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Risk Management

5 Good Reasons to Not Manage the New Project

Most times when a project comes your way, you don’t have a choice on whether or not to take it. But for those rare chances you can, you have the golden opportunity to to gauge whether you can really deliver with it. To help make this process easier, there are some very clear signs that you shouldn’t accept a project from the beginning. In his article for Project Times, Brad Egeland gives some reasons why …

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The Obvious but Overlooked Reasons a Project Plan Can Fail

When it comes to managing projects, too many people stumble and fall on the essentials, perhaps because nobody ever taught them the essentials. While some project failures are unavoidable, there are also some that can be easily prevented. In a post for Project Management Tips, Shuba Kathikeyan gives seven reasons why project plans fail: Unclear scope of project Lack of communication Miscalculating timelines Undermanned teams Lack of planning Being a helicopter manager Insufficient monitoring Proper …

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7 Rules for Project Managers Devised from the Trenches

Being a project manager is not mindless busywork. In an article for Project Times, Davide Carboni instead goes so far as to call project managers pirates, ransacking the ships of opportunity by doing things unheard of before. And from his vast multitude of experiences, Carboni has developed seven rules of thumb for great project management–that nobody seems to talk about: A project must deal with no more than one serious challenge. A project is behind …

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Conduct an Unshakeable SWOT Analysis in 2 Hours or Under

Where risk and opportunity are concerned, the SWOT framework is one of the most versatile go-to tools. Its ability to identify the internal and external factors of a project is what makes it so effective. However, the implementation can be a little tricky. To aid in this, Marian Haus gives a guideline on how to moderate a two-hour long SWOT meeting in her post for Voices on Project Management. Call in the SWOT Analysis Haus …

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Do You Avoid These Common Project Management Mistakes?

You only know you’ve mismanaged a project once something has broken. These slip-ups can result in going way over budget or a lot more time being spent on the project than anticipated. Even the best project managers can fall prey to these blunders. In an article for CIO.com, Jennifer Lonoff Schiff explains what some of these mistakes are and how to avoid them. Melting Away Mismanagement Lonoff Schiff says that avoiding these mistakes comes from …

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6 Tools and Techniques for Controlling Risks

Picture this: You have two options for risk identification and you can only choose one. One involves identifying over fifty risks at the start of your project, but you never look at them after the fact. The second option is a risk identification workshop that requires regular maintenance, but facilitates a lot more communication about the risks and the responses to them. If you chose the second option, you’re well on your way to great …

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5 Times When You Should Escalate the Project Issue

Escalating problems is something no one wants to do. It sort of gives off the vibe of “the ship is sinking, send the rescue boats,” and most people would rather drown in the work/stress than ask for help. But not every problem can just be powered through, and extra help might necessary. In a post for the PM Perspectives Blog, Elizabeth Harrin explains when it’s the right time to escalate an issue: When you don’t …

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The Factors You Can Learn from to Avoid Project Failure

Everyone wants to avoid project failure. But it happens anyway, for myriad reasons. One of them is that projects are rushed into existence as new “critical” priorities and not enough time is dedicated to actually understanding them. In a post for the Association for Project Management, Bruce Phillips falls back on the “three wise men” to help avoid project failure: People Process Technology Factors to Flip Failure to Success The first “wise man” Phillips says …

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3 Ways to Avoid the Real Causes of Scope Creep

Everyone knows about scope creep and the detrimental effect it can have on a project. But we seem to have misplaced the blame for its causes. Traditionally the view has been that the project manager is responsible or that there weren’t proper change procedures in place. In reality, this comes from how the scope is defined in the first place. In an article for Project Times, Robin Goldsmith sheds some light on what the real …

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5 Client Red Flags on a Project and How to Deal with Them

More often than not, your client will not be well versed in IT terminology. To them, agile is what you say about a gymnast and plugin is what you do to a toaster to help make breakfast. Despite these differences though, you and your client are just people trying to make it in the world. Sometimes there are hiccups and problems that occur that can be easily solved. In a post for the Digital Project …

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