What will the Project Manager's role as a human being and part of society where we have turbulences w.r.t Economy, Global Trade issues, and how it affects at Micro-level ?
Anirudha MoreProject Manager| Suss Micro Tec Lithography GmbHPforzheim, Baden-Württemberg, Germany
I am working in a diverse culture organization but having difficulties and turbulences outside (EEF), how could we react or act or plan in advance ?
I would like understand what would be your strategic as well as generalized approach in such circumstances ? Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The same than always. Perhaps because I am located in Argentina, South America, I live everyday of my work life with turbulences no matter I am working for multinational companies from time ago. Here is where, using a new buzzword, Agile take places. If you use Agile (which by definition is "way of thinking and behave with focus on client, value and quality") you gain into agility (which by definition is "beign prepare for unexpected and unplanned events and be able to create unexpected and unplanned events"). Hope this helps: http://www.pmnetwork-digital.com/pmnetwork/april_2016?pg=73#pg73 Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Anirudha,
we cannot change others but we can change ourselves. Working on ourselves could be thru getting better at emotional intelligence and getting a more ethical person. Have a look https://www.slideshare.net/walenta/hope-ov...project-economy Saving Changes...
Jaleel .PMP, Associate Director| MetricStreamBangalore, India
Four aspects that could be considered (1) Planning (2) Communication (3) Modular (4) Continuous monitoring. Since you are already calling them as Enterprise Environment Factors they need to be considered in the plans. These are the risks to the project for which a thorough risk analysis is needed considering the past experiences, prevailing situations and what can be expected. Since it would be difficult to expect the situations a clear communication should be made at all levels so that appropriate actions can be taken accordingly. Break down the project into as many modules as possible so that impact on one module doesn't effect due to turbulence. Of course this needs to be balanced with overall project. Keep a watch, look for the signs, re-plan, communicate and keep going. It would be continuous process. Above all the first thing, is to accept that there will be turbulence and being resilient is the way to move on. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
The greater the exposure to disturbances the stronger the risk management plan. There may be situations where all you do is manage risk, but then again that is what project management is. If there was/is no risk there is no need to manage.
The question of the day becomes: What do we do if/when [this] happens?
I would argue that project turbulence happen because there is inadequate planning.
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1 reply by Maria Lekha Johnson
Jul 17, 2020 3:42 PM
Maria Lekha Johnson
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The more the turbulence the stronger the risk management plan. This is a great point but how to attribute the turbulence to inadequate planning? There are conditions outside of planning that can contribute to turbulence. For example, a key member takes an unplanned leave or the team got sudden different priorities that the previous planned tasks have to be now rescheduled or the regular communication of the team itself can sound rude - these things cannot be included in planning.
The greater the exposure to disturbances the stronger the risk management plan. There may be situations where all you do is manage risk, but then again that is what project management is. If there was/is no risk there is no need to manage.
The question of the day becomes: What do we do if/when [this] happens?
I would argue that project turbulence happen because there is inadequate planning.
The more the turbulence the stronger the risk management plan. This is a great point but how to attribute the turbulence to inadequate planning? There are conditions outside of planning that can contribute to turbulence. For example, a key member takes an unplanned leave or the team got sudden different priorities that the previous planned tasks have to be now rescheduled or the regular communication of the team itself can sound rude - these things cannot be included in planning.
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1 reply by Peter Rapin
Jul 17, 2020 4:24 PM
Peter Rapin
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Planning through risk has three main components: 1) identify risk events, 2) determine probability and impact, and 3) develop mitigating measures.
Maria, You have identified three risk events: 1) unplanned leave, 2) changed priorities and 3) regular communication can sound rude (not sure what that means). You write that you can't control these risk events from occurring however one can make an estimate of probability and impact and one can pre-determine mitigating measures that may minimize the probability and impact. One can take this further and calculate a risk allowance should these risk events happen.
This is all part of planning. The response can't be "I have no control therefore I will ignore it". The proper response is "If this happens here's what we can do to minimize the negative impact on the project and here's a pot of money to get us through it."
I maintain my argument that poor planning is the most likely cause of project turbulence.
"Donald Rumsfeld, the then US Secretary of State for Defence, stated at a Defence Department briefing: ‘There are known knowns. There are things we know that we know. There are known unknowns. That is to say, there are things that we now know we don't know. But there are also unknown unknowns. There are things we do not know we don't know."
Risk management and planning is not only about the known knowns.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Jul 17, 2020 3:42 PM
Replying to Maria Lekha Johnson
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The more the turbulence the stronger the risk management plan. This is a great point but how to attribute the turbulence to inadequate planning? There are conditions outside of planning that can contribute to turbulence. For example, a key member takes an unplanned leave or the team got sudden different priorities that the previous planned tasks have to be now rescheduled or the regular communication of the team itself can sound rude - these things cannot be included in planning.
Planning through risk has three main components: 1) identify risk events, 2) determine probability and impact, and 3) develop mitigating measures.
Maria, You have identified three risk events: 1) unplanned leave, 2) changed priorities and 3) regular communication can sound rude (not sure what that means). You write that you can't control these risk events from occurring however one can make an estimate of probability and impact and one can pre-determine mitigating measures that may minimize the probability and impact. One can take this further and calculate a risk allowance should these risk events happen.
This is all part of planning. The response can't be "I have no control therefore I will ignore it". The proper response is "If this happens here's what we can do to minimize the negative impact on the project and here's a pot of money to get us through it."
I maintain my argument that poor planning is the most likely cause of project turbulence.
"Donald Rumsfeld, the then US Secretary of State for Defence, stated at a Defence Department briefing: ‘There are known knowns. There are things we know that we know. There are known unknowns. That is to say, there are things that we now know we don't know. But there are also unknown unknowns. There are things we do not know we don't know."
Risk management and planning is not only about the known knowns. Saving Changes...
