ROCKING THE PROJECT BOAT – NOT A CRIME, POSSIBLY A VIRTUE.

The project has hit a bad patch, it’s in a rut and the wheels are spinning; it’s not moving forward, and the rut is getting deeper.  “When you’re in a hole – stop digging!” goes the project management adage because digging only makes the hole deeper and makes it more difficult to get out of both physically and figuratively.

All projects, as with all ventures, are exposed to risk from both internal and external sources.  Risk management advocates that risks can be terminated (avoided), transferred (allocated), treated (mitigated), or taken (accepted).  But, when ‘unforeseen’ risks are realised and not dealt with then the result is inevitably, and invariably, trouble.  At best this trouble will prevail until a plan is developed and implemented while at worst the risk is accommodated, and the project may well suffer to its detriment.

Risks rock the metaphorical boat but why do we wait for risks to happen…can’t we do something about it?  Again, risk management advocates that we should track identified risks, monitor residual risks, identify new risks, and execute risk response plans while evaluating plans’ effectiveness throughout the project life. This is great…on paper, but how often is this realised in the cold light of project execution?

Risk Averseness (Wary)

Projects are, by definition, unique undertakings.  Even with a ‘known’ type of project the hazards are identifiable, but the associated risk profile may well be different.

Project proponents who are risk averse will see a risk at every juncture.  The progress of the project will be adversely affected as every stone is turned to ensure there are no demons lurking to sabotage their project.  Decisions that need to be based on incomplete information will be delayed and, as we all know, ‘he who hesitates is lost’.

Ovid in 43BC sagely wrote: “The man who has experienced shipwreck shudders even at a calm sea“.  This view of risk is based on experience rather than the sceptical anticipation and pessimism of the risk averse.  Experienced persons need to speak out and ensure that the reality of risk is made known; not just wait and see.

Risk Addicted (Unaware)

Risk addicts thrive on risk and the prospect of returns achieved by cutting a corner or ‘streamlining’ an approach.  However, flying by the seat of their pants and casting caution to the wind may be ‘fun’ but can expose a project to unnecessary risk.  Unfortunately, the consequences that are realised are conveniently ignored and put down to ‘nothing ventured…nothing gained‘ as the addicts carry on regardless.

In a risk addicted team, or an unaware team, any risk register becomes an anchor to progress.  It’s easier to ignore risks under the delusion that the project team is in control and the risks are inconsequential.  However, it may be the risk that is in control while the project team proceeds with reckless abandon in ignorance.

Risk is perceived by risk addicts as something that happens to other people.  In this way a ‘(false) sense of security’ prevails forming a safety cocoon around a project.  When a risk is realised and the grief cycle starts the situation is ignored as a vicious circle of anger and denial ensues.  If reality is ignored then some degree of failure will result unless somebody steps in, challenges the status quo, and shines the proverbial light so all may see actuality.

Risk Awareness

Between the extremes of aversion and addiction is awareness and a balanced approach to risk may be taken.  Project teams also need to be balanced and, according to de Bono, a team should advocate process, facts, creativity, emotion and, in the context of risk awareness, caution and benefits.

Van Gogh, the painter, said “The fishermen know the sea is dangerous and the storm terrible, but they have never found these dangers sufficient reason for remaining ashore” exemplifying a pragmatic approach to risk.  Pragmatism is not taking a risk for risks sake but balancing the risk against the benefits required.

The voice of caution, not only benefit, needs to rock the project boat from time to time.  If the team is not made aware of the risks that are being faced they need to be woken up to the harsh reality that the situations created by manifested risks must be managed.  Alternatively, if a team fears the risk then the benefits need to be described so they can proceed with cautious optimism rather than fear and trepidation.

Conclusion

Projects are exposed to risks.  The way in which those risks and the resultant situations are managed will make the difference between project success and failure.

If risk is ignored in a sublime hope that risks will simply go away the project team have adopted the vice of blind faith and addictive behaviour results.  By occasionally rocking the boat to flush out any risks the project management team can recognise and counteract complacency.  Such action should not be one of vexatiousness but one of virtue and recognising those risks that need to be managed for a successful project outcome.

“You pay for your risk management if you have it or not” goes that saying and active management is more cost effective than learning lessons later.  It also avoids the all too costly sport of retrospective blame and hunting the scapegoat(s) who were guilty by association.  Judicious ‘rocking the boat’ to ensure risk awareness should be a virtuous act that may save the day and prevent possible capsizing later.

Bio:

UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.

Provision of incisive, focused and effective technical and managerial solutions for all project phases; identifying and dealing with troubled projects.