It never fails--at the end of the project, a whole lot of problems start cropping up. Tracking these problems in the flurry of activities occurring at the end of a project can be difficult. How can you handle these appropriately?
Cognitive Biases and Failed Strategies: How errors in the way we think affect our ability to deliver project results
21st century science has taught us a great deal about how humans make decisions, and when they are likely to be right, and when they are likely to be very wrong. In this webinar, we will review some of the science and weave in examples from major change, including the Deepwater Horizon explosion, and the debt crisis of 2007.
Poor scope definition is the leading cause of project cost and schedule overruns, and long term operational issues in capital projects. As a result, front end planning is one of the most important processes in the construction and operation of capital assets. How can you improve scope definition and reduce project risk?
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.
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.
Save Time With Tools + Templates
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.
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 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.
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
Risk management allows a company to strike a balance where growth and related risks are in line with the strategy and objectives of the company. In order for these processes to function efficiently and effectively, there must be enterprise-wide commitment and involvement in day-to-day risk management activities. Properly implemented, risk management can immediately add value to your company.
Nothing in his impressive experience could have prepared a time-crunched filmmaker for his hectic project in China...except one thing: earning his PMP certification. Read how this international project management consultant got an animated film off the ground in no time flat.
A project will live or die by its documentation. So how can a project manager stay on top of all the moving pieces and emails flying about in the midst of the high-pressure environment of a project?
While learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.
Risk identification only works if everyone is truly engaged--not just participating, but engaged fully as if an owner of the activity. Read how one healthcare expert managed to bring together a wide range of diverse, talented groups to quickly achieve a potentially complicated end goal.
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.
|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.|
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.
Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
|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.|
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|Various Kinds of Risks||Gowri Shanker Balasa||Jun 25, '15 12:14 AM||1||1|
|Risk Management Articles||Jack Black||May 17, '15 12:41 PM||1||1|
|Risk webinars from PMI Risk COP||David Hillson||Mar 18, '15 4:47 PM||11||11|
|Mark All Read|