Educated in New Zealand, Michael achieved an Honours Degree in Manufacturing and Industrial Technology. Since then he has gone on to achieve Project Management Professional (PMP), PRINCE2 Practitioner and a Diploma in Business Analysis (ISEB).
He has worked at the leading edge of the programme/ portfolio/ project control industry for 9 years and has experience working with Accenture, Unilever, London Stock Exchange, NHS, Morgan Stanley, Orange, TYCO and the Office of Rail Regulation.
You should now be up-to-speed on all the basics to make RM work for you and your project or programme. But before we finish up remember that, in practical terms, so many RM systems will fail because they don’t get stakeholder support. If you can garner their support (as mentioned earlier in this article) then you must ensure you keep them engaged. OK, so here are a few key principles:
Keep the process as simple as possible (don’t over-engineer it);
Approach risk contributors with a gentle but firm approach. Playing ‘bad cop’ will undermine business relationships and being too nice will eventually erode the respect they have for you and the process compliance and deadlines will suffer; and
Make all reporting relevant. Concentrate on providing stakeholders with useful, actionable metrics and analysis rather than falling into the quantity over quality trap…
Now you’re armed with a high level pragmatic view on creating a workable and sustainable RM solution. Good luck!
Comment #1
(Posted by Garry Fletcher) Rating
As the new CEO of a N4P charity with no Corporate Goverance processes in place, it was a most informative article to read
Educated in New Zealand, Michael achieved an Honours Degree in Manufacturing and Industrial Technology. Since then he has gone on to achieve Project Management Professional (PMP), PRINCE2 Practitioner and a Diploma in Business Analysis (ISEB).