Rand MesmarProfessional Consultancy Services Provider-| "We Help By Getting The Right Things Done In The Right Manner?"Nablus, West Banks, Palestine, State Of
Question with a philosophical approach! During risk management you are acting proactively … but is it true sometimes when you are trying to prevent a threat/event from happening you are triggering it to happen !? What to do YOU Think … Not What PMBOK thinks or any reference which I esteem …. But I appreciate your own contributions based on your stories (YOU) If yes or no .. why?? Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Risk management mostly occurs during the planning stage. While it is possible for an identified risk to be triggered during the planning phase, it hasn't happened often in my projects.
I never triggered an event by the sheer act of managing it. I've never seen the Hawthorne effect at play with risk management.
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1 reply by Rand Mesmar
Oct 18, 2017 10:04 AM
Rand Mesmar
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from your story and experince .. you are saying it is not true
but what about workarounds ...when you are trying to solve event already occurred and not part of your response plan?
Saving Changes...
Rand MesmarProfessional Consultancy Services Provider-| "We Help By Getting The Right Things Done In The Right Manner?"Nablus, West Banks, Palestine, State Of
Oct 18, 2017 10:00 AM
Replying to Stéphane Parent
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Risk management mostly occurs during the planning stage. While it is possible for an identified risk to be triggered during the planning phase, it hasn't happened often in my projects.
I never triggered an event by the sheer act of managing it. I've never seen the Hawthorne effect at play with risk management.
from your story and experince .. you are saying it is not true
but what about workarounds ...when you are trying to solve event already occurred and not part of your response plan?
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1 reply by Stéphane Parent
Oct 18, 2017 10:12 AM
Stéphane Parent
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If the risk has already been triggered and I did not have appropriate contingency plans, then I am managing an issue.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Beyond Stéphane stated above what perhaps is triggered is other event that could have an associated risk. But not the risk you are trying to avoid. Just in case your strategy is mitigate/accept/transfer then you know that the risk will hapend.
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1 reply by Rand Mesmar
Oct 18, 2017 10:08 AM
Rand Mesmar
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then you are saying it is not true
but what about the secondary risks ... ( the potential side effect of your response plan ) ?
Saving Changes...
Rand MesmarProfessional Consultancy Services Provider-| "We Help By Getting The Right Things Done In The Right Manner?"Nablus, West Banks, Palestine, State Of
Oct 18, 2017 10:05 AM
Replying to Sergio Luis Conte
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Beyond Stéphane stated above what perhaps is triggered is other event that could have an associated risk. But not the risk you are trying to avoid. Just in case your strategy is mitigate/accept/transfer then you know that the risk will hapend.
then you are saying it is not true
but what about the secondary risks ... ( the potential side effect of your response plan ) ?
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2 replies by Sergio Luis Conte and Stéphane Parent
Oct 18, 2017 10:14 AM
Stéphane Parent
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Again, if you triggered secondary risks that were unplanned, then you are managing an issue, not a risk.
Oct 18, 2017 10:17 AM
Sergio Luis Conte
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Adding to Stéphane answer, is what I stated above about events that could have associated risks.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Oct 18, 2017 10:04 AM
Replying to Rand Mesmar
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from your story and experince .. you are saying it is not true
but what about workarounds ...when you are trying to solve event already occurred and not part of your response plan?
If the risk has already been triggered and I did not have appropriate contingency plans, then I am managing an issue. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Oct 18, 2017 10:08 AM
Replying to Rand Mesmar
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then you are saying it is not true
but what about the secondary risks ... ( the potential side effect of your response plan ) ?
Again, if you triggered secondary risks that were unplanned, then you are managing an issue, not a risk. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Oct 18, 2017 10:08 AM
Replying to Rand Mesmar
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then you are saying it is not true
but what about the secondary risks ... ( the potential side effect of your response plan ) ?
Adding to Stéphane answer, is what I stated above about events that could have associated risks. Saving Changes...
Rand MesmarProfessional Consultancy Services Provider-| "We Help By Getting The Right Things Done In The Right Manner?"Nablus, West Banks, Palestine, State Of
countless thanks for your valuable contributions. Saving Changes...
Joseph PanganSenior Principal Consultant| Genpact PhilippinesAngeles City, Philippines, Philippines
No. But if they do occur after preventions, that is when your contigencies and risk response plans come into play.
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1 reply by Rand Mesmar
Oct 18, 2017 11:19 AM
Rand Mesmar
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thank you Joseph
Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
It is possible to trigger a risk as you try to prevent it from happening. Here's a scenario that occasionally occurs in the Information Technology (IT) field:
1. You note as a risk that one of your key technical resources could leave the project, which would cause delays.
2. You try to mitigate this risk by offering your resource a promotion to a supervisory position and a pay raise, believing this would make him want to stay on the project.
3. Your key resource accepts the promotion, and you believe the risk has been mitigated. However, the resource only accepted the position because he feared he couldn’t turn it down without causing offense that would eventually get him fired. In reality, the resource hates supervising others, and only wants to do technical work. He immediately begins looking for another job.
4. Two weeks later your key resource hands in his resignation.
We are likely to accidentally trigger risks that involve human beings because we assume we know how others think and what they value. In this case I would have talked with the resource, told him I appreciated his work, and said I wanted to keep him on the project. I would have then asked him what I could offer him. Based on the IT people I know, he likely would have asked for the ability to work remotely from home two days a week. I would have said “Done!”, he would have been ecstatic, and the risk of him leaving would effectively decrease to zero.
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3 replies by Joseph Pangan, Rand Mesmar, and Sergio Luis Conte
Oct 18, 2017 11:12 AM
Sergio Luis Conte
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As I mentioned above, if your strategy is mitigate then you know that the risk will occur. So,is not the case Rand mentioned. Mitigate/Accept/Transfer strategy always suppose that the risk will occur so it implies the risk can not be prevent. Avoid strategy is about to prevent.
Oct 18, 2017 11:17 AM
Rand Mesmar
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thank you Eric
Thank you all ... i appreciate your contributions
Oct 18, 2017 11:36 AM
Joseph Pangan
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Nice example/argument Eric.
And that is where Risk analysis and risk prevention and response planning come into play.
Why is the resource leaving? Is there something that can make the resource stay? What can make the resource stay? Can the resource requirements to stay be satisfied?
Resources leave, but contingencies should be available when they leave.
One aspect of risk management planning is identifying the appropriate risk prevention and responses.
You cannot give someone a spoon when that someone needs a knife.
