Project Management that Works: Real-World Advice on Communicating, Problem Solving, and Everything Else You Need to Know to Get the Job Done

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n the last chapter, we addressed how to accurately assess risk. The

next step is inserting that risk into a project plan in a way that is us-

able and reliable. This chapter works through that process.

One of the most challenging tasks in project management is adding

risk to your plan, without showing it to the team. In this chapter, we

discuss some common rules for identifying and displaying risk, while

also maintaining the risk as contingency. Risk and risk management

largely become a trust issue. Most sponsors and stakeholders do not ac-

cept risk estimates because they view it as fluff or as having no real

value to the project. In many cases, ...