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CHAPTER 8 Development
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 Human resources management includes whatever we do to keep the team going and also any work needed to replace sta .  Communications management includes our status reports to the sponsor, customers, and stakeholders. It also includes escalation of issues as needed and e ective management of the team s communications with stakeholders.  Risk management is mostly a combination of risk reduction and mitigation, also with ongoing risk assessment and revisions of the plan. We should be sure to revise the risk plan for transition and deployment.  Procurement management, as we discussed above, varies greatly depending on the degree to which the project depends on external resources. For de nitions of the terms above, and for tools to assist with the process, see Part Three. These activities seem routine when we read them, but, if the project is not going smoothly, then they are not routine at all. If we are close to our team, but objective, we will sense when something is wrong. But we cannot always do that. What are the rst clear signs of something going wrong  Tasks not being delivered on time.  Tasks not actually being completed, so that the deliverable is not really a complete, working, independent deliverable.  Excessive failures in testing.  Risk events requiring extra e ort and resources.  Earned value analysis showing that we will not nish within our budget.  Discovery of a major error in scope de nition or requirements de nition.  A change external to the project that alters scope or requirements.  A change external to the project that prevents on-time, on-budget completion.  The discovery of a major technical problem.  Loss of key team members.  Severe problems managing procurement or contracted services. It is important to spot these signs early. The sooner we see that we are o course, the less it costs to get back on track. The rst two items should be identi ed in the weekly status meetings. Others we identify by comparing what is actually happening to the project plan. Once we see a problem, we should work with our team to respond immediately and e ectively.
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PART TWO A Project, Start to Finish GREEN, YELLOW, RED ALERT SYSTEM
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We can set up a very simple, clear system for escalating issues. This solves several common management misunderstandings:    Executives do not like to be blindsided, that is, hit with a problem when they thought nothing was wrong. Executives often misread manager s status reports, either jumping in when they are not wanted, or not addressing issues where their help is needed. Executives like to hear problems and solutions.
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Our solution is built on the model of tra c lights: Green means everything is okay, the project should come in with quality, on time, and on budget. Yellow means: alert, caution, there may be trouble ahead. We are giving the project sponsor a heads-up, so he will not be blindsided later. With yellow alert, we are also telling the sponsor that we do not need any help right now. Red alert means we need help: a meeting, ideas, approvals, money, or a change of schedule, right now. If it appears that a problem may be impossible to resolve with existing resources, we escalate it early, going to yellow alert. It is better to go to yellow alert several times, and return to green each time, than it is to not be forthcoming about problems, and then jump to red alert, confronting the project sponsor with a problem he or she did not even know was coming. At least, that is true in a well-managed company. Sometimes, unfortunately, we have to choose a di erent approach to work with a di cult project sponsor. Some executives do not keep in touch with the project, and others have a tendency to jump in and micromanage at the rst sign of trouble. We can educate executives by simply telling them what green, yellow, and red status mean. And, in our emails, we say exactly what we want, when we want it.   In a yellow alert, identify the problem and the solution you are working on. Say that, if this solution doesn t work by a particular date, you will be asking for help. In a red alert, describe the problem and the proposed solution. Get help from your team to brainstorm solutions. Also ask the manager for exactly what you will need: Ideas, approval or whatever else.
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We should also watch out for the situation where a number of medium-sized problems crop up all at once. We and our team may have the resources to
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