Project Improvisation and Risk Management

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 issue 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! .

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

The Cheapest Way to Run a Project Is with Enough Resources

Cost reduction is so common that nearly every project plan today should include budget and schedule for several rounds of reductions. Whenever we cut costs, we risk cutting too much, so it pays to ask, "If we do cut too much, what are the consequences?"

Flanking Maneuvers

Historically, military logistics practice has provided a steady stream of innovations to many fields, including project management. But project managers can learn even more if we investigate battlefield tactics.

The Risky Role of Hands-On Project Manager

The hands-on project manager manages the project and performs some of the work, too. There are lots of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential conflicts of interest.

Ten Approaches to Managing Project Risks: I

Risk management usually entails coping with losses if they do occur. Here's Part I of a concise summary of the options for managing risk.

Tuckman's Model and Joint Leadership Teams

Tuckman's model of the stages of group development, applied to Joint Leadership Teams, reveals characteristics of these teams that signal performance levels less than we hope for. Knowing what to avoid when we designate these teams is therefore useful.

See also Project Management and Project Management for more related articles.

Forthcoming issues of Point Lookout

Coming April 2: Mitigating the Trauma of Being Laid Off

Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.

And on April 9: Defining Workplace Bullying

When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info