Hackers: A Safety Issue

By Wanda Curlee

Recently, my doctor’s office was attacked with ransomware—potentially causing a major safety issue.

Think about it: What happens if you have a life-threatening illness? All the medical records, including any tests and results, are no longer available. How can the doctor treat or even advise patients without that information?

For instance, a relative of mine recently had blood clots. To diagnose the issue, doctors performed a special blood test with the results delivered to the doctor within an hour. Had the doctor’s office been hit with ransomware, the results would have been lost—and there would’ve been a high probability of death.

Artificial intelligence (AI) and the number of devices that are now connected to the Internet of Things (IoT) heighten the risk of hacking—and the potential devastating effects.

So, how does this affect project management professionals? Project managers must understand that hackers are a reality and they must ensure that their team has the necessary training.

Program managers should establish the security protocols for all projects in the program. Each project will determine the security within the bounds of the program’s processes.

At times, the program manager may have to determine if security needs to be linked between the various projects. The program manager would need to monitor all protocols and make sure that program-level personnel coordinate the activities between the projects.

How does this affect the portfolio manager?

The portfolio manager needs to understand the company’s industry, the strategy objectives and the project/program landscape. At times, the portfolio manager may even have to present safety precautions as it relates to the industry’s IoT and AI to senior executives. By presenting the information, senior executives may alter a strategy or advise the portfolio manager to include security for IoT and AI in business cases.

And remember: In the future, project management tools may include IoT and AI. Can you imagine if a hacker were able to adjust settings, wipe out projects or use ransomware to block all acccess to project information that’s stored in the cloud?

This could be devastating. Let’s face it—a company without projects is a dead or dying company!

How are you ensuring hackers don’t devastate your projects or those of your customers?

Originally posted on PMI's www.projectmanagement.com Voices on Project Management Blog

Project Management Discipline and Bellevue University

Imagine my surprise when I saw a LinkedIn article featuring my good friend Brian Grafsgaard. The article was an interview conducted by Dr. Rahim. Brian Grafsgaard was providing a good synopsis of how the project management profession has matured and why organizations are adopting the spectrum of the project management discipline. Brian aptly points out that project management provides a structured approach for implementing strategy through portfolio management while correctly selecting the correct projects to increase the value of the portfolio.

I one time heard Brian state that no corporation has a blank checkbook and that is why project portfolio can help companies. Brian continues this mantra but takes it a step farther to show how project, program, and portfolio should fit together seamlessly to create a culture that is consistently questioning and driving to constantly do the right projects and programs to delight customers and enhance the company's bottom line.

Do yourself a favor and read the article. It is a quick read and if you are like me, you will learn something! Take the risk and read it today.

2016 PMO Symposium

Today, I find myself in San Diego. I am here for an extended period of time as my granddaughter was born. So, yes I am a very happy grandma. But I diverge.

The Project Management Institute's (PMI) PMO Symposium is happening in San Diego. Actually, it is on Coronado Island. I attended the previous two Symposia but elected not to attend this year. The last two I attended did not provide the topics I would have expected.

Let me elaborate. The PMO Symposium is not really sure what it is. As the title suggests, it was started to showcase PMOs. However, as time has progressed, the acronym PMO does not have a clear definition. PMO may stand for Project Management Organization, Project Management Office, Program Management Ofice, Progam Management Organization, Program Management Office, Portfolio Management Office, Portfolio Management Organization, But the confusion goes even farther. PMOs can be at the enterprise, organization, program, project, or somewhere in between.

Where PMI misses with the PMO Symposium is that it no longer focused. PMI is trying to make the PMO Symposium cater to Portfolios and PMOs. By doing this PMI has watered down the Symposium. A better solution, continue the PMO Symposium with a clear charter and leave portfolio out of the mix as all it does is muddy the waters.

But, I also need to point to the positives of the PMO Symposium. Each year, PMI creates a series called the Pulse of the Profession which is introduced at the Symposium. These are wonderful series that I look forward to every year.

Also, the Symposium offers a wide variety of workshops, vendors, presentations and network opportunities.

My next blog will evaluate this year's Pulse of the Profession!