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.
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.
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.
Save Time With Tools + Templates
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.
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.
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
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.
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.
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...
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|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|