With PMI certification and other project management disciplines being the guiding light for many projects, it is assumed that following a correct set of processes, procedures, tools and techniques will ensure project success.
Unfortunately, the environment we work in is always changing and project teams often deal with risk, uncertainty and complexity, which was not foreseen when the project began. Being obedient to frameworks needs to be supported by a way to manage the risk and uncertainty.
Cranfield School of Management were commissioned to look at the necessary actions the Project Manager should establish to maintain a state of Project Resilience. Here is a precis of their findings.
Ensuring your process continues to be resilient means being proficient in the art of:
1. noticing indicators of an ever-changing environment
· Be very alert to things that go wrong or indicate negative consequences;
2. realistically interpreting these indicators and bring them together to form a ‘big picture’
· Do not accept simple answers but try to validate the facts;
· Rule out doubt by unambiguously connecting the broad organisational goal and the team work;
· Rank expertise higher than hierarchy.
3. preparing for the effects of these changes
· Anticipate possible and unexpected failure and ensure resilient responses;
4. containing and even exploiting the effects of changes in the environment
· Remember not all changes are negative and some changes will make a positive impact on your project;
5. recovering from unforeseen events and quickly restoring project capabilities.
· Get back to business as usual as soon as possible.
According to Cranfield this guide should be seen as a set of principles that are complementary to conventional wisdom in project management.