| Contingency planning can seem like a total waste | | | | the delivery effort is essentially running on a wing |
| of time in the big picture of delivering a project. | | | | and a prayer with the PM desperately hoping that |
| After all why bother to plan contingency for risks | | | | nothing unforeseen occurs to derail it. Of course in |
| which might never happen? Surely a better idea | | | | these cases the worst always does tend to |
| would be to ensure the risks raised don't occur, | | | | happen. |
| and concentrate on getting the project launched. | | | | 2. Experienced professionals know that by |
| Well yes, this thinking certainly has some | | | | undertaking this work they are providing a safety |
| credence when confronted by certain Project | | | | net for themselves later on in the delivery |
| Managers who spend all their time raising risks and | | | | life-cycle. Without it, they understand they are |
| then wasting even more time trying to mitigate | | | | taking an unnecessary gamble whilst simply hoping |
| them.However smart PM's know that to avoid | | | | for the best, and not preparing for the worst. |
| this area completely is to simply store up | | | | 3. Top notch PM's know that by being smart and |
| problems for the future. | | | | understanding what to concentrate on and |
| In fact I know of numerous deliveries which have | | | | prioritize, it is possible to ensure no matter what |
| failed for no other reason than the PM either did | | | | happens, you as the PM look "good" and in total |
| the wrong type of mitigation, or simply didn't | | | | control of the delivery. This of course means that |
| understand how to do it effectively. | | | | you as the PM are in the ideal "win win" situation |
| Remember simply doing this work does not give | | | | Of course it is one thing to know that you should |
| you any additional benefit, in much the same way | | | | do contingency planning, it is a whole different ball |
| that have a risk log won't help much either. The | | | | game to be able to do it successfully. It is after |
| key is to know how to raise the potential | | | | all, something which is usually extremely time |
| problems which really matter and then understand | | | | intensive; something which no PM ever has the |
| which of these could benefit from being mitigated. | | | | luxury of. |
| This is much harder than it sounds. Get it wrong | | | | Therefore you need to really understand how to |
| and your whole delivery could be in jeopardy over | | | | balance this work and make sure your efforts |
| something minor, which you overlooked. | | | | are effective enough, whilst not jeopardizing the |
| Therefore the top 3 reasons for contingency | | | | future of the project, because you weren't |
| planning are: | | | | spending enough time controlling it. |
| 1. Successful PM's know that without this work, | | | | |