PM Network 2015년 7월호 요약

By MinJeong Oh

[Contents]

Told to boss about his challenges and suggested a presentation about what project mangers do to ensure work gets done

I achieve outcomes and deliverables through influence rather than a directive leadership style

Listen to what your team is telling you and,

more importantly, what they’re not telling you

Showing them my understanding of the project dynamics and how I handled the questions that followed earned me the respect of the team.

Never give up. Every project will have difficult moments, but it’s during these trying times your teammates need you most—so keep pushing

“What about zombie risks?”

First, project risk management tools should

be integrated with other tools we use

in project management to provide a better understanding of interdependencies.

work breakdown structure (WBS)

project schedule.

(For more information on this, see the PMI Global Congress paper Understanding Risk Exposure Using Multiple Hierarchies by David Hillson, PhD, PMP, PMI Fellow.)

Second, we needs for a structured process for risk retirement and the

release of funds associated with the risk.

When should a risk be retired?

When the activity it is primarily associated with is complete?

Or when a deliverable the activity is associated with is

complete?

Lastly, stressed the importance of the role of risk owner, the project

team member who is charged with monitoring and managing a particular risk.

Thank you