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By Stephen Barker; Rob Cole

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Barker & Cole’s top tips Even if a review is undertaken through correspondence, try to get everyone together for a final run through of comments received. Interaction will help flush out any issues and put maximum pressure on each reviewer to perform an active review. The people producing the deliverables must always be involved in the review process to ensure everyone understands the outcome. All points raised during a review must be acted on or there must be a solid reason why not. It’s also a good idea to agree the relative importance of the problems and issues that are identified.

It’s a process that should be applied throughout the project to keep threats firmly in your sights. To do this effectively you need to use a simple, systematic approach so that you don’t overlook anything important. Don’t finish your project wishing you’d done a better job of anticipating events and taking early corrective action. Too many project managers end up kicking themselves and wishing ‘If only’ because a problem was so obvious with hindsight. With a little extra thought and attention, these risks and issues could have been nipped in the bud.

Make sure you can see the wood for the trees. A progress review isn’t complete without a trawl through your logs. Concentrate your efforts on the biggest risks and issues, not the ones that are easiest to deal with. Use your log to give your project a regular health check. QXP:M04_BARK2328_01_SE_C04 17/10/08 09:14 Page 45 enough that we do our best, “It’s notsometimes we have to do what’s required. ” Sir Winston Churchill (1874 –1965) Introduction Mention the word ‘quality’ to some project managers and you’ll hear an audible groan.

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