There are many articles on failed projects and why they ‘fail’ but one can only define failure if we know what is meant by success. Typically, project success is about meeting the triple constraint of completion on time, in budget and to quality. But is that all…just surviving is success but only the fittest survive! Continue reading
The competitive advantage for businesses in the 20th Century was centered around the efforts related to process excellence – making the processes throughout a business as efficient and as effective as possible. And this was accomplished using a variety of disciplines including (but not limited to) Lean, Six Sigma, Theory of Constraints, and so on. Continue reading
In my online class at Harvard University, I teach my students how organizations create their strategic objectives from their mission statement, whether this is done explicitly or implicitly. Risk can be defined as the “effects of uncertainty” on setting and achieving their strategic objectives. These “effects of uncertainty” are a deviation from what is expected in an organization’s internal and external context (Clause 4.1) of every new and revised ISO management system standard. Continue reading
When it comes to the job market at any level, and especially when it comes to executive positions, you have a choice.
The choice is to follow the crowd and react to opportunities you’re given, or to proactively pursue what you really want whether it’s currently advertised or not. Continue reading
The 2009 release of ISO 31000 was the first step across the threshold into 21st century risk management. Unfortunately the industry that has developed around it has firmly grabbed the doorway and won’t let go. Although the latest revisions make references to decision making and integration into functional purpose, it totally misses the point of risk management, which is to assist navigating a complex world. Continue reading