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Upcoming Webinars

Balancing Project Schedules and Risk

Apr 23, 2015 2:00 PM EDT (UTC-4)
PREMIUM webinar

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.

On-demand Webinars

Six Ways to Improve Project Success

PREMIUM on-demand webinar

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.

Lessons Learned and Guidelines from 9 Programs and Projects

PREMIUM on-demand webinar

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.

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Save Time With Tools + Templates

Assumptions & Constraints Log

deliverable

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.

Risk Analysis & Mitigation Plan

PREMIUM deliverable

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.

Project Assumptions Register

deliverable

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.

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

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.

Risk Management for Program Managers

by Bruce Harpham

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…

Method in the Mayhem: Managing Megaprojects (Part 1)

by Ian Whittingham, PMP

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.

Capturing Risks Accurately

by Kenneth Darter, PMP

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.

Crunch-Time Casualties

by Andy Jordan

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?

The Back-up Plan

by Kenneth Darter, PMP

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.

Freaky Project Management (Part 2)

by Ian Whittingham, PMP

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.

Getting Over Change

by Kenneth Darter, PMP

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...

Outlining Resource Needs

by Kenneth Darter, PMP

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.

The Consultant vs. In-House PM

by Michael Wood

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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Topic Originator Last Post New Total
Risk webinars from PMI Risk COP  David Hillson  Mar 18, '15 4:47 PM  11  11 
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