Introduction

The Risk Management process

Risk issues

Modelling

Events

Networks and branching

Other

AD 1

AD 2

AD 3

AD 4

AD 5

Risk management - Project Life Cycle - execute

Project Life Cycle

EXECUTE

At this stage, much more resource is employed as the BASIC PLAN gets underway. The costs will begin to escalate.

In terms of project RISK the biggest weakness will be the management and control systems.
At this stage, ideally, the base plan contains reactive mitigating activities for particular identified risks together with triggers for contingency plans.

Any modifications arising from the earlier stages, e.g. design, could have a detrimental affect in the plan execution stage.
This could result not only in time delays but will almost certainly increase costs.

Some consideration and modification of the plan is almost inevitable.
Plans rarely if ever go as we would wish.

Any modifications to the plan should be assessed for RISK implications.

However, some of the problems will be RISKS that have not been identified in the earlier stages and are now coming to fruition.

A more detailed treatment of the planning and execution phases looking at objectives, milestones and many other aspects is covered in 'The Complete Project Management [see ‘The Complete Project Management package’] and [see 'The Complete Project Management plus PRINCE2'] Package' in this series.

Non - PRINCE2 information

Purchase the full product

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]

Plans

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

Controlling a Stage

Fundamental principles [see Controlling a Stage (CS) part 1]
Authorising Work Package [see Controlling a Stage (CS) part 2]
Assessing Progress [see Controlling a Stage (CS) part 3]
Capturing Project Issues [see Controlling a Stage (CS) part 4]
Examining Project Issues [see Controlling a Stage (CS) part 5]
Reviewing Stage Status [see Controlling a Stage (CS) part 6]
Reporting Highlights [see Controlling a Stage (CS) part 7]
Taking Corrective Action [see Controlling a Stage (CS) part 8]
Escalating Project Issues [see Controlling a Stage (CS) part 9]
Receiving Completed Work Package [see Controlling a Stage (CS) part 10]

Controls

Overview [see Controls part 1]
Project start-up [see Controls part 2]
Tolerance [see Controls part 3]
Product Descriptions [see Controls part 4]
Reports and assessment [see Controls part 5]
Controlled close [see Controls part 6]

Quality

What is quality? [see Quality in a Project Environment]
Purpose and definition [see Configuration management part 1]
Configuration control [see Configuration management part 2]
Project Issue management [see Change control]
Product-based planning [see The techniques]
Benefits [see Product based planning part 1]
Producing a Product Breakdown Structure [see Product based planning part 2]
Writing a Product Description and its contents [see Product based planning part 3]
Creating a Product Flow Diagram [see Product based planning part 4]
Change control steps [see Change control technique]
Overview of the technique [see Quality review technique part 1]
Steps in a formal quality review procedure [see Quality review technique 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

Risk

Managing a stage boundary

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]

Mission statement

Mission statement [see Mission statement]
Mission statement Simple [see Mission statement Simple approach]
Mission statement Formal [see Mission statement Formal approach]

Objectives

Objectives [see Objectives – part 1 - Reasons for setting]
Objectives [see Objectives – part 2 – Should be]

Milestones

Milestones [see Milestones – part 1 - General]
Milestones [see Milestones – part 2 - Deliverables]

Project control

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]

Goals

Goals 1 [see Goals 1]
Goals 2 [see Goals 2]

Objectives

Objectives [see Objectives]
Prioritising objectives part 1 [see Prioritising objectives 1]
Prioritising objectives part 2 [see Prioritising objectives 2]
Prioritising objectives part 3 [see Prioritising objectives 3]

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