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Harry Hall

Harry Hall is a coach, speaker, teacher, and blogger in Macon, Georgia. He’s led projects and implemented PMOs for General Electric, IKON Office Solutions, and the Georgia Farm Bureau Mutual Insurance Company. Harry received his B.S. and Masters from the University of Georgia. He has certifications as a project management professional (PMP), risk management professional (PMI-RMP), and has an associate in risk management (ARM-E). When Harry is not conducting project management workshops and helping project managers prepare for their PMP and PMI-RMP exams, he enjoys gardening, golf, guitar, and teaching others how to speak Southern. You can get Harry’s project management tips, tools, and techniques at The Project Risk Coach by clicking the little "house" button directly below.

February, 2018

  • 2 February

    The What, Why, and When of Evaluating Project Risks

    Every project is a journey of uncertainty. How can we complete the challenges of each journey successfully? By identifying, evaluating, and responding to our project risks consistently. Let’s focus on the what, why, and when of evaluating project risks. What is the best way to evaluate risks? There are many ways to evaluate risks. Each has its place. In general, project managers perform qualitative and quantitative risk analysis. What’s the difference? Qualitative risk analysis is …

December, 2017

  • 20 December

    How to Be More Forward-Thinking in Your Project Decisions

    Projects involve a constant stream of decisions. Some decisions are quick and easy. Others are difficult, take lots of time, and have significant impact. Let’s look at three decision models that can help you be more forward-thinking in your project decisions. Few project managers think deeply enough about how their project decisions will be made. Using the wrong decision models results in weak decisions that often change later, in turn resulting in adverse impacts to …

September, 2017

  • 22 September

    How to Identify Risks with a SWOT Analysis

    Project managers can use several tools to identify project risks, including interviews, brainstorming, checklists, assumption analysis, cause-and-effect diagrams, the nominal group technique, and affinity diagrams. One of my favorite techniques is the SWOT analysis, where you and your team can identify and prioritize strengths, weaknesses, opportunities, and threats. Once you’ve completed the SWOT analysis, you will have identified opportunities (positive risks) and threats (negative risks), inputs for your risk register. The information can help you …

June, 2017

  • 23 June

    The More of Less in Projects

    I’ve been enjoying the book The More of Less: Finding the Life You Want Under Everything You Own by Joshua Becker. Mr. Becker says that most of us own too much stuff. And we tire of cleaning and taking care of our possessions. The accumulation of stuff can rob us of life. The author has caused me to think about the clutter in my projects. Do I really need all the stuff? Are all the …

April, 2017

  • 14 April

    Are You Tired of Missing Big Project Risks? 3 Ways to Stop It

    I have had the privilege of managing two PMOs, both composed of several project managers. It was always interesting to watch—the best project managers were the ones who had a habit of identifying risks, both threats and opportunities. And these individuals did not perform the risk identification just once at the beginning of their projects. Rather, they had a habit of making time to reevaluate their projects with an eye toward new risks. Wise project …

February, 2017

  • 6 February

    How to Facilitate a Successful Project Launch under Time Crunch

    What does it take to facilitate a successful project launch? Let’s look at two scenarios, one that results in potential failure and one destined for success. The Wonder Wheels Company assigned Tom Dooley to manage a high-profile project, a project critical to the achievement of the company’s annual goals. Jane Johnson, a senior leader and the project sponsor, called Tom to her office, handed him a few memos, and described the project deliverables. Coldly staring …

December, 2016

  • 12 December

    Business Analyst & Project Manager: What’s the Real Difference?

    Steven Covey said, “The cause of almost all relationship difficulties is rooted in conflicting and ambiguous expectations around roles and g6oals.” Do you know the difference between a business analyst (BA) and a project manager (PM)? Clarifying these roles can greatly enhance your chance for project success. What Is a Business Analyst? The business analyst works with stakeholders to understand the structure, policies, processes, and operations of an organization. Ideally, business analysts have strong business …

October, 2016

  • 12 October

    3 Books That Will Make You a Better Project Manager

    What are you doing to become a better project manager? The Project Management Institute (PMI) says that the ideal skill set of a project manager is a combination of technical, leadership, and strategic and business management expertise. The days where a project manager provided mostly technical skills are long gone. Yes, project managers still need to develop project schedules, manage risks, calculate reserves, and manage requirements. But the best project managers also know how to …

August, 2016

  • 19 August

    How to Keep Your Risk Management Genuinely Simple

    Author William Gaddis once said, “Simplicity is the ultimate sophistication.” The best project managers understand project management and know how to keep things simple. Some project managers are guilty of using complex risk management processes and lingo that few people understand. Team members finds themselves lost. They may be thinking, “What planet is this guy from? Sheesh!!” Risk management does not have to be complicated. Really. Allow me to share seven simple ways to manage …

June, 2016

  • 17 June

    3 Steps to Replace a Team Member without Jeopardizing the Project

    Susan recently discovered that a key team member has taken another job and will be leaving the company in three to four weeks. Bob continues to have problems with a third-party developer on his team and has decided to replace the developer. Jane’s top tester, Sam, had an accident over the weekend; Jane needs to quickly replace Sam to meet her tight deadlines. How well project managers handle these transitions can mean the difference between …