Fundamentals Of Project Management

To minimize risks when you cannot eliminate a risk

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Unformatted text preview: a tailspin. One reminder: you are not trying to identify every possible risk, just some of the more likely ones. This point should be made for team members who are highly analytical or who have a tendency to be negative in general. Also, risk analysis is always done with a positive thrust—that is, you are asking, “If it happens, what will we do about it?” You don’t want people to play “Ain’t it awful!” PLANNING EXERCISE Choose a project that you are going to do or have just started. Answer the questions that follow to the best of your ability. If you need to confer with others to answer some of them, fine. Remember, the people who have to follow the plan should participate in preparing it. 1. What are you trying to achieve with the project? What need does it satisfy for your customer? Who exactly is going to actually use the project deliverable(s) when it is finished? (That is, who is your real customer?) What will distinguish your deliverable from those already available to the customer? 2. Write a problem statement, based on your answers to question 1. What is the gap between where you are now and where you want to be? What obstacles prevent easy movement to close the gap? 3. Now write a mission statement, answering the three basic questions: What are we going to do? For whom are we doing it? How will we go about it? 4. Talk to your customer about these issues. Do not present your written statements to her. Rather, see if you can get confirmation of your mission statement by asking open-ended questions. If you don’t, you may have to revise what you have written. Key Points to Remember • A mission statement helps the team stay focused on what it is supposed to do. • The mission statement should be developed by the entire team when possible. • Once the mission has been defined, goals and objectives can be set. • Risk analysis should always be done with a positive thrust, asking, What will be done to deal with any risk that materializes? Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. www.erpvn.net Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search Tips Search this book: Advanced Search Previous Table of Contents Next Title ----------- Chapter 4 Using the Work Breakdown Structure to Plan a Project I have said that planning is answering some questions, among which are “What must be done?” “How long will it take?” and “How much will it cost?” Planning the what is vital. One frequent reason projects fail is that a significant part of the work is forgotten. For example, one construction project manager experienced a serious cost overrun because he forgot t...
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This document was uploaded on 09/27/2013.

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