Just In Time Management Part 2

April 27, 2012 by  Filed under: Management 


In the previous article (just in time management Part 1) we looked at a summary of crisis management and some elements of planning. We can now add a few ideas covering contingency planning.

Contingency planning:

You ought to now have some sort of plan, with respect to the actions you need to carry out, to reach your objectives. It will comprise items that you expect to happen. Unfortunately, there will be a few factors that might occur that are just not in your plan. These come under 2 primary areas. The first is ‘issues’ (not anticipated but occurs anyway) and the second one is ‘risks’ (taken into account, hope they don’t happen).

The last mentioned you imagine could occur, but you pray they don’t. And so, what occurs if they do take place? They may detrimentally influence what you choose to do. If they do arise can you do something about it? You want a strategy for managing these risks.

This is where contingency plans become really beneficial. They may be easily labelled in 4 ways.

If you can separate your risks within these broad fields you can prepare to deal with them. Entries 3 and 4 will carry low impact, even if they happen, so, don’t bother with any contingency plans. The other two would require contingency plans with due consideration, with possibly lower focus on the latter.

Alright, you are now contemplating a contingency plan. You have no doubt it will minimize any prospective effect. Exactly when is the most effective moment to set your contingency plan in effect? It is of no value to implement a plan after the risk has been realized. And so, you ought to invoke it much earlier. You can do this by determining a ‘trigger’ that will help the instigation of the contingency plan.

This tactic will diminish lost time. For example, if you needed to include additional resource or requisition a component, you will require to produce it on time. Therefore, for any contingency plans you should retain the required money for their application. This type of plan, in project terms, may differ from a base plan and becomes a ‘reactive’ plan.

Which person will take control of the plan? Not necessarily a crucial worry for your own plans that are somewhat easier in their scope. If the trigger is chosen well, the amount of detail in the contingency plan may be decreased and expanded when the trigger is actuated.

For many personal objectives, on a daily or weekly basis, the guidelines of the above may be readily simplified, though the principal concepts will be applicable. In general, people are not happy to get bad news and could bury their head in the sand when trying to evaluate any kind of risks. If you cultivate a culture where people are not made scapegoats then risks could be more promptly designated.

Don’t allow minor problems to grow into crisis management. Bolster the situation by contemplating this element of time management. So, just in time management might have rewards but, only if risks don’t occur.

As well as writing articles about areas like just in time management, for example, we generate simple jargon free strategies covering a wide sphere for business and personal use. If you need more information why not take a look at Project management

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