The term “risk management” covers many different types of risk, including strategic risk, financial risk, reputational risk, operational risk, project risk, environmental risk, legal risk, contract risk, or technical risk, as well as corporate governance, business continuity and disaster recovery. While each of these areas has its own special language, processes and techniques, there are some principles which apply to them all. These might be called “universal laws of risk management”.
¿Temor a lo desconocido, amenazando las costumbres o simple resistencia al cambio? Por Ing. Andrés Cuevas, PMP
Dentro de las organizaciones existen sistemas complejos donde la interacción o relaciones de los grupos de trabajo se pueden dar con base en una serie de factores que probablemente son imposibles de comprender en su totalidad, lo que dificulta su estudio y su análisis; pero lo que sí nos queda muy claro es el hecho de que estas interacciones marcan la forma y el rumbo en el que las organizaciones llevan a cabo sus actividades productivas, políticas y hasta sociales, en resumen estas interacciones definen a las organizaciones.
Accommodating change in the software development process is the nemesis of all development projects. The generally accepted practice in linear methodologies to accommodate change is to freeze the accumulated requirements at a specific point in time. Change is not prevented nor are new requirements prohibited. The freeze simply slows down the change process because all changes have to be justified to management before acceptance.
Black Belt Chronicle: Managing to Make Things Better or Managing to Make Things Worse? You make the call! By Harry Rever, PMP - Director of Six Sigma, IIL
Bob: These key performance indicators (KPI) are unacceptable! Heads will roll.
Will: Why do you say they’re unacceptable Bob?
Bob: What? Are you some kind of idiot? They’re red Will, RED! Can’t you see? I thought you were supposed to be some kind of smart analytical guy.
Positive Leadership in Project Management - The Art of Managing Expectations By Frank P. Saladis, PMP
I have been writing articles about “Positive Leadership in Project Management” for several years. The reason for choosing this particular title as the main theme for each article is directly connected to my belief that project managers, when assigned to a project, are assuming a position of leadership regardless of project size. A positive, motivational, and inspiring attitude is essential for personal success and the success of the team and the project. Leadership is about creating change, taking risks, setting an example, and having the courage to keep trying when previous attempts did not work.
A popular biblical quote essentially says where there is no vision, the people perish. It is widely used in management and leadership material to help reinforce the message that a vision is a powerful tool for focusing and engaging people in business. This article is about what project managers need to know about how people respond to a vision and the role leadership plays in transforming apathy and compliance to commitment. Committed people want the vision. Compliant people accept the vision. Your challenge is to figure to who wants it and who is just accepting it and do something to make a difference.
Recently I was assigned as a PM (Project Manager) for an outsourced software development project for my organization, this project went through lots of issues and finished with a medium success but ironically you can learn more from less successful project than highly successful ones.
Everything started very “cool and shiny”. The contractor showed high enthusiasm to take the project and finish it on-time, on-budget (it was fixed cost fee, so it was in the contractor's best interest to finish in-budget) and with the expected quality.
Theme of the Month: The Business of Managing Projects Managing the Stakeholder - The Negative Kind as well as the Supportive Kind By George Bridges, PMP
This is the first of a four part series of managing the stakeholders. The word stakeholder is very popular topic today and is a subject of heated discussions in the project management community. In this article we will explore the concept of stakeholder management, address some key issues and recommend practical activities for dealing with stakeholders on a project. This four part series consists of the following installments:
- Risk Doctor: Optimism, Pessimism, Realism & Risk By Dr. David Hillson, PMP, FAPM
- Positive Leadership in Project Management - Value, Success and Twelve Factors for Effective Project Leadership By Frank P. Saladis, PMP
- How to Analyze your Stakeholders By George Bridges, MS, PMP
- Consolidating Project Risks: Issues & Tips By Marc Desrumaux, PMP