New project managers (and sometimes seasoned project managers alike) often fall victim to a few common missteps that unfortunately can prove fatal to their success. While project managers can often become consumed with the day-to-day crises, administrative tasks and status updating, they can sometimes lose sight of key steps that are a key part of the foundation of any successful project. This workshop explores four specific pitfalls often faced by the new project manager and provides specific techniques and best practices that can be immediately applied to avoid them.
Risk management allows a company to strike a balance where growth and related risks are in line with the strategy and objectives of the company. In order for these processes to function efficiently and effectively, there must be enterprise-wide commitment and involvement in day-to-day risk management activities. Properly implemented, risk management can immediately add value to your company.
Nothing in his impressive experience could have prepared a time-crunched filmmaker for his hectic project in China...except one thing: earning his PMP certification. Read how this international project management consultant got an animated film off the ground in no time flat.
A project will live or die by its documentation. So how can a project manager stay on top of all the moving pieces and emails flying about in the midst of the high-pressure environment of a project?
While learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.
Risk identification only works if everyone is truly engaged--not just participating, but engaged fully as if an owner of the activity. Read how one healthcare expert managed to bring together a wide range of diverse, talented groups to quickly achieve a potentially complicated end goal.
In the midst of a project, you do what you need to do in order to get things done and meet the requirements and deadlines of the project. After the fact, though, you may need to decompress the issues that occurred.
|A.||Do not allow employees to work on mobile devices or in a BYOD (Bring Your Own Device) scenario. The only reason most people want to work on their own technological equipment is so that they can take company resources and access codes with them when they leave.|
|B.||Outsource your data to a third-party contractor. As part of the contract, make sure that they will take responsibility and pay reparations should a future infiltration happen. Transferring risk is one of the four suggested strategies for dealing with negative risk.|
|C.||Set up an internal audit of employees and their usage of organizational systems, especially in times of personal stress. Insider risk is an often overlooked factor in data breaches.|
|D.||Sweep the organization for anyone in the breached department who was involved in the creation of the software that was hacked. Fire them as a warning to anyone else who might write code that is vulnerable to outside attack.|
Randy Iliff presented the 3 Secrets to Successfully Managing Product Development Programs webinar to the ProjectManagement.com community and provided three secrets to successfully manage product development programs. Randy provided a wealth of information in his presentation. We were not able to get to all of the questions during the live session, but we have included them here.
|A.||No. One size fits all. There is always equipment failure and the chance of malware, just to mention two common issues, so follow the same risk processes as all projects do to mitigate risk in your environment.|
|B.||Yes. Make sure you have an open source set of source code analysis tools. Run them each time your developers make a change in the code to search out bugs and other vulnerabilities. That is sufficient to ensure you do not experience unfavorable risk events.|
|C.||No. If you deviate from the risk management processes used by others producing more tangible products, you won’t be able to coordinate your risk data to give management meaningful projection data.|
|D.||Yes. While you don’t have the typical risk issues, you have new and potentially more damaging ones that are seldom addressed in most IT environments. Use some business analysis tools to assess and deal with them.|
While it may seem like all of project management is dealing with issues, risks and problems with the team, if you can learn to deal with the problems in the correct manner, then every now and then you might just have one of those days where everything goes right.
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.
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...
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.