Value Based Project Selection and Prioritization
Many project managers and other professionals exist in an environment where “everything” is considered top priority. Can that really be true? Can everything really be top priority? What are the consequences of everything being top priority?
The most effective organizations ensure valuable resources are focused on the most valuable projects. Selecting and prioritizing projects based on company and organizational values provides focus, clarity and direction. While the benefits may be self-evident, the challenge is that organizational values are often conflicting and achieving one objective can be at the expense of another. Additionally, how a company achieves “buy in” from the many project stakeholders in the selection and prioritization process can minimize the negative political gamesmanship that often takes place later when buy in is not achieved.
Can the process of “buy in” to the prioritization process be as important as the outcome? This session will provide those answers and many more.
Doing Risk Management Right for your Project
So many organizations either do too much risk management, or not enough in their project. If you’re over functioning it can become an unwieldly database that becomes a burden to the project without much value. If you’re not doing enough it’s just paying lip service, checking a box, a low value compliance exercise, or to make it appear to stakeholders they are doing systematic risk management.
How do you strike the right balance when implementing risk management? What are the key components and measurable results from a healthy risk management process? What is the scope of risks that should be included in the risk database or register? How do you ensure that risk management is informing key decision making at the top?
Mr. Lutomski will share his experience from over 30 years in human spaceflight programs at NASA and SpaceX and other organizations on what works to make your risk management process benefit your project and help ensure success.