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We also introduce our team to methods of quality teamwork.
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RISK ASSESSMENT AND RISK PLANNING
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The time, cost, and quality plan de nes what we will do, how much it will cost, and when we will nish if we do not encounter any problems. But we will encounter problems. Risk management addresses the questions: What problems will we encounter How will we handle them The goals of risk management are:  Whenever a problem comes up, we want to be able to say, We thought that might happen. Here is what we can do about it.  We want to see some of the problems coming, and prevent them.  We want to reduce the costs and delays associated with problems that do come up.
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PART TWO A Project, Start to Finish
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We want to communicate before the problems occur, ensuring that the sponsor understands the level of risk the project entails, and is ready to provide support as needed. We want to communicate when problems are happening, managing the situation and getting help if we need it, while keeping the project going at the same time.
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As part of risk management, we may arrange for additional time to be allotted for new customer requests, for events that increase time and cost, or both. These are contingencies to be used if needed. We manage their use through written change control. Methods for setting up time contingencies and a contingency fund, and for written change control are given in 11.
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MAKING PROCUREMENT DECISIONS
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Procurement, acquiring physical components and equipment, tools for the job, and contract labor or consulting expertise, is a major part of some projects, a small part of others, and sometimes not at all an issue. In the design stage, we will create a procurement plan if the project needs one, and begin to put it into action. As we move ahead with design, we complete the conceptual and speci c (physical) architecture decisions. This paves the way for making a choice of vendor and product on all purchasing decisions. We perform research into the quality and suitability of products, services, and vendors, get quotes, and maybe put parts of the project out to bid. We evaluate the quotes and proposals and make decisions. We get those decisions and the funding approved. Placing an order or signing a contract is actually a step that launches development. However, it can be appropriate to move ahead with this step even if some other aspects of the design speci cation or project plan are not yet complete. If the team, the sponsor, and the customer have all accepted a procurement decision, we can save time and speed up the project by acquiring it during the design stage, so that it is ready for our team to work with as soon as the development stage begins.
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Resources Assigned to the Design Stage
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The amount and type of resources assigned to the design stage varies greatly with the type of work involved in the project, and especially with who will be doing the work.
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CHAPTER 7 Design
Projects using newer, cutting-edge technology require more risk management and a stronger human resources e ort to get the right team. Projects in rapidly changing environments, and those with customers who demand a lot or do not listen well, require more e ort in scope and communications management. On every project, we seek to balance our focus on managing time, cost, and quality, but one of these will be the most important, and we call it the driver of the project. Be sure you and your customer agree on what the driver is. For example, if the customer is thinking, I absolutely cannot go over budget, and you are telling the team, Let us do the best job we can, then the project may be headed for trouble. However, we cannot focus solely on the driver and forget the other two key project elements. Remember that attention to quality early on and throughout the process helps ensure ontime, on-budget delivery. If your company is not familiar with project management methods, or if you are trying a new method, or introducing the life cycle, or bringing in a new set of project management tools, then expect to spend more time on the coordination of the project itself. You can start the design stage by making this evaluation yourself. You have a good de nition of the project and its drivers in the business case and project overview. Evaluate the situation and decide where to focus your e orts. Also, perform a gap analysis on yourself. Are their any project management skills that you need to exercise better than you have before Are there any technical areas where you need an expert to talk to, or you need to do some study Then, sit down and build yourself a work breakdown structure of the project management work to be done in the design stage. Assign the tasks to yourself and your team, and go ahead.
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