroll, PMP, SPHR, SHRM-SCP; Scott Calhoun, P.E., PMP; Sean P. Hannigan, P.E.; Garrett Meyer; Jason Smith

The flawless maritime response to the 2013 Boston Marathon bombings validated the campaign to change the status quo and prepare for the unthinkable through benchmarking, validation, consensus, training and implementation.

Project Failures = Reputation Risk

by Kevin Coleman

Not all projects are successful. Some just fail to make the grade while others go down in a firestorm of controversy. Those are the ones that are increasing causing damage to the reputations all of those involved. Here's some help to address this growing challenge.

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Recent Questions

Topic Originator Last Post New Total
Various Kinds of Risks  Gowri Shanker Balasa  Jun 25, '15 12:14 AM 
Risk Management Articles  Jack Black  May 17, '15 12:41 PM 
Risk webinars from PMI Risk COP  David Hillson  Mar 18, '15 4:47 PM  11  11 
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