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Naturally, any impediment to any of the allocations or decisions, determined in the previous sections, means instant delay to your project. This could involve possibly serious and damaging downtime of your project personnel. This is waste and this is not an agile objective, whatsoever.

Therefore, in the Toolkit we advise that your organisation set up a Funding Pool. This is a pot of project finance which will cover the costs of any delay in securing agreement to progress and any interval between funds allocation and operational financial demands. The projects pay back any money provided by the funding pool when their final project funds arrive. Oftentimes, a Funding Pool does not need actual cash. It needs only a virtual pot of money to cover internal charging for personnel and internal services such as infrastructure and environments. Nevertheless however, the Pool provides subsistence finance for the project to cover any potentially delivery-limiting funding interval.

This interval is called the Project Funding Lag. It is incumbent upon organisations and managers to minimize this whenever, even better before, it occurs. Moreover it is avoided, whenever possible, with more targeted and efficient planning of the project in consideration of the funding cycle.

We have seen how the project is allocated funds in a minimum of three drops or releases of project finance.

Now we see how we identify and distinguish which project is which and the mechanisms used to allocate funds to the individual projects.


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