#26 – HOW TO SEE THE FUTURE WITH SCIENCE – PART #2 ON PREDICTING PROCESS BEHAVIOR – GIOVANNI SIEPE

Dr. Giovanni Siepe pixIn Part Two of this article on predicting the future with science, we look at the tool from Statistical Process Control that helps us understand behaviour patterns in our processes so we can make more informed decisions. Continue reading

#25 – HOW TO MANAGE A SUCCESSFUL ENTERPRISE RISK MANAGEMENT PROGRAM – TROY HACKETT

SONY DSCMany initiatives within an organization are supported by steering committees, committees that decide on the priorities or order of the business. Audit, IT and EHS (Environment Health & Safety) are just a few common examples.

However, not all steering committees are created equal. They can take on many different shapes and forms based on need, initiative scope, subject-matter expertise and company culture, just to name a few. Continue reading

#25 – HISTORY LESSONS AND THE MUSTY SMELL OF REGRET – MARK MOORE

Mark MooreThe late Dr. Seuss was a favorite of mine (and continues to be even my adulthood).  He taught many lessons that were designed for both children and adults.  His shorter pieces were always fun and among them I hold the highest regard for one titled Too Many Daves.

It’s a simple premise about a woman with twenty-three sons all, as you might guess, named “Dave”.  The story briefly explains her exploits in calling the boys into the house, getting all twenty-three when she only wanted one.  She muses about a different life where she had named them all something different, but in the end, Seuss finishes with, “But she didn’t do it and now it’s too late.”  You can just smell the dank, musty aroma of regret hanging on that poor woman’s head. Continue reading

#24 – WHEN 8 WEEKS ISN’T REALLY 8 WEEKS – MARK MOORE

Mark MooreIt’s a tale as old as project management itself.  Somebody works up a very detailed project schedule and even assigns specific resources to tasks.  They even manage to do some basic allocation so Jake from Engineering isn’t working 120 hour weeks for the next five years. 

But in their diligence and detail, they overlook a couple of things.  They forget that everybody on the project has “a day job” they still have to get done and that recurring events like annual quality reviews or year ends or whatever still happen.  In missing them, they put the project at risk of an overly optimistic timeline with unrealistic true allocation. Continue reading