This document discusses risks and constraints that are important for intelligent project management. It defines risks as possible events that could have unwanted consequences, while constraints are real-world limits. Risk management aims to identify potential problems early to address them cheaply before issues arise. Common project risks include funding, time, staffing, customer relations, size and complexity. The document also outlines different types of risks and important constraints to consider, such as budget, schedule, resources, facilities and infrastructure. It stresses the importance of accounting for all risks and constraints before starting a project.

1. Project Management
Risks and Constraints
Intelligent project management requires
getting a handle on risks and constraints.
Here’s a primer on the most common
challenges your project will face.

2. Definitions
• A risk is an event that may or may not
happen. If it does happen, it will have
unwanted consequences and will result in
losses.
• A constraint is a real-world limit on the
possibilities for your project.

3. What Risk Management Does
• Identify potential problems and confront them when it is
cheaper and easier to do so, before there are problems
and before a crisis blows up.
• Focus on the project’s goals and consciously look for
things that may affect quality throughout the project
lifecycle.
• Identify potential problems early in the planning cycle
(the proactive approach) and provide input into
management decisions regarding resource allocation.
• Involve personnel at all levels of the project, focus their
attention on a shared project (or product) vision, and
provide a mechanism for achieving it.
• Increase the overall chances of project success.

4. All Projects Have a Downside
• Look at everything that will get in your way
or become a potential roadblock.
• If it is at all possible, look at both the
positive and negative sides of the project
before making a commitment to it.

5. Common Project Risks-1
• Funding: Will you get enough money to fund
your project’s needs?
• Time: Things can take much longer than
originally planned.
• Staffing: Do you have the right staff? Do they
have the right skill set and experience to meet
your project’s objectives?
• Customer relations: If your customer can’t or
won’t work with your project team to help define
the attributes of the project solution, watch out
down the road.

6. Common Project Risks-2
• Project size and complexity: When a project is
too complex or large, it will be hard to stay within
budget and get it done on time, and there will be
too many factors to control. Any of them can bite
you.
• Overall structure: As a result of political
decisions, responsibility gets split between
competing groups and organizations
• External factors: There are factors outside of
your control, such as regulations, changing
technologies, etc., that can throw your project
off.

7. Business Risks
• Market acceptance: Will the customer buy the
product?
• Time to market: Can you get the product out
there before anyone else does?
• Incompatible product fit: It’s a great product,
but no one can afford it.
• Difficult to sell: It’s a high-ticket item or doesn’t
offer enough incentive to sell.
• Loss of support from the higher-ups: If a new
manager is brought on board at a higher level,
your project could lose support and funding.

8. Acts of God, Man and War
• Your project should be insured (if possible)
against:
– Hurricanes
– Tornadoes and Hailstorms
– Floods
– Earthquakes
– Terrorism
• Be aware, though, that many insurance policies
have exclusionary clauses covering some of the
items above.

9. Three Types of Risk
• Known risks: You can identify these after reviewing the
project definition within the context of the technical and
business environments. Use your own experience and
that of your stakeholders to define such risks.
• Predictable risks: These are risks that might occur or
are anticipated based on work on other similar projects.
They have to do with the economy or staff turnover and
have an anticipated impact. You will be instinctively
aware of these risks.
• Unpredictable risks: The “doo-doo happens” things
beyond the control of any project manager or project
team.

10. Constraints to Consider-1
• Budget
• Schedule
• People
• Real life in the real world
• Equipment, facilities and infrastructure

11. Constraints to Consider-2
• Budget: How much money is available and
when?
– Budgets are both constraints and risks.
– Projects are more expensive than realized.
– Your company could charge your project budget for
employees you borrow and company services you
require.
– Be careful not to agree to a budget just to please
someone in management or the customer if you
already know that funds are inadequate.

12. Constraints to Consider-3
• Schedule: By when must the project be
completed?
– Is your project built around impossible dates?
– Even if the due date is not critical, if the
project continues beyond it, it will cause the
budget to bloat.
– Missing an end date could cause serious
marketing consequences.

13. Constraints to Consider-4
• People: What inside and outside
resources are required? Can you afford
them?
– If the right people aren’t available, or you can’t
afford them, you will have to make due with
what’s available, and that might not be good.
– Availability is both a risk and a constraint that
is ongoing through the life of the project.

14. Constraints to Consider-5
• Real life in the real world:
– Getting a project underway takes time to get
everyone working well and productively
together given all risks and constraints.
– Communication will help with project
synchronization needs.
– By the first project milestone, review all
relationships, progress and effects the actual
project has on your workforce, budget and
schedule.

15. Constraints to Consider-6
• Facilities, equipment and infrastructure:
– Will the required equipment and facilities be
available within the project’s timeframe?
– Document your facilities, equipment and
infrastructure constraints for the project well in
the statement of work (SOW) as part of the
scope statement, because these constraints
will limit what can be done in the project.

16. Tying It All Together
• Project risks and constraints should be
accounted for before the project gets
underway.
• Some projects should simply not happen.
• Be careful of inheriting problem projects.
• The impossible stays impossible, no
matter how enthusiastic and motivated the
project manager and the project team are.