Risk

Effective risk management starts with experience.

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We can study about risk management. We can take classes on steps for risk assessments. We can learn about using probability and impact to prioritize our hazard lists. But it’s experience that streamlines our risk assessment process. With experience we can quickly list only the relevant risks. Its experience that automatically eliminates the low probability and low impact items. The unnecessary items become invisible and therefore free time to focus on the more important items.

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Perfecting versus perfection.

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We’ve all heard the groan: “We have an aggressive schedule to meet.” The fact is, it’s not the “schedule” timeline that is aggressive; rather, it’s what we choose to fit into it. Adopting an attitude of progress refinement (perfecting over perfection) with the confidence percentage strategy helps reduce this tension between promised and actually delivered tasks.

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Enterprise Architecture – Linking Teams to the Enterprise

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Now that the linkage between the delivery and operations of the service has been established and the PM understands how the service enables a capability, it is time to make the connection between the delivery team and the organization.

I believe that helping the PM understand EA and its links to Business Architecture (BA) will help to crystallize the role that their delivery team plays in the broader scope of the enterprise.

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Linking Project Delivery & Services to Business Value

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To continue to add value to the enterprise, I believe that the PM role needs to continue to evolve more in the direction of a strategic business manager, linking the project delivery to business value. Excelling not only at delivering a project to the stakeholder, the PM needs to understand how the service delivered, as a result of the project, accelerates a business capability and helps the enterprise leverage current services in-place, as well as the life-cycle of these services, skills that are immensely important to the enterprise success.

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Prototype your way to Real

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When project managing for innovation and change, three important steps are getting great inspiration, having an effective idea generation session, and then moving your ideas forward with prototyping. Consider your personal and organizational prototyping practices: do you prototype across a wide range of levels, from rough to real? Do you prototype both your tangible and intangible concepts, as you might for service design and organizational change? Take a look at the following post to imagine your path this year on what and how to prototype – for yourself or across your company.

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