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to manage the risk, and also to keep the project moving ahead at the same time. How we do that depends on the nature of the risk, and also on how prepared we are. If we prepared a contingency plan for this event, then we integrate that into the main project plan and move ahead. If we did not have a contingency plan, we will have to plan as we go. That may mean some di cult work. There is a tendency to just jump into action. A few times, I have managed a risk event, and then only later remembered that I had a contingency plan. It is better to review our risk plan and communications plan, and then decide what action to take. If handling the risk event is going to take more than two or three days, we should delegate some management responsibility. Here are some ways of doing this. If the risk event is technical, we turn management of it over to the technical person. We continue to manage the project and integrate the changes related to the risk into the overall schedule and plan. If the risk event is major, or it involves personnel issues, we should probably handle it ourselves. If so, we can deputize a member of our team to handle some of the more routine tasks of managing the whole project. If we have a well-organized team with team leaders under us, we can ask each team leader to do slightly more of the project management work so that we can spend more time managing the risk event.

Tag the terms Let s invent a nonnegative-integer variable and call it i Written as a subscript, i can serve as a counting tag in a series containing a large number of terms Don t confuse this i with the symbol some texts use to represent the unit imaginary number, which is the positive square root of 1! In the above-described series, we can call each term by the generic name ai In the first series, we add up eight ai s to get the final sum b, and the counting tag i goes from 1 to 8 In

the second series, we add up 800 ai s to get the final sum c, and the counting tag i goes from 1 to 800 In the third series, we add up infinitely many ai s to get the final sum d, and the counting tag i ascends through the entire set of positive integers Suppose that we have a series with n terms, as follows: a1 + a2 + a3 + + an 2 + an 1 + an = k In this case, we add up n ai s to get the final sum k

The vector gain of the closed secondary loop will be designated g02: it is the ratio of output c2 to input r2. The vector consists of a scalar gain Go2 and a phase angle c#+,~.

When we have successfully navigated a major risk event, we will need to jump back onto the helm of the project and evaluate status and make changes to the plan as needed.

The big sigma Let s go back to the series with eight terms We can write it down in a cryptic but informationdense manner as

i =1

We read this expression out loud as, The summation of the terms ai, from i = 1 to 8, is equal to b The large symbol is the uppercase Greek letter sigma, which stands for summation or sum Now let s look at the series in which 800 terms are added:

As was discussed in prior chapters, due to the 1:10:100 rule, change adds a lot of expense and a lot of risk to a project. Two of the biggest risks are changes of which we lose track, and scope creep the expansion of a project through too many changes. We avoid these by using a written system of change management, and by educating our customers about the costs of change.

i =1

We can read this aloud as, The summation of the terms ai, from i = 1 to 800, is equal to c In the third example containing infinitely many terms, we can write

c2 go2 = T, = 1 EC&P + g,g,

i =1