Cloudy with a Chance of Schedule Variance

by Byron A. Love, MBA, PgMP, PMP, CISSP

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.

Agile Risk Management

by Mike Griffiths

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.

Boost Positive Risks

by Ronald B. Smith, PMP

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.

Shouldn't We De-risk and Optimize First?

by Karen Chovan

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?

The Risk of Not Properly Managing Risk

by Mark Mullaly, Ph.D., PMP

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.

Risk Management Starts Sooner Than You Think

by William Davis

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®.

The Importance of Risk Templates

by Kenneth Darter, PMP

Working on projects involves dealing with risks, whether you have a formal process or are just discussing problems over the cubicle wall. Risk templates can help guide and control the process efficiently.

Manage Risks by Assessing Them

by Mike Donoghue

A risk assessment process is useful in helping you determine what kind of impact your organization may experience when specific failures occur. And while creating them may seem daunting, they are nonetheless important in determining where you may need some stronger practices that will help reduce that concern.

Managing Benefits Risk

by Andy Jordan

Projects are undertaken to deliver business benefits. How well does our risk management approach support the protection of those benefits?

Transforming the Risk Register into Enterprise Value

by Al Taylor

There is an opportunity for organizations to uncover the hidden potential of individual project risk registers and transform risk data into enterprise value. This can be done by developing a set of metrics that link the quality of the risk management process to project outcome.

Risk Management Mistakes

by Syed Moiz

Risk management is one of the most critical functions that every PM and every business leader must focus on. This article will focus on some common mistakes to avoid when managing project/organizational risks.

How to Improve Risk Management with Big Data Analytics

by Bruce Harpham

We have risk registers, risk workshops and other options. Yet many projects are still derailed by risks that result in delays, loss and public criticism. Big Data—a term that took off in the 2000s—is part of the answer.

Intelligent Project Management: Adopting a 'Program Mindset'

by Nic Horn, Mark Seymour

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

Risk Management: A Critical Component to Successful PM

by Michael Wood

Risk management is often discussed, but it is amazing how few project managers truly embrace the process. This article presents an overview of risk management in context to project management, and shares some guidance on the components that should be considered when implementing a risk management process framework.

Enterprise Risk Distribution

by Andy Jordan

As portfolio management becomes an increasingly important organizational approach to project delivery, new risk management skills are required. Here we look specifically at the role risk plays in project selection and portfolio definition.

Creating the Risk Plan

by Kenneth Darter, PMP

Risks will happen on a project whether you are ready for them or not. Having a risk plan is the insurance you need to keep the project from being hurt and destroyed.

Managing Resource Priorities

by Andy Jordan

When resources are asked to focus on multiple different work areas, everyone can suffer. How do we maximize productivity while minimizing disruption?

Resolving Risks

by Kenneth Darter, PMP

Is your project team diligent about addressing risks? Risks tend to stick around for far too long in projects. Part of risk management should be working to resolve the risks and close or escalate them as needed.

Developing a Good Analytics Governance Framework

by Sangram Bhaskar Aglave

The objective of governance is benefits realization, risk optimization and resource optimization. A good governance framework can help a performing organization develop a more holistic approach toward analytics.

Insights from a High-Performance PMO

by Bruce Harpham

Low client satisfaction scores. Inadequate project success. Internal coordination problems. Such problems can be found in many organizations. However, how many organizations find ways to deliver significant improvement in all three areas?

Leading Beyond the Iron Triangle

by Byron A. Love, MBA, PgMP, PMP, CISSP

The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.


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