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Impossible Filmmaking (Part 2)

by Kevin Richardson

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.

The Implementation of Risk Management

by Rodrigo Santamarina, PMP

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.

New Problems, Old Project

by Kenneth Darter, PMP

It never fails--at the end of the project, a whole lot of problems start cropping up. Tracking these problems in the flurry of activities occurring at the end of a project can be difficult. How can you handle these appropriately?

Impossible Filmmaking (Part 1)

by Kevin Richardson

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.

Project Documentation Done Right

by Kenneth Darter, PMP

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?

Navigating Life's Passages Using Project Management

by Michelle LaBrosse, CCPM, PMP, PMI-ACP

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, Speed Dating Style

by Dan Furlong, PMP, PMI-ACP, MBA, CSM

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.

Decompressing Issues

by Kenneth Darter, PMP

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.

Topic Teasers Vol. 59: Plugging People Risks

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: We recently had a data breach in my department that caused a serious problem with our public image, not to mention financial losses. Obviously, we want to be sure we are carefully protected going forward. This appears to me to be an IT issue, but I have been asked for my input about additional safeguards. What can I do at the project manager level to help insure that this sort of event is squarely in our past?
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.
Pick your answer then Test Your Knowledge!

Topic Teasers Vol. 58: Sneaky Risks

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: Working in IT, it seems that the normal risk management processes are really sort of a “phone it in” routine exercise. We don’t have to worry too much about the production line needing grease or the recycled sheet metal not arriving on schedule. Is there a better approach to risk for software-centric teams?
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.
Pick your answer then Test Your Knowledge!

Preparing for Difficult Situations

by Kenneth Darter, PMP

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.

Juggling Projects

by Kenneth Darter, PMP

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.

The Importance of Identifying Risks

by Kenneth Darter, PMP

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.

Teachable Moments: Ready for Disaster

by Sean Carroll, PMP, SPHR, SHRM-SCP; Scott Calhoun, P.E., PMP; Sean P. Hannigan, P.E.; Garrett Meyer; Jason Smith

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.

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.

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"A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty."

- Winston Churchill