I agree with Kiron Bondale and would elaborate on his point by calling out that risk management (RM) should include opportunity management. There are some differences between RM and foresight, however. We often look to the past, in RM, to estimate what might happen in the future and the impact it might have on project objectives/schedule/cost, but we don't typically place a lot of emphasis on identifying signals or developing project-specific forecasts, although we might rely on forecasts others have created.
In my experience, if/when my stakeholders are thinking about RM, they are often very siloed in their thinking. Not to turn this into a GenAI conversation, but this is probably the one area where I find GenAI most useful on my projects. There often seems to be one person who is vocal about all the scenarios where things can go wrong, which is appreciated when we're talking about risks, but I've also had projects where nobody wanted to talk about it. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
I do not know if I agree or not.
If you use Foresight, Forecasting, Scenario planning, etc., you invest in something you might not use in the future.
If you invest in your wisdom and capabilities, you improve your options for any moment, increasing your resilience and opening up to perspectives you need to be antifragile.
On the other hand, firefighters would not be successful without practicing about potential scenarios. And yet, they say every situation is unique. Saving Changes...
Community Champion
