Projects are dropped for various reasons in an organization. What can you do if you are tasked with picking up something that has been dropped or forgotten?
Connect In Person
Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies.
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?
There are many risk identification techniques that we can use to identify risks and yet brainstorming is the most commonly used technique. Latest research studies into decision making and predictive capabilities give insight on additional techniques and practices which could improve our risk identification rates. What quantitative and quantitative methods should we use to achieve the best results? The focus in this interactive Q&A based session will be on how to improve risk identification rates from around 60% of identified risks to 85% of identified risks.
We've all been in this situation: the project is falling behind schedule. Project team members come to you expecting answers. Vendors are late. There are numerous bugs in your code. How do you handle the situation? You need the ability to solve problems creatively. In this webinar, you will learn how to use mental models from multiple fields to solve problems faster.
Risk Management is believed to be an important part of the program management process, so much so that there are hundreds of consultants and software products focused solely on this. There are many ways that the risk management process activity is measured, but none that measure whether the process actually provides value to the project. This webinar is a follow on to the first one, which tackled how to measure identification of risk. This second webinar will take on how to measure the management of risk.
Save Time With Tools + Templates
Identifying and addressing issues related to claims during project execution is a serious challenge for all project stakeholders, particularly project managers. Covering various factors and inter-related procedures, this registry for claims management will help professionals in monitoring and archiving the claim settlement history of a project.
Need help brainstorming reasons for risk management failures on projects? Use this mind map to get some culprits you may have missed!
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 using a special Microsoft Excel® template to do risk analysis. Use this deliverable in conjunction with the Soothsay Your Risk Register article.
This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.
Learn From Others
This article explores the highlights and interactions of risk management over the other areas of project management in a comprehensible manner and projects it over common “real” project situations.
In this article, the author shares her experience in her client project—which has a problem with product technology updates. What can this teach us about proper procedures and good customer relationship management?
For a long time, the constraints of time, scope and cost have been the key attributes that a project management professional had to handle effectively for project success. However, project success encompasses much more.
Project governance has often been taken as something that is merely strategic in nature. This situation necessitates further discussion about how to make the utility of project governance simple and more applicable for organizations with little to no expertise and foundation in adopting this approach. One way to do that is to look at some of the challenges and work backward to identify solutions.
When you are assigned to a project during its infancy, it is easy to get the project to follow the lines you lay out. You are there at the beginning and you have a good commanding view of the landscape. But what should you do when you inherit an existing project that is already in trouble? Finding the missing elements will help recover your project.
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!
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.
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 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.
Ask a Question