Risk


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Agile in the Middle

podCast
by Dave Prior

Middle managers are often seen as one of the biggest roadblocks to Agile team success. Here, agile transformation coach Chris Matts discusses the important organizational role they can play in mitigating risk and supporting decision-making processes like “feature injection” to deliver business value. [23:50]

Risk At the Portfolio Level

by Andy Jordan

The portfolio is the cornerstone of applied organizational risk management, but it is also where there is less day-to-day focus so risks can slip through the cracks. In response, we must identify risk owners at the portfolio level and connect project activities with business concerns such as idea-generation and benefits realization.

Building A Risk Foundation

by Andy Jordan

Risk management at the organizational level differs in fundamental ways from the processes followed by project managers and teams. But the approaches must still support each other. Here are some considerations for creating a process structure that takes into account risk at both the project and portfolio levels.

Mindfulness and Risk

by David Hillson

Much of what we do in our personal and professional lives is automatic and unthinking. In the lives of projects, this complacency can blind us to critical risks. Learning to practice mindfulness can help us see risk more clearly and manage it more effectively.

Risk Connections

by Andy Jordan

Partnerships are the key to successful risk management that goes beyond the project level. That means building processes that are consistent from project to program to portfolio. It also requires fostering open communication lines throughout the organization, from junior team members to senior executives.

A Risk Management Partnership

by Andy Jordan

Organizational risk management requires alignment across all levels of execution, including project, programs, portfolios and the PMO. This includes consistent reporting and approval processes as well as a culture that facilitates communication among team members, senior executives and stakeholders.

The 5 Capitals of Sustainability

by David Hillson

Sustainability has become increasingly important to organizations as both a business objective and a necessary constraint. But what does it mean? And how should it be included in the risk process? Here are five areas that should be considered.

Managing Risk in Complex Projects

by David Hillson

Complex projects feature interconnections and dependencies that create unpredictability and particular types of unforeseeable or emergent risks. To cope with these special challenges, we must go beyond traditional risk management processes and develop flexibility and resilience at multiple levels.

New Practice Guide on Complexity

by ProjectsatWork.com

A new guide from Project Management Institute helps practitioners and organizations understand and address complexity in projects, including sections on alignment, behavior, standards and developing an action plan.

What Do You Have in Reserve?

by Andy Jordan

Management reserves address the fact that not all project risks can be identified up front — the “unknown unknowns.” Many organizations fail to recognize the need for these reserves, and many more set them arbitrarily. But ignoring the importance of reserves is a risk in itself, and guessing how much to allocate for them is just bad management.

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