News from the Risk Doctor - do we forget something important?

David Hillson points out that with Risk Management we are really only looking at the project's explicit risks while implicit risks concerning the decision-making BEHIND the project are completely overlooked. In other words, we look only at whether the project "is screwed firmly together" and not on whether it is "the right project" (in relation to strategy, needs, ideas or problems, etc.).

Read his newsletter here.

What do you instinctively?

Situation: Projector does not like input from a Mac. 80 people coming in about 5 minutes and then it has to Work!. Called technician (coming in only 45 seconds!) begins to fumble around on the Mac and mumbles "well I'm not a Mac user really ...". By the wall is a PC - without power cord.

Question: Which of these do you choose:
1. Hope the best you've learned in 4 minutes then playing the victim-role?
2. Beg the technician temporarily stop fumbling and instead just put power to the PC which presumably are more likely to work with the Projector but in any case doubles the chance of getting the problem resolved?

If you instinctively choose 2) you have the right helicopter pilot genes.

2) is obviously the most difficult to implement, because the technician will feel:

a) it is a waste of time because the problem will been solved in about 2 minutes (or maybe 3 ...)
b) you interfering in something you have no sense of
c) you do not show respect for the technician's professionalism

You can either ignore  this and insist or if there is time ask if it is ultimately safer when 80 people are now dependent on a solution right now?

This little situation you can transfer again and again at the specialists you are surrounded by.

Newsletter from The Risk Doctor

David Hillson philosophize this time about trends (more, less or?) in the Risk discipline. Read the newsletter here.

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.

News from The Risk Doctor

For your collection of risks this time you get from David Hillson five categories of risks connected with delivering project deliverables across borders. Read the newsletter here.

The Risk Doctor

David Hillson is celebrating his 10th anniversary as The Risk Doctor. Thanks for a great effort in an area most still perceive as important oh yes, but which certainly must give way when problems occur and there is really important work to do!
For those interested many of Hillson's lectures are found on his Youtube video channel here.

Action speaks louder!

Some of us are sometimes paralyzed by a decision - "it is the right solution I choose here?" We ask ourselves again and again. We examine and challenge and check and ... and yes, time passes. Sometimes we should maybee decide a little faster?

There is no 100% right decision! - You can probably get close to, but absolutely nothing beats the consequences, or can we say the feedback? from a implemented decision. It is ultimately only here, we know exactly what should have been done - and maybe it was the rigt thing!

So we are stuck between your time to study or take the time to learn. Either we prefer the decision be delayed or we make it quick and instead use the time to deal with the consequences. It could be that it went well! In fact, I would argue that you usually take roughly the right decisions, but the goal of always making the right is a hopeless waste of good energy and time and money.


It is important to note, according to whether one is driven by the desire to win or fear of failure. The last one is a life threatening position. The only thing you and your environment survives on, is a positive attitude towards life.

Also keep in mind that it is rarely very cautious and skeptical types who become leaders. Most managers love platitudes such as "let's move on!", "We do that!", "Let's get started!", "There is really gunpowder in her!", "He really knows quite well what he wants!"etc. yes, action speaks louder!

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David Hillson explains how the seven steps to good risk management can be scaled to the actual situation.

I'm often annoyed by managements having so little focus on the amount of risk in planned and running projects. This small overview would tell everything.

Yes to option or no to risk?

Since project work was invented, we have used risk assessments to enhance the security of the projects that we have chosen to implement. We have removed the most obvious obstacles to success.

All together well enough, so long as the decisions at the start of the projects have been good. They have had the opportunity, because the pace of change and the scope has been more modest in the past.

This is no longer. Now we have to bring forward the risk assessments for the choice of projects. It is no longer about refining successes, because no one can longer guarantee any success. On the other hand, there is by now no limit to how bad things can get. It goes instantly today.

I therefore believe that the challenge today is:

• not about saying YES to the opportunity for profit, but
• to say NO to the risk of loss.

Which is something entirely different.

Dangerous Risk - Newsletter from The Risk Doctor

This time David writes about the 'risks', which are actually not risks, they are more uncertaint uncertainties.... Read the Newsletter here.

- And I got inspired to create this 'sales poster' for Risk Management - for your free use. Get it here.

News from the RISK Doctor

David Hillson writes about Risk Leadership - skills we seem to have overlook while we focused on Risk Management. Read more here.

If you do as usual, you get ...

..  the usual results. In the same way with your projects in the organization. If you do (ie organizes, manages, specifies, estimates, plans etc.) as usual the projects will also go as usual.
If you tend to have ex. an overrun of 25%, delay of 15% and quality problems by 20% of the features, it will also happen with your current and future projects.
It means only marginally to spend more time on estimation (internal perspective) because it is the whole way you run projects (external perspective) that account for most of the uncertainty in your estimates.  It therefore makes more sense to make broad comparisons with other projects of the same type than to go into detail about each project.

A bit hardcore reading of this matter can be enjoyed here.

It's not a lie if..

you in time can turn it into truth ". I heard a business man say this some time ago.
I'm not sure if this opinion is nescessary when you try to balance between success and failure. But now you have got the advice.

News from The Risk Doctor

Mr. David Hillson asked this time about the correct response to the surroundings right now where we are somewhere between the crisis and progress. When the whole society or the business world is threatened by risks - what do you do?

Read the newsletter here.

why does it go as it does in our department?

Year after year I see departments and companies wonder why they are so busy, have so much stress, have so many rescues or always is behind. "Because," as they say "it doesn't look wrong when we look at the bookings and work load from now on."

 The problem is that the measuring unit 'load' is far too little nuanced. Try to see these three figures. The first is that which provides a safe, but false image of the situation. The next show that most of our load is in high risk projects - projects which will almost certainly eat far more resources than planned. Finally, the last shows how desperate we are forced to be, because our entire profit is planned to come from higher-risk projects!

News from The Risk Doctor

Mr. David Hillson recommends to 'kill' The Risk Manager since this title tends to put the monkey at the wrong shoulders. Read the briefing here.

News from the Risk Doctor

David Hillson writes here about emerging risk i.e. risks we haven't seen before.