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 - Collecting task information

Collecting task information

As you know we use the WORK BREAKDOWN STRUCTURE (WBS) to derive the individual WORK PACKAGES (tasks).

Note that a ‘work package’ may consist of more than one ‘task’ depending on the detail sought and the level of planning.
You will need to think about the level you will need to go to depending on whether you are a contractor or a project manager employing horizon planning.

What is the process for collecting the information on each of the WORK PACKAGES?

Step 1

For each work package generate a 3 point estimate for the cost of the work.
This will be for all the planned work.
This will include everything you consider will happen with a probability of > 50%.
If during consideration you generated activities which you considered would have a < 50% chance of occurrence ignore them for the time being.

Step 2

Consider the RISKS (those activities which have a negative impact on the plan, i.e. will cost extra money).
Consider the OPPORTUNITIES (those activities which have a positive impact on the plan, i.e. may generate cost improvements).

For each of these you will need to come up with a probability for their occurrence and a 3 point estimate.
These uncertain events will cause the plan to change.

We will cover more detail of the documentation required to be completed to generate the RISK ASSESSMENT elsewhere [see Documentation].

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]

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]

Managing Product Delivery

Fundamental principles [see Managing Product Delivery (MP) part 1]
Accepting a Work Package [see Managing Product Delivery (MP) part 2]
Executing a Work Package [see Managing Product Delivery (MP) part 3]
Delivering a Work Package [see Managing Product Delivery (MP) part 4]

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]

Organization

Progress

Starting up a project

Plans

Managing a stage boundary

Risk

Change

Managing product delivery

Purpose [see Managing Product Delivery - Purpose]
Objective [see Managing Product Delivery - Objective]
Objective 2 [see Managing Product Delivery - Objective 2]
Activities [see Managing Product Delivery - Activities]
Accept a Work Package [see Managing Product Delivery - Activities - Accept a Work Package]
Execute a Work Package [see Managing Product Delivery - Activities - Execute a Work Package]
Deliver a Work Package [see Managing Product Delivery - Activities - Deliver a Work Package]

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]

Work breakdown structure

List of all the components [see Work breakdown structure – part 1]
Simple steps [see Work breakdown structure – part 2]
Work breakdown structure [see Work breakdown structure – part 3]

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]

Project manager

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]

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]

Information processing

Information collection 1 [see Information collection 1]
Information collection 2 [see Information collection 2]
Information flow sheet [see Information flow sheet]
Processing the information [see Processing the information]
Filing notes [see Filing notes]
Day files [see Day files]

Information gathering

Where are we going? The purpose [see Where are we going? The purpose]
Decision PATH [see Decision PATH]
Capturing ideas [see Capturing ideas]
Brain storm [see Brain storm]
Mind mapping [see Mind mapping]
Checklists [see Checklists]
Reminders [see Reminders]
Emails [see Emails]

Tasks

Projects [see Projects]
Irritating tasks [see Irritating tasks]
Combining tasks [see Combining tasks]

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]

Change

Progress [see Progress]
Problems of change [see Problems of change]
Freeze to freedom [see Freeze to freedom]

other sites of interest in the series