PROJECT MANAGEMENT: STEP BY STEP
project – you must add enough contingency to give yourself confidence
you can deliver the project.
Having contingency does not mean that you give the people doing those
tasks an extra 22 days and £35,200 to spend, but that as the project
manager, you hold this as a buffer you can use only when you need to.
We will explore this more in Chapter 4. What this means though is that
you will ask:
For a project budget of £380,800, which typically I would round up
to budget of £385k.
For time until 29 September to complete the project.
Does adding an additional 22 days seem a lot? Consider the situation
whereby you will make all staff leave their existing office when the
project is complete, and you will advise your existing landlord and
terminate your rental from that date. If you tell everyone you will
complete on 1 September and are then not ready, you risk a big problem
for your business as where then will you staff work from? Better have
some contingency and avoid this risk. You may even decide that, given
the business risk, 22 days is not enough contingency. Now is the time to
be sensibly cautious, not heroically over-optimistic.
Step 3.8 Review and amend – can you do it,
should you do it, is there a better way?
You have a plan, and you have an understanding of the budget you
require to deliver this plan. Before you move on to starting to deliver the
project, there are three related questions to ask yourself:
1. Can you do it? The project you have planned will take just over 3
months (31 May to 1 September), cost you £345k, and requires the
time of Mary, Dave, Adam and a contractor. Do you actually have
this time and money and access to these people?
2. Should you do it? Going back to your original reason for your
project, will the plan you have developed meet it? For example, if
you are moving office to reduce your office rental by £500k per
annum, then you will probably think spending £345k to achieve
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