Live Webinar Feb 3rd, 2014 – 12:00 pm – 1:00 pm EST
Duration: 1 hour webinar Credits: 1 PDU Category A – Free PDU
Sponsored by: PMI Government CoP (REP #S007)

Project surprises—be they on government or commercial projects—happen more than most organizations know or are willing to admit.

The financial, opportunity and political costs can be staggering. For example, one in six big IT projects go over-budget by an average of 200%, according to a landmark 2011 study by Oxford University and McKinsey & Company.

The Oxford study found that spending on technology projects was three times more likely to go out of control than construction or other major projects. The study also found that large IT project spending was 20 times more likely to get out of control than organizations expected. Many, if not most, of the projects that “surprisingly” crash and burn are, in fact, predictable surprises: the signs of failure were all around but not acknowledged.

In this webinar, Dr. Robert N. Charette will discuss project surprise, the various costs of surprise, and how they can be reduced by focusing on pro-actively managing the critical risk questions related to a project’s real – win – worth evaluation which is applicable to both government and commercial projects. In addition, Dr. Charette will discuss ways to “surprise proof” your projects.

The webinar’s agenda is as follows:

• Surprises Can’t Happen to Us – Or Can They?
• The Destructive Direct and Hidden Costs of Project Surprises
• Predictable “Surprises”: The Anatomy of a Project Surprise
• Minimizing Project Surprises: Asking the Three Critical Questions
• Surprise Proofing Your IT Project and Program Management

Dr. Robert Charette (bio) is the President of the ITABHI Corporation, an international high technology company involved in enterprise and program risk management consulting. He is the author of a number of books on software, systems, and business management including:

• “Software Engineering Environments: Concepts and Technology” (1986),
• “Software Engineering Risk Analysis & Management” (1989),
• “Applications Strategies for Risk Analysis” (1990),
• “Introduction to the Management of Risk” (1994, “A Unified Methodology for Systems Development” (1987)

Note: You do have to be a PMI® member to register for this opportunity.

Click to register for Govt IT Project Managers Guide to Pro-active Risk Management