Examples of How We Can Help


Are Some of These Statements True for You?

How do we prevent potential risks from becoming problems and leading to cost overruns, schedule slips and technical performance shortfalls?
Potential risks are sometimes missed that become problems later in the project life cycle with severe cost, performance, and/or schedule impacts.  We are concerned about the magnitude of the resulting problems that occur and their adverse impacts.  How can we capture these risks earlier in the project life cycle, take appropriate action, and prevent them from becoming problems?

How do we better allocate and implement risk management responsibilities within our project to make our risk management process more effective?
Project management, systems engineering, business development (or program control), and other disciplines and functional groups all have a role in risk management on our project.  How should we allocate risk management responsibilities among these disciplines and groups, ranging from overall responsibility to responsibility for different activities (e.g., risk analysis) and products (e.g., Risk Management Plan and risk reports)?  How can we help the different disciplines and groups better work together so that our risk management process is well integrated across the project?

How do we develop and implement an effective plan that addresses our identified risks?
We’ve identified key risks but are having trouble consistently developing plans to address these risks from risk analysis to risk monitoring that are both realistic and affordable.  How do we better develop and implement these plans?

How do we more accurately analyze and rank our risks?
Our risk analysis results appear OK but we’re sometimes surprised that we underestimate cost and schedule risks, and technical risks we rated as low may be moderate and moderate risks may be high.  How can we analyze and rank our cost, schedule, and technical risks more accurately to prevent misallocation of resources and adverse project impacts?

How do we go beyond risk tools to better implement the entire risk management process?
We’ve read key risk management documents and purchased risk tools but we can’t get the process improvement that we were anticipating.  How can we get both management and workers to use risk management principles in their daily activities, and without it becoming burdensome?

How do we integrate risk management into our day-to-day management strategy?
Risk management may be helpful but we haven’t been able to integrate it with our other processes in a resource-effective manner.  How can we effectively integrate risk management with our other project processes?

Our (internal or external) customer has told us that our risk management process needs improvement.  How do we respond with a solid plan and course of action?
Failure to improve the process may lead to additional oversight or even possibly project termination.  How can we satisfy these customer requests and have an improved process that we can use on a long-term basis?

A Request For Proposal that we are bidding on requires us to discuss our risk management process.  How can we make this request work to our advantage?
Our risk management process is “OK” but we want it to be both a winning proposal section and acceptable to us once we’ve won the contract.  How can our risk management process be transformed into a competitive advantage both for the proposal, the resulting project, and other company business?


Clients are likely to be successful working with us if:

You do what it takes to deliver quality professional products and services for your clients and customers.
The products and services are, without exception your best effort.  Striving for excellence and continuous improvement are built into your corporate culture and mission.

You adhere to the highest standards of honesty and integrity.
If you want to succeed by taking ethical shortcuts, we’re not for you.  If you want to the best developer and producer of your products and services, we’d like to help you succeed.

You are receptive to learning and incorporating value-added change.
An enhanced risk management process is of little/no worth unless its used on your project.  You are willing to objectively evaluate recommended process improvements and incorporate those that are consistent with your goals and constraints.

You are willing to get appropriate management support (if needed) for risk management process evaluation and enhancements.
Evaluating an existing process, developing and tailoring a new process, and enhancing an existing process may require upper management support in some cases.  If such support is needed, you’re willing to obtain it because risk management process will pay for itself in terms of increased profit and reduced cost overruns, shorter time to market and reduced schedule slips, and increased performance.


Please call us and visit the links below to learn more about how we can help your organization and project.



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Links to Project Risk Management Services

Home Page

How We Can Help

Overview of Services

Why Risk Management?

Why Do It Well?

Papers and Presentations

Some Client Profiles

Synopsis of Experience

Risk Management Training

About Dr. Edmund H. Conrow

Code of Ethics

Risk Management Links

Second Edition of Dr. Conrow's Risk Management Book with Reviews

Risk Management e-Interview with International Council on Systems Engineering

Links to Other Services

Additional Services

Synopsis of Additional Experience

Additional Papers and Presentations


Please contact us about these and related services tailored to your needs.


This web site owned and operated by:

Dr. Edmund H. Conrow, CMC, CRM, PMP
P. O. Box 1125
Redondo Beach, CA 90278


info@risk-services.com
Tel: (310) 374-7975

 

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This material is Copyright © 2000-2014 by Edmund H. Conrow, All Rights Reserved