The Black Swan concept warns us to expect the unexpected, but when it comes managing risk we should be careful to use the term properly and not dilute it through misunderstanding. If we mistakenly think that risks with very low probability and high impact are Black Swans, then we remain unprepared and vulnerable to genuinely unknowable unknowns.
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What advice has helped you survive this crazy profession? One writer weighs in on some valuable tips of the trade.
Look! Up in the sky! It's a bird! It's a plane! It's a...checklist?! You may not give them their due, but checklists are far more important and vital than you can imagine. Here, we take a look at the history and value of one of the most overlooked tools in the project manager's arsenal.
At the beginning of a project, plans are all about approximations. So what aspect of reality is it that creeps into projects and seems to shatter those estimates? Here are seven traps to watch out for...
Just calling a practice “best” does not make it so. But for many PM practitioners, the term “best practice” appears to represent the business practice equivalent of a “get out of jail free” card--wave it around enough, and critical thinking seems to be banished. It's time for a new outlook on this misused term and concept.
…a.k.a., “You Don’t Know What You Don’t Know” or “A Treatise on How to Improve Spotting Risks on Your Project”. Quantifying the potential for that danger isn’t always easy for a lot of project managers. But here are some ways that you can improve the odds. (Cue Tom Cruise and Bob Seger!)
A costly lesson in failing to gather proper requirements led to significant challenges of a large and ambitious wireless project. Take a lesson in proper planning from this misfire.
The first step in conducting a productive and meaningful lessons learned session is accepting the fact that it is useful. From there, follow these five easy steps that will actually last throughout the project engagement.
How do we ensure that we aren’t running around reprimanding team members and shouting “No!” to everything that comes out of the customer’s mouth? Here are three steps to set scope management in motion and ensure that it’s a positive for the project.
If you don’t know where you’re going, how will you know when you get there? If we lived in a perfect world, we’d always have perfectly detailed requirements. The mission statement is there to guide us through some of the questions we have.