There may be a number of seemingly valid reasons that are used to justify risk acceptance ranging from “It’ll never happen, so why worry?” to “Dealing with challenges builds character”. Regardless of the rationale that is used, it is the project manager who ultimately bears the responsibility when a risk occurrence threatens to derail a project. In this column we look at some useful tactics for dealing with those situations where the prevailing attitude is “If it happens, the project manager will take care of it.”
A project schedule is a foundation tool. For most accidental project managers, the schedule is the plan. Given this, one would expect that on an average active project, the schedule should be current and accurate.
You thought that this day would never come – the scope of your project has been delivered and you are ready to close out the project. Your team breathes a sigh of relief and looks forward to some well earned time off. Unfortunately, the project closeout phase can sometimes cause more grief than all the other project phases combined.
Most of us had hoped that the debate about how to define a risk was settled. This was a “hot topic” around the turn of the century, particularly focused on the question of whether the concept of risk should include opportunity as well as threat, or whether risk was exclusively negative. The majority consensus now seems to be agreed that risk is double-sided and covers both upside and downside.
Project Managers must make sure that they prioritize their time to focus on high value activities that will help them and their teams to be successful. There are many techniques for being an effective Project Manager, but they all require being proactive and spending time on them.
The Laudi Group and Red Canary organized and shared a great set of questions for product managers and answers from a panel of product management leaders. Steve Johnson, another leader in our space shared his answers to the same questions, and in this article, I share mine.
Managing risk within a project is a good idea. That’s generally agreed upon. Risk Management is essential and contributes significantly to successful project deliverables. Where it can and does go wrong is when there is an over-reliance on the risk factors of the project.
It's happening more and more; managers are being asked to manage virtual teams of people that may or may not have a direct reporting relationship to the manager. Some find it easy to do, but many others find it difficult to garner the respect from team members who don't have to follow the manager. Get a few helpful tips to help you next time you're asked to manage a virtual team.
The CIO’s strategic initiative should align with the company’s overall strategy, but from there, where and how should the journey take shape?
As we kick off 2010, it seems appropriate to consider how to "start on the right foot". After all, in 2009, many businesses were suffering in the recession and searching for cash flow; thus, many projects went on hold. However, in order to thrive in 2010, it will become critical to get in front of the competition and put in extra effort on key business projects. One fail-proof way to achieve these goals is to ensure the best project leaders are focused on the core projects.
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