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Here is one of the most important principles
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in project management.
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A project plan without a sufficient risk reserve
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is already over budget.
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So, there should actually be
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two risk budgets for each project.
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A risk reserve, and a management reserve.
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The regular risk budget,
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sometimes called contingency reserve,
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is as calculated in the previous sections.
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The time and money under the control of the project manager.
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But each project should also have a management reserve.
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Despite the name however,
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this is not managed by the project manager,
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but instead is controlled by the next level up,
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usually the sponsor or program manager.
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It's intended for risks outside the control of the project
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such as program level delays, a recession,
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mergers, political changes, or other problems
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that exceed the ability of the project to address.
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The standard recommended size of the management reserve
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is 10% of the project budget,
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or as decided by the organization.
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But the most important point is,
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the project manager should never count
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on the management reserve, mention it,
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or even admit they know it exists.
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They should always strive to manage project performance
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within their regular risk reserve.
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If the project ever becomes challenged
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and you are directed to put scope and schedule first
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and asked how much more budget you need,
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the management reserve is where the money will come from.
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But wait until it's offered, and never count on it,
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or even mention it beforehand.
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