| “Your best person will leave at the worst | | | | management benchmark -Allow for informed |
| possible time.” Turnover is a fact of life and | | | | decisions -Identify education and development needs |
| when this happens, it can have devastating effects | | | | Benefits of this Approach: -Cost savings are |
| and put a project in peril. How many companies have | | | | generated through increased efficiencies -More |
| an enterprise-wide view of their project management | | | | projects are delivered on time -There exists greater |
| capability? | | | | shareholder engagement and satisfaction |
| Without having a quantified baseline of an | | | | -Stakeholder confidence in the organisation’s |
| organisation’s project management capability a | | | | ability to deliver on its projects is increased |
| number of negatives can result: -Key positions are | | | | Project Risk Management Project Risk Management |
| filled by who is available rather than who is most | | | | is the proactive and continual identification, analysis, |
| qualified -Single point dependencies are not mitigated | | | | treatment, and control of risk. This is not only critical |
| by a second person -Single point dependencies may | | | | to the success of each project but also to the risk |
| not even be identified -Each project brings increasing | | | | of the profile of the organization. No project has |
| risk to the organization as the ability of staff to | | | | ever gone completely to plan. There are always |
| perform their functions is unknown | | | | challenges which may or may not impact project |
| The Chaos Manifesto: “Successful projects need | | | | success and in dealing with these issues it is worth |
| smart, well trained people. Competency is the quality | | | | noting what Project Risk Management is not: |
| of being adequately or well qualified to perform the | | | | -Identifying and analyzing risks, then doing nothing to |
| tasks and assignments dictated by the project | | | | prevent them. Prevention is always better than after |
| requirements. Competency is having the right level of | | | | the event damage control. -Having a Risk |
| skills necessary to perform the work to complete the | | | | Management method and/or templates. Ultimately |
| project activities within the specified times and | | | | people manage risks and in many cases there are no |
| schedules. It is also the ability to demonstrate these | | | | guidelines on what to do in a certain situation. |
| qualifications to provide confidence to other project | | | | “Risk is part of every project, but unnecessary |
| participants.” The Solution: -Have a quantified | | | | risk should be avoided.” “Inaction is the |
| baseline of individuals’ project management | | | | purest form of failure.” |
| competence -Have a quantified baseline of an | | | | Impact on Project Success: Sir Isaac Newtown’s |
| organisation’s project management capability | | | | First Law of Motion states “Nothing happens |
| From the baselines an organization can: -Conduct | | | | unless it is made to happen”. No project will run |
| targeted upskilling to address high risk weaknesses in | | | | itself to time, people must make the project run to |
| organizational capability -Profile staff and baseline their | | | | time. |
| current Competency levels -Establish a performance | | | | |