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How to Manage the PRINCE2 project risks

by Henry
How to Manage the PRINCE2 project risks

The PMBOK provides a listing of 5 basic functions and looks at the single comprehensive and useful structures of a prince2 project management course schedule.

They are as follows:

  • Resource planning
  • Resource network and manifold
  • Staffing
  • Quality

They are not mutually exclusive, or even necessarily in order.  A schedule that covers all the possibilities-by essentially covering all of the time is a useful and usable one.  A project in progress may need to apply skills in a particular sequence, and a (what-if) scenario is a useful discussion tool.

Some of the next articles will deal with issues related to opportunities and threats.  Managing the risks is more flexible than addressing any particular risk at source, but I certainly see (pros and cons) when they are in conflict with each other.  Planning does not mean prevention, and the ability to know when to implement can be strong, if not paramount, in determining the merits of a particular project.

When the people in any organization have the skill and capability of being able to analyze different options - they are in a position to make objective decisions.  However, the failure of the Six Sigma team (perhaps in certain instances just having a threatening attitude?) in seemingly proving Dr. Deming's theory was due to more weaknesses in the job than I listed above.  For example, if the Project Team is a Project Staffing Team, they need to be able to analyze and evaluate

# how long would it take the project to implement the latest technology, and how else could the team apply current skills to the greatest possible effect?

# what problems exist which may not be easily explained

# what real problems were foreseen, perhaps because better solutions are inaccessible

# how to build up the tactics into a good decision procedure, and explain the problem

# what your good work will be leading up to the planned execution of the project

# how long will you need to clarify your plan?

# what will it do for the organization?

# Who has the budget?

# How much do they tell you that they will allow?

In this area, I think of it as a Grow- lion/help situation.  Think about the benefits of the latest technology, though

Be sure that you consider the reliability of the project's estimated timeframe.

When you are discussing the objectives of the project (think of an integrating project), ask collective questions of your colleagues:

How will the project meet the needs of the organization?

How will the latest technology fit within our organizational structure?

How will this new technology benefit the people in our organization?

What happens if we made changes to this schedule?  

Clearly, implications surrounding anything changed from this excellent schedule will need to be substantiated

What are the risks relating to the schedule, and the need to address the changes?

What is the new schedule, ie what is in/ Expected overrash?

What additional potential issues are there due to the schedule?

What changes could need to take place?

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