At this point is the responsibility of the project manager determine the extent of the variation and like this affect the other two variables. The result of the analysis must be quantified and reported to the other parties for approval. Illustrative way back to a work under construction. A sudden increase in the cost of materials of probably will affect the scope and schedule of tasks since the client has in advance with a budget allocated for the project. It is then likely to decide to dispense with the least priority and keep those that guarantee the fundamental objective. It is thus also affected the scope of project 6 – change management: all project leader must accept a priori that the need for change will be present in some of the stages of the project. The reasons may be dissimilar.
Shareholders may change his mind due to a sudden change in the situation of the company or simply the customer decided to introduce variations to reach initially agreed. Own example of the sudden increase in the cost of raw material is a situation of change that would have to face. In a situation of change usually goes through three stages: panic (reactive stage), acceptance and Proaccion. Be prepared to change makes it possible to pass through as quickly as possible by the first two stages of inadaptabilidad to exit forward proactively leveraging new opportunities all new reality brings with it. Managing change is, somehow, manage the survival of the project. 7. Risk management: this is a key factor in the health of the project.
You cannot control the risk, can not make it disappear. In the best of cases you can minimize the risk, but always at the expense of minimizing benefits also. Therefore a project leader has to learn to live with him. This must begin by identifying risks through the analysis of the internal weaknesses or threats identified in the environment that could endanger the successful completion of certain critical phase of the project. Make a list and estimate the probabilities of occurring each assigning values: 1 = not likely; 2 = possible; 3 = very likely. Then it considers their impact on project 1 = low; 2 = medium; 3 = high. The multiplication of each risk Factor will be obtained. List them again starting with those of higher value and perform a constant monitoring of the more severe. It is important to indicate that this process requires periodic updating as the conditions underlying the allocation of the factor could change. The follow-up of this guide does not guarantee success; but it makes it more likely. By contrast the overlook any of these steps would put your project at the gates of failure original author and source of the article.