10 Common Risk Mistakes to Avoid on Projects, Part One
Do you want to control your projects instead of having them control you? One of the main ways to do that is by strategically managing risk. But if you aren’t taking the right approach to risk management, you won’t be taking full advantage of what this technique has to offer, and you might even end up doing more harm than good. So, to help you along, we’ve compiled a list of 10 common risk mistakes that you should aim to avoid on every project.
To get started, and to help you improve your risk management strategy, here’s a list of five of the ten common risk management mistakes, along with Tricks of the Trade® on how to avoid them.
10 Common Risk Mistakes to Avoid on Projects (continued).
This is the second part of our guide to 10 of the most common risk mistakes that you should try your best to avoid on projects.
Before moving forward, be sure to read the first 5 Common Risk Mistakes. Then, when you’re ready, check out the remaining five mistakes that can hinder your ability to tackle a project successfully, along with tips that will help you manage risk more effectively.
Project Management Professional (PMP)®
According to news released to PMI® Chapters and Registered Education Providers: the December 16th exam change has now been moved to a later date. The last day for candidates to take the current exam is now June 30, 2020. On July 1, 2020 the PMP Exam will reflect the new exam content. For more information about RMC’s exam prep updates on our classes and products please visit our website.
Originally posted on Strategic Management Blog by LBL Strategies
Too often a gap occurs between formulating and executing strategy. In a disrupted environment this can be a fatal error driving unwanted costs, lost opportunities and, ultimately, failure to execute. And when failure at execution occurs, the losses are significant regardless of sector.
According to the 2017 PMI Pulse of the Profession report, which surveyed 3,234 professionals globally researchers, in 2016 “companies wasted $97 million for every $1 billion invested in projects and programs.”
This is unacceptable. To help you from making the same mistakes, here are four fundamental principles which underpin our point of view on mitigating the gap between formulating strategy and executing strategy in a disrupted environment.
Since the publication of “Rita Mulcahy’s PMP Exam Prep, Ninth Edition” back in January, we have been getting a number of questions asking why the book does not cover Agile Process. These readers note that A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, discusses Agile through out and is shipped in a package set with the “Agile Practice Guide.” Seeing what they consider an obvious disconnect they reasonably ask whether RMC is suggesting that there will be no Agile questions on the PMP exam.
So, you have been given a project completion date from management or the customer that you think is unrealistic. Did you know that this is the project manager’s fault? Yes, I mean that. An unrealistic schedule only happens if a project manager is not using the tools of project management properly. Here is how to handle this situation once and for all.
It’s that time again. The Project Management Institute® (PMI) has updated their book A Guide to the Project Management Body of Knowledge (PMBOK® Guide). This occurs every four years. It’s PMI’s way of keeping the book current with today’s project management practices.
For RMC it means that all of our books, software, and classes have to be revised to stay in alignment with the PMBOK® Guide-Sixth Edition. It also provides us with the opportunity to make other changes to our products and courses so we can deliver the best possible learning experiences. And we are hard at it. Read on to learn about what exactly we are changing and how it aligns with the new PMBOK® Guide.
Six Considerations for Project Communication Management Planning. Read Tricks of the Trade Project Communication Effect
How do organizations maximize their projects by delivering expected value on time and within budget? The keys to success lie in mastering the six essential elements discussed in this paper.
If your organization struggles with clearly delineating the differences between project managers and business analysts, download this IIBA® Peer Reviewed article which recommends an approach to defining roles based on requirement types.