Improvement Group Members, Risk Managers. Ideally, small
groups from the same company will attend; this will give
maximum leverage and usable results.
What will you learn :
- How to conduct an effective project lessons learned
- How to transform the retrospective outputs into
specific process improvements, issues and risks for future
- How to use an intuitive
approach to energize risk identification and management
This is a hands-on tutorial,
combining two group-oriented techniques into an integrated
mechanism for improving future project performance. The
session will teach people how to gather useful lessons learned
by conducting an effective project retrospective. The lessons
are transformed into learnings in the form of specific process
improvements, issues, and risks related to future work. An
introduction to intuitive risk management will help
participants view risk differently, and will provide methods
for sustaining and extending the initial risk list over time.
Used collectively, these methods will energize risk
management, and complement more formal risk techniques.
- The first part of the tutorial
will introduce a simple method for learning from
- Often, lessons learned
sessions are perfunctory and ineffective, resulting in
lessons “noted”, but nothing learned.
- In contrast, well-facilitated
retrospectives provide a powerful tool for learning in
development and engineering organizations
- Effective facilitation is
central to the success of the retrospectives.
- Having a well-structured
methodology keeps the retrospective process outputs
- The retrospective techniques
demonstrated and presented in this tutorial are easy to
apply, yet surprisingly effective in the engineering
- The techniques will be
demonstrated and practiced by the participants, with
exercises abbreviated to fit the available time.
- By systematically structuring
the retrospective process and outputs of the
retrospective, the outputs can be used directly as inputs
to risk management, issue management, and process
- Leveraging the existing process infrastructure
dramatically increases the chances of success in
- This approach builds on a few intuitively obvious
we didn’t fix it, it is probably still broken.
If something was a problem before and nothing
changed, it is either a risk going forward, or
an open issue that still needs to be addressed.
problems is reactive; preventing problems is
prevent a problem, we probably need to do something
differently—in other words, change the process.
improvements can be used to mitigate many risks.
- Often systemic risks can only
be mitigated by changing the process.
- In the second part of this
tutorial, participants will learn how to approach risk
management as an intuitive activity that applies equally
well to everyday life and to project management.
- The “intuitive” risk
management approach will be taught by a combination of
instructor lecture, demonstrations and hands-on
- The premise of intuitive Risk
Management is that risk management is something we all
do, every day– and, it is important to us.
- The same mindset can transform
risk management into a fundamental part of a
project’s everyday activities.
- Participants will take home a
quick, cost effective mechanism for risk identification,
categorization, and prioritization.
- As described in the SEI’s risk management
paradigm, communication is central to implementing a
successful risk management process. But, you need to
have something to communicate about, so the risk
management cycle begins with identifying risks.
- Risk identification can be
plodding and pedantic—or, “fast and furious”.
This tutorial will focus on a “fast and
furious” (even fun) approach to risk identification.
- Risk identification is
followed by analysis, planning, tracking, and control.
Analysis can be highly quantitative when good data are
available, or can be based on expert judgment.
- The tutorial will present ways
to make systematic expert judgments about risk.
- An overview of risk mitigation
strategies will also be introduced.
- The risk management examples
and exercises will be drawn from everyday
activities—getting to work, managing your health, and
real project work.
- Project teams and
people from inside the same organization are encouraged to
attend as a group, and to use this part of the tutorial as
a real risk identification session.
F. Michael Dedolph,
CMMI Project Technical Lead
has been involved with Software Engineering for more than 25
years in the Air Force, at the Software Engineering Institute
(SEI), at Lucent Technologies, and at Computer Sciences
Corporation. Michael's experience includes work in systems
architecture, risk management, process improvement, technical
education, systems engineering, project management, and
development. At the SEI, he was part of the team that
developed the legacy SCE and CBA-IPI appraisal methods, and
also worked in the Risk Program.