Other papers

Project Manager Today Magazine (ISSN 1366-6851), January-February, pages 20-21

Models of change assume a steady progression of increasing commitment and support for change. In reality people can react negatively to change as well. Discover three ways that change can fail, and prevent them!

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Project Manager Today Magazine (ISSN 1366-6851), December 2010, pages 26-27

How do you choose a software tool to support the risk process, or should you develop your own? This column lists selection criteria, with a reminder that the 3 Cs are more important than the 3 Ts.

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StrategicRISK magazine, November 2010, pages 36-37

This wide-ranging article takes a look back through history to identify how risk was managed by our ancestors and forebears. It then looks ahead to three possible futures, using cosmology as a metaphor for how the risk management universe might develop.

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Project Manager Today Magazine (ISSN 1366-6851), October 2010, pages 24-25

This article uses the musical metaphor of an orchestra to explore the role of the project manager and the need for individual and corporate project management competence.

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Project Manager Today Magazine (ISSN 1366-6851), July/August 2010, page 31-32

Many organisations expect training to produce competent staff. But training is only a small part of the solution. The PEAKS competence model provides a broad framework for developing competence in a range of roles, including managing risk.

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Project Manager Today Magazine (ISSN 1366-6851), June 2010, page 14

The recent Icelandic volcano eruption raised questions about whether the official response was appropriate. This was an example of the precautionary principle in action - what can we learn to help us manage our daily risks?

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Proceedings of the PMI Global Congress 2010 EMEA, presented in Milan, Italy, 10 May 2010

Everyone experiences failure and sees it as "A Bad Thing". This paper explains why that is wrong, drawing on the presenter's wide experience of failing successfully. It explores the links between success and failure, including the Failure Formulae and the Success/Failure Ecocycle, and offers a structured response to failure. True failure comes from not trying at all, giving up too soon, and not learning or changing.

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Project Manager Today Magazine (ISSN 1366-6851), April 2010, page 30

Risk management offers a forward-looking radar to scan to future and help us get ready for what it might bring. This article suggests six reasons why the future might be particularly risky.

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Published in Risk Management Professional, March 2010, pages 12-13

The new ISO 31000 risk management standard was published in late 2009 with great fanfare. There is much in it that is good, but its new brief definition of risk is problematic. This article outlines the problem and explains why it matters.

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The Project Manager (the magazine of PMSA), Issue 4, pages 46-48

We've been managing risky projects for millennia and should know how to succeed by now. But projects keep failing, so something is clearly wrong with project risk management. This paper suggests four areas requiring attention: principles, process, people and persistence. It draws on material in David Hillson's 2009 book "Managing risk in projects".

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