The webinar discusses the first five traits of risk management excellence: clarity, consistency, communication, creativity, and community focus. It provides examples of how to demonstrate each trait, such as creating statements of what you are and aren't willing to do (clarity), establishing consistent behaviors and expectations (consistency), crafting effective messaging around risks (communication), exploring realistic risk scenarios in a project (creativity), and drawing risk perspectives from cultural influences and common references within an organization (community focus). The webinar aims to help participants strengthen their risk management practices.

1. Webinar:
The First Five Traits of Risk Management
Excellence
February 9, 2012
11:00 AM – 12:30 PM
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ITMPI005

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
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3. About Pritchar d Management
Founded in 1997, Pritchard Management takes a slightly
different tack on project management consulting and
training, with a mission to make project management
engaging, entertaining, fun and memorable. Carl Pritchard
has coached organizations around the globe on the
importance of drawing in their team members into a
positive project management experience, and fully
deploying the robust tool set that project management
affords!
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4. CAI Achieves IT Operational Excellence
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5. PDU CREDITS
FOR THIS WEBINAR
The Project Management Institute
has accredited this webinar with PDUs
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7. The First Five Traits of
Risk Management
Excellence
Carl Pritchard, PMI-RMP®
ITMPI005

8. Clarity
• Knowing your own position

9. What Puts You at Risk?

10. Clarity
Create five answers: I am willing to…
•________________________________
_
•________________________________
_
•________________________________
_
•________________________________
_

11. Clarity
Create five answers: I am not willing to…
•_________________________________
•_________________________________
•_________________________________
•_________________________________
•_________________________________

12. For your answers…
• They tell us where we’re going…
• And where we’re not
• They create expectations

13. Clarity
• Patrick Lencioni, The Five Dysfunctions
of a Team

14. The Script for Yourself
and 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. 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. Consistency
• Being able to stand fast on that position
and get others to know when/how it
might change.

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. 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. Consistency
• Provide examples and test cases
• Explain the implications
• Validate against the philosophy!

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. Communication
• Being effective at sharing the vision and
the risks

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. 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. There are No Simple
Truths?
• “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. The Power of the
Metaphor

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. 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. Getting Real
• Walking through…
– The environment
– The work (and the WBS)
– The calendar and the clock
– The budget
– The people

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. The Simple Truth is…
• If it’s happened before…

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. Community Focus
• Drawing risk perspectives from the
community

33. Rules and Civil Behavior…
• Structure
• Organization
• Process
• Consistency
• Protocols

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. How Do You Incentivize?
And Punish? er iv
• Consistently d Dr reby
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– High?
– Medium?
– Low?

36. What Creates That Sense of
Risk Community?
• Acceptable paths
• Acceptable
approaches
• Danger spots
• Common frames of
reference…

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. And as questions arise?
• Carl@carlpritchard.com
• 301-606-6519
• www.carlpritchard.com

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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
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