Planning risk responses
If you were following the PMBOK religiously, the next thing you would do is quantify risk which “is the process of numerically analyzing the effect of identified risks on overall project objectives.” 1 Choices here are: ·Sensitivity analysis – looking at the impact of an individual risk on a project objective ·Expected Monetary Value – […]
Final post on risk management
So now that we’ve looked at avoid and transfer, let’s look at accept and mitigate: Accept. There are two kinds of acceptance: passive and active. Passive means exactly what it sounds like – I recognize the risk but don’t do anything about it. This is typically for a risk that is so low in impact […]
Things to know before becoming a PMP – Part Four
How much money will I need to spend to get certification in either studying or buying materials? Can I self-study or must I pay an instructor? As mentioned earlier, no one walks in off the street, takes the exam and just passes. So you will have to spend SOME money just to get ready for […]
Things to know before becoming a PMP – Part Five
The instructor Ah, the instructor. We haven’t talked about him or her yet. And this is so important. Because if the PMBOK is the source material for all, and the vendor materials are more or less the same, and the cost is right, what’s left to distinguish the courses? Why, the instructor of course. Anybody […]
Things to know before becoming a PMP – Part Six
So what you will experience in a virtual session is typically the following: -A large mid-screen area for PowerPoint presentations -A chat feature for text chatting directly (and privately) with the instructor -A feature that allows you to virtually raise your hand and be called on -Student ability to make on-screen annotations and use pointers […]
Things to know before becoming a PMP – Part Seven
Experience With a four-year college diploma, you need 4500 hours of experience directing and leading projects. (You cannot just have been a team member taking direction but must have been actively engaged in overseeing the project). This experience must go back at least three years but no more than eight. Projects must be non-overlapping. Without […]
Things to know before becoming a PMP – Part Eight (Final)
What if I don’t have enough education or hours for the application? Or what if my hours are not in leading and directing but in being a team member? PMI has a certification called the Certified Associate in Project Management (CAPM). They describe it as a “good entry-level certification.” In this case you either need 1500 […]
If I have to rescue a project, where do I start?
Today begins a new series of posts on rescuing a troubled project. It is written entirely by our friend and colleague, Bob Louton. Enjoy. The mindset for rescuing a project At some point in a project-management career, we can find ourselves assigned to rescue someone else’s project. More often, we need to rescue our own […]
Priority #1 in project rescue – Stakeholder Management
We continue our series on rescuing troubled projects by Bob Louton, PMP. This post discusses the most urgent part of a project to stabilize, stakeholder management. It has served me well always to start here. This means that you should concentrate your time on finding and fixing the big problems with stakeholder management ahead […]
Priority #2 in project rescue – Configuration Management
We continue our series on rescuing troubled projects by Bob Louton, PMP. This article discusses the second most urgent of the project items to have working well, configuration management. After you have addressed the big problems with configuration management (CM), you can turn your focus to the next on the list. I will cover that in […]
Priority #3 in project rescue – Plan of record
We continue our series on rescuing troubled projects by Bob Louton, PMP. This article discusses the 3rd-most urgent of all process areas, the project plan. After you have addressed the big problems with the plan, you can turn your focus to the next on the list which we’ll discuss in the next post. Now I […]
