Impacts of the Risks to the Project Quality
Project management is premised on its four main phases: initiation, planning, executing, and closure. Project managers must be keen on the success factors that define a project’s quality. High-quality and successful projects are completed within the stipulated time and at the appropriated budget courtesy of its good plan, proper communication, and proper management of all the relevant stakeholders. Further, measurement and constant review are essential to maintain project quality. The risk register for the Lucky Me Animal Rescue Adoption event project shows indicators that are likely to affect the project’s quality. Unpredictable behavior and allergies are likely to delay the capturing of the stray animals consequently hinders project completion within the stipulated time. The financial capacity and scope creep the project’s operations, and workers may spend additional time sources for funds or rescheduling, making the project stall or complete late. Communication breakdown and skill risks for the volunteers are crucial factors in delaying the project delivery leading to poor project quality. Volunteers who are not equipped with the skills will waste time to capture stray pets leading to unnecessary delay.
A project manager must always be aware of the factors likely to impact the project quality and eradicate them to enhance an effective project implementation. The technology failure and demoralization due to performance risk affects the project’s implementation phase, leading to a delay and completion outside the required time frame (George, 2020). Once the project manager is aware of the features likely to jeopardize quality, proper tasks and steps must be undertaken to mitigate the risks before affecting the project outcome and maintaining a high-quality project. The confusion and health hazards present in the implementation phase delays the performance and project quality is significantly reduced.
Steps to Maintain a High-Quality Project
The risks stipulated in the risk register can lower the project quality and jeopardize the efforts to save stray animals and restore their livelihoods. The key activities to cushion the situation are constant training to equip staff and volunteers with the right skills and knowledge. Trained personnel have the power to handle aggressive animals, lower the dangers of communication breakdown, and enhance technology usage. Further, having a supplementary and emergency budget helps the project manager to take care of unforeseen events such as scope creep and embezzlement of funds. When there is an additional source of funds, emergency and external hazards can be mitigated to improve project quality. Seeking expert services in the health, safety, and technology domain is the antidote to resolving the technology and disease risks. The veterinary doctors prepare the correct vaccine while the technology experts guarantee that the capturing tools work efficiently (Carstens & Richardson, 2019). Consequently, animal-related allergies and technology failure are mitigated, respectively.
Constant monitoring and evaluation are important activities that helps a project manager ensure that a project is of the correct quality. Whereas scope creep diverts project attention for the workers to focus on other activities, constant monitoring and evaluation offer timely feedback and make personnel concentrate only on the stipulated activities. Consequently, the project blueprint serves as a checklist for all actions to be performed correctly and timely.
Controlling-Phase Tasks for Manning the Project
The control phase of the project is composed of tasks meant to align all the activities to the project’s initial goals. The project’s key objective is to locate all stray pets, restore their dignity, and offer them a high-quality life. One quality control is ensuring that all the people are in their respective areas of work whenever required without fail. A human resource roll call ensures that all working people report and work on the assigned role. Daily reporting is an essential aspect that the project manager must maintain to make evaluation easy, as the daily logs capture all challenges and opportunities (Shamborovskyi et al., 2021). When the personnel working on the project are made accountable, following them up is easy, and scope creep will be eliminated. The challenge of confusion and scope creep is eradicated since the roll call ensures each person is placed where they are supposed to be, while daily logs ensure their performance is aligned to goals.
Necessary documentation to help operate the project includes the schedule, the project budget, and the work breakdown structure. Each document shares an overview of what is expected from all personnel working on the project. The project manager must ensure that all the plans are aligned with the budget and that additional or supplementary budgets are set aside for risks. A project manager must track the expenditure weekly to ensure the funds are spent as stipulated (Carstens & Richardson, 2019). The schedule is converted to a timetable to ensure that all activities are accomplished per the specified time, increasing the project quality. The work breakdown structure is a unique project management tool that enables the project manager to convert the project task into tangible activities and assign it to specialized staff for better performance (George, 2020). Continuous staff appraisal is an important activity that helps project managers receive feedback on how the personnel or working. All possible challenges in the implementation face are raised during the appraisal, and the project manager can solve them.
References
Carstens, D. S., & Richardson, G. L. (2019). Project management tools and techniques: A practical guide. CRC Press. Web.
George, C. (2020). The Essence of Risk Identification in Project Risk Management: An Overview. International Journal of Science and Research (IJSR), 9(2), 1553-1557. Web.
Shamborovskyi, G., Nehoda, Y., Demidova, N., Tarashchenko, V., & Breus, S. (2021). Modeling Study on Risk Identification in the Process of Anti-Crisis Enterprise Management. Journal of Risk and Financial Management, 14(2), 67. Web.
