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PM 2 go complete

Projektmanagement wird ein zunehmend wichtigerer Erfolgsfaktor fr Unternehmen im Wettbewerb. In dieser Ausgabe von PM 2 go complete lesen Sie die alle Kurzartikel aus dem Blog Unlocking Potential von Projekt Management Beratung. complexity of integrating their results and providing adequate infrastructure explodes. So each team has less and less time to focus on implementing requirements. Forces too little/too much specialization too little/too much ownership Solution Set up one or more Integration Teams Delegate the integration work as well as providing and running the infrastructure to one or more dedicated Integration Teams thus freeing the Development Teams of the increasing burden due to scaling the organization. Create a hierarchy of Integration Teams to scale even further. Resulting Context Many Development Teams are focussed on one release while being unburdened by Integration Teams. Dieses Posting Scrum Pattern: Integration Team wurde verffentlicht auf Unlocking Potential.

Der langsame Tod vom RSSAnbieter Feedburner Google AdSense stirbt als nchstes
By Andreas Heilwagen on October 1st, 2012

und zwar lt. dem Posting The FeedBurner Deathwatch Continues: Google Kills AdSense For Feeds auf TechCrunch. Den dort genannten Tod von RSS sehe ich zwar noch nicht so angesichts der Anzahl der RSS-Abonnenten von Unlocking Potential, allerdings ist der Wechsel weg von FeedBurner schmerzhaft. Ich habe gerade mit hervorragendem Support von Phil Hollows zu FeedBlitz gewechselt, man aber auch seine Feeds selbst betreiben, dann allerdings mit weniger guten Statistiken. In diesem Sinne noch mal der Hinweis an alle anderen Blogger: Aufpassen und rechtzeitig wechseln, Google lsst mal wieder einen Kundenkreis fallen. Dieses Posting Der langsame Tod vom RSS-Anbieter Feedburner Google AdSense stirbt als nchstes wurde verffentlicht auf Unlocking Potential.

Kommentare

Scrum Pattern: Enterprise Transparency


Kommentare
By Andreas Heilwagen on October 1st, 2012

Scrum Pattern: Integration Team


By Andreas Heilwagen on October 1st, 2012

Context

Context Problem

Many Development Teams are working on a release. How can the integration effort be optimized? With an increasing number of Development Teams working on the same release, the

Problem Forces Solution

A Scrum Team shows a lack of commitment and works more for the money than anything else. The largest incentive for the team members is money too little/too much transparency too little/too much salary Make project/enterprise financial data transparent

By providing employees not only with decisions but also with the rationale and the underlying data to understand decisions, commitment is increased. Understanding the broader situation and the own role in it is key to support motivation. Resulting Context The Scrum Teams commitment is increased and money plays a secondary role. Dieses Posting Scrum Pattern: Enterprise Transparency wurde verffentlicht auf Unlocking Potential.

Process People

Thoughts on improving Principles


understand: Risk = Uncertainty that matters (= affects our objectives) understand: Risk includes both opportunities and threats improvement: in many cases opportunities are ignored in risk management today improvement: processes, Techniques etc. are required to manage overall risk of a project which is more than the sum of the individual risks Differentiate between implicit risk management adressing overall project risk caused bysctructure, scope, content and context of a project/program/portfolio as well as explicit risk management used to manage individual risks bxy risk processes.

Thoughts on improving Processes


In the PMBOK Guide the step between the processes Plan Risk Responses and Monitor & Control Risks is missing. So the point the agreed responses are implemented is missing. He told a nice riddle: Five frogs sit on a log, 4 of them decide to jump offhow many frogs are sitting on the log?

Kommentare

Risk Zone 2012 David Hillson: How to improve Risk Management in the future?
By Andreas Heilwagen on October 1st, 2012

So the problem is how to get the frogs off the log! The APM processes are better as they include an Implement Responses processes. So following the PMBOK Guide means only thinking that you managed your risks by having a risk register ,-) Furthermore the end of the risk processes is missing as they continue on and on, there is not lessons learned process. So he came up with a better process model:

The closing keynote was given by Dr. David Hillson on his opinion on a Practical Roadmap towards Risk Management Excellence. He said that the current status of risk management is good as risk management has Standards Professional bodies Body of knowledge Infrastructure On the other hand no real change can be seen in the Chaos Report of the Standish Group in the last 15 years showing a pretty stable percentage of challenged and failed projects. Here are the areas where risk management can improve: Principles

See atom-risk.com for more information.

Thoughts on improving the people aspect


People are the critical success factor for risk management. Here David Hillson summarized the topics risk attitude including the points 1. Risk attitude is variable 2. Risk attitude is chosen 3. Risk attitude can be managed David Hillson developed the Six As with Ruth Murray-Webster to manager risk attitude:

hand sharing ressources will inevitably lead to interdependencies. A more straightforward idea to differentiate has been: projects: objectives are scope, cost, time programs: objectives are benefits, stakeholders, owners Other groups discussed the question if risk management office should be established? The answer was yes, no surprise here. Reasons were the a RMO can ensure standards and communication across the organization and gives the opportunity for indedendence and effective risk culture. Another advantage is to ensure the completeness of actions across the business units in implementing risk strategy. Dieses Posting Risk Zone 2012 Round tables discussing risk management levels and RMOs wurde verffentlicht auf Unlocking Potential.

So his three thoughts to close the conference were 1. Risk management matters 2. Several areas for improvement & attention 3. Need pioneers & rebels So he asked everybody to step out of his/her comfort zone and help advance risk management. Dieses Posting Risk Zone 2012 David Hillson: How to improve Risk Management in the future? wurde verffentlicht auf Unlocking Potential.

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Eine Bitte an Sie Wechsel auf die neuen RSS-Feeds / Please change to my new RSS feeds
By Andreas Heilwagen on October 1st, 2012

Risk Zone 2012 Round tables discussing risk management levels and RMOs
By Andreas Heilwagen on October 1st, 2012

Bitte wechseln Sie in den nchsten Tagen auf die neuen RSS-Feeds von Unlocking Potential da die alten Feeds abgeschaltet werden. Auf der Seite mit den RSS- und E-Mail-Abonnements habe ich bereits alle neuen Daten hinterlegt. Klicken Sie einfach auf die gewnschten Abos.

In English
Please change to the new RSS feeds shown on RSS- und E-MailAbonnements asap as the old feeds will be shut down.

Hintergrnde
Feedburner hat mit dem Kauf durch Google zunehmend an Zuverlssigkeit verloren und scheint sich derzeit in Auflsung zu befinden. Neben dem unerklrlichen Verlust der japanischen Feedburner-Domain wurden Blog- und TwitterAccount abgeschaltet sowie Mitte Oktober die API deaktiviert. Von Google gibt es keine Hinweis darauf, was von Feedburner berleben wird und das drastische Beispiel der japanischen Blogger zeigt wie wichtig Google die User sind und wie wenig der Claim dont be evil noch wert ist. Das passt eigentlich zu meinem Bild der Dienste von Google: unzuverlssig, teilweise absichtlich inkompatibel und schlechte User Experience. Da hilft auch die beste Technologie im Hintergrund wenig.

To further nourish networking and discussion, the conferences included round table discussions and presentations by a guy with definitely the longest legs of the conference ,-) One group of tables discussed the differences between risk management on the project and program level. One hypothesis was, that there is no difference when there are no interdependencies between risks. On the other

In diesem Sinne der Hinweis an alle anderen Bloggern, die dies lesen: Feedburner beobachten und jetzt zumindest schon eine Migrationsstrategie bereitlegen. Beim neuen Feed-Dienst fr Unlocking Potential (FeedBlitz) muss man zwar ein paar Dollar fr E-Mail-Abonnenten ausgeben, allerdings luft man im Gegensatz zu Google hoffentlich nicht Gefahr, ohne Kommunikation stehengelassen zu werden. Dafr kann man im Rahmen der Migration den alten Feedburner-Abonnenten einen Hinweis auf den neuen Feed einblende. Mal sehen ob die Migration so klappt. Wenn Sie Probleme feststellen, geben Sie mir bitte per Mail Bescheid. Dieses Posting Eine Bitte an Sie Wechsel auf die neuen RSSFeeds / Please change to my new RSS feeds wurde verffentlicht auf Unlocking Potential.

Managers have the tendency to keep information of possible risks by themselves and the project team sometimes misses a broad view about risks and opportunities. Risk Allocation Governments are risk averse and like to handover risks to the market, however they are not always open towards contractors about their risks analyses. Scenarios Scenario analysis is not widely spread. So, not the most interesting of the presentations but nice insights into mega projects in europe. If you want to know more, download the book Managing Large Infrastructure Projects for free. Dieses Posting Risk Zone 2012 Marcel Hertogh on risk insights from european mega projects wurde verffentlicht auf Unlocking Potential.

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Risk Zone 2012 Marcel Hertogh on risk insights from european mega projects
By Andreas Heilwagen on October 1st, 2012

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Risk Zone 2012 Britta Dalunde Scraping the elk off the train front or how they finally coped with hard winters after 150 years
By Andreas Heilwagen on October 1st, 2012

After two presentations on railways, Marcel Hertogh, Professor at Delft University talked about his research for the european comission on a number of projects which a volume of more than 200 million euros. Risks was one of eight research themes and he found out that the biggest risks are social, not organizational, legal or technical. Here are some of his insights: Risk Identification Risks are sometimes not seen holistically, like the Gotthard tunnel where they focussed on geolocial risks and forgot about the risk in getting building permits which cost them about 3 years. Risk Communication

Today started with great fun. Britte Dalunde, CFO at Swedish Rail, talked about the experiences from the very cold winter in 2010. From my personal experience I know that trains in Sweden are even less reliable than in Germany which is itself an achievement and they even had to reactive a train snow plow from a museum in 2010 as they were surprised by the amount of snow. So I had to really laugh when Britte Dalunde first showed her agenda including lessons learned from 2010.

To understand what happened, you need to know that the railway system in Sweden is divided between trains (Swedish Rail), tracks (government), stations (owner by another company). Some more work like cleaning and consulting was sold to private companies. Although Enterprise risk management startet in 2008, it did not suceed in preparing Swedish Rail for 2010. Sweden had 8-10 times the amount of snow in 2010 combined with high humidity and extremely low temperatures all over Sweden. So deicing, which was done for about 150 years by sending them down to Malm did not work anymore as it was -30 degress in the north as well in the south of Sweden. They had 30 tonnes of ice under each train caused by melting ice due to the heat of the brakes and all the snow on the tracks. This damaged the rails and the train as well as the following trains which is an example of cascading risks.

Dieses Posting Risk Zone 2012 Britta Dalunde Scraping the elk off the train front or how they finally coped with hard winters after 150 years wurde verffentlicht auf Unlocking Potential.

Kommentare

Scrum Pattern: Same Bonus


By Andreas Heilwagen on October 1st, 2012

Some other seemingly fun facts are that the customers informed the Swedish Rail staff better then the information flow within the company worked and they had more than 200 elk collisions that winter as elks preferred to walk on the tracks as it was easier than walking in the forest. And instead of leaning the trains from the blood, which usually was done with water on old trains before they reached the next station, the new trains required a week to fix. So here are the lessons learned as discussed by Britte Dalunde: Better customer care training including special situations like in 2010 or fire including filming service personnel in critical situations together with actors (students) in trains and discussing the results afterwards. Traffic reduction plans in winter (Swedish Rail forgot how to do it due to so many warm winters in history). Reworked processes and information distribution Better cooperations within the Railway Network Introduced elk-proof train fronts Improved underside of the trains Improved risk governance and integrated Risk Management in the Business Plan process Started a think tank by sending out e-mails to employees at all levels requesting their view on risks in order to identify the cascading risks. Trying to underpromise and overdeliver instead of overpromise and underdeliver. So the third winter finally worked ok for Swedish Rail and sorry that I could not post all the fun picture in such a short time ,-) P.S.: Ive been so bold to ask her what they did about the snow plow from the museum and Swedish Rail has mounted small snow plows on their trains and they reduced the deicing time from 8 hours to 2 hours. But still a lot of snow is a problem as the question of snow plows has to be solved by the track owner which is the government

A Scrum Team is selforganizing. Problem The existing bonus program does not motivate the Scrum Team Often a bonus does not really reflect the individual contribution and differences in bonuses demotivate members of the same team. Forces too little/too much individual recognition Solution Pay all team members a proportional bonus By setting up Team Goals and and paying out bonuses proportional to the salary, team cohesion is strengthened. An individual spot bonus can still be paid for special achievements after reconciling with the team. Resulting Context Team motivation is strengthened Dieses Posting Scrum Pattern: Same Bonus wurde verffentlicht auf Unlocking Potential.

Context

Kommentare

As here plane got delayed, David Hillson took over as their book will be published in two weeks and he knows the material. He started with some questions relating to Risk Appetite? How much risk do we face? How much risk can we face? How much risk should we take? How much risk do we want to take? How much risk will we take? How much risk are we taking? Answers on these questions are required for corporate goals, investment decisions, business strategy, portfolio construction, project execution, technical solutions, operationsl efficiencies etc. So basically risk appetite drives the answers to these questions. There is no acceptable definition for the term risk appetite available right now, so David Hillson came up with the definition: Risk Appetite is an internal tendency to take risk in a given situation. While continuing to develop a model for risk appetite und risk attitude he also gave his definition for risk attitude: Risk Attitude is a chosen response to risk influence by perception. The model itself happened to be called RARA-model and shows how people think and act when confronted with risky decisions. This is the simplified version:

Risk Zone 2012: Start des zweiten Tages


By Andreas Heilwagen on October 1st, 2012

Nach einem Tag Risk Zone hat man einen anderen Blick auf die Welt und so erzeugte das Schild des Versicherungsmaklers gegenber meines Hotels gleich Stirnrunzeln. Ist der Makler nun so riskavers, dass er keine Versicherungen abschlieen will oder versichert er mich gegen alles, was kein Risiko darstellt? Dieses Posting Risk Zone 2012: Start des zweiten Tages wurde verffentlicht auf Unlocking Potential.

Based on the mode, he proposed a process to operationalize the model:

Kommentare

Risk Zone 2012: David Hillson A risk model and process to mature your organization
By Andreas Heilwagen on October 1st, 2012

Sounds definitely more mature than the PMBOK Guide and I am sorry to say that today I got the confirmation the risk chapter of the guide did not really mature for the 5th edition. Dieses Posting Risk Zone 2012: David Hillson A risk model and process to mature your organization wurde verffentlicht auf Unlocking Potential.

Ruth Murray-Webster took too much risk and transformed into David Hillson for the presentation A Short Guide to Risk Appetite.

Develops behaviours and confidence in team through scenario planning and team building to identify and respond to risks and opportunities. Understands the many acceptable futures proposition and manages risk to produce the changes needed to achieve the acceptable outcomes. Kommentare Practitioners as reflective listeners. Learning and development facilitates the development of reflective practitioners who can learn, operate and adapt effectively in complex project environments, through experience, intuition and the pragmatic application of theory in practice. Applies concepts and frameworks which focus on risk management as value creation. Whilst, aware that value and benefit will have multiple meanings linked to different purposes for the organisation, project and individual. Adapts the risk process to overcome major political, bureaucratic and resource barriers to develop change in behaviours through trust and managing expectations. Based on the development of new risk models and theories which recognise and take cognisance of the complexity of projects and project management, at all levels and that the model is only part of the complex terrain. Has learnt to live with chaos, complexity, uncertainty and ambiguity and leads through example to a successful conclusion. Seems to be a lot more mature than everything in the PMBOK Guide and everything else which is out there regarding standards. I have to admit that I did not find a suitable way to transform David Hancocks presentation into a suitable blog posting as he kind of gave a highly entertaining lecture on risk management and unusual classifications of risks. Anyway, there is what stuck: Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. Think about it! Who wants to know more about David Hancocks work can read Tame, Messy and Wicked Risk Leadership (Advances in Project Management). Dieses Posting Risk Zone 2012: David Hancock How to get the bear down the stairs and the future of risk management wurde verffentlicht auf Unlocking Potential.

Risk Zone 2012: David Hancock How to get the bear down the stairs and the future of risk management
By Andreas Heilwagen on October 1st, 2012

Here is the interesting part he described about the future of risk management: Risk Leadership, indicated by the following factors: Recognises the possibility of different outcomes and tries to ensure that risk activities are directed towards making an acceptable set of outcomes more likely. Uses concepts and images which focus on social management as a linear sequence of tasks to be performed on an objective entity using codified knowledge, procedures and techniques, and based on an image of projects as apolitical production processes interaction among people, understanding the flux of events and human interaction, and the framing of projects within an array of social agenda, practices, stakeholder relations, politics and power.

Kommentare

Risk Zone 2012: Hans Berkers Mitigate Risk by effective Contract Negotiation including holes in the roof
By Andreas Heilwagen on October 1st, 2012

Risk Zone 2012: Geoff Trickey Numerically analyzing peoples risk types
By Andreas Heilwagen on October 1st, 2012

Cuisine at the Savoy is really greatthey even feel the need to decorate the fruits with their logo ,-) With my brain being drained, Hans Berkers, Senior Risk Manager EMEA at Johnson Controls (yes, they also do all the starter batteries for Varta etc.) talked about how to Mitigate risk by effective Contract Negotiation . Here are some of his insights when negotiating contracts: Start with mediation and do not go to legal battle about a problem right away, mediation is usually one day of structured work instead of astronomical lawyer fees. Keep in mind that correct translations of terms can lead to totally different juristic meanings. Do not let a non-legal person draft contract langauge. No ambiguous language on goods/services in a contract Do not accept what you do not understand Do not make assumptions Bring in risk managers during negotiations of large contracts instead of leaving everything to the specialists and lawyers Walk around your facility after doing hotwork as you can still put out smoldering dust instead of having a hole in the roof the day laterusually always happing on Saturdays ,-) All in all a very entertaining presentation throwing around issues worth hundreds of millions of dollars, officially telling nothing about Johnson Controls and inofficially having all the fun about past contract issues, fires etc. Dieses Posting Risk Zone 2012: Hans Berkers Mitigate Risk by effective Contract Negotiation including holes in the roof wurde verffentlicht auf Unlocking Potential. Next came Geoff Trickey, MD of a psychological consultancy who spoke about People and Risk Understanding the Risk Culture, Opening the door to new possibilities.. He did some research on risk types and came up with eight risk types: Spontaneous Uninhibited, excitable, unpredictable and distraught when things go wrong. Intense Enthusiastic and committed, but pessimistic and easily defeated by set-backs. Wary Well organised but, anxious and fearful of failure they passionately seek to control. Prudent Cautious, self-controlled and most comfortable with continuity and familiarity. Deliberate Imperturbable, confident and systematic they are fearless and well unprepared. Composed Calm, cool headed and optimistic they seeming oblivious to risk. Adventurous Calm and unemotional but impulsive, daring and up for any challenge. Carefree Unconventional and excitement seeking, their imprudence makes life exciting. As a result of the research, he now evaluates people regarding their type of risk taking bases on a Risk-Type Compass:

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Risk Zone 2012: Thomas Walenta Risk integration including experiences from IBM
By Andreas Heilwagen on October 1st, 2012

It shows a continuous spectrum with the typical people taking up the central 10% of the compass and the strongest people at the edge. Each risk type showed up from 9.8% up to 12.6% in average in research. Based on that the types can be mapped onto a Risk Tolerance Index with the comfort zone of the wary type as orange bar in this example:

After a short break the conference was split to a project/program and an enterprise risk management track. And I continue in english as translation takes up too much time and reduces quality. First speaker on the project/program risk management track was Thomas Walenta, PMI Board member from 2006 to 2008 and Service Leader EMEA at IBM. He spoke the differences of enterprise and project/program risk managemend and provided an overview of project/program risk managed aligned with PMI. He presented several studies done by IBM regarding risk. Interesting results from an IBM study about IT Risk from 2010 were: 1. too much risk planning inside silos

A common error is to focus on risk attitude as attitudes change and are more effect than cause. Looking for causes means to go for risk types which have been listed above. At the end we have been shown example reports on different groups of people like recruiters, software engineers etc. So, very interesting and a great example of how psychology can bring project management and risk management forward. Dieses Posting Risk Zone 2012: Geoff Trickey Numerically analyzing peoples risk types wurde verffentlicht auf Unlocking Potential.

2. too reactive regarding the approach to risk planning 3. not even a formal risk management department The Seven keys to success risk assessment methodology from IBM has also been interesting, although I can only present the keywords here: 1. Stakeholders are committed 2. Business benefits are being realized 3. Work and schedule are predictable 4. Scope is realistic and managed 5. Team is high performing 6. Risks are being mitigated 7. Delivery organization benefits are being realized Another interesting topic has been the term resiliency which defines the ability of an enterprise to rapidly adapt and respond to risks, in order to maintain continuous business operations, be a more trusted partner and enable growth. With resiliency you can extend the usual formula used for ranking risks to come up with a simple measure about how important a risk is on a high level: Risk = (Probability * Consequence) Resiliency Mostly this has been an introductionary presentation and a lot of it known from existing standards, spiced up with some material from IBM.

Kommentare

Dieses Posting Risk Zone 2012: Thomas Walenta Risk integration including experiences from IBM wurde verffentlicht auf Unlocking Potential.

Senior Management in die Rettung von problematischen Projekten involviert waren. Dies fhrt zur Forderung eine effektive Governance aufzubauen und endlich durch kombiniertes Training und Coaching zu untersttzen. Warum Coaching? Weil u.a. aufgrund einer Untersuchung der International Personnel Management Association von 1997 die Produktivitt durch Training erst mit Coaching von 22% auf 88% gehoben wird. Hier ist die Liste von Schritten, die lt. Brian Barrow umzusetzen sind, um eine Organisation hinsichtlich Risikomanagement weiterzuentwickeln:

Kommentare

Risk Zone 2012: Brian Barrows und Kulturmngel als Ursache der Finanzkrise Was knnen wir tun?
By Andreas Heilwagen on October 1st, 2012

Ein motivierender und engagiert gehaltener Vortrag den Mann wrde ich jederzeit holen, wenn die Kultur hinsichtlich Risikomanagement in einem groen Unternehmen weiterentwickelt werden muss. Dieses Posting Risk Zone 2012: Brian Barrows und Kulturmngel als Ursache der Finanzkrise Was knnen wir tun? wurde verffentlicht auf Unlocking Potential.

Der zweite Vortrag von Bryan Barrow (APM Risk SIG Chair 2011-2012) ber Embedding Risk Awareness in the Core Corporate Culture war ein Volltreffer. Er machte nochmals bewusst, dass die Finanzkrise durch fehlgeschlagenes Risikomanagement verursacht wurde mit den bekannten katastrophalen Auswirkungen. Unter anderem waren bertriebenes Vertrauen auf Riskomodelle und -prozesse sowie die extreme Risikobereitschaft aufgrund von falsch ausgerichteten Boni und Gewinnen Ursache des Problems. Mit der grte Hebel zur nderung des Fehlverhaltens sind aus seiner Sicht kulturelle Vernderungen. Allerdings ergeben Umfragen, dass derzeit das meiste Geld in die Etablierung von Risikoprozessen, Technologie und Daten fliet und kaum in Training und Headcount. Spannend ist auch das Ergebnis einer Analyse der ACCA (Global Body for Professional Accountants) von 2010: In any analysis of the risks that bring down organisations, or come close to it, the root cause is usually identified as something to do with corporate culture. Hier sieht man ebenfalls, dass Training und Kultur derzeit keinerlei Rolle spielen. Was kann man nun tun? Letztlich verantwortlich fr die Risikokultur in einer Organisation ist der CEO, in greren Organisationen untersttzt durch einen Chief Risk Officer, der an ihn berichtet. Die Vorstand muss dafr sorgen, dass Risktraining durchgefhrt wird, die Schlsselrisiken kommuniziert werden und Risikomanagement durch eine geeignete Incentivierung untersttzt wird. Interessanterweise hatten in einer Umfrage der GSA 2012 nur 20 von 22 befragten Finanuunternehmen ihre Boni so gestaltet, dass sie nicht den gewnschten Zweck erfllten im Sinne des Risikomanagements. Hinsichtlich Governance hat die Economist Intelligence Unit 2010 festgestellt, dass nur in 20% der Flle das
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Risk Zone 2012: Keynote von Wilhelm Kross


By Andreas Heilwagen on October 1st, 2012

Nach der Einleitung von David Hillson und der unvermeidbaren detaillierten Darstellung der Regeln im Fall eines Feueralarms (ja, es sind Risikoexperten anwesend ,-), beschrieb Dr. Wilhelm Kross in seinem Vortrag Dos and Donts of Risk Management in Real Life ber Erfahrungen aus einem Lebens als Risikoexperte, um den Zuhrern einen Weg aufzuzeigen, wie man bessere Entscheidungen aufgrund der richtigen Grnde fllt. Er begann mit einer Aufteilung der Entwicklung Risikomanagement in den letzten Jahren in drei Stufen: von

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Start der Risk Zone 2012


By Andreas Heilwagen on October 1st, 2012

1. Compliance war lange Jahre einer der Haupttreiber der Entwicklung von Risikomanagement, bekannt in dem Zusammenhang sind u.a. TV, DIN, ISO, SOX, SEC und weitere Brsenregeln. 2. Danach verlagerte sich der Schwerpunkt auf die Absicherung des Business, d.h. die Entwicklung von Plnen, um sich vor berraschungen zu schtzen. 3. Heutzutage kann Risikomanagement ein Wettbewerbsvorteil sein durch die Untersttzung von strategischen Entscheidungen. Die wichtigste Frage ist heute, wieviel Restrisiko man bereit ist zu tragen. Der Antwort auf diese Fragen folgen die entsprechenden Manahmen, die sich bis auf die strategische Ebene ziehen knnen, z.B. eine Manahme wie den Exit aus einem Markt wie China. Typisch sind heute viele Defizite hinsichtlich der Integration von Risikomanagement in der jeweiligen Organisation. Z.B. ist das Thema hufig nicht ausreichend in die Supply Chain integriert. Darber hinaus ist Risikomanagement hufig zu Anfang eines Projekts nicht wirklich geplant worden wie das PMI es vorsieht, ein Grund warum Wilhelm Kross hufig in Projekte in kritischem Zustand gerufen wird. Deshalb hat er einen Vorschlag mit modifizierten Schritten gegenber dem PMI-Modell bezglich Risikomanagement: 1. Konzept und Design 2. Datensammlung 3. Analyse und Bewertung 4. Umsetzung 5. Vollstndige Dokumentation 6. Kontinuierliches Management der Risiken Der Vortrag war letztlich eine Reihe von Anregungen aufgrund von Erfahrungen, ergnzt durch sehr komplexe Slides, deren Auswertung einige Stunden Arbeit erfordert. Da ich die Slides nicht verffentlichen kann, hier der Hinweis auf das Buch Organized Opportunities von Wilhelm Kross. P.S.: Gerade habe ich vom MD von Stamford Global (Veranstalter) die Genehmigung fr die Verffentlichung der Slides von Wilhelm Kross erhalten. Viel Spa! Dieses Posting Risk Zone 2012: Keynote von Wilhelm Kross wurde verffentlicht auf Unlocking Potential. Gleich gehts los mit Wilhelm Kross und Dos and Donts of Risk Management in Real Life, den Risk Doctor habe ich auch schon gesehen ,-) Ich bin gespannt und werde versuchen heute live zu berichten, auch wenn das WLAN hier kaum funktioniert. Dieses Posting Start der Risk Zone 2012 wurde verffentlicht auf Unlocking Potential.

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Scrum Pattern: Team Goals


By Andreas Heilwagen on October 1st, 2012

Context

Problem

Forces

Solution

An organization requires goals for employees to establish a bonus program. Which are the best goals for self-organizing teams? Goals are usually negotiated or even dictated per employee, but this does not make sense when dealing with self-organizing teams. So who should define which goals with whom? too little/too much focus too little/too much selforganization Establish Team Goals
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By going through the Sprint Retrospectives at the end of each Sprint the Scrum Teams knows its issues regarding individual team members and the overall team well. Setting up individual objectives makes the team weaker, so let the team come up with Team Goals to strengthen it. That ensures that the whole Scrum Team is aware of what needs to be done and individual issues do not interfere. Resulting Context Team morale is boosted and the team is focussed on its goals. Dieses Posting Scrum Pattern: Team Goals wurde verffentlicht auf Unlocking Potential.

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Text des englischen PMBOK Guide 5th edition ist fertig


By Andreas Heilwagen on October 1st, 2012

Wie Mike Griffiths in seinem Blog Leading Answers berichtet wurde der Text der englischen Ausgabe des PMBOK Guide 5th edition vom sogenannten Consensus Body freigegeben, d.h. der Haupttext ist jetzt finalisiert, nur an einigen Anhngen wird noch gearbeitet. Morgen hoffe ich von meinen PMI-Ansprechpartnern mehr zu erfahren und herauszufinden, wann ich mich endlich ber den englischen Text hermachen kann ,-) Dieses Posting Text des englischen PMBOK Guide 5th edition ist fertig wurde verffentlicht auf Unlocking Potential.

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