Risk management - The key areas of concern

The key areas of concern

All risks within a project will impact on one of cost, schedule timing or revenue.
The problem with any project is the status quo. The project team may tend to consider the plan rather simplistically in that they will know where the risks exist and approach allocation of resource on this basis.

Another problem is the detail of the project plans that will be generated. These will start from the top down. How far do we go down and to what level of detail do we go? The key aspect here is what can we manage? Also, consider horizon planning later.

If you can’t manage it don’t do it. Also, to generate this amount of detail costs TIME.

By utilising simple risk assessment techniques we will gain a better idea of where the main risk areas are and hence where to put the resource.

Non - PRINCE2 information

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PRINCE2 2005

Introduction

Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
The components [see The components]

Managing Stage Boundaries

Fundamental principles [see Managing Stage Boundaries (SB) part 1]
Planning a Stage [see Managing Stage Boundaries (SB) part 2]
Updating a Project Plan [see Managing Stage Boundaries (SB) part 3]
Updating a Project Business Case [see Managing Stage Boundaries (SB) part 4]
Updating the Risk Log [see Managing Stage Boundaries (SB) part 5]
Reporting Stage End [see Managing Stage Boundaries (SB) part 6]
Producing an Exception Plan [see Managing Stage Boundaries (SB) part 7]

Plans

What is a plan? [see Plans part 1]
Levels of plan [see Plans part 2]

PRINCE2 2009

Introduction

Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]

Plans

Managing a stage boundary

Risk

Project management

Introduction

What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]

Plans

Planning [see Planning - part 1]
Planning [see Planning - part 2 – Introduction - need to answer]
Planning [see Planning - part 3 - Introduction - schedule overview] Plans [see Types of plans]

Detailed planning

Risk management

Risk management [see Risk management – part 1 - Overview]
Risk management [see Risk management part 2 – General approach]
Risk management [see Risk management part 3 – Methods of assessing risk]
Health and safety [see Health and safety]

Time management

Introduction

Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]

Human issues

Human nature [see Human nature]
Blame culture [see Blame culture]
Stress [see Stress]
Stress sources [see Stress sources]
Stress problems [see Stress problems]
Coping with stress [see Coping with stress]
Playtime [see Playtime]

Styles

Time [see Time]
Monochronic time [see Monochronic time]
Polychronic time [see Polychronic time]
High and low context culture [see High and low context culture]
Divergent thinking [see Divergent thinking]
Convergent thinking [see Convergent thinking]
Blending styles [see Blending styles]
Personality drivers [see Personality drivers]
Assertiveness [see Assertiveness]

Delegation

People [see People]
Poor delegation and the Team [see Poor delegation and the Team]
Delegation process [see Delegation process]
Delegation towards independence [see Delegation towards independence]
What not to do [see What not to do]

Key time destroyers

Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]

Leadership

Introduction

Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]

other sites of interest in the series