Olympic-sized projects mean more potential communication problems with stakeholders who control workers in your project. Adopting a combination of routine and targeted tactics can keep the project humming.
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Managing a capital project is not for the faint of heart. Navigating the complex web of planning and execution requires an understanding of many aspects in the project delivery lifecycle. One key approach for PMs is to focus on achieving operational readiness once the project is complete.
The PMO may not have direct accountability for the execution of organizational risk processes, but it remains a key stakeholder, providing critical support in a number of areas that impact risk, including process ownership, faciliting change and influencing the project culture.
What exactly is organizational risk management, how does it differ from project risk management, and why should project managers care? In this new series, we will explore these questions and introduce some important related concepts, starting with the constraints hierarchy.
How do strategic or organizational risk processes integrate with project-level risk management without causing duplication of effort or confusion? Let’s consider three categories of interaction between the organization’s portfolio and its individual projects.
One of the first questions when starting a new project is: What resources do you need? Outlining these needs to executive management is paramount in securing project success, so keep these four tips in mind.
Risk management becomes difficult when risks begin to get out of control on projects. Learn when to recognize these out-of-control risks—and how to bring them back in line.