Red, Yellow, Green: Lessons for the Project Manager

by Robert Barger, MBA, PMP

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.

Picking Things Up Midstream

by Kenneth Darter, PMP

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.

Protecting Project ROI for Project Sponsors

by Kent Lefner

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.

Strategizing for Risk Mitigation: What Are Your Options?

by Mike Donoghue

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.

3.5 Steps to Effective Risk Management

by Bruce Garrod

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.

More Changes to Risk Management for Organizations

by Kevin Coleman

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.

Out-of-Control Risks

by Kenneth Darter, PMP

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.

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.

Get Risks Identified…Even When It's Tough

by Joe Wynne

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.

Risk Management: What Intuition Can Bring

by Paul Baumgartner, PMP

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: Art or Science?

by Andy Jordan

Risk analysis is a critical element of risk management. Why is it so often ineffective? How should we undertake it to maximize accuracy?

Soothsay Your Risk Register

by William Davis

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.


by Mike Griffiths

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 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®.


Denial ain't just a river in Egypt.

- Stuart Smalley

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