There are many articles about project failure, troubled projects, and project success. There is also a tendency to desire the ‘top five’ or ‘top ten’ reasons why something unexpected happened in our constant search for brevity. Continue reading
I had a similar thought about two completely different things recently. The first is merely an example from life – its’ one of those things that you really don’t want to think about and if you can avoid knowing it at all (which means you should skip the next paragraph) that’s probably a good thing.
The second comes from material I’ve been preparing to teach a class on testing. But, I don’t want to get ahead of myself …
So,is it possible to know too much and does that knowledge put you at risk or at least a disadvantage? Continue reading
A blog article I read recently prompted this post. I encourage you to go read “Are the Lights Working at Your Change Intersection?” It’s good stuff and we need more insight like this. But I wanted to take a slightly different angle and keep a similar image. So, I’m asking you …
What type of traffic signal does your change intersection need?
As manufacturers are reaping the benefits of Lean and Lean Six Sigma or other continuous improvement processes within their facilities the importance of eliminating waste still hold sway. So the question now facing these manufacturers is this:
Has the time come where Just-in-Time inventory levels need to be changed to Just-in-Case levels? With the present and at least near future volatility of the economy this may prove to be the case. The answer lies within each company’s own supply chain and decided upon based on each company’s individual requirements. Continue reading
Even after my recent webinar series on “Mastering 21st Century Enterprise Risk Management”, (www.fasttrack365.com/resources/videos), there continues to be confusion around how to aggregate risk in an Enterprise Risk Management (ERM) system. Therefore some risk managers are now advocating that risks cannot be aggregated, but without aggregation ERM loses any meaning and purpose. So if accepting the need to aggregate risk, both from business units to group and between diverse natures of risk, the basic question of how to aggregate risks returns. Continue reading