Key Stakeholders are often directors of sales, marketing or operations who are senior champions of the project in your company. RISK #2: KEY STAKEHOLDER LEAVES YOUR BUSINESS This will ensure there is always additional resource to use in such a scenario. This encourages project managers to see the project through from conception to completion and within the boundaries of project expectations.Ī third option is to have a more junior Project Managers support in place, an individual who understands the project plan, desirables and expectations to implement the required next steps. Having a clearly documented plan, updated progress reports, key milestones and an understanding of project desirables is key to the success of the project when joiners are introduced.Īnother option is to provide a bonus incentive for Project Managers, provided upon completion of the project in full, on time and within scope. You have both steerers and joiners in a project and often joiners will be engaged in the project when it is already in flight, meaning that they need to get up to speed quickly to be effective in – and to add value to – the delivery of the project. This provides ‘One Version of the Truth’, to the benefit of all involved in the project, but it is particularly invaluable for a handover and smoother transition in the event that there is any change to stakeholders. One way to mitigate the risks associated with a change of Project Manager during a project, is to ensure project scope and plans, risks and assumptions are detailed, captured, referenced, and communicated throughout the project lifetime. If the new Project Manager is not an incumbent to the company they may take time to get up to speed with the key stakeholders and processes. The result is often a delay because it takes time for the new Project Manager to get up to speed.
That often has to be re-engineered by the replacement Project Manager. For all the documentation that does exist, there might still be a lot of ‘metadata’ in the outgoing Project Manager’s head, and it disappears. This could relate to a process, approach, or agreement and if it isn’t fully documented it can be lost. Secondly, there is a risk that the outgoing project manager leaves with many important elements of the plan hidden inside their head, rather than committed to the electronic page, and when they leave they take that knowledge with them. Changing a project manager puts in a renewed Forming and Storming impact when it might not be wanted or productive. Firstly, in all relationships between people in teams, there’s a “Forming, Storming and Norming” period when, before the Norming phase, the project is going to run less efficiently or effectively. RISK #1: THE PROJECT MANAGER LEAVES YOUR BUSINESS So, without further ado, here are the seven project risks your business might face.
And because we subscribe fully to the idea of heading off problems before they arise, we wanted to share those with you now, before you embark on your next technology project. We like to be prepared – so we always have the common risks that might face you in your project at the back of our minds. In over a decade of helping businesses implement Microsoft’s Dynamics 365 CRM system, we’ve seen most of the challenges you could conceivably imagine threatening the smooth delivery of a project. What particular risks might a small or medium-sized business encounter while undertaking a Customer Relationship Management (CRM) project?