KT Clear Thinking Blog

Managing Project Risk: Where Spectre, the First Order and the Rebel Alliance Blundered

May the KT process by with you: How Spectre and the First Order fail to manage project risk

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Rating: 4 stars
No speed without quality: How structured Problem Management drives IT stability

Who has time for Root Cause Analysis?  Organizations that want IT stability have plenty of time. 

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Rating: 4 stars
The PMBOK Puzzle – Making the Pieces Fit

A glimpse into a KT practitioners journey towards achieving his PMI certification.   

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Rating: 5 stars
The Game is Afoot: Using The Cause-Effect Relationship To Enhance Your Problem Solving System

Sherlock Holmes’ approach is the key to problem management. Good corrective and preventive action systems draw on an obsession with cause and effect.

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Rating: 4 stars
The Lurking Latent Crocodiles of IT Support

Undiagnosed problems in your IT backlog can conspire to wreak havoc. Similar to lurking latent crocodiles waiting to pounce, there may be danger ahead that you can't see from your view. 

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New Year’s Resolutions—Using Project Management to Live Up to 2016 Resolutions

How to achieve 2016 resolutions by defining, planning and implementing change. When you are rigorous about it, losing weight and achieving organizational change take the same kind of thinking.

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Rating: 5 stars
Happy Holidays from Kepner-Tregoe

May your hard work bring you good fortune and prosperity in 2016! 

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It's No Joke if Risk Management Is Not In The Plan

Any time we give up control of our data, or outsource any of our intellectual property we are putting ourselves at risk. Reduce the chance of a catastrophic event and quickly identify when it becomes time to deploy “Plan B”.

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Rating: 4 stars
Root Cause Analysis: The Difference Between a Shot in The Dark and Hitting the Bull’s Eye

Lessons to be learned from the nuclear power industry that apply to virtually every industry

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Project Sponsorship, The Forgotten Skill

Sponsoring a project is often assumed by someone at the executive level of an organization. A role often not fully understood or properly formalized is why some projects fall short of the value foreseen in the commissioning stages. 

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