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
In the process of gaining approval for and initiating projects, many companies create a major risk of failure by committing to a scope, schedule and budget prematurely. This often comes about because project sponsors are disinclined or disincentivized to navigate the internal funding process more than once so they take a rough project definition and attach a heavily padded estimate to it. Continue reading
In the previous posts in this thread we looked at various types and classes of uncertainties and discussed how and when they are likely to be identified and selected for inclusion in a project’s Risk Register. In the final post of this series, we will look at how to build a repository that can streamline this process by storing uncertainties and qualifying information about them in a structure that facilitates querying and filtering them.
In the first two posts (Managing Project Risk the PMI Way and Building a Risk Inventory To Manage Project Risks) in this thread we looked at two classes of project uncertainties—‘macro’ uncertainties, whose impacts are felt at the project level, and ‘micro’ uncertainties, whose impact is discernible at the level of individual Work Packages. Given the PMI project management lifecycle, these uncertainties become concrete and must be dealt with at two different points. ‘Macro’ uncertainties must be dealt with, or at least must begin to be dealt with, with during the Initiation process group. In fact, many of these uncertainties must be identified and management of them started before Initiation even begins. ‘Micro’ uncertainties can only be identified and materialized fully as activities in Planning are occurring. Continue reading
In the previous post (Managing Project Risk the PMI Way) we looked at some approaches to identifying uncertainties during the Initiation process group. During Initiation, the project is dealt with more as a whole than at the level of the individual activities required to implement it. In the Plan process group, which follows Initiation, the project is decomposed into a Work Breakdown Structure (WBS)—the individual sets of tasks that will produce components of the product that is the goal of the project. Continue reading