By: Kim Essendrup
I had the amazing opportunity to speak about RAID logs at the 2022 PMI Global Summit. My talk was called, Show me your RAID Log, and provided some background on this “old-school” project management tool and highlighted how it is still very relevant for today’s project leaders.
There seems to be huge interest in RAID logs. To my surprise, even though we had a session late in the day on the last day of the conference, we had a full session – the line to get in went all the way down the hall!
Figure 1: Show Me Your RAID Log Session
As part of my talk, I asked participants to complete a quick survey about RAID logs to better understand their awareness and usage of RAID logs. The survey link was available to attendees prior to the session to help avoid any influence my talk may have had on responses. In this blog post, I’ll share the results of that survey and offer some commentary. At the end of the article, I will have a link for an infographic we made containing all the survey results.
Question 1: Have You Ever Used a RAID Log Before?
In speaking with Summit attendees during the conference, we found that about 25% of attendees were not immediately familiar with the term, “RAID Log” but were familiar with the concept of tracking risks and issues in a Risk Register or Issues Register. Our survey results found that over 70% of attendees have used a RAID log before – demonstrating that, at least among my session attendees, there is broad usage of this tool.
Question 2: Are You Using a RAID Log Currently for a Project You are Managing?
Knowing about a tool doesn’t mean you actually get use out of it, so next we asked how many attendees currently use a RAID log. We found that over 57% of our audience were currently using RAID logs. This represents over 80% of attendees who say they have ever used a RAID log, indicating that it is a high value tool for those who use them.
Question 3: What are the Top Benefits You Get from Using a RAID Log?
This was a fun question. Although as PMs we intuitively know there is value in using RAID logs to keep our projects on track, it was interesting to hear about the specific benefits that PMs get from this tool.
By far, the #1 answer was, Keeps me organized. In fact, 93% of all respondents who say they use a RAID log listed organization as a key benefit. When we talk about RAID logs, we talk a lot about the benefits of managing risks and issues, keeping projects out of trouble and of communicating with stakeholders and team members. But it’s interesting to see that our attendees felt the most common benefit of using a RAID log was to keep them organized as Project Managers. Even in a world of literally hundreds of tools for project management and personal organization, the simple RAID log seems to still provide strong value.
When coaching PMs, I actually see this quite often. RAID logs are the tool PMs use to manage the day-to-day operations of their projects. They are very flexible and extensible, making them a great tool for tracking and organizing the many things a PM has to stay on top of. This is particularly true when PMs manage have to manage multiple projects. Having a tool that orients you when “task switching” from one project to another is incredibly useful.
Question 4: What are the Greatest Challenges You Have Using a RAID Log Today?
The top answer to this question was not much of a surprise, as it is one that I think we all have struggled with: Self-discipline to keep it up to date. As great an organizational tool as it is, the discipline to keep it up is key to its success. In my session, I shared some techniques for keeping on-track and up to date with our RAID logs. But based on this survey, we will be developing more content and tools to make it easier for project leaders keep their RAID logs up to date.
Interestingly, nearly a quarter of respondents felt like they lacked enough knowledge about RAID logs to use them effectively. Although some of the components of a RAID log, such as a risk and issue register, are a core part of the PMI body of knowledge, RAID logs are more than their sum of their parts.
Though the scope of this survey was limited to PMI Global Summit attendees, there are still some useful take-aways we can gain from this survey:
If you would like to download and share an infographic on our findings, you can find it here.
I had a great time presenting, and the full presentation will be on demand through 31 January 2023. Visit
By: Louise Fournier
By: Laurent Bour
Who are our members and how can we reach the “Accidental” Project Managers? How PMI-Montreal used design thinking to understand and create content for a specific segment of PMs.
Working with design thinking method, PMI-Montreal analysed its membership and its content offer.
We discovered a new brand of project managers, working in the creative industries: Museum, Circus, large festivals, Gaming and Apps as well the Innovation and Start-up environments.
Using the Osterwalder and Pigneur Business Canvas Model, our team identified how to engage this ecosystem focused on creativity.
Our mission was to show them strong advantages to implement change via project management’s best practices and thus create a community.
Interested in learning more and furthering the dialogue? Join Laurent Bour and I on Thursday, December 1st at 2:00 p.m. PST at the Global Summit event for this presentation and take part in the question and answers with us and the rest of the PM community.
Looking forward to meeting you!
By: Kim Essendrup
“I've made all the mistakes I'm going to try to help you avoid today" ~ Kim Essendrup, PMP
Often times, project managers get to a point in their career where they are trusted to go in and rescue projects that are in trouble – something like “the wolf” from Pulp Fiction. This is a tough job, but one that is, unfortunately, far too necessary. The Standish Group’s CHAOS report finds that 31% of projects fail – which is a lot of projects that need help. And with $1.7 trillion in annual capital spend in the US, according to the US Census Bureau, that’s a lot of project investment on the line.
Like many other project managers, I’ve had to play the role of the cleaner many occasions and sort out broken projects. It is a tough job, but one which presents a unique opportunity to learn from projects as they are in the very process of failing.
RAID Me Not
There are of course a lot of lessons to be learned from these failures; what causes projects to fail, what things do and do not work to fix a broken project, and when it is time to make the hard call that a project is not worth rescuing. These are very important lessons because *none* of us wants to be in a position where our projects need rescuing, nor do we want to have to need someone come in and save our projects for us.
Of all the lessons I’ve learned from working with troubled projects, the one that is most actionable is this: I have never had to save a project which had an up-to-date RAID log.
That’s not to say that simply keeping a RAID log will solve all your problems. But it may be that using a RAID log will help you manage those problems well enough that you don’t need rescuing.
What is a RAID Log?
A RAID log is a simple but powerful tool for managing the delivery of work. The origins of RAID logs are lost to the dust of time - they were old-school 20+ years ago when I first learned about them. In its original and most simple form, a RAID log is a spreadsheet with four tabs; one each for tracking Risks, Action items, Issues, and Decisions (R.A.I.D.) for a project.
RAID logs are not the project plan. They are the tool you use to execute your project and manage your plan to success. While it seems like there is a new project management app released almost every week, nearly all of these tools focus on tasks management – whether they have GANTT charts and Kanban boards with bright colors, most of these tools focus on task management, with a few going beyond to do some resource and financial planning as well.
But unfortunately, the plan is not where projects go wrong. Projects go wrong because of unmanaged Risks, out of control Issues, forgotten Action items and poor Decision making. And the best tool to manage risks, actions, issues and decisions? The simple RAID log.
But I work Agile. Why would I need RAID?
Agile ways of working have significantly impacted project delivery for the better. Prioritizing people over processes, focusing on deliverables over documentation, being open to collaboration and responding to change all improve the efficiency of delivery. But does that mean there are no more risks? Does that mean issues are a thing of the past and that action items and decisions are no longer relevant? Of course not. A RAID log is just as useful and relevant whether you follow an agile methodology or a more predictive “waterfall” methodology.
In one of the few books on the topic, “Agile Risk Management” by Dr. Alan Moran, the author recommends an approach that is in-line with traditional project risk management. This includes analyzing organizational tolerance for risk and developing a “Risk List,” which is simply the beginning of a RAID log.
Although it’s an “old school” tool, a RAID log is a critical tool for all project managers. This is why I’ll be speaking about RAID logs at this December’s PMI Global Summit. In this talk, I’ll talk in more detail about what goes into a RAID log, how to use one if you are new to RAID, and some new ways to use a RAID log that I think will be interesting for even the most experience project managers. I’ll even share a couple horror stories about how RAID logs saved the day on some of my project rescue missions.
Are you interested in learning more and furthering the dialogue? Join me on Saturday, 3 December at 9:45 AM, 45 mins at the Global Summit or Virtual Experience Series for this presentation and take part in the question and answers with me and the rest of the PM community.
By: Zahid Khan
Traditionally, projects have been designed and constructed without integrating asset management (AM). Either AM was overlooked or an afterthought when the assets are delivered. Project management professionals are focused on completing their projects in a timely manner and within in budget and often are not aware of operational requirements. Organizations often do not have any framework for integrating asset management during project planning. As a result, during the project planning phase, asset requirements are not effectively incorporated in design, construction, and procurement of physical assets. Lack of timely and effective incorporation of asset requirements and performance data reduces the ability of the organizations to optimize the value chain delivery.
How can organizations assure that the value created by projects will continue to meet stakeholders’ expectations? This presentation includes a strategic approach for systematically integrating asset management in project, program, and portfolio management throughout the asset lifecycle. This presentation also provides a practical approach for developing and implementing an organizational change management approach for integrating AM processes with portfolio management.
How to … or What is the Solution?
Portfolio Management (PfM) aligns interrelated processes that support decision making and balancing priorities of the portfolio. Sustainable value delivery requires strategic integration of AM in PfM. ISO 55000 defines AM as “the coordinated activities of an organization for the purpose of generating value from assets”. AM approach can be integrated in PfM through development of governance to maximize value delivery by:
Organizations that are in the process of maturing their PfM and AMF can implement the Integrated PfM by:
This presentation will describe the value of integrated PfM. We will discuss two real-life examples where AM was integrated in PfM to make asset data informed decision-making for sustaining value derived from the projects. These examples will help you understand how you can integrate AM in your portfolio management system.
Closing – Interested in Learning More?
By integrating asset management with project, program and/or portfolio management your organization will realize sustainable value chain delivery. Value created by projects can be further improved and/or sustained by integrating AM through the utilization of a governance structure or a management system. We will discuss how various organizations can prepare to establish an asset management system that can be seamlessly integrated to an existing portfolio management system.
Interested in learning more and furthering the dialogue? Join us on December 1 at the Global Summit event for this presentation and take part in the question and answers with us and the rest of the PM community.
By: Erik Rueter
Inclusion in the workplace doesn't just happen. You must be deliberate, intentional, and persistent in shaping more inclusive cultures; people need to feel safe, that their contributions are meaningful and valued, and that they have the intellectual and emotional bandwidth to contribute to the work. A PM only influences a small group within a larger company. So, how do you make a powerful, organization-wide impact? How do you foster an atmosphere where everyone - even members of historically marginalized groups - feels safe bringing their ideas, creative problem-solving, and passion to your project? As one of my mentors, internationally renowned nonprofit leader William E. Strickland, Jr., told me, culture change is like water on granite. You may not think you're making a difference with each drop. However, one day, you'll realize you have reshaped the stone. I can almost hear you saying, that's a great simile, Erik, but what does that mean to me and my PM practice?
As a PM, you have many methodologies you can use to structure and guide your project work. One powerful PM tool is human-centered design (HCD) (See the image for the phases of HCD and how they interconnect). Using HCD, you can increase your team's engagement and productivity, create a positive culture for your workers, and improve your leadership delivery... All at the same time! If you think that sounds too good to be true, read on, intrepid PM (or better yet, attend my session in Las Vegas)!
Let's talk about the power of human-centered design as a product methodology. By leading customers through solution-oriented activities, you will help unleash their creative problem-solving abilities while removing some systemic barriers preventing historically marginalized groups from meaningfully contributing to the process. Using HCD, you can keep the end users' needs, pain points, and preferences front of mind during every phase by documenting them in permanent, visual, and trackable artifacts. You'll create more intuitive, accessible, and profitable products because your customers have already contributed and vetted solutions. Because of this inclusion throughout the journey, they feel more invested in the product's success.
You're probably thinking, how is this product development methodology relevant to project managers leading increasingly diverse and cross-functional teams? Why don't we do some simple word swaps? Replace "customers" and "the end users" in the previous paragraph with the phrase "your project team members" and the word "product" with "project." You end up with the following - which is just as true as the first paragraph!
Let's talk about the power of human-centered design as a project methodology. By leading your project team through solution-oriented activities, you will help unleash their creative problem-solving abilities while removing some systemic barriers preventing historically marginalized groups from meaningfully contributing to the process. Using HCD, you can keep your project teams' needs, pain points, and preferences front of mind during every phase by documenting them in permanent, visual, and trackable artifacts. You'll create more intuitive, accessible, and profitable projects because your project team members have already contributed and vetted solutions. Because of this inclusion throughout the journey, they feel more invested in the project's success.
(Pro Tip: You can use the same activities to elicit customer feedback from your team members - often on the same project.)
How does one little methodology do all that? When successfully implemented, HCD can help:
And now we're back to the simile I used in the first paragraph. It may not seem like a lot - using some sticky notes to get your team members to post ideas and solutions. However, each time you persist and insist on distributing those sharpies and little yellow squares of paper or having your team log onto a virtual whiteboard, you are a drop of water on the granite of the corporate culture. You may feel like you are not making a difference. You will very likely get discouraged from time to time. Eventually, however, the value of what you are doing will become evident to your team, your coworkers, your management, and yourself. Your project team will become more engaged in their work as they feel more valued. Their productivity will increase. Other leaders in the organization will begin incorporating HCD into their work when they see your projects performing well. In time, you will look around the organization and realize that you have made an easier, more inclusive path for the people following you and the people following them.
After all that, you are most likely asking - but what HCD activities do I use to create a more inclusive culture at my organization? Unfortunately, a blog post isn't long enough to get into the details. Fortunately, you can join me in Las Vegas on Friday, 2 December 2022 at 9:00 AM for my session "Using Human-centered Design to Enable Engagement and Inclusivity on Project Teams" to learn tools and techniques you can apply with your teams!