Summer thoughts

Got my house sold  in 24 days here in June / July, and summer relaxation was replaced by intense work. Well done I thought about the project and once again realized that one is too narrow minded in dealing with the risks - in this and all other projects. We tend to focus only on actions to reduce or neutralize risks, but forget to look at the opportunities that are always hidden in the situation.


 








We make every effort to get rid of the risks, but we do not seem to let our thoughts continue over in the possibilities. We should spend a little more time to ask ourselves, "What if I do even more .... what opportunities would that give?" Or "what is the opposite of this risk, and how can I take advantage of the opportunity?".

Risk Mgnt. - again!

David Hillson - The Risk Doctor celebrates his 10th anniversary with an update on this delicate discipline. Something has improved but there is still much to ask for he concludes in this newsletter.
You can put a little pep in a risk management process by measuring out the sum of the risks in a project - not by a number - but by delay. How much delay gives the greatest risk? and what about the second highest? etc. When we have to deal with the delay, we are forced to think about risk, problem and possible its solution in details. You can also choose money: How much will the greatest risk cost us?
It is also a fine way to cover the risks in a leader- or steering committee. They wake up when there is spoken about delays and additional costs.

Create the reputation before somebody else does it!!

When you  have shut your project down and has received the client's praise for delivering on time and on budget, it is time to create the project's reputation as a successful project. Box 'stories' about the project. Brew a short story: "It was hard ... we fought ... so we were near but so ... anyway we did it ... right in the eye ..." and let everyone in the team begin to tell it at every opportunity.

A great reputation is your only defense against a bad reputation if it turns out later that the project never reached the client's purpose and thereby Success Criteria's. In that situation everyone can remember that you were the project manager (and thus you will quickly be the guilty) while they rarely remember who the commissioners were (the real culprit).

It's big manipulation this blog post!

Yeah exactly!