I was on a project once where the sponsor said "we don't have any risks, but we have a lot of issues". Hmmmm.....before those issues became issues, there must have been a RISK that they could occur.
The Practical Project Manager establishes tools, communication, and responsibilities for managing risks and issues. Start by determining if the company has a project risk and issue management process in place. If so, follow that process and be sure the following features are in place at the project level.
All projects automatically come with several risks and issues even before they start!
You may want to consider the major areas a project covers. For example its requirements, timeline, budget all have inherent risks. How this project interacts with other areas and initiatives, your resources and team, quality assurance, how teams and people communicate with one another, and how you are going to acquire resources to get the work done all come with inherent risks. Even managing risks and issues has its risk!
If you follow the PMBOK® Knowledge Areas, you may want to consider aligning your risks and issues with their knowledge areas. Please note: PMBOK® is a registered trademark of the Project Management Institute and is referenced here in the spirit of education and open content.
Something that will impact overall success of the project.
Risks need to be weighted for their impact and probability, managed at the steering committee level, and have a clear escalation plan for resolution.
The Practical Project Manager establishes tools, communication, and responsibilities for managing risks and issues. Start by determining if the company has a project risk and issue management process in place. If so, follow that process and be sure the following features are in place at the project level.
All projects automatically come with several risks and issues even before they start!
You may want to consider the major areas a project covers. For example its requirements, timeline, budget all have inherent risks. How this project interacts with other areas and initiatives, your resources and team, quality assurance, how teams and people communicate with one another, and how you are going to acquire resources to get the work done all come with inherent risks. Even managing risks and issues has its risk!
If you follow the PMBOK® Knowledge Areas, you may want to consider aligning your risks and issues with their knowledge areas. Please note: PMBOK® is a registered trademark of the Project Management Institute and is referenced here in the spirit of education and open content.
- Integration
- Scope
- Time
- Cost
- Quality
- Human Resources
- Communication
- Risks and Issues
- Procurement
Risks
What is a Risk? "Could my project fail?"Something that will impact overall success of the project.
Risks need to be weighted for their impact and probability, managed at the steering committee level, and have a clear escalation plan for resolution.
Each risk is documented as follows. A simple spreadsheet is all that is needed to document risks. List each risk in the left margin, add the following column headings, and sort the log by SCORE as described below. Work on the largest risks first.
- Description - a risk area may have more than one risk, for example there may be three integration risks
- Probability - the chance this risk will actually occur (on a scale of 1-5, where 1 is not likely, and 5 is imminent)
- Impact - the effect on your project (on a scale of 1-5, where 1 is very low, and 5 is catastrophic)
- Score - determines the size of the risk and which risks require the most attention. Multiply Probability X Impact. An imminent, catastrophic risk has a score of 25.
- Mitigation Plan - A description of what is now being done to avoid this risk from impacting your project
- Contingency Plan - A description of what will be done if this risk actually causes an issue or potential project failure
- Responsibility - Who is responsible for actively working the mitigation of this risk?
- Next Step - What is the next activity for mitigating this risk?
- Next Step Due Date - When is this person's next mitigation action due?
The Practical Project Manager maintains the PROJECT RISK LOG, reviews it with the Project Steering Team at least monthly, and gets status updates on next steps from responsible team members on a weekly basis.
What is an Issue? "Do I need a course correction?"
Something that could slip a critical path in the project, but not yet likely to impact its overall success.
Issues are managed by the project manager at the team level and are prioritized with accountability and due dates.
All projects have issues, the larger the project, the larger the issues. Issues tend to take on a life-form of their own, so keep a historical record of activity associated with an issue, especially decisions made along the way to resolve the issue. As a reminder an issue is only an issue if it could slip a critical path in the project. A difficult action or work activity is not necessarily an issue.
If you have access to a tool such as SharePoint or Google Apps, build collaborative ISSUE LOG that has the following features and includes email alerts to the responsible person, attachments, and a historical archive:
- Description - a issue area may have more than one issue, for example there may be three quality issues
- Work Stream - your project is probably organized into various work streams such as business requirements, technical design, user interface, etc.
- Status - Open, In Progress, Resolved, Canceled, Transfered to Training Log
- Urgency - how quickly does this issue need to be resolved? 1) must do now 2) can wait
- Priority - what is the impact to your project's critical path? 1) High 2) Medium 3) Low
- Resolution Plan - A description of what is now being done to solve the issue
- Responsibility - Who is responsible for actively working the issue?
- Created Date - Date issue was opened
- Next Step - What is the next activity for working the issue?
- Next Step Due Date - When is this person's next action due?
- Expected Resolution Date - When will this issue be solved?
- Resolution - A description of what was done to actually resolve the issue once it is closed
- Resolution Date - Date issue was closed
The Practical Project Manager maintains the ISSUE LOG and builds an interactive tool so issue status can be maintained by those responsible for resolution. However creation and setting the urgency and priority of an issue is the project manager's responsibility.
Summarize issues with the Project Steering Team at least monthly and review issues with team leads on a weekly basis. Build a summary report that includes the following:
Summarize issues with the Project Steering Team at least monthly and review issues with team leads on a weekly basis. Build a summary report that includes the following:
- Number of issues by work stream, urgency, and priority
- Number of issues by person responsible
- Average number of days to close an issue
- Trend or graph issue management over time. This is an excellent metric to tell a story such as "We had 25 issues last month with an average days open of 10. However this month we have 35 issues and our average days open has increased to 15."
Remember that an Action is not an Issue or Risk, but rather a task that needs to be worked. Actions have resources, due dates, durations, and dependencies.
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Sprint planning: At the beginning of each sprint, the scrum team will need to commit to a goal for that sprint leg. The planning stage will allow them to do this, as well as giving them an opportunity to specify the requirements needed to support their goal and what tasks need to be completed in order to get there.
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1. Plan your day using time management techniques
As a project manager, time management skills are essential because you are dealing with a wide range of tasks that demand a quick turnaround time. Planning your day will go a long way in keeping you organized and increasing your productivity. Assist your task planning by using project management software which helps you track the work of you and your team.
If you are not very tech savvy, a simple to-do list can also be a great organizational tool. Prioritize your most important tasks by putting them at the top of the list and less important ones at the bottom. Having a visual plan of your daily tasks helps to keep you on track and aware of time.
Related post: Free ebook 104 secrets to become a great project manager
2. Include stakeholders in important project conversations
While you will have plenty of responsibilities regarding the project, don’t neglect your clients.
Good communication is essential is keeping both parties informed of project progression, curtailing scope creep, and apprised of changing requirements. Some clients may have different expectations when it comes to communication, so make sure to establish the frequency and type of communication (like emails, phone calls, and face-to-face conversations) at the beginning of your project.
Establishing communication expectations early helps alleviate stakeholder uncertainty about communication frequency and delivery.
3. Regularly communicate with your team
Daily team communication helps keep misunderstandings and unclear requirements under control. Keeping your team informed in every step of the project is essential to project management success.
For example, a study published by Procedia Technology found that good communication skills were the cornerstone of project management. The study examined over 300 “construction project managers, architects, construction managers, engineers and quantity surveyors” and their successes and failures on various construction projects.
4. Anticipate project setbacks
Even the best-laid plans often go awry.
Remember that even with a high amount of planning and attention to detail, your project may still encounter some challenges. Pay attention to complaints from stakeholders or colleagues, and other warning signs, like a missed deadline or cost overrun, that there may be a problem.
Preventing a crisis will keep your project running smoothly, save you a lot of time, and keep you, your team, and your stakeholders confident in progressing with the project.
Unfortunately not every complication can be avoided. Crisis management skills are essential for dealing with the unexpected. Project managers need to be flexible and pragmatic. Improvise and make sharp decisions when needed.
Related post: 92 free project management templates
5. Stay focused on the details
A common problem project managers encounter is having the project aims not aligned with the organization’s objectives. A great project manager will strategize a plan for the project to lead back to the overall success of the business.
Know your project’s scope by heart and avoid wandering outside of the project’s requirements. It’s too easy to get lost in minor details and forget what your focus is, so a well-planned project scope is essential for success.
And final, you should use KPI to measure effectiveness of the project, here are full list: 76 project management KPIs
The PMP Certification establishes a common language among project managers and helps each other work within a common framework. Once you have the PMP, you need to consider how you're applying the processes, tools, and techniques to projects. I took a training course for my preparation in pmstudy.com and got ready for the exam on day 5!
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