Do you blame project failures on company initiatives that were in place before your time? Do you point the finger at external stakeholders for project dilemmas? If you’re constantly blaming someone else, are you really leading?
Risk management should be a top priority when working on complex or untried projects. Why, you ask? Necessity is the mother of invention and in risk management, often inventions, ideas and projects go awry when the forethought and the what ifs aren’t asked, explored and properly managed.
Loose lips might sink ships, and fumbling fingers could sink your career. Most people are careful to watch what they say out loud at work as they realize inappropriate conversations could damage their career prospects. However, what happens when you send an inappropriate email to the wrong person?
Does it ever seem like your project teams are arguing constantly, nothing is getting done and stakeholders keep changing project goals in the middle? If so, you are not alone because at the U.S. government level, this happens all the time.
One of the biggest challenges of the project manager is learning how to identify and then prioritize potential project risks. Here, we discuss the assessment process and how to communicate the impact of risks.
Be sure and bookmark this handy guide to risk management. Whether you need help with risk analysis, other components of the risk management cycle, or you just want to download a template instead of creating one, you’ll find this collection provides you with lots of tips, techniques and tools.
Rupert Murdoch, downfallen mogul, has managed to get away with a formidable list of bad behaviors—not to call them crimes, of course—exemplifying a brand of poor business ethics that we don’t need in this day and age. Here’s a look at three leaders I wish we’d never had.
Are you asking the right root cause questions to get to the bottom of things? Scientific methods have proven that deciding on human errors as the root cause doesn’t solve the problem. One has to probe deeper to unravel the systems or the process failures that are the core reason.
Mapping for root cause analysis takes into account three essential aspects: the problem, the causes and the solution. After gathering information about the possible reasons, the cause map provides a depiction of how the reasons contributed to the problem and how one was isolated as the root cause.
The root cause analysis (RCA) has increased in relevance over the years for proper quality management. Its implementation has grown throughout the industrial zone, including the medical field, transportation, aviation and other areas. Discover RCA’s history and its different models in this post.