We've already examined the fundamentals of improvisation, and improvisation as a group process. We now examine its impact on risk management. Because improvisation will almost certainly be necessary in most projects, we ought to anticipate it by allocating budget, schedule, and management time to address improvisations. Here are some suggestions for adjusting risk plans once improvisation becomes necessary.
- Directed improvisation is risky
- Sometimes decision-makers demand improvisation. Directed improvisation entails unique risks, because the director might not be very familiar with the project, its technology, or its staff. When improvisation is directed, defer as much as possible, until the consequences of the directed improvisation become clear.
- Improvising without content-related cause is risky
- Some improvising happens even when the project plan seems to be working well. On these occasions, the drivers of the decision to improvise are unrelated to the project work itself, and often are related to the use of the deliverables. For instance, the decision-maker might seek delivery during a fiscal window earlier than planned. The more sudden the decision is, the riskier it is.
- The need to improvise could be a signal
- Even though projects are inherently difficult to plan, a real need to improvise can result from a poor plan — or no plan. If a truly thoughtful plan does exist, the need to improvise signals nothing more than the inherent difficulties of project management. But if the project plan was developed in haste, perhaps by cloning plans for supposedly similar work, further trouble probably lies ahead.
- Improvisations can create timing risks
- If improvisation is necessary, the project schedule is probably changed or even disrupted. Usually, task schedules slip to later dates. Examine the new schedule to determine whether necessary resources are still available. This is especially tricky when resources are shared with other projects.
- Improvisations tend to transfer risk
- Any work undertaken during improvisation could potentially require resources that were allocated to something else, including other projects. The effects of improvisation can therefore The effects of improvisation
can ripple widely
through the organizationripple widely through the organization. Improvisations in one project kick off improvisations elsewhere, which can sometimes export risk as well. Be alert to improvisations wherever they occur, and address them in your risk plan.
- Improvisations enhance creativity risk
- Improvisation requires — and stimulates — creativity. In the project context, a successful improvisation can bring to light new approaches to work already completed, planned, or underway. Sometimes this new thinking is helpful or even necessary, and should be applied. And sometimes it isn't really essential. Apply new ideas where necessary, and manage creativity risk — the temptation to use good ideas to improve what is already good enough.
Whatever the reason for improvisation, an often-neglected set of consequences lies hidden in the project's risk plan. Record carefully the improvised actions undertaken, and when normal activity resumes, immediately revisit the risk plan. If you don't, you might be improvising again before you know it. First in this series Top Next Issue
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
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More articles on Project Management:
- Are You Changing Tactics or Moving the Goal Posts?
- When we make a mid-course correction in a project, we're usually responding to a newly uncovered difficulty
that requires a change in tactics. Sometimes, we can't resist the temptation to change the goals of
the project at the same time. And that can be a big mistake.
- Finger Puzzles and "Common Sense"
- Working on complex projects, we often face a choice between "just do it" and "wait, let's
think this through first." Choosing to just do it can seem to be the shortest path to the goal,
but it rarely is. It's an example of a Finger Puzzle.
- Emergency Problem Solving
- In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies
depend on finding a solution immediately. Here are some tips for members of teams that are solving problems
- Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.