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Risk in a Collaborative Culture. Why risk matters Risk and Conscious Competence Mitigating risk. why risk matters. what is risk?. what drives risk?. Project Management. how does risk change during a project?. Change Management. what happens if we ignore risks?.

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Risk in a Collaborative Culture


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    Presentation Transcript
    1. Risk in a Collaborative Culture

    2. Why risk matters • Risk and Conscious Competence • Mitigating risk

    3. why risk matters

    4. what is risk?

    5. what drives risk?

    6. Project Management how does risk change during a project? • Change Management

    7. what happens if we ignore risks? I’m beginning to think it wasn’t such a good idea to turn off those unit tests

    8. what happens if we incorrectly define risks?

    9. at what levels should we assess risk?

    10. how is risk management different from change management?

    11. risk andtheconscious competence learning model

    12. High Conscious Incompetence Conscious Competence Consciousness Unconscious Incompetence Unconscious Competence Low Low Competence High From William Howell

    13. applied to profiling and mitigating risk

    14. High Conscious Incompetence Conscious Competence Consciousness Unconscious Incompetence Unconscious Competence Low Low Competence High From William Howell

    15. High Conscious Incompetence Conscious Competence become aware Consciousness Unconscious Incompetence Unconscious Competence Low Low Competence High From William Howell

    16. High Conscious Incompetence learn Conscious Competence high churn~ afraid to make decisions~ uncertainty “agile” Consciousness Unconscious Incompetence Unconscious Competence Low Low Competence High From William Howell

    17. High Conscious Competence Conscious Incompetence bureaucracy complexity optimize. mentor. perfect. Consciousness “lean” Unconscious Incompetence Unconscious Competence Low Low Competence High From William Howell

    18. High Conscious Incompetence Conscious Competence Consciousness Unconscious Competence Unconscious Incompetence out of touch ~ process is king develop a blind spot Low Low Competence High From William Howell

    19. decision making

    20. what dowe do? when dowe do it? when do we decide?

    21. Costs Business Value typical financial calculation calculation Value Calculation Benefits

    22. Estimate Business Value however…. calculation Value Calculation Guess

    23. we need some help !

    24. Business Value Model Purpose Considerations Costs and Benefits

    25. where do we start?

    26. Purpose Based Alignment Model High Partner? Differentiate Market Differentiating Who cares? Parity Low High Low Mission Critical

    27. Purpose Based Alignment Model High Do we take this on? Innovate, Create Market Differentiating Achieve and Maintain Parity, Mimic, Simplify Minimize or Eliminate Low High Low Mission Critical

    28. example financial documentation system

    29. Purpose Based Alignment Model High Anything here? What goes here? Market Differentiating Anything here? Most are usually here. Low High Low Mission Critical

    30. 350 differentiators

    31. focused on differentiators simplified the rest

    32. results: better product cut time by 50% 60% cost reduction

    33. Strategy? High Partner? Differentiate Market Differentiating Who cares? Parity Low High Low Mission Critical

    34. strategy = sustainable competitive advantage • Sustainable • Competitive advantage

    35. the “billboard”test…

    36. You Think My Products Are Good? You Should See My Chart of Accounts!

    37. “To be thelow cost airline.” - Southwest Airlines

    38. “Will this help us bethelow cost airline?” - Southwest Airlines

    39. remember, parityismission critical

    40. and purposeis not priority

    41. differentiating changes over time

    42. Leadership Influence innovate!

    43. Business Value Model Purpose

    44. other considerations ?

    45. time to market

    46. risks

    47. Collaboration Model flexibility

    48. dependencies Collaboration Model

    49. teamsizeandexperience marketuncertainty domainknowledge team capacity technicaluncertainty

    50. Business Value Model Purpose Considerations