Abbott Project Management Playbook

Common examples of constraints:

• Limited head count • Lack of or limited knowledge • Short window of opportunity • Staffing constraints • Delivering the product within a specific time frame • Delivering the product within a limited cost

3.7 A LTERNATIVE S OLUTIONS Having the assumptions and constraints listed, it could be possible to identify potential alternatives for accomplishing the project. For each alternative, there must be a general description that includes what the alternative is, how it would be implemented, and how it would work after implementation. Include additional details such as specific interfaces, tools required, legal requirements, support, etc. If possible, also include an estimated time frame, to which specific assumptions and/or constraints specific to the considered alternative(s), and any other advantages/disadvantages. In the end, select one of the alternatives to be carried forward, providing a reasonable justification for why you chose this alternative. Provide preliminary costs to develop and maintain the proposed solution. 3.8 R ISKS A risk inside a project is an event with a probability of happening in the future, impacting the project in a negative way (threat) or in a positive way (opportunity). It can occur because of one or more causes and can generate one or more positive or negative impacts. Do not forget that risks are related with the other knowledge areas and must be treated in an integrated way, considering the best practices of each area. Risks can be known (identified, analysed and considered within the project planning) or unknown (not identified previously, and when they happen should be treated immediately). The project manager should take the corrective actions, identify the root cause, and take the preventive actions in order to avoid recurrence. Moreover, all the actions must be documented and the responsible-parties notified, guaranteeing commitment and the effectiveness of the action. 3.9 K EY S UCCESS F ACTORS Below is a list of critical success factors important for all projects. Additionally, each project should develop a unique set of clearly understood success factors or criteria that the project team agrees to and strives to achieve, for example a common business need to deliver the project results as planned. Defining these upfront and documenting them in the Project Charter, will help to gain alignment and work collectively towards project success. • Have a clear mission for each project phase • Involve all the possible stakeholders • Have a trustworthy and engaged top manager and sponsor for the project • Project management professionals with experience in every area of knowledge • A well-defined scope, considering the team, the methodology, time, and client participation • A trusted and competent leader • Calculate risks before the beginning of the project

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