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.
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.
While every project is unique, project managers encounter common problems that are sources of stress, risks, and project delays. Harry Hall feels your pain. He’s been managing projects for more than fifteen years. Harry will give you practical tips you can immediately use.
This presentation will focus on nine Federal Government or quasi-Government programs and projects and will talk about guidelines to best engage stakeholders with specific examples and lessons learned. It will describe project work for a dead stakeholder, a missing stakeholder, negative stakeholders, and positive stakeholders.
Save Time With Tools + Templates
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.
Managing risk is a four-step process, but an ongoing activity that leads to the development of work sub-processes. This Excel template defines these four steps and includes a matrix to help you define and quantify risks.
Assumptions have to be made if a project is going to progress, but when those assumptions are made without being consciously noted, they are unlikely to be checked and confirmed or adjusted. This simple template provides a framework for capturing and monitoring assumptions.
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
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.
Program management is a relatively young discipline within the project management profession. That means there are fewer tools and techniques to address the challenges of program risk. At the same time, the larger responsibilities of program managers mean greater disruption from risk events. Consider the following findings about the state of program management…
What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.
In order to keep a project on track and on schedule, the project manager must make sure risks are managed effectively--and that begins by capturing them accurately. The following reminders help give you a framework for capturing risks.
Some projects go off the rails, and getting them back means going far beyond the job description. How do you manage that? When it comes to crisis management, do your approaches scream of desperation?
Backing up can mean many different things, especially in project management. None of them are easy, however. Here are three different kinds of “backups” that you need to keep in mind during a project...make sure that you know the best practices and the best processes to ensure success.
What do the Titanic and Van Halen have in common? They're going to help illustrate how being freaky can make you a better project manager. In the concluding installment of this series, our expert looks at four more problem-solving principles from a popular book.
The only constant in life is change--it comes to everybody whether they like it or not. The best way to handle it? Get over the hump and keep moving forward. Keep these tips in mind...
One of the first questions when starting a new project is: What resources do you need? Outlining these needs to executive management is paramount in securing project success, so keep these four tips in mind.
What's the difference? From time to time, organizations find themselves in a dilemma trying to decide whether they should use an in-house PM or PM consultant to manage important projects. Being aware of the tradeoffs and making conscious decisions on each is the best way to minimize unintended consequences.
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|Risk webinars from PMI Risk COP||David Hillson||Mar 18, '15 4:47 PM||11||11|
|Mark All Read|