Are Some of
These Statements True for You?
How
do we prevent potential risks from becoming problems and leading to cost overruns,
schedule slips and technical performance shortfalls?
Potential risks are sometimes
missed that become problems later in the project life cycle with severe cost,
performance, and/or schedule impacts.
We are concerned about the magnitude of the resulting problems that
occur and their adverse impacts. How
can we capture these risks earlier in the project life cycle, take appropriate
action, and prevent them from becoming problems?
How
do we better allocate and implement risk management responsibilities within our
project to make our risk management process more effective?
Project management, systems
engineering, business development (or program control), and other disciplines
and functional groups all have a role in risk management on our project. How should we allocate risk management
responsibilities among these disciplines and groups, ranging from overall
responsibility to responsibility for different activities (e.g., risk analysis)
and products (e.g., Risk Management Plan and risk reports)? How can we help the different disciplines
and groups better work together so that our risk management process is well
integrated across the project?
How
do we develop and implement an effective plan that addresses our identified
risks?
We’ve identified key risks but are
having trouble consistently developing plans to address these risks from risk
analysis to risk monitoring that are both realistic and affordable. How do we better develop and implement these
plans?
How
do we more accurately analyze and rank our risks?
Our risk analysis results appear
OK but we’re sometimes surprised that we underestimate cost and schedule risks,
and technical risks we rated as low may be moderate and moderate risks may be
high. How can we analyze and rank our
cost, schedule, and technical risks more accurately to prevent misallocation of
resources and adverse project impacts?
How
do we go beyond risk tools to better implement the entire risk management
process?
We’ve read key risk management
documents and purchased risk tools but we can’t get the process improvement
that we were anticipating. How can we
get both management and workers to use risk management principles in their
daily activities, and without it becoming burdensome?
How
do we integrate risk management into our day-to-day management strategy?
Risk management may be helpful but
we haven’t been able to integrate it with our other processes in a
resource-effective manner. How can we
effectively integrate risk management with our other project processes?
Our
(internal or external) customer has told us that our risk management process
needs improvement. How do we respond
with a solid plan and course of action?
Failure to improve the process may
lead to additional oversight or even possibly project termination. How can we satisfy these customer requests
and have an improved process that we can use on a long-term basis?
A
Request For Proposal that we are bidding on requires us to discuss our risk
management process. How can we make
this request work to our advantage?
Our risk management process is
“OK” but we want it to be both a winning proposal section and acceptable to us
once we’ve won the contract. How can
our risk management process be transformed into a competitive advantage both
for the proposal, the resulting project, and other company business?
Clients are
likely to be successful working with us if:
You
do what it takes to deliver quality professional products and services for your
clients and customers.
The products and services are,
without exception your best effort.
Striving for excellence and continuous improvement are built into your
corporate culture and mission.
You
adhere to the highest standards of honesty and integrity.
If you want to succeed by taking
ethical shortcuts, we’re not for you.
If you want to the best developer and producer of your products and
services, we’d like to help you succeed.
You
are receptive to learning and incorporating value-added change.
An enhanced risk management
process is of little/no worth unless its used on your
project. You are willing to
objectively evaluate recommended process improvements and incorporate those
that are consistent with your goals and constraints.
You
are willing to get appropriate management support (if needed) for risk
management process evaluation and enhancements.
Evaluating an existing process,
developing and tailoring a new process, and enhancing an existing process may
require upper management support in some cases. If such support is needed, you’re willing to obtain it because
risk management process will pay for itself in terms of increased profit and
reduced cost overruns, shorter time to market and reduced schedule slips, and
increased performance.
Please call us and visit the
links below to learn more about how we can help your organization and project.
|
Links to Project Risk Management Services |
||
|
How We Can Help |
||
|
Second Edition of Dr. Conrow's Risk Management Book with Reviews |
||
|
Risk Management e-Interview with International Council on Systems Engineering |
||
|
Links to Other Services |
||
Please contact us about
these and related services tailored to your needs.
This web site owned and operated by:
|
Dr. Edmund H. Conrow, CMC, CRM, PMP |
|
Reproduction or any other use of this material is prohibited without written permission. |
This
material is Copyright © 2000-2011 by Edmund H. Conrow, All Rights Reserved
|