The first temptation many project managers must overcome is the tendency to start work before the goals are clear. A smidge of planning, a pinch of risk mitigation and a dash of clear roles and responsibilities can put you head and shoulders above most of your peers.
Most states print a warning on lottery tickets: “Should not be used for investment purposes.” With weighted-average and PERT-based estimates artificially bounded by what we choose to be relevant, our projects should probably carry the same warning.
Too many project managers negate the value of risk management by separating their risk tools and processes from the rest of the project. Here is a practical approach for building realistic risk plans and budgets, integrating them into your project plan, and reducing the probability that management will slash it.
Every project experiences problems, but there are telltale symptoms that identify a project in need of the prioritization and discipline of a systemic rescue. Project managers who understand the sources of these potential problems have a much better chance to control and moderate their influences throughout the project lifecycle.
Risk management expert Dan Patterson shares thoughts and best practices on the subject too many project teams continue to misunderstand or neglect at their own peril.