ALL IN ONE MANAGEMENT RULES[/b]
Make Risk Management Part of Your Project
Identify Risks Early in Your Project
Communicate About Risks
Consider Both Threats and Opportunities
Clarify Ownership Issues
Priorities Risks
Analyze Risks
Risk analysis occurs at different levels. If you want to understand a risk at an individual level it is most fruitful to think about the effects that it has and the causes that can make it happen. Looking at the effects, you can describe what effects take place immediately after a risk occurs and what effects happen as a result of the primary effects or because time elapses. A more detailed analysis may show the order of magnitude effect in a certain effect category like costs, lead time or product quality. Another angle to look at risks, is to focus on the events that precede a risk occurrence, the risk causes. List the different causes and the circumstances that decrease or increase the likelihood.
Plan and Implement Risk Responses
Register Project Risks
Track Risks and Associated Tasks
Learn to say, “I don’t know.” If used when appropriate, it will be often.
It is easier to get into something than it is to get out of it.
If you are not criticized, you may not be doing much.
Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
However menial and trivial your early assignments may appear, give them your best efforts.
Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
In completing a project, don’t wait for others; go after them, and make sure it gets done.
Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
Don’t be timid; speak up. Express yourself, and promote your ideas.
Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
Strive for brevity and clarity in oral and written reports.
Be extremely careful of the accuracy of your statements.
Don’t overlook the fact that you are working for a boss.
Keep him or her informed. Avoid surprises!
Whatever the boss wants takes top priority.
Promises, schedules, and estimates are important instruments in a well-ordered business.
You must make promises. Don’t lean on the often-used phrase, “I can’t estimate it because it depends upon many uncertain factors.”
Never direct a complaint to the top. A serious offense is to “cc” a person’s boss.
When dealing with outsiders, remember that you represent the company. Be careful of your commitments.
Cultivate the habit of “boiling matters down” to the simplest terms. An elevator speech is the best way.
Don’t get excited in engineering emergencies. Keep your feet on the ground.
Cultivate the habit of making quick, clean-cut decisions.
When making decisions, the pros are much easier to deal with than the cons. Your boss wants to see the cons also.
Don’t ever lose your sense of humor.
Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.
Make Risk Management Part of Your Project
Identify Risks Early in Your Project
Communicate About Risks
Consider Both Threats and Opportunities
Clarify Ownership Issues
Priorities Risks
Analyze Risks
Risk analysis occurs at different levels. If you want to understand a risk at an individual level it is most fruitful to think about the effects that it has and the causes that can make it happen. Looking at the effects, you can describe what effects take place immediately after a risk occurs and what effects happen as a result of the primary effects or because time elapses. A more detailed analysis may show the order of magnitude effect in a certain effect category like costs, lead time or product quality. Another angle to look at risks, is to focus on the events that precede a risk occurrence, the risk causes. List the different causes and the circumstances that decrease or increase the likelihood.
Plan and Implement Risk Responses
Register Project Risks
Track Risks and Associated Tasks
Learn to say, “I don’t know.” If used when appropriate, it will be often.
It is easier to get into something than it is to get out of it.
If you are not criticized, you may not be doing much.
Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
However menial and trivial your early assignments may appear, give them your best efforts.
Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
In completing a project, don’t wait for others; go after them, and make sure it gets done.
Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
Don’t be timid; speak up. Express yourself, and promote your ideas.
Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
Strive for brevity and clarity in oral and written reports.
Be extremely careful of the accuracy of your statements.
Don’t overlook the fact that you are working for a boss.
Keep him or her informed. Avoid surprises!
Whatever the boss wants takes top priority.
Promises, schedules, and estimates are important instruments in a well-ordered business.
You must make promises. Don’t lean on the often-used phrase, “I can’t estimate it because it depends upon many uncertain factors.”
Never direct a complaint to the top. A serious offense is to “cc” a person’s boss.
When dealing with outsiders, remember that you represent the company. Be careful of your commitments.
Cultivate the habit of “boiling matters down” to the simplest terms. An elevator speech is the best way.
Don’t get excited in engineering emergencies. Keep your feet on the ground.
Cultivate the habit of making quick, clean-cut decisions.
When making decisions, the pros are much easier to deal with than the cons. Your boss wants to see the cons also.
Don’t ever lose your sense of humor.
Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.