ABSTRACT
During project implementation, some basic issues come into play. One is the concept that the project has a baseline. Another is that there will be change that may affect the baseline. A third is that all three sides of the triple constraint—time, cost, and requirements—must be considered throughout the implementation process. Many organizations build their change management practices around a review board and forms. After a change has been accepted, the change is incorporated into the project plan. There are a variety of means to capture and catalog risk events. Brainstorming, the nominal group technique, and a host of other idea-generation techniques have served through the years to afford teams the means to identify risks in a community of project stakeholders. After identifying the risks, it is important that the project team establish which risks are of the greatest significance to the project. Significance takes on two perspectives: probability and impact.
