Today’s business world is constantly changing—it’s unpredictable, volatile, and becoming more and more complex every day. By its very nature, it is fraught with risk.
Businesses have always looked at risk as a necessary evil that should be controlled, minimised or mitigated whenever possible. Continue reading
Risk management is an ongoing process that should be implemented as part of the initial planning activities for our projects, product, and processes. Risk management must also be an ongoing part of managing those projects, product, and processes. The purpose of risk management is to identify and analyze potential problems (risks) before they turn into actual problems so that we can: Continue reading
In June, you saw Context Matters When Discussing Risks in which I outlined four risk category descriptions to use with your stakeholders and teams. Here we will drill down a bit on the first category, Decision Risk. Continue reading
In the previous post, I discussed how employing accelerated delivery strategies, specifically generative software engineering, can reduce overall project risks. This post recounts the history of a project in which generative methods were employed to great benefit. Continue reading
This year, the top challenge for CEOs according to The Conference Board’s 2013 CEO Challenge, is Human Capital. But Human Resources (HR) can’t save you. CEOs are looking for methods to improve productivity and reduce cost. HR is regurgitating employee engagement and training and development as though those same traditional methods will suddenly produce the results CEOs need. HR continues to sing the same song that has been heard for decades and seldom produces the desired results. Continue reading