Category Archives: Projects@Risk™ – Malcolm Peart

#174 – OPERATIONAL EXCELLENCE MATURITY MODEL – JOSEPH PARIS

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image001-2-300x300-250x250I have met countless Continuous Improvement and Operational Excellence professionals over the course of my career.  And, in turn, I have become acquainted with their roles and efforts in regards to driving value to their organizations.  Oftentimes, these professionals, although possessing great passion for, and pride in, the value they drive to their companies, express their frustrations at the lack of proper support from their company in their efforts. Continue reading →

#174 – THE BUSINESS AND LEADERSHIP CONFLICT – GARY HINKLE

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02WEBIt’s ridiculous if you think about it – businesses invest billions of dollars per year on leadership development, yet we continue to have a shortage of true leaders in business. Not every business suffers from this shortage, but I know that within most organizations involved in technology development and manufacturing there are major leadership voids in the management ranks. Continue reading →

#172 – FAIL FAST – FAIL SMALL – LEARN AND MOVE ON – JOSEPH PARIS

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image001-2-300x300-250x250Nobody likes to fail. Failing causes us embarrassment. Failing bruises our ego. Failing might be a dark spot on our performance assessments. All we have to do is reflect on our childhood for when we failed and how poorly we felt. Even if our parents did give us encouragement, we still felt bad about failing. Let’s face it – failing sucks.

In most countries, if you fail at business, you carry the stigma of that failure with you for a long time – perhaps forever. The Economist did a great article entitled “European entrepreneurs; Les misérables” in June of 2012. Continue reading →

#168 – THE PM CONSULTANT – WHAT DO THEY DO (& WHY); BUT WHAT SHOULD THEY DO(& HOW)? – MALCOLM PEART

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Malcom-Peart-pixThe PMC Role

In a nutshell, many people think that the role of the Project Management Consultant (PMC) is to look after the Client’s best interests.  But what are the Client’s best interests and does this just amount to keeping the Client happy and not upsetting him?

I would suggest that completing the project in terms of time, cost and quality prevail and that this is the PMC’s real role. This requires the PMC to let the Client know that his best interests are (1) being met, (2) not being met, (3) what needs to be done to meet those interests, and (4) explain why the Client needs to pay or be delayed, or fail. Continue reading →

#152 – CAN RISK MANAGEMENT EVEN BE EFFECTIVE – ALEXEY SIDORENKO

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SIDORENKOLately, everyone, from the government agencies to regulators to corporate board members, seem to be talking about the need for better, more effective risk management. The challenging part is that, despite the guidance provided in ISO 31000:2009, the concept of risk management effectiveness still remains vague. This article attempts to summarize the basic components of effective risk management which should help risk managers to respond to the challenges set by regulators and shareholders. Continue reading →