A RAID Log, or register, is one of the essential documents in the project management steps lifecycle.

A RAID log is one of the easiest and most effective tools you can create for your project.

It is a good idea to create a RAID log at the start of each project so you can track anything impacting you now or in the future. Keep your log up-to-date through weekly reviews and team meetings. A formal review and sign-off of your RAID Log should occur at the end of each of your project management steps.

The acronym RAID stands for Risks, Assumptions, Issues and Dependencies.

Risks

Events that will have a negative impact on your project if they occur. Risk refers to the combined likelihood the event will occur and the impact on the project if it does occur. If the likelihood of the event happening and impact to the project are both high, you identify the event as a risk. The log includes a description of each risk, full analysis and a plan to manage it.

Assumptions

Any factors that you are assuming to be in place that will contribute to the successful result of your project. The log includes details of the assumption, the reason it is assumed and the action needed to confirm whether the assumption is valid.

Issues

Something that is going wrong on your project and needs to be managed. Failure to manage issues may result in a poor delivery or even failure. The log includes a description of each issue, the impact it is having, its seriousness and actions needed to contain and remove it.

Dependencies

Any event or work that are either dependent on the result of your project or your project will depend on. The log captures who you are dependent on, what they should deliver and when. It may also include who is dependent on you.
Act swiftly and decisively to deal with any risks or issues identified. Check your assumptions are valid and understand your dependencies.

You can create a simple RAID Log using a spreadsheet with one tab for each area. Use it as a primary source for your status reporting. We have a variety of project templates that you can use to monitor and manage your project.

USING A RAID LOG, WITHIN THE PROJECT MANAGEMENT STEPS FRAMEWORK, IS EASIER THAN TRYING TO KEEP ALL THIS INFORMATION IN YOUR HEAD.

The benefits of risk management in projects are huge. You can gain a lot of money if you deal with uncertain project events in a proactive manner.

Experience shows that 10 golden rules exist for implementing risk management successfully throughout the project management steps in your project.

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Consider the two project management steps scenarios below:

Deliverables

Status Reports
Issues & Risks
Changes

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Brought To You By SKM Project Management Steps

Anyone spending a decent amount of time in project management field will sometimes have projects from time to time that experience significant difficulties.

For all the project planning, it is never possible to predict all the eventualities and therefore foreseeing all risks. Projects are by nature more risky than other business activities. It is always useful to apply a few project management techniques to aid in such situations.

1. SHOW LEADERSHIP WHEN EXECUTING DELIVERABLES DURING THE PROJECT MANAGEMENT STEPS

An oft-repeated cliché this is something that is hard to explain in terms of action. When things go wrong there is plenty of nerves in the project team and management. Project team members often struggle to think beyond their immediate problem. You will find internal executives or sponsors worrying about contractual obligations and any fallout with the customer. Showing leadership in this context is to ensure this uncertainty does not spread into a panic. The role of the project manager or project management consultant is to steer a clear course and stopping any blame game that may raise its ugly head. Now is not the time for that. Focus on why after the project.

2. Avoid the temptation to simply throw more resource in the project phases

A common reaction to a struggling project is to throw more resources at it. If the project is of high visibility and management is not able to provide subject matter expertise, they will feel they need to contribute somehow to correct it.

The commodity at their disposal is resources. Be wary of this. More cooks do not equate to a better dish. You may need to enlist some mentoring for project team members or even yourself if you are managing a project outside of your technical expertise. Always consider how much time it will take before new resources can contribute to the project. If the issue is time, you will virtually ensure a delayed delivery by adding resources. Also take into account the additional communication required to successfully integrate them.

3. Avoid sugar coating

There is a temptation to play things down as things start going wrong to avoid creating panic. I have found it easier to be transparent about progress. Late surprises will compromise the integrity of the project like no other. While your stakeholders likely be upset with you, in the long run it will get you more respect. You need to be clear with communication internally.

If you need some of your resources to be allowed uninterrupted project time, you need to give that clear sense of urgency. Otherwise, you will not get the outcome you desire. Clear does not mean antagonizing your people. You may need the same people later in the project or for a subsequent project. Do not burn bridges.

4. UNDERTAKE REVIEW OF PROGRESS THROUGH THE PROJECT MANAGEMENT STEPS

Very often when a troublesome project is completed, people are so pleased to see the back of it, no learning takes place. This is just about the worst thing you can do. You are not making sure same problems are not repeated. Wait for a reasonable period after project closure to undertake a full review of progress during executing of the deliverables through the project management steps.

While things are still raw, people are more likely to be defensive and the value you get from the exercise will be limited. When you review, structure it so everyone has the ability to come forward with what they could have done better. Start yourself to show the way. If people are forthcoming, leave it at that. Your aim should be to avoid a repeat, not to be punitive.

5. Follow up

Do not leave the review in a document and expect the next project to pick up on it. Use the information from your review to recommend training plans and process changes for the organization. Present these to someone with influence within the organisation. After some time follow up on the progress of the recommendations. Improvement takes hard work and tenacity.

This is a useful and invaluable video about the key project management steps. Enjoy!!

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