The Agile Invasion
Agile project approach is hot. And this is not a surprise, it guarantees in a swift way – and with lesser costs – a minimum viable product. Focus is not on the destination (delivery of a desirable/minimum viable product), but on the journey to this desirable product.
Agile tends to avoid losing time & effort in preparing complex plans & expensive budget forecasts too much in advance, as requirements are likely to be altered during sprints, and short iteration with quick delivery of added value is key. Self-organizing Agile teams work in short sprints and continuously deliver smaller parts, so that you can anticipate a changing environment. The key question during this journey is: which smart things can we pick up in order to arrive earlier at our destination?
Agile developers do not waste time on preparing of large & complex architecture documents and functional designs, which are seldom consulted afterwards. These developers move fast and agile and arrive at their destination faster.
What is Risk Management?
Risk Management identifies, analyses and responds to risk factors throughout the life of a project and in the best interests of its objectives. Proper risk management implies control of possible future events and is proactive rather than reactive and intertwines with change management.
Risk management assists organisations and individuals to decide:
how much risk we would accept to pursue our objectives
the necessary actions to deal with risk and uncertainty in order to pursue objectives.
It is important to recognise that risk management is not about eliminating risk but managing it.
The most important steps of risk management are:
1. IDENTIFY RISKS
Risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on the project objectives. Different organisations define risk slightly differently, but essentially, risk is the impact of uncertainty (‘manage’ the unknown) on corporate strategy, business plans and objectives. Risk is the possibility that something may happen and:
- Affect the achievement of objectives, or
- Cause uncertainty of outcome, or variability of an expected outcome
In order to identify a risk or uncertain event, we have to know the objectives or the expected/desired outcome first.
Economie Matin – 8 octobre 2018
Le secteur bancaire évolue constamment et ce depuis plusieurs années, aujourd’hui nous parlons même de « révolution bancaire ». Le bouleversement lent et difficile de ce secteur devenu très concurrentiel peut s’expliquer par des facteurs structurels et conjoncturels qui viennent modifier le modèle économique des banques et ainsi impactés directement les institutions, collaborateurs et consommateurs. Comment se caractérise cette mutation et quels en sont ses effets sur notre société ?
La révolution du numérique en plein essor
De quelle façon cette révolution impacte-t-elle les ressources humaines ?
Le secteur bancaire français était jusqu’en 2012 un solide pilier dans le domaine du recrutement (21 000 personnes recrutées en 2012 – Source : Les Échos). Pourtant, cette même année marque un véritable tournant en matière d’emplois. Depuis 2011, selon l’Association Française des Banques (AFB), des milliers d’emplois disparaissent avec un recul beaucoup plus marqué dans les banques de réseaux puisque représentant près de la moitié des emplois. Le taux d’embauche ne cesse de reculer et cette tendance va continuer à s’accentuer.
A project failure can be considered as project that has not delivered its required expectations. In case the project can meet both the business ambitions and all stakeholder requirements, then it can be considered as a success.
However, in reality, expectations of the customers and stakeholders keep on changing constantly, inhibiting the project team to deal with issues and to achieve project goals. But the question is why do project fail? Project failure occurs if the projects are late, crossed their budget, does not deliver the business value as expected or deliver the wrong product.
A failing project is one with severe slippage in schedule, budget, or quality. The reasons for project failure refer to the lack of presence of success factors for the project. We refer hereunder to the top reasons for the project failure to answer the question why a project fails. In addition, the Catalogue of Catastrophe provides a database of samples that can serve as a platform for discussing the causes of project failure together with an official listing of 8 categories for common project failures. Afterwards we deep-dive in the different layers of project failure and as conclusion we elaborate on how to eliminate or overcome project failure.