Risk management as a best practice is critical to project success. It forces the team to consider the deal breakers on a project, and to proactively prepare and implement solutions.
PMI's recent 2012 Pulse of the Profession report found that more than 70 percent of respondents always or often use risk management techniques to manage their projects and programs and these practices lead to higher success rates.
Here's an example of how risk management could have saved a project:
A project manager oversees an electrical team that is responsible for installing electrical and audio-visual equipment. The construction and civil engineering teams hand over the completed and decorated site, ready for the final phase of the project. To the project manager's dismay, the projectors do not align with the screens, rendering them not fit for the purpose.
What went wrong?
The civil and construction teams had altered the dimensions of the rooms; the customer failed to communicate the changes to the electrical team. Assuming the project was executed according to plan, the project manger planned and submitted the electrical drawings based on the original dimensions of the room. These plans were made redundant when the room dimensions changed, which upset the equipment's position.
To correct the situation, the project manager drew and submitted new electrical drawings. The site's walls and ceilings had to be reopened to accommodate the changes, which caused delays and increased cost, rework -- and frustration.
Had there been a robust risk identification and implementation plan, they would not be in this situation. Too many assumptions were left unchallenged and risks pertaining to the many external dependencies were overlooked.
As part of this risk management, proactive communication with the customer and other teams should have been planned. For example, the project manager should have considered and asked questions about how the contractors and sites would be monitored and controlled. What would the frequency and type of communication be like with stakeholders?
There should have been an assessment of 'what if' scenarios. What happens if the deliverables are not as expected? What are the risks if there are problems with contractors? What is the impact of not having dedicated resources on the team?
These types of discussions and questioning would have alerted the project manager and team to proactively plan to manage the quality of contractor work and employ the necessary resource on the project team.
Do you practice risk management? How does risk management planning make your projects successful?
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