By Stephen Barker; Rob Cole
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Extra info for Brilliant project management : what brilliant project managers know, say and do
The key to avoiding risks is simply to ask yourself what could be done to prevent each risk from happening. For an issue, it’s too late to do anything preventative – for that’s the very thing that differentiates it from a risk. So instead you have the job of planning actions that can deal with the consequences. These actions are known as contingent actions and they should resolve – or at least contain – the issue. As a further refinement, it’s also possible to plan contingent actions for risks.
For example, you might want quality criteria to check the ease of maintenance once the project team has been disbanded. QXP:M04_BARK2328_01_SE_C04 52 17/10/08 09:14 Page 52 brilliant project management Quality reviews A key principle of project quality control is that measures are taken at frequent intervals – especially early on. It’s essential to reduce the cost of any rework by intercepting problems when they’ll be both easier and cheaper to correct. Bizarrely many projects never have enough time to get things right first time, but always find enough time to do it all over again.
Resources – the resources required to deliver your project. ■ Dependencies – those dependencies between your items of work. You should develop the schedule around a clear, logical structure for delivering the project. The first step is to break up the project into manageable chunks of work. QXP:M02_BARK2328_01_SE_C02 17/10/08 09:13 the art of planning a project ■ fit the windows, and ■ finish off the interior. Page 23 23 This structure will usually be based on the major deliverables and it must reflect the sequence of delivery or any interdependencies.