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...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Oct 18, 2017 10:59 AM
Replying to Eric Simms
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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.
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. 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 10:59 AM
Replying to Eric Simms
...
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.
thank you Eric
Thank you all ... i appreciate your contributions 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 10:52 AM
Replying to Joseph Pangan
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No. But if they do occur after preventions, that is when your contigencies and risk response plans come into play.
thank you Joseph Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
You steer where you stare Saving Changes...
Joseph PanganSenior Principal Consultant| Genpact PhilippinesAngeles City, Philippines, Philippines
Oct 18, 2017 10:59 AM
Replying to Eric Simms
...
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.
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.
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1 reply by Eric Simms
Oct 19, 2017 12:46 PM
Eric Simms
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Thanks, Joseph.
In my organization the Human Resources Management plan is the one that seems to get ignored most often. I've never understood why, because skilled IT resources are always being headhunted or are seeking better opportunities. A resource retention strategy seems essential for most IT projects.
Eric's provided one scenario, and here are a couple more:
1. Negative stakeholder reaction occurring because you overplayed your hand as part of the risk response.
2. A competitor figuring out your product strategy as a result of what you purposely AVOIDED saying in public.
3. A team thinking the sky is falling because a large volume of severe risks were identified by other stakeholders which they hadn't considered. This paranoia results in a self-fulfilling prophecy.
I'm a golfer so I tend to use golfing analogies. This is similar to the golfer standing at the tee of a short par 3 where a large pond separates them from the green. Their act of saying "there is no water, there is no water, there is no water" to themselves actually causes them to direct a shot into the water hazard. Been there, sunk that, played from the drop zone :-)
You are more likely to uncover new or secondary risks than trigger them. 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
Thanks to all of you ... i appreciate your contributions Saving Changes...
GORAKHANATH WANKHEDEProject Manager| Bharat Electronics LimitedBengaluru, Karnataka, India
Since you are trying to prevent the threat/event from happening, you are implementing either MITIGATE or AVOID or TRANSFER strategy towards risk. All these actions cannot TRIGGER the risk as sole purpose of risk response planning is to minimize its effect on you. If risk is still present after you have implemented responses, then it is not the SAME RISK. It is either secondary risk as a result of action or residual risk which remained even after your response.
However, in a business scenario, it may so happen that if your risk response strategy is known to your competitor, your responses to risk can trigger the risk not by YOU but somebody who wants to take advantage of situation. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Oct 18, 2017 11:36 AM
Replying to 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.
Thanks, Joseph.
In my organization the Human Resources Management plan is the one that seems to get ignored most often. I've never understood why, because skilled IT resources are always being headhunted or are seeking better opportunities. A resource retention strategy seems essential for most IT projects. Saving Changes...
