Category Archives: Execution Strategy
Boxing is a risk event. Monitoring risk is like watching boxing, both with the intention to strike opportunities, prevent and mitigate threats, make the right response, and to make the right decision.
As a risk-based management practitioner, the sometimes bloody sport of boxing is so fascinating in my view as it relates so well with the concept of risk.
Boxers have their response plan to prevent or mitigate the punches. The boxing judges have a decision to make and it has to be the right one Continue reading
If we look in the past, multiculturalism has a long and wide history in Canada. It was then adopted by the government during the 1970s and 1980s (Kobayashi, 1993) and (Duncan & Duncan, 1993).
From that time onwards, various religious and cultural influences flourished in our society; from the family to the workplace and into the main building blocks of Canadian politics. They consist of people from a multitude of racial, religious, and cultural background.
Multiculturalism was an open invitation to “cultural pluralism”, a state where smaller groups within a larger society maintain their unique cultural identities. It means that the values and practices of a distinct cultural group are accepted by the wider culture provided they do not violate any governing laws and values.
Note that “cultural pluralism” is often confused with “multiculturalism”.
Yes, the attributes are very similar except for one evident distinction-“multiculturalism lacks the requirement for a dominant culture (Wikipedia, 2013.Cultural Pluralism).
In the midst of these diversities lie the risks and questions that we all have to answer and manage every day. Continue reading
I happened to come across Nho recently and he has this to say:
“My family immigrated to Canada in 2003 and was into my second year when I got employed in that EPC company where I eventually reported to John. When John talked, I was all ears. By not being vocal against some of his methods, I thought I was showing my respect and loyalty. Although, I sometimes felt he does not have any idea about the task, I kept my mouth shut. He was my leader and I trusted him to do things correctly. I have never done anything unless I have his blessing. What kind of Leader was he that after giving my best approving-yes-attitude and respect, that was how he repaid me? I do not have any idea.”
The truth is (that is whether you admit it or not) there will be times and occasions that one just cannot seem to get his message across and vice versa. The other party or parties apparently do not appreciate what one is bringing to the table. In the midst of these diversities lie the risks and questions that we all have to answer and manage every day (Frago, R., 2017.Diversity Risk in the Canadian Workplace.LinkedIn Pulse).
Managers tend to see the next person through perception all the time. He sees someone the way others painted the person or what he himself has painted the person to be.
The danger is, what the leader perceived might be farthest from the truth. Continue reading
Whether a person is the Chief Executive Officer (CEO) of the company, the janitor or cleaner under contract, or a jobless person on the street, I am sure he wants some respect.
The challenges brought about by cultural differences like nationality, region, education, language, family values, political and professional affiliation, exposures, training, expectations, communication styles, philosophies, roles, positions, responsibility, unspoken languages, and many other potential differences produce the common office interactions and relationships we are seeing today in the workplace.
It is very interesting how new Canadians (newcomers to Canada) cope at work compared to their Canadian-trained counterparts in various settings.
In that aspect, communication being a two-way street, we can conclude that it will affect Canadian trained professionals to the same extent. The degree of understanding can improve only if one takes enough time to look through each other’s lenses. Seeing another person’s perspective with an open mind will influence the success and failures of any endeavor. Continue reading
A person’s perspective depends on which side of the fence they are sitting on. With that in mind, a risk can be a threat or an opportunity. Your business sees a threat and your competitor sees an opportunity. It is as simple as that.
Each individual player within the risk universe will see things a bit differently compared to the next person, with some people interpreting things in exactly the opposite fashion. In each case, the person can see only one attribute.
The simplistic objective point of view is that risk is either a threat or an opportunity, depending on the observer’s orientation to the goal. Continue reading
“Now, the fun begins. It gets even more exciting when two opposing poles get near each other debating project change notices and non-compliance reports. Arguments usually boil down to the definition of a schedule baseline and the right way to manage it. If there is no governing prior agreement, it becomes difficult to reconcile, as the expected answer has to satisfy both clients and contractors (or whichever party is involved). The perennial argument revolving around schedule baseline management is probably as old as when the term was first coined. It is sad to detect that many, especially project managers just kept on missing the points of control (Frago, R., 2016.Schedule Baseline Dilemma Part 1).”
Warning: A phantom schedule can work against its proponents in the end if sponsors are not careful.
Ghost schedule removes time management focus from the officially approved contractual schedule. Complications start when this happen.
Client cannot effectively use the phantom schedule in officially discussing path forward with the contractor. It is not an acceptable driver to get the contractor going another way. After all, this schedule does not exist. Continue reading
1. The baseline schedule shall represent the most likely schedule
The baseline schedule is the most-likely schedule. It does not have built-in float, buffer duration, or/and dummy activities. It is neither optimistic nor pessimistic (tight or lax).
It has full complement of qualified resources, with no embedded risk or any built-in schedule contingency.
2. An official project BL Schedule shall be a result of Interactive Planning
All baselines set from Gate 2 onward shall be the result of an interactive planning session.
3. Schedule scope shall equal plan scope
The plan scope shall be the same scope reflected in the baseline schedule that follows. Planned scope and the scheduled scope must be in alignment. A schedule cannot have more than the scope in the plan. Otherwise, the project faces a problem (Frago, Schedule Baseline Dilemma Part 1, 2015).
Read the whole article for complete list! Continue reading