TABLE OF CONTENTS So far, you ve learned the importance of defining a risk management plan, and you ve looked at some techniques for identifying risk. I also discussed some of the common project risks that can occur on any project.
In keeping with the risk identification theme, this chapter will focus on risks that have more of an organizational or project management impact. These risks can be just as detrimental to your project as the specific risks identified in the previous chapter. Many times these risks are brewing just below the surface of your project. To keep the project from succumbing to one of them, you ll spend this chapter identifying their symptoms and causes so that you can see them coming before they jump out and yell, Surprise!
Project managers, unfortunately, are sometimes nothing more than figureheads on a project. (And you thought the president was the only one who is a figurehead.) By that I mean they have no authority to make project decisions, assign tasks, take corrective action, or perform any of the other necessary activities project managers normally perform. The project managers are responsible for outcomes translated, You re the fall guy if this project isn t successful but are pushed aside when it comes time to make decisions and perform project management duties.
I call this the Project Manager in Name Only (PMINO) syndrome. Support groups are popping up all over the United States to help project managers cope with this syndrome check your local listings to find one near you.
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