9. Undocumented assumptions, risks, constraints

Symptoms: I have been to many ERP projects where at the beginning of the project a lackadaisical and perfunctory attempt is made to document project risks, assumptions and constraints. These risks, constraints and assumptions are stored “somewhere” and fall of the edge of the earth.  

When project woes surface (which they will) no mention is made to documented risks, assumptions and constraints which would aide in answering how managerial decisions were made and derived. Chaos ensues when the ERP implementation partner cannot stand on its own two feet and defend its decisions made in conjunction with established risks, assumptions, and constraints.   

Suggestions: Merely documenting risks, constraints, and assumptions is a start but not the end. Risks need to be constantly evaluated, assessed and revisited.  

Because a risk has not occurred in 2 months it does not mean it cannot resurface with a greater intensity and impact to the project in month 3.  

Risk management shows us that a risk can have secondary and residual effects. Adopt a policy of reviewing the risks with highest priorities at least once a week. Set a budget and necessary resources to confront the risk. Communicate with individuals affected most by risk. 

Review all project assumptions and constraints and document how these helped you reach your managerial decisions.