I
f you’ve read any of my other pieces, you know I’m an advocate for defining and managing risk (and opportunity) on projects and in organizations. And you know by “managing” I mean the active, vigilant monitoring of what is going on vs. what you may have anticipated. It makes sound business sense and it ends up saving you, your teams, and your management a whole lot of headaches later. Continue reading
Please do not be afraid, I am not going to divulge any military secrets.
Stealth – or stealthy – in layperson terms means very low detectability, or quasi undetectability. Continue reading
The trains and boats …Hindsight is cheap, as argued by Taleb when he wrote about black swans.
First [the black swan] is an outlier, as it lies outside the realm of regular expectations, because nothing in the past can convincingly point to its possibility. Second, it carries an extreme impact …. Third, in spite of its outlier status, human nature makes us concoct explanations for its occurrence after the fact, making it explainable and predictable. Continue reading
In June, you saw Context Matters When Discussing Risks in which I outlined four risk category descriptions to use with your stakeholders and teams. Here we will drill down a bit on the first category, Decision Risk. Continue reading
In the previous post, I discussed how employing accelerated delivery strategies, specifically generative software engineering, can reduce overall project risks. This post recounts the history of a project in which generative methods were employed to great benefit. Continue reading