Project management is one of the skills even those whose domain of expertise it is not, are expected to know in detail. Project management is a very useful supplementary skill to have for non-project managers simply because every work in most organizations gets done as projects. When project managers or others who work on project management are unable to deliver-whatever be the reason for it-others are expected to fit into their shoes and deliver. This substitution can make the difference between the completion and noncompletion of a project.
A six-hour webinar from GlobalCompliancePanel, a leading provider of professional training for all the areas of regulatory compliance, will show how non-project managers can acquire knowledge of project management. This webinar, which is being organized on March 20, brings Charles H. Paul, who is the President of C. H. Paul Consulting, Inc., a regulatory, manufacturing, training, and technical documentation consulting firm, as the expert.
Kindly visit globalcompliancepanel to enroll for this valuable learning and gain insights into how to ensure that projects do not get stalled for want of availability of the right personnel.
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Charles will give an understanding of the critical tasks within each project phase that non-project managers must perform rightly if the project is to be completed on time while meeting the requirements. This learning will offer a foundation and direction for future study of the subject.
Over the course of these six hours, Charles will offer the basic tools that smoothen the implementation of a project. These tools are vital to ensuring this. He will divide this webinar into two three-hour slots, during which he will offer learning of the ways by which to manage the project from beginning till end, moving logically across these endpoints during these two sessions.
This webinar is of core importance to any member of a cross functional project team that has the potential opportunity to lead that project, engineers, marketing associates, product managers, program managers, contract managers, project managers, Research & Development Associates, managers, and directors, design engineers, and manufacturing managers.
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About the expert: Paul’s company, C. H. Paul Consulting, Inc., is a regulatory, manufacturing, training, and technical documentation consulting firm. The firm works with both domestic and international clients designing solutions for complex training and documentation issues.
Paul has been a regulatory and management consultant and an Instructional Technologist for 30 years, and has published numerous white papers on various regulatory and training subjects.
Apart from holding senior positions in consulting and in corporate training development, he has also worked for several years in government contracting, where he has managed the development of significant Army-wide training development contracts. His work has impacted virtually all of the active Army and changed the training paradigm throughout the military.
The importance of best practices in vendor risk and compliance management can be understood from the fact that when companies outsource their operations, or particular parts of them, or some of their activities, this does not include organizational responsibility. So, the onus of ensuring compliance with regulatory guidelines and making sure that the vendor has implemented best practices in vendor risk and compliance management lies squarely with the organization that outsources.
The basis to implementing best practices in vendor risk and compliance management is to get a clear comprehension of vendor responsibilities. Many organizations make the mistake of assuming that best practices in vendor risk and compliance management need to be implemented only at the stage of selecting the vendor. This is disastrous thinking, because selection of the vendor is just the beginning of the outsourcing program. These organizations have to make sure that best practices in vendor risk and compliance management is a continuous program and activity, and hence utmost care has to go into managing them at all times.
The most critical aspect of risk management is the identification of potential areas of 
On top of these potential areas of risk management that each part of the business is prone to; there are also the other industry-related risks that inhere into any business. The risks of running, say, a firecracker business, are much higher than running a grocery store. So, potential areas of risk management should ideally include a very broad discussion on every aspect of risk management.
Product specific risks: As the title suggests, this kind of risk is specific to the product that the business deals with. Some products come with their unique risks, and hence, this kind of risk counts among the potential areas of risk management.
Financial risks: Obviously among the top potential areas of risk management; financial risks come into play when the organization is not able to meet its bottom lines due to a variety of factors. Not getting funds on time, not getting payments from customers on time, not being able to service debts are some of the factors of financial risks.
Market risks: Market risks are yet another of the potential areas of risk management because most businesses are run on the assumption or speculation that a market is going to grow at a certain rate or pace. If the estimate of this market goes wrong, it affects the business negatively.
Real estate risks: For some businesses, especially retail, the location of the business is a major factor. In many instances, the choice of location could often decide the fate of the business. Imagine setting up a high end retail store in the vicinity of a slum. Does that make sense? Yet, even if a business chooses the right location, it could sometimes be forced to relocate due to factors such as legal issues of the property, making this among the potential areas of risk management.
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