Project management and uncertainty management.

Abstract

The article proves that modern projects have high uncertainty over the life cycle. Overcoming uncertainty must be a lengthy process and requires a change in focus throughout the project life cycle. Uncertainty is created in part due to the quality and completeness of information, the diversity of interests and susceptibility to external influences in the project. The traditional approach to achieving the project goal and adhering to the plan is ineffective for projects with a long period and great uncertainty. Based on this, a step-by-step methodology is proposed, which consists of 9 stages, which should be the basis for identifying, analyzing and observing project uncertainties: step 1 and 2 for preparing the process, step 3-7 for identifying uncertainties, analyzing and developing measures for the implementation of the project;  final steps 8–9 for managing uncertainty at all stages of the project life cycle. There are three elements that are of particular importance in the process of managing uncertainty: the human factor, models and tools, methods. Without key players who know how to deal with uncertainty in projects, good uncertainty management techniques and models will not be effective. These entities are not only internal project employees, but also external project stakeholders, which should be included in the process. An organization needs a general uncertainty management model that is open to external processes. Uncertainty management is a continuous process, and has a different focus on the project life cycle.