It’s well known that ineffective project management can cost
projects dearly. Over my many years of
working with Government Defence organisations and contractors, I have worked
with a variety of Project Managers, some good, some bad. Something that most Project Managers are very
good at doing is identifying risks and understanding how to cope with the
eventuality that sometimes, worst case scenarios happen.
What Project Managers never ever plan for is the risk of,
well, bad project management. Planning
contingencies for your own pitfalls is a difficult planning activity indeed - something
that even the most self-enlightened individuals would have a job to fulfil.
It’s a question of perspective . . .
If we take the ethos from the Wanda Curlee and Robert L.
Gordon publication ‘Complexity Theory and Project Management’, it’s clear that
effective project planning and management is more than just a list of
activities. Juggling lengthy decision
making processes, promoting flexibility and creativeness whilst, at the same
time, maintaining structure and prioritising despite unpredictable workflows
can be difficult. It’s easy to see why so
many competent, educated and experienced managers occasionally get it so wrong.
So whilst you may be thinking, ‘who in their right mind would
put themselves in a Risk Register?’ It
may be worth noting the words of Albert Einstein: “Once we accept our limits,
we go beyond them.”
Many of the project managers I have worked with are from a
technical background and have found themselves in a ‘project management’ position
through technical excellence rather than a wealth of experience managing
projects. I often wonder what could be
achieved with a better understanding of one’s own weaknesses and how, in risk
management terms, these can be avoided.
So how do we become more self-aware when assessing and
managing risks?
· Assess your entire team: You are part of the team, identify your own ability to
support the project at the early stages
·
Don’t underestimate your own time: Up to 20% of total project delivery timeframe is
spent managing the project. Schedule the
right amount of time to Project Management and ensure this is factored into the
overall project plan. Give yourself the
required time to manage the project effectively and set expectations of that
time requirement.
·
Don’t overestimate your own ability: Are you confident that your own training and
experience places you at the right level to manage your current project? Again, many Project Managers are placed due to
their technical expertise and ability to deliver high quality. Does your level of project management
capability match your technical knowledge?
·
Don’t learn ‘on the job’: Don’t use your project as a
‘Learning Curve’ which will ultimately lead to delays and cost overrun. Ensure you have the time, skills and
commitment to ensure project success prior to commissioning your project.
·
De-risk yourself with training: Perhaps the most obvious practical solution. Project Management training is a sure fire way
of ensuring you do not become your projects biggest invisible risk.
As painful (and seemingly ridiculous) as it is to admit that
you may be a risk to your own project, it makes perfect sense to identify that
risk and manage it accordingly, as with any other logical process within your
Project Management procedure.
For more information on how to accelerate your Project Management capability visit http://www.synthesystraining.co.uk/project-management.html
