Are your plans always successful? Can you absolutely guarantee that your actions will always work? No, you cannot. At best, you can do your part and be efficient. However, there is always a possibility that things will not turn out for the best.
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How to Build Sound and Trustworthy Risk Models: Winning the Reluctance to Risk Management in Megaprojectsby
The effort and cost involved in risk model implementation, as well as a tendency toward optimism, can make it difficult to build consensus for a structured risk management process. The author offers tips for building trust in the process starting with simplifying the risk model to gain management involvement.
Every project manager is familiar with the project management triangle, comprised of scope, time and cost. Quality, resources and risk are additional factors that must be accounted for to achieve project success. The focus here is to understand how these constraints are still relevant in the age of agile.
The series La casa de papel (Money Heist) has garnered fans across the world because of its captivating story line—and illustrates many concepts and practices of project management. Here the author looks at some parallels, divided by groups of PM processes.
We continue our example, doing an analysis of the results and proposing mitigation plans that could yield a lower dispersion for the final date. Is carrying out these plans a good idea? Let’s see how it works out...
How can you deliver and run a PMO in an organization with no internal project management skills? Learn how to integrate non-PM professionals into your PMO and build their capability to deliver successful projects.
The relationship between project manager and business owner (or scrum master and product owner for agile) can be difficult to establish—and easy to damage. To build strong foundations in the relationship and ensure the success of the project, there are a few simple rules to follow that can make a big difference.
We constantly suffer from a disconnect between qualitative and quantitative analyses. As our writer's exploration continues, he provides a practical example using a small schedule for a mock plant adaptation. He introduces the schedule, talks about the risk register and runs a Monte Carlo simulation—where qualitative risks play a major part.
Why do we rarely see a good connection between qualitative risk analysis and quantitative risk analysis? This article explores this dynamic, trying to address it in a simple way.
Your high performance can be rendered obsolete by problems caused by inadequate program management governance. Use these tactics to evaluate the governance of your program so that you can respond early with necessary measures in case you find inadequacies.