If a change turns out to be necessary, during execution, the project manager can slightly alter the project scope. It is the project technical team who will be in charge of executing the work in the way they know best. If the commercial proposal has been approved and the contract has been signed, these discussions are unnecessary. What’s the problem with that? If your company made a mistake in the time or cost estimates, there will not be a way to make any adjustments in scope to compensate for the differences.Ī detailed project scope will make the client constantly complain about small particulars, generating unnecessary conflicts and taking the focus away from what really matters: to finish the project! Some clients also like to reconsider the scope after signing the contract, which can cause more conflicts with the project manager. Be Vague: The Most Generic Scope Keeps Your Client Away From Asking for Detailsīe careful! A well-defined project scope can limit you! If too well-defined, it will force you, automatically, to do exactly what was requested. This article discusses, the 10 risks that can be common to any project, and that can, alone or combined, behave like real “torpedoes” (or icebergs) that can sink your project if the necessary care is not taken. The fact that these risks repeat themselves in many various types of projects is precisely why the project manager needs to take advantage of the lessons learned from past projects to prevent those common (but powerful) risks from damaging the project’s “hull.” The occurrence of these risks is independent of the executing company, the complexity of the scope, or the size of the project budget. There are risks in every part, in projects of all kinds, sizes, and budgets and if the attitude of the “crew” is not one of prevention against the risks that can sink the project, the destiny of the “ship” is certain!Īlthough there are many risks imaginable, there are some risks that can be common to many different kinds of projects. To sink a project is easy! Therefore, good project managers spend their time trying to prevent their projects from “taking on water,” while others wait as the water rises to their necks before looking for a solution. Suggested courses of action that can be taken by the project manager to face each and every one of these 10 risk situations and in this way keep the project “floating” will also be offered. In a humorous manner, this paper will identify common causes of these problems, not with the purpose of proving that only these 10 situations should command all the project manager’s attention, but to highlight that risk prevention IS the project manager’s greatest responsibility and IS the decisive factor of success. This paper presents 10 situations that can cause project failure, with the objective of alerting project managers to some key risks that are frequently ignored during project planning and execution. However, when fighting against these most frequent project enemies, the project manager will reinforce the capacity for risk response planning and increase the chances for success. The root causes of these problems are diverse, but some difficulties are common to many projects, and, for this reason, should get more attention from the project manager and his or her team. Many projects face problems for multiple reasons: problems of scope, insufficient planning, and bad risk assessment are frequent nightmares in any project manager’s life. This presentation presents, in a humorous manner, 10 risk scenarios that can cause failure in any project and discusses how these risks can be neutralized. Many projects face problems for multiple reasons, but some difficulties are common and should get more attention from the project manager.
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