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 - Manage - plans and strategies

The Risk Management process

MANAGE - plans and strategies

The base plan is in place and has been implemented.
This area is all about control.

No plan is foolproof and will probably require some modifications.
Control will require:

Implementing the plan
Monitoring the activities
Making sure that new action plans materialise in time for the horizon planning
Dealing with any other problems

All of these activities will run in parallel.

Implementing the plans

Management will require many aspects including communication, personal and motivational skills.
Empowerment is important. If plans are too rigid in the detail, flexibility is lost and the decision making potential of individuals is reduced.

The higher the experience and skill level of the personnel the greater is the opportunity to have more flexible and less detailed plans.

Monitoring the plan

Monitoring the plan requires the collection of data on its progress and presenting this at regular project team meetings.

In the main, the project team meetings will be conducted by exception.

Progress is usually followed using a Gantt chart which shows tasks as a series of blocks in rows. This is the project schedule.
Modern software e.g. Microsoft Project, is very useful for managing the schedule and look at the affect of various scenarios.

The meetings must encourage openness. The aim is to identify quickly where there are problems and correct them in an appropriate manner.

Dealing with any other problems

Naturally, the risk management process should have eliminated major unforeseen circumstances.
However, you can never guarantee that a major problem doesn’t appear and create a crisis.

Dealing with crisis management may not be cost effective especially if you are trying to regain time.

Making sure that new action plans materialise in time for the horizon planning

The action plans needed to go beyond the next horizon will need addressing.
To implement these:

The action plans will require review to add the necessary detail. This will include ownership, resource allocation etc.
You should summarise and prioritise the risk and responses for the action plan.

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]

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]

Directing a project

Managing a stage boundary

Plans

Risk

Progress

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

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]

Project review

Project review [see Project review – part 1 - The benefits]
Project review [see Project review – part 2 - The report]

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]

Urgent v important

Urgent v Important 1 [see Urgent v Important 1]
Urgent v Important 2 [see Urgent v Important 2]

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]

Strategies

Typical process [see Typical process]
Strategies for getting on with it [see Strategies for getting on with it]
Positive thinking [see Positive thinking]
Commitment [see Commitment]

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]

Characteristics

Identifying the leader [see Identifying the leader]
Trust [see Trust]
Integrity [see Integrity]
Respect [see Respect]
Foresight [see Foresight]
Mutual attraction [see Mutual attraction]
Relationships [see Relationships]
Support [see Support]
Empowerment [see Empowerment]
Credibility [see Credibility]
Winner mentality [see Winner mentality]
Leadership expansion [see Leadership expansion]

Personal development

Proactivity [see Proactivity]
Proactive behaviour [see Proactive behaviour]
Personal direction [see Personal direction]
Personal direction - generating ideas [see Personal direction - generating ideas]
Skill development [see Skill development]
Delegation [see Delegation]
Values [see Values]

Personality traits

Personality - general [see Personality - general]
Personality - action [see Personality - action]
Myers Briggs Type Indicator [see Myers Briggs Type Indicator]
Myers Briggs Type Indicator uses [see Myers Briggs Type Indicator uses]
Fundamental Interpersonal Relations Orientation – Behaviour (FIRO B) [see FIRO B]
Occupational Personality Questionnaire (OPQ) [see OPQ]
Pathology [see Pathology]
Style spider [see Style spider]
Style spider - choices [see Style spider - choices]
Leadership styles - adverse behaviour [see Leadership styles - adverse behaviour]

The three C's

The three Cs [see The three Cs]
The three Cs - action focus part 1 [see The three Cs - action focus part 1]
The three Cs - action focus part 2 [see The three Cs - action focus part 2]

Be positive

Be positive - issues and action [see Be positive - issues and action]
Be positive - be clever [see Be positive - be clever]
Be positive - when in trouble [see Be positive - when in trouble]
Be positive - project management [see Be positive - project management]
Be positive - change management [see Be positive - change management]
Be positive - communication [see Be positive - communication]
Self discipline [see Self discipline]
Be positive - change [see Be positive - change]
Be positive - attitude [see Be positive - attitude]

Motivation

Motivation [see Motivation]
Motivation Douglas McGregors X and Y theory [see Motivation Douglas McGregors X and Y theory]
Motivation - Abraham Maslow [see Motivation - Abraham Maslow]
Motivation - Frederick Herzberg [see Motivation - Frederick Herzberg]
Motivation - key problems [see Motivation - key problems]
Motivation - people part 1 [see Motivation - people part 1]
Motivation - people part 2 [see Motivation - people part 2]

Communication

Open questions [see Open questions]
Meetings [see Meetings]
Agenda [see Agenda]

other sites of interest in the series