the first five traits of risk management excellence

ITMPI005

1

Webinar: The First Five Traits of Risk Management

Excellence

February 9, 201211:00 AM – 12:30 PM

2

Carl Pritchard, PMP, PMI-RMPPrincipal

Pritchard Management Associatescarl@carlpritchard.com

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)Michael_milutis@compaid.com

Your logo here

3

About Pritchard 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!

4

CAI Achieves IT Operational Excellence

5

The Project Management Institute has accredited this webinar with PDUs

PDU CREDITS FOR THIS WEBINAR

6

NOW AVAILABLE!

ONLINE WEBINAR RECORDINGS

ANYTIME ACCESS!

WWW. ITMPI.ORG / LIBRARY7 Day Free Access For All Recordings

www.twitter.com/ ITMPI

ITMPI005

The First Five Traits of Risk Management Excellence

Carl Pritchard, PMI-RMP®

Clarity • Knowing your own position

What Puts You at Risk?

Clarity

Create five answers: I am willing to…

•_________________________________

•_________________________________

•_________________________________

•_________________________________

•_________________________________

Clarity Create 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 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?

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

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 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.

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?

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 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?

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 believe that we could find ourselves in that kind of hot water and we may never get this thing back in one piece…

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

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

The Power of the Metaphor

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.

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?

Getting Real• Walking through…

– The environment– The work (and the WBS)– The calendar and the clock– The budget– The people

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

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 an analogy or metaphor

• Go micro to macro and back

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 products, FL– Public image is everything – Midwest foods

manufacturer, MN– No rain on the pickle – Southern California

Edison, NV

How Do You Incentivize? And Punish?

Good Driver

This ticket hereby

acknowledges that on

______, this driver was

caught being courteous

above and beyond the call

of normal driving…

asdfksdklasdhdglasdhg asdklfhlkasdg

asdglkh asdgkhlhsdag asdgha

asdghasdgojh gdshlksd ggahgalkghg

asghjsagaslkkgdh dgd

• Consistently

• Through metrics

• Using a common language– High?– Medium?– Low?

What Creates That Sense of Risk Community?

• Acceptable paths• Acceptable

approaches• Danger spots• Common frames of

reference…

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…

And as questions arise?• Carl@carlpritchard.com

• 301-606-6519

• www.carlpritchard.com

39

Questions?

Your logo here

4040

CAI Sponsors

The 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

41

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)Michael_milutis@compaid.com

Carl Pritchard, PMP, PMI-RMPPrincipal

Pritchard Management AssociatesCarl@carlpritchard.com

Your logo here