In this webinar we will discuss real world tools and techniques used to plan for risks, alert stakeholders of potential risks, analyze risks, and develop, implement, and monitor plans to address risks long before they become issues that can adversely affect project cost, performance, and schedule. In this webinar participants will: -Learn techniques used to plan for risks -Learn techniques used to identifying risks -Work with real world examples of stakeholder (project sponsor as well as executive level) reports. -Work with real world example of a risk register. -Receive as takeaways, working report templates and risk register.
How do I apply risk management to utility projects?
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Our Client executed the delivered IT integration strategy successfully and had a seamless transition with no disruptions in service to their customers or internal users. The presentation will explain the specific steps and templates utilized to attain our client’s goal.
There are many aspects and risks associated with large scale utility projects. Learn how specialized transportation systems can impact your project. You will learn how they operate and what risks can impact your project. Brad Hiltunen from Emmert International will present two highly specialized transportation projects and discuss project risks associated with coordinating transportation of highly specialized equipment.
An expert in Risk Management from the utility industry will present a three part webinar series on Risk Management tools and techniques. In this webinar series we will discuss various tools and techniques you can use to plan for risks, alert stakeholders of potential risks, analyze these risks, and develop, implement, and monitor plans to address the risks long before they become issues that can adversely affect project cost, performance, and schedule. This webinar series is geared toward those with advanced risk management skills " This is the first of a three part series on this topic. Register for all three for a complete series of Risk Management tools and techniques!
An expert in Risk Management from the utility industry will present a three part webinar series on Risk Management tools and techniques. In this webinar series we will discuss various tools and techniques you can use to plan for risks, alert stakeholders of potential risks, analyze these risks, and develop, implement, and monitor plans to address the risks long before they become issues that can adversely affect project cost, performance, and schedule. This webinar series is geared toward those with advanced risk management skills. This is the second of a three part series on the topic. Register for all three for a complete series of Risk Management tools and techniques!
Managers who are more knowledgeable and experienced in risk management methodology are highly valued and more marketable in the workforce. By obtaining the PMI-RMP® (Risk Management Professional) certification, an individual will stand out as one of those prized project managers. This presentation will discuss the necessity for good risk management skills, the benefits of the PMI-RMP® certification, and some tips and tricks on how to obtain the certification.
Whether your construction site is small or large, you need to keep an eye on safety regulations as well as site conditions, not just for your own people, but for all the subcontractors, too. But you can't always be everywhere all the time. Here's where this form comes in. Issue one to every subcontractor, and make sure it gets filled out properly.
There is no shortage of surveys heralding the miracle of innovation for organizations trying to remain competitive in a volatile global economy. As that uncertainty becomes the norm, the focus on innovation is bound to grow. This article discusses how organizations must find a way to marry the fundamentals of project governance that helped them get where they are with the breakthrough concepts that will get them where they need to be. In doing so, it looks at how a solar energy and clean-tech company turns prototypes into business solutions by slashing time-to-market without sacrificing quality. Next, the article details how companies innovate during troubled economic times, citing a study by Wipro and Forbes Insight's Growth Strategies for 2012 and Beyond, which reports that 68 percent of global executives agree that innovation is more important now than before the recession. It then identifies areas where organizations fall short. The article discusses how organizations can make the jump from a cutting-edge concept to a full-fledged project that delivers true innovation and examines how review strategies can help companies identify innovative concepts that are not up to par. It looks at how companies can collaborate on innovative concepts by detailing how Ford Motor Company and Weyerhaeuser worked together on a project to replace fiberglass or mineral reinforcements and reveals the positive results of this collaboration. It then summarizes how an innovation governance process may help organizations find the balance between fostering creativity and demanding measurable outcomes and explains how an innovation steering committee can evaluate proofs of concept and how they align with strategic goals of the business. Accompanying the article are two case studies: The first case study examines OnStar's (Detroit, Michigan, USA) innovation strategy. The second case study discusses Petra Solar's (South Plainfield, New Jersey, USA) innovative solar technology, smart-grid and clean-tech projects.
A federal organization saw its project portfolio budget increase tenfold practically overnight—and had to reassess its project management process.
It's been more than a decade since the BRIC (Brazil, Russia, India and China) countries were hailed as the next big thing. But global economics can be a fickle game, and a slew of negative headlines are casting doubt on the quartet's glorious future. This article examines how the BRIC countries will retain a powerful influence on the global economic and, in turn, project, scene for years to come. In doing so, it cites a prediction from consulting firm PwC that says by 2050, China and India will surpass the United States to become the world's largest economies and a prediction by Goldman Sachs stating the four countries will account for almost 40 percent of global GDP by then. These trends affect the project landscape in each country, and the article takes a closer look at projects in the BRIC countries. It notes that most projects in Brazil are infrastructure projects to support the World Cup and the Olympics. Projects in Russia have suffered because the country's GDP plunged 8 percent in 2009 and has a poor ranking on the Ease of Doing Business index due to corruption and ineffective bureaucracy. However, Russia will soon become a member of the World Trade Organization, which will attract more foreign investments. In India, the projects are big. Because of a booming car industry, project management standardization is a necessity. It may be stumbling, but China is still experiencing a lot of growth. The country's government is fast-tracking infrastructure projects, particularly highways, railways and power plant construction. The article examines a project in each country and describes the challenges faced by each one. In addition, it provides GDP statistics, Ease of Doing Business ranking, and median project professional salary for each country.
The 800-mile Alaska Pipeline was a project without a plan or method. This remarkable story presents some valuable lessons from the biggest and most expensive private enterprise in American history.
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