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 . Order Now! .
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More articles on Project Management:
- Geese Don't Land on Twigs
- Since companies sometimes tackle projects that they have no hope of completing successfully, your project
might be completely wrong for your company. How can you tell whether your project is a fit for your company?
- Some Causes of Scope Creep
- When we suddenly realize that our project's scope has expanded far beyond its initial boundaries —
when we have that how-did-we-ever-get-here feeling — we're experiencing the downside of scope
creep. Preventing scope creep starts with understanding how it happens.
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges
do they face, and what can we do about them?
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.