Project Forecasting (in terms of cost and/or schedule) is often not sufficiently comprehensive and this leads to unpleasant surprises. More than the actual forecasting issues related to a single type of activity, consequential variances between different project stages and activity types are often ignored or underestimated. In our new White Paper 2014-01 ‘How to Improve Project Forecasting: Taking Into Account Consequential Variances between Project Stages’ we investigate how to improve significantly project forecasting by dedicating sufficient attention to consequential variances.

Consequential variances are particularly important as events in one area of the project can easily have rippling consequences on very different areas of the project. While re-forecasting taking into account direct effects is not always easy, considering consequential variances is often overseen. And these consequential effects are often those that have the most impact on the project forecast!

In general, the role of the Project Controls Manager, who has an overview on the entire project unfolding, as well as a keen understanding of the consistency between cost, scope and schedule, is central to a proper evaluation of consequential variances.

Identifying and evaluating consequential variances require sound business understanding and elaborate comprehension of the ripple effects of any particular change to the project program. It is key to maintaining a sound forecast of your project. Read our  new White Paper 2014-01 ‘How to Improve Project Forecasting: Taking Into Account Consequential Variances between Project Stages’ to fully understand the issue!