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In this compelling presentation, Carl Pritchard (author of the Risk Management Memory Jogger and the Project Management Communications Tool Kit) examines the four C's of effective risk communication: Control, Cost, Community and Charisma
By attending this one of its kind session, participants will take a glance at the often unexplained area of project integration management and the art of “putting it all together”; to ensure a systematic approach to decision making in conditions that are less than perfect. Examples will address areas such as leadership, risk, change, scheduling, communication, long-term thinking, prioritization, issue management, efficiency and productivity.
By attending this one of its kind session, participants will take a glance at the often unexplained area of project integration management and the art of “putting it all together”; to ensure a systematic approach to decision making in conditions that are less than perfect. Examples will address areas such as leadership, risk, change, scheduling, communication, long-term thinking, prioritization, issue management, efficiency and productivity.
By attending this one of its kind session, participants will take a glance at the often unexplained area of project integration management and the art of “putting it all together”; to ensure a systematic approach to decision making in conditions that are less than perfect. Examples will address areas such as leadership, risk, change, scheduling, communication, long-term thinking, prioritization, issue management, efficiency and productivity.
We live in an uncertain world of tricky projects and programs. For most of us, this means ambiguous requirements, disinterested stakeholders and even teams dispersed around the globe. In this complex and messy world, we're still expected to deliver. This means managing risks, both positive and negative. But too often, risk management in projects is a boring bolt-on, rather than a fundamental part of ensuring successful delivery, and is of little value. In this presentation, we'll look at how you can engage other people to identify, own and manage risks on your project or program.
Enterprise PMOs are the way of the future. They bring a tremendous amount of benefit to the organization through shared best practices, companywide resource utilization, enterprise risk management, and of course the economies of scale that can only be dreamed of at the department level PMO. More and more organizations are recognizing the advantages that can be gained by taking PMOs to the enterprise level, but these gains don't come by chance. To be effective EPMOs need to ensure that they have integrated portfolio management across their entire organization -without that an EPMO is merely an umbrella for a group of disjointed methodologies and functions. This presentation provides some sign posts on the roadmap towards a successful EPMO implementation.
This presentation explores how to expand risk management to deliver strategic advantage while retaining its use as a tactical tool
This presentation will address some of the key elements associated with preventing, preparing for, and managing through events that could have a devastating impact on an organization. The connection between risk management and the processes and planning for DRBC will be highlighted along with suggestions for developing and maintaining a DRBC plan.
Project risk covers more than uncertain future events. If you don’t recognise all the risks you end up taking them with your eyes shut. Find out what you're missing, and discover the other types of risk that affect your project, together with practical strategies for addressing them.
As many of my regular readers know, I hold much of what passes for modern risk management to be transparently fraudulent, little more than institutional worrying tripped out in Gaussian curve jargon. ...
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"If you don't know where you are going, you might wind up someplace else." - Yogi Berra |
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