Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go?¹ Unfortunately, that is not possible in today's world.¹ Large projects will most definitely run into bumps along the road to completion.¹ Even small projects are not immune to this phenomenon.¹ Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Is this part of the essay your introduction? In your introduction, you should capture the reader's interest, provide background information about your topic, and present your thesis sentence. Look in the Writer's Handbook for ways to improve your introduction.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task.¹ We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Is this part of the essay your thesis? The purpose of a thesis is to organize, predict, control, and define your essay. Look in the Writer's Handbook for ways to improve your thesis.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off.¹ The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them.¹ The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines.¹ Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off.¹ Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills.¹ In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees.¹ An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Criterion has identified three or more main ideas in your essay. Do these ideas support the thesis statement of your essay? Do you use examples, explanations, and details to support and extend your main ideas? Does everything connect back to your thesis statement? Look in the Writer's Handbook for ways to develop main ideas.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
¹ Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project.² What makes risk management so difficult is that they cannot be generalized.² Most risks are empirical, coming from work done in the past.² Even if there are known risks that might not be all of them.² To manage risks properly you almost have to predict the future, which is not possible, yet.² According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
² Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases.² The evaluation phase, the resolution phase and the verification phase.² In the evaluation phase, risks are identified and analyzed.² Based on the results from the analysis the risk is either kept or transferred to another group.² If the risk is accepted, it goes into the resolution phase.² This is where the plan to resolve the risk is created and executed.² The last phase is where the risk plan is verified.² If the risk no longer exists, it is closed.² On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
² The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow.² Depending on many factors, the project deadlines can be so tight that the team is set up for failure.² It could be due to lack of people, money and/or time.² In most cases, projects use schedule slippage as a feature, but in this case it will be fatal.² According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.²
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client.² “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014).² In other words, more work has been approved to be completed in addition to the work already agreed upon.² Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
² The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work.² This is not always the case.² For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks.² It could also be because management will hope they will figure it out.² Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
² In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately.² Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client.² Customers want it all, and it is our job to give them what they want, actually deserve.² Wouldn't you want the same?²

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Criterion has identified only one sentence to support your topic sentence. Try to include at least two more sentences in this paragraph. Use examples, explanations, and details to support and extend your main ideas. Look in the Writer's Handbook for ways to develop supporting ideas.
• ²Criterion has identified three or more supporting ideas in this paragraph. Do these ideas support the topic sentence of your paragraph? Use examples, explanations, and details to support and extend your main ideas. Look in the Writer's Handbook for ways to develop supporting ideas.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23).¹ ProjectManagementCourse.¹com.¹ Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6).¹ Project Management.¹ Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen.¹ (2013, June 13).¹ "How to" Articles to Help You Manage Your Projects.¹ Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance.¹ (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Is this part of the essay your conclusion? A conclusion reminds the reader about your thesis, stresses the importance of the ideas you have developed, and leaves the reader with thought-provoking ideas. The Writer's Handbook can provide ideas for improving your conclusion.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately¹, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if¹ there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to¹ Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If¹ the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If¹ the risk no longer exists, it is closed. On the other hand¹, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to¹ the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition¹, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words¹, more work has been approved to be completed in addition to the work already agreed upon. Unless¹ the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example¹, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so¹ they can get the proper training or be replaced.
In conclusion¹, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also¹ overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹These are the transition words and phrases you have used in your essay. Check the Writer's Handbook to see if you have used each word or phrase correctly.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11).¹ Project Management.¹ Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Is this material a title, class name, section number, opening, closing, signature, or name? This material does not seem to be part of your essay.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them.¹ To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.¹com.¹ Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management.¹ Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13).¹ "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11).¹ Project Management.¹ Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹This sentence may be a fragment. Proofread the sentence to be sure that it has at least one independent clause with a complete subject and predicate.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one¹ of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You may have used the wrong determiner. Proofread the sentence to make sure that the determiner agrees with the word it modifies.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire¹ project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You may need to use an article before this word.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a¹ project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You have used . You may need to use the instead.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen¹. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle¹: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
¹ University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹This word is misspelled. Use a dictionary or spellchecker when you proofread your work.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com.¹ Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13).¹ "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹Remember to capitalize the first word of each sentence.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, ¹because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management. Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You may need to remove this comma.

Wouldn't it be nice if there was a project¹ fortune teller that could predict the future of how our project¹ will go? Unfortunately, that is not possible in today's world. Large projects¹ will most definitely run into bumps along the road to completion. Even small projects¹ are not immune to this phenomenon. Balancing the risks¹ and challenges of a project¹ can be a daunting task. We will discuss risk¹ management and three challenges a project¹ can face along its road to completion.
Risk¹ management is one of the most important aspect of handing a project¹ off. The way risks¹ are handled can destroy and entire project¹. What makes risk¹ management so difficult is that they cannot be generalized. Most risks¹ are empirical, coming from work done in the past. Even if there are known risks¹ that might not be all of them. To manage risks¹ properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk¹ actually occurs, we cannot say with any certainty that it will happen.
Because risks¹ are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks¹ are identified and analyzed. Based on the results from the analysis the risk¹ is either kept or transferred to another group. If the risk¹ is accepted, it goes into the resolution phase. This is where the plan to resolve the risk¹ is created and executed. The last phase is where the risk¹ plan is verified. If the risk¹ no longer exists, it is closed. On the other hand, if the risk¹ is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project¹ off is unrealistic or impossible deadlines. Every project¹ has some sort of schedule to follow. Depending on many factors, the project¹ deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects¹ use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project¹ under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project¹ off. Scope creep has been known as the number one evil nemesis to delivering a project¹ to the client. “This phenomenon occurs when project¹ management allows the project's¹ scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project¹ is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case. For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks¹ and challenges that a project¹ faces can bring it to its knees. An effective risk¹ management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project¹ to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?

References
Ford, P. W. (2004, March 23). ProjectManagementCourse.com. Retrieved from Top 10 Project¹ Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project¹ Management. Retrieved from The problem with project¹ risk¹ management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13). "How to" Articles to Help You Manage Your Projects. Retrieved from Risk¹ Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You have repeated these words several times in your essay. Your essay will be stronger if you vary your word choice and substitute some other words instead. Ask your instructor for advice.

Wouldn't it be nice if there was a project fortune teller that could predict the future of how our project will go? Unfortunately, that is not possible in today's world. Large projects will most definitely run into bumps along the road to completion. Even small projects are not immune to this phenomenon. Balancing the risks and challenges of a project can be a daunting task. We will discuss risk management and three challenges a project can face along its road to completion.
Risk management is one of the most important aspect of handing a project off. The way risks are handled can destroy and entire project. What makes risk management so difficult is that they cannot be generalized. Most risks are empirical, coming from work done in the past. Even if there are known risks that might not be all of them. To manage risks properly you almost have to predict the future, which is not possible, yet. According to Michelle Symonds until a risk actually occurs, we cannot say with any certainty that it will happen.
Because risks are an uncertain certainty, there are frameworks set up to handle them. The steps vary from framework to framework, but they mostly consist of three phases. The evaluation phase, the resolution phase and the verification phase. In the evaluation phase, risks are identified and analyzed. Based on the results from the analysis the risk is either kept or transferred to another group. If the risk is accepted, it goes into the resolution phase. This is where the plan to resolve the risk is created and executed. The last phase is where the risk plan is verified. If the risk no longer exists, it is closed. On the other hand, if the risk is still open it goes back to the previous phase for more investigation.
The first challenge to handing a project off is unrealistic or impossible deadlines. Every project has some sort of schedule to follow. Depending on many factors, the project deadlines can be so tight that the team is set up for failure. It could be due to lack of people, money and/or time. In most cases, projects use schedule slippage as a feature, but in this case it will be fatal. According to the University Alliance, the odds of successfully completing a project under unreasonable deadlines are not very good.
In addition, scope changes or scope creep is another challenge to handing a project off. Scope creep has been known as the number one evil nemesis to delivering a project to the client. “This phenomenon occurs when project management allows the project's scope to extend beyond its original objectives” (University Alliance, 2014). In other words, more work has been approved to be completed in addition to the work already agreed upon. Unless the team members have free cycles, scope creep creates a situation where the team must do more with less.
The last challenge to handing of a project is having team members with insufficient skills. In agile, the team is assembled with the idea that the group as a whole has the knowledge to do the work. This is not always the case.¹ For example, because of someone's pride or fear of losing their job, it may not be clear that they do not possess the skills to complete their tasks. It could also be because management will hope they will figure it out. Either way, finding out the team has insufficient skills must be uncovered as soon as possible, so they can get the proper training or be replaced.
In conclusion, the risks and challenges that a project faces can bring it to its knees. An effective risk management policy needs to be in place to ensure unknown factors are handled appropriately. Also overcoming unrealistic deadlines, scope creep and lack of skilled people will allow that project to be handed off to the client. Customers want it all, and it is our job to give them what they want, actually deserve. Wouldn't you want the same?¹

References
Ford, P. W. (2004, March 23).¹ ProjectManagementCourse.¹com.¹ Retrieved from Top 10 Project Management Challenges: http://projectmanagementcourse.com/project-challenges.html
Symonds, M. (2013, August 6). Project Management.¹ Retrieved from The problem with project risk management: http://www.techrepublic.com/blog/it-consultant/the-problem-with-project-risk-management/
Team Clarizen. (2013, June 13).¹ "How to" Articles to Help You Manage Your Projects. Retrieved from Risk Management - Lifecycle: https://success.clarizen.com/attachments/token/mdvhohrtgwem3kj/?name=Risk+Flow+Diagram.png
University Alliance. (2014, July 11). Project Management. Retrieved from Top 10 Project Management Challenges: http://www.villanovau.com/resources/project-management/top-10-challenges/#.VGl8q7HTmUl

• ¹You have many short sentences in this essay. You can often improve your sentence structure by combining sentences.