Project execution risks 20171221
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John Gorman has over 20 years of experience in project and program management roles for both small-medium companies and Chevron, where he led Chevron's Almaty Engineering Office for 2.5 years. He holds a BSEE from Cornell University and has held leadership positions with the Project Management Institute's Houston Chapter, including as Chapter President in 2009. His expertise includes cost estimating, change management, quality management, and stakeholder management.
Project execution risks 20171221
- 1. John Gorman III Dec 21, 2017
- 2. Biography 10 years with small to medium sized companies in Project and Program Management roles 10 years with Chevron, including Chevron Pipeline Company, Energy Technology Company, and Project Resources Company 2.5 years leading FGP/WPMP Almaty Engineering Office Project Management Institute Held leadership roles in the Houston Chapter from 2004, culminating in Chapter President 2009 Education: BSEE, Cornell University, Ithaca, New York, USA FGP/WPMP Almaty Engineering Manager Tengizchevroil LLP
- 3. Cost/Schedule Estimating Decision Quality Change Management Quality Management Procurement Management Stakeholder Management Human Resource Management Management Commitment
- 4. Maturity/Quality of input Assumptions Accuracy
- 5. Information/Data Right people Timeliness Recycle Accountability
- 6. Process Full understanding of impact Lack of consensus Resistance
- 7. Design Quality Installation Quality
- 8. Procurement alignment Supplier evaluation Vendor performance Cost management
- 9. Faulty stakeholder analysis Missing stakeholders Challenging stakeholders Silent stakeholders
- 10. Team composition Team performance Employee Benefits
- 11. Decision making Financial commitment
Editor's Notes
- #13: For more information, please refer to A Guide to the Project Management Body of Knowledge, Section 13, Project Stakeholder Management.