Guy Wilmington

Guy Wilmington is a leading portfolio, program and project manager dedicated not only to meeting his clients' needs through P3 Management Services, but also to building the profession by sharing his insights on various topics. He has twice been awarded the title of ACT Project Director of the Year by the Australian Institute of Project Management (AIPM).

Project risk management in a program or portfolio

What happens when the standard risk matrix is interpreted differently by various project managers working across a program or portfolio of projects? asks Guy Wilmington.

September 15, 2014

Risk

A temporal approach to project issue management

An issue is a realised risk and accordingly, an issue should have the same consequence (or impact) rating as the risk from which it was realised. Guy Wilmington proposes a way of prioritising temporal issues in project.

May 29, 2014

Risk

Applying objective program risk management

There is a tendency within the program management discipline to characterise program risks as the sum of all the sub-project risks. Guy Wilmington says risk management must instead be proportionate and objective.

November 14, 2013

Temporal issues management for projects

Within the industry there is a common understanding that an issue is a realised risk. Guy Wilmington points out, however, that it may not be too late for a project manager to treat it.

March 19, 2013

Risk

Mature portfolio management offices—a key to success

While not a magic bullet for problems that plague failed projects, a mature portfolio management office will make significant improvements to the project performance, Guy Wilmington explains.

March 4, 2013

Portfolio Management

The Risk Radial: refining the prioritisation of project risks

Project, program and portfolio managers alike will be familiar with contrasting the likelihood of a risk occurring with the consequence should the risk eventuate to determine a risk rating. Guy Wilmington shows how there’s more to risk ratings than the matrix.

January 10, 2013

Risk

Portfolio Management 101: selecting the right projects

According to KPMG, organisations should “establish an enterprise-wide prioritisation process that objectively and continuously evaluates projects and programmes to help maximise and realise the value from investment.” Guy Wilmington shows how portfolio management is supposed to work.

November 8, 2012

Portfolio Management

Reporting earned value on IT projects

Throughout the project management discipline, earned value has become synonymous with progress reporting. Guy Wilmington suggests, however, that it is impractical for use in IT projects and proposes alternative means for gauging and reporting progress of tasks/deliverables for IT projects.

October 18, 2012

Scope