| When it’s your job as the systems integrator or | | | | team members to help identify and prioritize risks |
| custom programmer to make sure that a project | | | | that could bring the project down or otherwise have |
| stays on track, your reputation – and future | | | | a negative impact on the client’s business. |
| business prospects – are on the line. No client | | | | The key deliverable from the workshop is a |
| wants to hire a consultant, only to be surprised to | | | | prioritized risk assessment that identifies the |
| learn months later that the project is over budget, | | | | “Top 10 Risks” to the project: those with |
| beset by technical problems or plagued by | | | | the highest estimated risk to customer outcomes. |
| unexpected delays. | | | | Once the “Top 10” are set, the next step is |
| Because some delays and glitches are simply | | | | to create a risk management plan that includes |
| unavoidable, the secret to ensuring a happy client lies | | | | mitigation, avoidance or prevention strategies to |
| in managing – or even exceeding – the | | | | address these critical risk factors, as well as identifies |
| client’s expectations. With ongoing evaluation, | | | | individuals responsible for bringing each risk to |
| documentation and planning, you can keep your client | | | | resolution. |
| informed about the project and any factors that | | | | Progress toward risk resolution should be carefully |
| may affect its success, reducing the possibility of | | | | monitored, and the level of risk related to each item |
| unpleasant surprises. | | | | should be reassessed as each item is addressed and |
| While documentation may seem like a distraction | | | | new risk items are identified. Each risk item’s |
| from the actual work that needs to be done, it | | | | status should also be revisited, and the plan updated, |
| doesn’t have to be difficult or time-consuming. | | | | during each new project phase. |
| Start with a quality set of documents you can | | | | The risk management documentation can also include |
| customize for any project, and you’ll be off and | | | | each stakeholder’s risk management roles and |
| running. According to project management process | | | | responsibilities, as well as a clear definition of where |
| expert Karl Wiegers, one of the best places to begin | | | | and how risk management information will be tracked |
| is with a project management plan. | | | | and documented. |
| The Project Management Plan | | | | By proactively identifying and addressing potential |
| By providing your client with a detailed project | | | | project risks on an ongoing basis, you can keep your |
| management plan, you can clearly set the scope of | | | | clients apprised of what might go wrong, while also |
| the project and define its motivation, objectives and | | | | letting them know you’re doing everything in |
| goals, success criteria, and major deliverables. To help | | | | your power to prevent any problems from arising in |
| manage customer expectations, the plan should also | | | | the first place. |
| include any constraints that could potentially have an | | | | For tips and templates you can put to work |
| impact on the project’s success or the | | | | immediately on your own project, see Wiegers’ |
| client’s outcomes. | | | | Risk Management Plan Template. |
| By defining project assumptions from the start, you | | | | Project Status Reporting |
| can detail any external events or externally supplied | | | | As your project progresses, be sure to give your |
| items on which the project depends. This way, | | | | client regular updates. Start by asking your clients |
| should factors outside the project have a negative | | | | how often they would like to receive a status report, |
| impact on the work, your client will be prepared for it. | | | | and define a schedule of reporting periods that |
| Your project management plan can also include a | | | | meets their needs. |
| section defining how the project will be organized, | | | | Then, create a brief project status report that begins |
| including interfaces with external entities and within | | | | with a management summary of key status |
| the organization itself. Clearly defining all | | | | indicators, critical issues and risks, trends and other |
| stakeholders’ roles and responsibilities can go a | | | | information. Share the good news: milestones reached |
| long way toward preventing communication | | | | to date, risks controlled and issues resolved. And, |
| breakdowns later. | | | | include your assessment of the not-so-good news as |
| You can also use the project management plan to | | | | well: deviations from plan, defects identified, and any |
| define the necessary personnel and other resource | | | | new issues or risks that popped up during the |
| requirements to get the job done, as well as any | | | | reporting period. |
| training needed to ensure the necessary skills are in | | | | Your project status report is also an opportunity to |
| place for a successful project. The plan should also | | | | let your client know how you’re tracking against |
| include details of commitments to internal and | | | | your time and cost estimates. You may wish to |
| external stakeholders, as well as a work plan that | | | | include details about consumption of critical computer |
| includes major deliverables and scheduling. | | | | resources, the amount of labor hours expended |
| The plan can also let your client know exactly when | | | | to-date and since the previous report, and planned |
| and how you’ll be monitoring and reporting on | | | | and actual costs spent to-date and since the prior |
| project progress, as well as a summary of your risk | | | | reporting period. The metrics by which progress can |
| management, technical process and issue-resolution | | | | be measured will vary depending on project |
| strategies. | | | | parameters. |
| Managing your clients’ expectations is all about | | | | For a convenient reporting template to get you |
| keeping them informed. The more information you | | | | started, see Wiegers' Project Status Report |
| can give your client before the project begins, the | | | | Template. |
| better. For helpful tips and a tool to develop your | | | | The idea is to manage your customer’s |
| own project management plan, see the Wiegers' | | | | expectations by keeping surprises to a minimum, and |
| Project Management Plan Template. | | | | to give him or her an opportunity to ask questions |
| The Risk Management Plan | | | | early, before any potential red flags become bigger |
| To give your client confidence that you’re doing | | | | problems. Because every client appreciates being fully |
| all you can to avoid project pitfalls, it’s a good | | | | informed, sharing both the good news and the bad |
| idea to create a detailed risk management strategy | | | | goes a long way toward improving customer |
| supported by a written plan. A good place to start, | | | | satisfaction. |
| says Wiegers, is with a workshop that calls upon all | | | | |