Webinar:The First Five Traits of Risk Management                Excellence              February 9, 2012            11:00 ...
Your logo here      Carl Pritchard, PMP, PMI-RMP                        Principal            Pritchard Management Associat...
About Pritchar d ManagementFounded in 1997, Pritchard Management takes a slightlydifferent tack on project management cons...
CAI Achieves IT Operational Excellence                                         4
PDU CREDITS    FOR THIS WEBINARThe Project Management Institute has accredited this webinar with PDUs                     ...
NOW AVAILABLE!ONLINE WEBINAR RECORDINGS        ANYTIME ACCESS!WWW. ITMPI.ORG / LIBRARY 7 Day Free Access For All Recording...
The First Five Traits of      Risk Management      Excellence      Carl Pritchard, PMI-RMP®ITMPI005
Clarity• Knowing your own position
What Puts You at Risk?
ClarityCreate five answers: I am willing to…•_________________________________•_________________________________•_________...
ClarityCreate five answers: I am not willing to…•_________________________________•_________________________________•_____...
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 Yourselfand Others?• What do you consider “too far” in terms  of…  – Deliverable outcomes  – Cost/Schedule ...
Consistency• Consistency is borne out of an  underlying philosophical position.  – First, do no harm  – Stay the course  –...
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 manua...
Consistency•   You’re on a project to develop highly confidential data for your biggest    client. The output will be a ma...
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 ...
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 ...
The Simple Truth is…•   Know how the world has changed•   Know what the other side looks like•   Know what you cannot stom...
There are No SimpleTruths?• “There is always a well-known  solution to every human problem—  neat, plausible and wrong.”  ...
The Power of theMetaphor
The Script for Communication • Here’s how you will hear from me and when. If   I have an urgent need, I will contact you b...
Creativity• Being inventive about realistic risk  identification• Are you more likely to die from…  – A car crash or drown...
Getting Real• Walking through…  – The environment  – The work (and the WBS)  – The calendar and the clock  – The budget  –...
The REAL Classics• The requirements may be incomplete, causing  rework and delays• The client or management may change the...
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...
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...
How Do You Incentivize?And Punish?           er    iv • Consistently         d Dr reby                     Goo     e   th ...
What Creates That Sense ofRisk Community?  • Acceptable paths  • Acceptable    approaches  • Danger spots  • Common frames...
The Script for Community  • What are our cultural influences?  • If you’ve never been here before, let me    share two sto...
And as questions arise?• Carl@carlpritchard.com• 301-606-6519• www.carlpritchard.com
Your logo here                 Questions?                              39
CAI Sponsor s                      T he IT Metrics &Productivity Institute:   • Clearinghouse Repository of Best Practices...
Your logo here      Carl Pritchard, PMP, PMI-RMP                        Principal            Pritchard Management Associat...
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The First Five Traits of Risk Management Excellence

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  • How fast will you go? Would you ever go faster?
  • How fast will you go? Would you ever go faster?
  • Would you ever go faster?
  • Would you ever go faster?
  • Why do you go faster than the speed limit? Can you provide a rationale/defense?
  • The First Five Traits of Risk Management Excellence

    1. 1. Webinar:The First Five Traits of Risk Management Excellence February 9, 2012 11:00 AM – 12:30 PM 1 ITMPI005
    2. 2. Your logo here Carl Pritchard, PMP, PMI-RMP Principal Pritchard Management Associates carl@carlpritchard.com Michael Milutis Director of Marketing Computer Aid, Inc. (CAI) Michael_milutis@compaid.com 2
    3. 3. About Pritchar d ManagementFounded in 1997, Pritchard Management takes a slightlydifferent tack on project management consulting andtraining, with a mission to make project managementengaging, entertaining, fun and memorable. Carl Pritchardhas coached organizations around the globe on theimportance of drawing in their team members into apositive project management experience, and fullydeploying the robust tool set that project managementaffords! 3
    4. 4. CAI Achieves IT Operational Excellence 4
    5. 5. PDU CREDITS FOR THIS WEBINARThe Project Management Institute has accredited this webinar with PDUs 5
    6. 6. NOW AVAILABLE!ONLINE WEBINAR RECORDINGS ANYTIME ACCESS!WWW. ITMPI.ORG / LIBRARY 7 Day Free Access For All Recordings www.twitter.com/ ITMPI 6
    7. 7. The First Five Traits of Risk Management Excellence Carl Pritchard, PMI-RMP®ITMPI005
    8. 8. Clarity• Knowing your own position
    9. 9. What Puts You at Risk?
    10. 10. ClarityCreate five answers: I am willing to…•_________________________________•_________________________________•_________________________________•_________________________________
    11. 11. ClarityCreate five answers: I am not willing to…•_________________________________•_________________________________•_________________________________•_________________________________•_________________________________
    12. 12. For your answers…• They tell us where we’re going…• And where we’re not• They create expectations
    13. 13. Clarity• Patrick Lencioni, The Five Dysfunctions of a Team
    14. 14. The Script for Yourselfand 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?
    15. 15. 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
    16. 16. Consistency• Being able to stand fast on that position and get others to know when/how it might change.
    17. 17. 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.
    18. 18. 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?
    19. 19. Consistency• Provide examples and test cases• Explain the implications• Validate against the philosophy!
    20. 20. 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?
    21. 21. Communication• Being effective at sharing the vision and the risks
    22. 22. 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…
    23. 23. 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
    24. 24. There are No SimpleTruths?• “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
    25. 25. The Power of theMetaphor
    26. 26. 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.
    27. 27. 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?
    28. 28. Getting Real• Walking through… – The environment – The work (and the WBS) – The calendar and the clock – The budget – The people
    29. 29. 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
    30. 30. The Simple Truth is…• If it’s happened before…
    31. 31. 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
    32. 32. Community Focus• Drawing risk perspectives from the community
    33. 33. Rules and Civil Behavior… • Structure • Organization • Process • Consistency • Protocols
    34. 34. 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
    35. 35. How Do You Incentivize?And Punish? er iv • Consistently d Dr reby Goo e th t on ticke ges tha was This wled river s ckno _, this d ourteou call • Through metrics a _ _ c ___ ht being yond th e caug e and b ing… hlkasdg e v iv abo rmal drlasdhg asdgha ghg dklf • Using a common o of n dklasdhdhlhsdag a ggahga ks g asd hasdg g k asdf lkh asdg gdshlk ojh d s sd gd lk kgdh language asdg jsagaslk asgh – High? – Medium? – Low?
    36. 36. What Creates That Sense ofRisk Community? • Acceptable paths • Acceptable approaches • Danger spots • Common frames of reference…
    37. 37. 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…
    38. 38. And as questions arise?• Carl@carlpritchard.com• 301-606-6519• www.carlpritchard.com
    39. 39. Your logo here Questions? 39
    40. 40. CAI Sponsor s T he IT Metrics &Productivity Institute: • Clearinghouse Repository of Best Practices: WWW.ITMPI.ORG • Weekly Educational Newsletter: WWW.ITMPI.ORG / SUBSCRIBE • Weekly Webinars Hosted by Industry Leaders: WWW.ITMPI.ORG / WEBINARS • ACCESS WEBINAR RECORDINGS ANYTIME AT WWW.ITMPI.ORG / LIBRARY • Follow Us on TWITTER at WWW.TWITTER.COM / ITMPI • Join Our Network on LINKED IN at WWW.ITMPI.ORG/ LINKEDIN • Follow Us on FACEBOOK at WWW.ITMPI.ORG/ FACEBOOK • Find Out About Our CONFERENCES at WWW.ITMPI.ORG/ EVENTS 40
    41. 41. Your logo here Carl Pritchard, PMP, PMI-RMP Principal Pritchard Management Associates Carl@carlpritchard.com Michael Milutis Director of Marketing Computer Aid, Inc. (CAI) Michael_milutis@compaid.com 41

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