This is my fifth book-signing event (Venue = Signal Hills, Calgary, AB).
I had the pleasure of meeting with John Castaneda, a Planning and Scheduling colleague, and Kate Knowles, a new friend. Thanks for your support. My daughter Maria Zenka and Stephen Thornhill came to visit. It was a nice surprise.
Risk communication is required and crucial to keeping Stakeholders in the loop regarding project health and progress. It is arduous to please higher management and other Key Stakeholders by communicating nebulous (vague) project Risk status.
It was almost midnight. Our 3-hour trip from Budapest through Frankfurt to Milan was now a 10-hour adventure. Our bags were coming off the luggage carousel completely soaked. My eyes were dry and uncomfortable. And, I realized I ignored the fundamentals of risk management.
At its core, risk management should be simple:
In 2014, the enterprise software for operating systems across the desktops of a large Aerospace & Defense company was being upgraded from XP to Windows 7. While the upgrade was beneficial from a company-wide technology perspective, it effectively made the company’s current Schedule Risk Assessment and Analysis tool – Primavera Risk Analytics (PRA / formerly known as Pertmaster) – obsolete. Team leaders were faced with a decision to either upgrade their current software or look at something brand new. They decided to explore their available options.