When we undertake tasks in organizations, we face risks. The most obvious risks are those that are most closely related to the task at hand. These risks, which we might call content risks include factors such as technological unknowns, resource availability, and competition. But there are other risks, often overlooked, that can dramatically influence our chances for success.
One of these is risk management risk, which is the risk that the risk management process is flawed, due to such factors as organizational political correctness, organizational blind spots, or the risk that political phenomena render certain risks invisible to risk managers.
Here are some examples of non-content risks, with suggestions for managing them. In this Part I, we emphasize risk sources related to perceptions.
- Misplaced or excessive focus
- Typically, organizations have in place processes that maintain focus on what they do well. For example, approvals are required to allocate resources to forward-looking initiatives. But some organizations are excessively zealous about maintaining focus, and some are mistaken about where that focus should be. For instance, organizations that need to undertake efforts to adopt new technologies to serve their existing customers sometimes refrain from doing so because of advocacy by those representing customers most resistant to change.
- Advocates of advanced initiatives would do well to protect their activities from notice until their relevance is evident to all, easily explained, and easily defended. Working demonstrations are especially useful.
- Resentment bred by success
- We rarely consider risks associated with success. But here's one: your effort is so successful and appealing that people seek to join your team. Having to decline these offers because of insufficient resources isn't much of a problem, because people do understand that issue. The more difficult problem is the resentment such success can engender on the part of potential political adversaries.
- When appropriate,Advocates of advanced initiatives
would do well to protect their
activities from notice until their
relevance is evident to all devise plans for dealing with such challenges. One helpful guideline: don't publicize your success internally unless the publicity materially aids the effort and you have political strength sufficient to withstand challenges.
- Unsustainable loads
- The term "unsustainable load" usually evokes thoughts of overload and burnout. Certainly, high loads are unsustainable. But low loads can also be unsustainable. Sustainability of a given workload is in part determined by perceived differences between one's own workload and the workloads of colleagues and peers.
- Loads much higher, or much lower, than cultural norms are unsustainable in the long term. High loads cause burnout and bailout; low loads attract those with agendas other than your own, and risk losing people (and stakeholders) from boredom and idleness. Strive for workloads near but slightly above the cultural norm.
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More articles on Project Management:
- 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.
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- Nine Project Management Fallacies: IV
- Some of what we "know" about managing projects just isn't so. Understanding these last three
of the nine fallacies of project management helps reduce risk and enhances your ability to complete
- Risk Management Risk: I
- Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked,
and therefore often unmitigated. We can reduce this risk by applying some simple procedures.
- Team Risks
- Working in teams is necessary in most modern collaborations, but teamwork does carry risks. Here are
some risks worth mitigating.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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- 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.