On the Risk of Undetected Issues: II

As we saw last time, the difference between a risk and an issue is that risks are adverse events that might or might not happen. They are uncertain. On the other hand, issues are adverse events that have already arisen, or are certain to do so. Undetected issues are especially problematic when we treat them as risks, instead of mounting serious efforts to uncover them.

Let's now explore tactics for uncovering undetected issues. The general principle underlying all these approaches is an obvious one: Look for undetected issues in the places where you're most likely to find them.

Involve the customer in development — from the beginning

When developers and customers collaborate, they educate each other. Customers don't always know what they want or need. Sometimes they think they know, but they're mistaken. Still, customers can make valuable contributions to development processes, and participation in development helps refine their knowledge of what they want or need. The sooner this happens, the closer the product comes to delighting the customer. And when this mutual education doesn't happen — or when it happens too late — we sometimes discover issues only after the product is delivered.

Use what you're building — early

Actual usage is Actual usage is the method
most likely to expose the
problems that arise
in actual usagethe method most likely to expose the problems that arise in actual usage. Use what you're building (or parts thereof) as early as possible, or recruit actual users to do so. If needed, install placeholders for incomplete components. Placeholders are usually worth the investment, because early usage that exposes serious problems can reduce rework.

Exploit organizational history

In retrospectives, note the occurrence of undetected issues, the time it took before they were detected, and the cost of not having detected them promptly. Review the observations for patterns. Apply this information to future and ongoing efforts, checking for repetitions of these patterns, and incorporating into designs of products, services, projects, controls, and procedures, clever mechanisms that will signal the presence of any of these patterns. Use the cost information to set the levels of these investments.

Account for the effects of cognitive biases

Cognitive biases are patterns of thinking that lead to systematic deviations from rationality and objectivity. They can cause us, for example, to dismiss indications of undetected issues in products or projects. Learn about cognitive biases and incorporate safeguards into your processes to reduce the impact of cognitive biases.

Test with undetected issues in mind

Tests and inspections typically focus on determining whether the items tested meet requirements and quality standards. That isn't enough. If you have evidence of patterns of undetected issues in earlier work, broaden the testing focus to check for undetected issues. If you're unaware of patterns of undetected issues, make some brilliant guesses.

Your organization probably has a number of projects underway. Almost certainly there are some undetected issues. What are they? Where are they? First in this series   Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. 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.

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:

See No Evil

When teams share information among themselves, they have their best opportunity to reach peak performance. And when some information is withheld within an elite group, the team faces unique risks.

An Agenda for Agendas

Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed" agenda? How can we write and manage agendas to make meetings successful?

Ten Approaches to Managing Project Risks: II

Managing risk entails coping with unwanted events that might or might not happen, and which can be costly if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.

Wishful Interpretation: I

Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret the world.

Risk Creep: II

When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's Part II of an exploration of risk creep.

See also Project Management and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Coming December 2: Anticipating Absence: Why

Knowledge workers are scientists, engineers, physicians, attorneys, and any other professionals who "think for a living." When they suddenly become unavailable because of the Coronavirus Pandemic, substituting someone else to carry on for them can be problematic, because skills and experience are not enough. Available here and by RSS on December 2.

And on December 9: Anticipating Absence: How

Knowledge workers are professionals who "think for a living." When they suddenly become unavailable because of the pandemic, we consider substituting someone else. But substitutes need much more than skills and experience to succeed. Available here and by RSS on December 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.