the first five traits of risk management excellence
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ITMPI005
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Webinar: The First Five Traits of Risk Management
Excellence
February 9, 201211:00 AM – 12:30 PM
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Carl Pritchard, PMP, PMI-RMPPrincipal
Pritchard Management [email protected]
Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)[email protected]
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About Pritchard Management
Founded in 1997, Pritchard Management takes a slightly different tack on project management consulting and training, with a mission to make project management engaging, entertaining, fun and memorable. Carl Pritchard has coached organizations around the globe on the importance of drawing in their team members into a positive project management experience, and fully deploying the robust tool set that project management affords!
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The First Five Traits of Risk Management Excellence
Carl Pritchard, PMI-RMP®
Clarity • Knowing your own position
What Puts You at Risk?
Clarity
Create five answers: I am willing to…
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Clarity Create five answers: I am not willing to…
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For your answers…• They tell us where we’re going…
• And where we’re not
• They create expectations
Clarity• Patrick Lencioni, The Five Dysfunctions
of a Team
The Script for Yourself and Others?• What do you consider “too far” in terms
of…– Deliverable outcomes– Cost/Schedule– Political incidents (Customer?
Management?)
• When can I handle the same on my own?
Consistency • Consistency is borne out of an
underlying philosophical position. – First, do no harm– Stay the course– Lead, Follow, or Get out of the Way
Consistency • Being able to stand fast on that position
and get others to know when/how it might change.
Consistency • You’re on a project to develop highly
confidential data for your biggest client. The output will be a manual and PDF, and if it is delivered late, there are liquidated damages of $10,000/day. Identify three aspects of the project where you will have some hard and fast rules for your team.
Consistency • You’re on a project to develop highly confidential data for your biggest
client. The output will be a manual and PDF, and if it is delivered late, there are liquidated damages of $10,000/day. Identify three aspects of the project where you will have some hard and fast rules for your team.
• How far is too far?• How will they know?• When would you ever change your position?
Consistency
• Provide examples and test cases
• Explain the implications
• Validate against the philosophy!
The Script for Consistency• What are behaviors you can always
expect?– Things I will always react to!– Roads I will never go down?
• What are behaviors I can always expect from you?– Things you will always react to– Roads you will never go down?
Communication • Being effective at sharing the vision and
the risks
How Do YOU Say “Risk”?• <<Bad thing >> may happen, causing
<<Impact>>
• Cause/Effect
• If/Then
• Omigosh, can you even believe that we could find ourselves in that kind of hot water and we may never get this thing back in one piece…
The Simple Truth is…• Know how the world has changed
• Know what the other side looks like
• Know what you cannot stomach
• Know how to boil it down to its simplest definitions
There are No Simple Truths?• “There is always a well-known
solution to every human problem—neat, plausible and wrong.”– H.L.Mencken
Divine Afflatus
New York Evening Mail
November, 1916
The Power of the Metaphor
The Script for Communication• Here’s how you will hear from me and when. If
I have an urgent need, I will contact you by [medium]. If it’s something that is for informational notice only, the form of “pull communication” I’ll use is [medium]. And if you contact me via [medium], I’ll know it’s vital and urgent. If you contact me via [medium], I’ll know I have [##] hours to get back to you.
Creativity • Being inventive about realistic risk
identification
• Are you more likely to die from…– A car crash or drowning?– Fire or a machine accident?– Poisoning or a screw-up by the medical
profession?
Getting Real• Walking through…
– The environment– The work (and the WBS)– The calendar and the clock– The budget– The people
The REAL Classics• The requirements may be incomplete, causing
rework and delays• The client or management may change their
mind, causing replanning and rework• A deliverable will be missed or forgotten,
causing a last-minute scramble• A resource will be unavailable, causing a quest
to find a replacement
The Simple Truth is…• If it’s happened before…
The Script to Creativity• Put on different glasses/hats
• Walk through different scenarios
• Change media
• Establish an analogy or metaphor
• Go micro to macro and back
Community Focus • Drawing risk perspectives from the
community
Rules and Civil Behavior…• Structure
• Organization
• Process
• Consistency
• Protocols
Rule 1? There Are Rules!• What are your organization’s risk rules?
– No BFL – Atomic labs, NM– 15% is High – Medical products, FL– Public image is everything – Midwest foods
manufacturer, MN– No rain on the pickle – Southern California
Edison, NV
How Do You Incentivize? And Punish?
Good Driver
This ticket hereby
acknowledges that on
______, this driver was
caught being courteous
above and beyond the call
of normal driving…
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asdglkh asdgkhlhsdag asdgha
asdghasdgojh gdshlksd ggahgalkghg
asghjsagaslkkgdh dgd
• Consistently
• Through metrics
• Using a common language– High?– Medium?– Low?
What Creates That Sense of Risk Community?
• Acceptable paths• Acceptable
approaches• Danger spots• Common frames of
reference…
The Script for Community• What are our cultural influences?
• If you’ve never been here before, let me share two stories about our little community here…
• In this place, there are just three things you should always watch out for…
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Questions?
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Michael MilutisDirector of Marketing
Computer Aid, Inc. (CAI)[email protected]
Carl Pritchard, PMP, PMI-RMPPrincipal
Pritchard Management [email protected]
Your logo here