Santa has performed an organizational assessment and is considering new portfolio ideas to move into the 21st century. One of the business case "winners" is drone delivery. Let's consider and evaluate the business benefits associated with this business idea. Shall the elves leap to implement this or is project execution caught in the fog of cloud business hype?
No one is more equipped than a project manager to bring fruition to strategy. Learn these 10 components of a charter to start your program on the road to success!
Many organizations use a red, yellow, green rating system to quickly update senior management on the status of a large number of projects. Red indicates that some aspect of the project has fallen behind, encountered a setback or is outside of expected parameters. As the project manager, red is not necessarily your fault, but it is definitely your time to shine.
In his Getting Project Risk Management Right webinar, Mario Trentim explained that we have to understand what project risk management is and what it is not so that we can get project risk management right. The session was packed with information, and here we cover the questions and answers that came out of that webinar.
In a perfect world, you start working on a project when the project is initiated. However, we do not live in a perfect world. Sometimes, you need to be ready to start on a project when it is already in progress.
It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.
"Everybody lies." Here are 10 common lies that you can find in project management or reporting. Being aware of these little truth deformations or misunderstandings will help you to get a real idea of the project status and act as quickly as required.
If you knew an event could cause your project to fail, what would you do? Sometimes, more isn’t always better...
How you react to unexpected events is important to reducing the detrimental impact they can have on your organization. There are a number of techniques in which your risk mitigation plan can be designed to help you soften the blows incurred when exposed to individual risks.
Not all project teams have the luxury of adequate time and budget to clearly define all elements of a project prior to starting delivery. This is not to say project managers shouldn’t be very detail oriented, but rather look for a balance between building a detailed plan and the business need to quickly deliver.
Today, risk management is an essential tool that enables C-level executives and boards of directors to understand the level of risk to the organization, the distribution of risks that contribute to that total, and insights into how best to manage strategic risks.
Risk management becomes difficult when risks begin to get out of control on projects. Learn when to recognize these out-of-control risks—and how to bring them back in line.
Effectively communicating schedule information in a VUCA environment can be very challenging, especially when powerful stakeholders create psychological schedule baselines based on preliminary estimates. There are commonalities between the challenges of forecasting project schedules and forecasting weather.
When the going gets tough in project risk management, you have to get tough with your tactics. Get the key participants you need in the session through proactive invitee management. Get the risks identified during the session by using pre-selected, mentally stimulating terms and phrases.
Through your own intuition and “sixth sense,” you are managing risks in a project without even knowing it. Learn how intuition replaces risk management rigor in resource-constrained environments.
Risk analysis is a critical element of risk management. Why is it so often ineffective? How should we undertake it to maximize accuracy?
If you could look at your project’s risk register, then peer into a crystal ball and foretell which risks will occur sometime during your project’s execution phase, would that be helpful? And if you could tell your project sponsor, with 90% confidence, how much risk contingency you need to protect your project—would you be interested? Learn how to soothsay your risk register.
本稿は、アジャイル・プロジェクトならば様々なリスクを魔法のように管理できるという神話 を打破することを目的とし、リスク・マネジメントの取組みを改善するきっかけとなり得る実 用的なツールをいくつか概観する。
Agile approaches do not have risk management approaches built in as standard; they have the integration points, but not the steps required. Fortunately, with a little effort, we can fill those gaps and equip teams with the skills they need to address risks and opportunities effectively.
Risks get a bum rap! Many believe a project risk carries a negative connotation—meaning an adverse event or threat may occur. You may be missing out on positive risks or opportunities that can potentially have a beneficial effect on your project’s deliverables and goals. Learn how to recognize positive risks.
Everything comes with some form of risk. But why do we focus on risk management before we have eliminated as much of it as we can?
Some studies have suggested that risk management is more critical than every other project management tool and approach combined. It should be at the top of everyone’s mind. And yet, while many of us pay it lip service, it isn’t.
We can’t simply equate risk management to the project’s risk register. In truth, risk management starts the moment we make any estimate about a project’s future state. One easy way to make probabilistic estimates for project uncertainties is to use Statistical PERT®.