Just In Time Management Part 2

Overview:

In the prior article (just in time management Part 1) we explored an overview of crisis management and some points of planning. We can now include a couple of ideas for contingency planning.

Contingency planning:

You ought to now have some sort of plan, with respect to the activities you wish to perform, to attain your targets. It may involve aspects that you expect to take place. However, there will be some activities that could take place that are not actually in your plan. These come under 2 major areas. The first one is 'issues' (not forecast but occurs in any case) and the second is 'risks' (taken into account, hope they don't happen).

The latter you believe could take place, nevertheless you pray they don't. And so, what happens if they do happen? They might negatively influence what you prefer to do. If they do take place can you do something about it? You need a tactic for handling these risks.

This is where contingency plans are really advantageous. They might be easily categorised in 4 ways.

1. High probability of occurring. High impact.

2. Low probability of occurring. High impact.

3. High probability of occurring. Low impact.

4. Low probability of occurring. Low impact.

If you can sort your risks within these broad areas you can begin to manage them. Items 3 and 4 will have low impact, even if they occur, therefore, don't bother with any contingency plans. The other pair would require contingency plans with due deliberation, with possibly less stress on the latter.

Alright, you are now thinking about a contingency plan. You trust it will reduce any likely impact. Exactly when is the best moment to put your contingency plan in motion? It is useless to enable a plan once the risk has been realized. Thus, you ought to enable it earlier. You should do this by identifying a 'trigger' that will help the start up of the contingency plan.

This strategy will decrease lost time. For example, if you wanted to include additional resource or order a component, you will need to finish it within a time frame. Therefore, for any contingency plans you ought to set aside the required funds for their application. This kind of plan, in project terms, might deviate from a base plan and turns into a 'reactive' plan.

Who will seize ownership of the plan? Not necessarily a crucial worry for personal plans that are far simpler in their scope. If the trigger is selected well, the quantity of information in the contingency plan can be decreased and expanded the minute the trigger is actuated.

For many personal targets, on an everyday or once a week basis, the guidelines of the above can be readily simplified, even though the principal concepts will apply. In general, individuals are not keen on disagreeable news and might be less likely to own up when attempting to review any kind of risks. If you promote a culture where individuals are not blamed then risks might be more easily defined.

Never permit small problems to expand into crisis management. Improve the position by contemplating this aspect of time management. Thus, just in time management might have rewards if risks never happen.


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