Warner glared his famous glare, and for once, he had a legitimate complaint. "Let me see if I have this right," he began. "You knew back in July that we had memory footprint problems, but you waited to report it until now. Is that right?"
Robin had nowhere to go. "Yes, that's right. We felt it was best to wait until we were sure we had a problem."
"Well, we have a problem now, don't we?" Warner replied.
"Yes, and that's why…" Robin began, but Warner wouldn't let her finish.
"That's why you're reporting it, I know, I know."
Robin has made a serious error, but the mistake isn't hers alone. She failed to alert the project sponsor to a problem when she first became aware of it. And Warner's intimidating style tends to discourage early reporting of trouble.
Together, they're living out one of the consequences of status risk: the risk of failing to report status promptly and fully. Here are some sources of status risk:Status risk is high
when realistic status
reporting is punishable
- Rewarding positive reports and punishing negative reports
- At any link in the status reporting chain, the report recipient might be signaling that only positive reports are acceptable. The signal can be unintentional, or it can be very deliberate.
- Prior experience
- People can bring to the reporting task their experiences with prior projects or prior managers. If they've learned along the way that realistic reporting is punishable, they're likely to apply those past lessons.
- When new people assume responsibility for work underway, their perceptions about status are likely to be inaccurate.
- Wishful thinking
- Because most of us want things to go well, we sometimes fool ourselves that our wishes match reality, especially if we've become attached to the task. See "Managing Wishful Thinking Risk," Point Lookout for October 21, 2015, for more about wishful thinking.
Making status reporting a group task helps mitigate status risk. Form a status review team that's responsible for reviewing status reports. Normally, they'll easily reach consensus, but any failure to reach consensus is valuable information in itself — it signals the need for a closer look by management.
Even when we manage Status Risk, there remains the too-common failure to report — or even to track — Risk Status. Most status reports focus on budget, schedule, milestones achieved, work completed, and so on. But we rarely report or track the status of our initial risk profile, and that can lead to surprised (and very upset) project sponsors. Including a review of the risk profile in each status report helps to limit the incidence of surprising disasters.
Status Risk and Risk Status are intimately intertwined. In part, the sources of status risk contribute to our spotty reporting of risk status. And by creating the conditions for surprising disasters, failure to track risk status can enhance status risk. Address both — or don't bother. Top Next Issue
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More articles on Project Management:
- Managing Risk Revision
- Prudent risk management begins by accepting the possibility that unpleasant events might actually happen.
But when organizations try to achieve goals that are a bit out of reach, they're often tempted to stretch
resources by revising or denying risks. Here's a tactic for managing risk revision.
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're
pretty sure there's no way out.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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