Contingency Planning and Management – I should have known better

Contingency Planning and Management – I should have known better

Contingency Planning in IT projects 

Unexpected and unforeseen issues do happen in all projects.  To manage the  negative impacts,  Project Managers plan a contingency arrangement to complete the project on time and within the budget.

Why do we need a contingency plan. 

  • To finish a project on schedule and within budget
  • To avoid unnecessary pressure on other team members

How do we plan to face an emergency situation in IT projects

The first step in contingency planning is identifying the constraints in advance.  The probable constraints include

 Vendor Supply

This issue do happen if we depends on a third party on hardware supply or support on both hardware and software.

How to plan?

*Constantly keep in touch with the vendor directly or indirectly how well they are on their promise on delivery and provide feed backs and manage projects slightly according to the delivery schedule.

*Plan and identify and make arrangements in advance for an alternate supplier and their conditions.

Key Personnel:

Whole project delivery commonly depends on few key people in the project team.  They are mostly domain experts or senior developer or someone who already have a wide knowledge about a similar project or same project.  These people normally have multitasking skills and  often members of other projects as well. A sudden disappearance of these people from the project would significantly effect the outcome of the project. Having a plan in place to substitute an expert by assigning tasks to suitable staff is always a better management policy.

How to plan and Manage this situation?

Always find backup domain experts for consultation before the beginning of project.  To replace these key people normally need more headcounts with individual skills.  From the time of project planning, project managers do assign( most of the time confidentially) a replacement for all key positions called Plan B and ask for extra 20% staff  as float.



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