Visual map · See trouble coming
See trouble coming: 9 figures.
Risk registers, contract calendars and the habits that protect budget, schedule and relationships.
In this topic: Project Risk Management in Plain English: Qualitative vs. Quantitative, and Which One You Need · Contract Management Best Practices for Small Businesses: The Five Clauses, a Calendar and a Health Check · Risk Management for Small Business: A Risk Register That Actually Works · Contract Risks That Quietly Cost Projects Money (and How to Prevent Them)
Nov 4, 2026 · 3 figures
Project Risk Management in Plain English: Qualitative vs. Quantitative, and Which One You Need
| Impact | What it means |
|---|---|
| Impact 1 | Less than a day of delay or less than $500 |
| Impact 2 | Up to three days or up to $2,000 |
| Impact 3 | Up to two weeks or up to $10,000 |
| Impact 4 | Up to a month or up to $30,000 |
| Impact 5 | More than a month, more than $30,000, or a safety or legal problem |
| Risk | Chance and cost |
|---|---|
| A permit review that runs long | 30 percent chance, $12,000 impact, EMV $3,600 |
| An oven delivered two weeks late | 20 percent chance, $9,000 impact, EMV $1,800 |
| The lead baker leaves before opening | 10 percent chance, $15,000 impact, EMV $1,500 |
| A supplier raises prices | 40 percent chance, $4,000 impact, EMV $1,600 |
AvoidChange the plan so the risk cannot happen.
MitigateMake the risk less likely or less costly.
TransferMove the consequence to someone better able to carry it
AcceptDo nothing in advance, on purpose.
Oct 31, 2026 · 3 figures
Contract Management Best Practices for Small Businesses: The Five Clauses, a Calendar and a Health Check
1RequestSomeone needs a contract: a new client, a supplier, a lease, a freelancer.
2Draft or chooseUse your own template where you can, because the party that drafts the document sets the starting point.
3Review and negotiateRead the five clauses below.
4Approve and signDecide who in your business can sign and up to what amount.
5Track and performPut every date and obligation on a calendar, and name an owner.
6ChangeScope, price or dates will sometimes need to change.
7Renew, renegotiate or endDecide on purpose, well before the notice deadline.
1Scope and deliverablesWhat exactly will be done, delivered or provided, by whom, to what standard and by when?
2Price and payment termsHow much, when and on what conditions?
3Term, renewal and terminationWhen does it start and end?
4Liability and indemnityWho is responsible if something goes wrong, and up to what amount?
5Ownership of the workWho owns what is created: designs, software, documents, data?
What it is, with whom, and for what price
The term and the notice deadline
The three obligations that matter mostWhat you must do, and what they must do.
What happens if it goes wrongThe remedy, the cap and who to call.
Where the full document is
Oct 19, 2026 · 2 figures
Risk Management for Small Business: A Risk Register That Actually Works
PeopleKey person leaves or gets sick, skills missing, burnout.
Suppliers and partnersLate delivery, quality problems, a supplier going out of business.
MoneyCash flow gaps, cost increases, late payments from customers.
Regulation and permitsApprovals take longer, rules change.
TechnologySystem fails, data lost, a tool is discontinued.
Customers and marketDemand lower than expected, a competitor moves.
Environment and seasonalityWeather, holidays, seasonal peaks.
Scope and requirementsUnclear expectations, requested changes.
| Role | Impact 1 | Impact 2 | Impact 3 | Impact 4 | Impact 5 |
|---|---|---|---|---|---|
| Probability 5 | 5 | 10 | 15 | 20 | 25 |
| Probability 4 | 4 | 8 | 12 | 16 | 20 |
| Probability 3 | 3 | 6 | 9 | 12 | 15 |
| Probability 2 | 2 | 4 | 6 | 8 | 10 |
| Probability 1 | 1 | 2 | 3 | 4 | 5 |
Oct 19, 2026 · 1 figure
Contract Risks That Quietly Cost Projects Money (and How to Prevent Them)
Can we describe the scope in one sentence that both parties agree on?
Which document wins if two documents disagree?
Who can instruct changes, in what form, and how are they priced?
What are all the notice periods and deadlines, and who owns each?
How is progress measured, certified and paid, and when?
What happens if either side is late?
Who carries the major risks, and does the price reflect that?
How does the contract end, and what must be delivered for the final payment?
Next step
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