Especially disastrous in a project that' s underway is the loss of a human resource. Somebody quits or changes jobs within the company, and the next thing you know the entire schedule is thrown off by thirty or sixty days. Assumptions play a big role in resource-allocation decisions; a roll of the dice, if you will, and you may take a turn for the worse if you hadn' t adequately accounted for resource losses.
You can also experience losses in non-human resources as well. Suppose, for example, that part of your project' s deliverables are predicated on a particular feature of some mainframe software. However, unbeknownst to you, the mainframe managers have upgraded that particular software product, and the feature you were counting on is no longer supported in the new version. Uh-oh! You won' t experience as many resource loss problems with non-human resources, but you should not blithely assume these resources will be available, either.
The communication aspect of either of the above changes is highly critical. Team members need to understand what just happened and why. Team members may communicate this information up to you, in which case you, in turn, need to communicate to the stakeholders and sponsor; or you may find out about something and need to communicate downward the information. You' re the communications conduit for the project.
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