This detailed survey of Israeli project managers, looks at the tools/techniques being used to manage risk from a list of 38 tools/techniques. It goes into a lot of statistical detail, but provides a interesting view on the tools and techniques used to manage risk by project managers:
Most Popular Risk Management Techniques:
- Responsibility assignment
- Risk impact assessment
Least popular Risk Management Techniques:
- Graphic presentation of risk information
- Procedure for closing risks
Most likely to be used by those with good project and/or risk management practices (note the definition of “good” was self-assessed) :
- Risk impact assessment
- Risk classification
- Ranking of risks
Given the recent publication of the Checklist Manifesto, it’s interesting that checklists aren’t broadly used. Generally, it seems the different between basic and more sophisticated managers is that good project managers don’t just count risks, they classify them and assess their relative impact.
See the full article here, it’s almost 10 years old, but the techniques described haven’t fundamentally changed.
I was intrigued to read the Checklist Manifesto. Is the author’s intent to replace project plans with project checklists? Or is it more about complementing the project plan with a checklist? Or does a checklist apply in a completely different set of circumstances that aren’t really projects at all? The short answer, from Atul Gawande’s perspective, is that a checklist is more suitable for repeated processes and the unexpected results they can generate, rather than one-off projects. This is partly because getting a checklist absolutely right requires even more effort, testing and rigor than creating a project plan. However, where a project does include repeatable processes, a checklist may be an appropriate complement to the project plan.
Below are some of the differences between project plans and checklists, based on the way the book describes checklists:
|Criteria for inclusion in the plan or list
||All the steps of a project
||Just those that are crucial or often forgotten
||Each task usually has one accountable party
||Encourages a team mentality with everyone able to identify problems
||Typically months or years
||Less than 3 minutes to perform in most cases
||Large document, often with pages of text and visual display of information such as a Gantt chart
||A succinct, plain text-based list (though sometimes multiple checklists can be grouped together into large documents)
||Often derived from extensive estimates and pre-planning, will be updated for key changes
||Iteratively tested and refined over time – a living document
||Primarily airline pilots and surgeons – some growth into fields such as finance
The book also notes that the value of checklists within the airline industry are partly the result of formalizing learnings from the extensive post-mortems the industry performs after any accident, and that a signficant side-benefit of checklists are to empower the team. Typically the pilot on a plane, or the surgeon in an operating theater may not be challenged by others in some situations and cultures, whereas the checklist creates a vehicle for this to happen.
I should also note that the book is pretty gruesome, there are operating table accidents and airline crashes (including the recent Hudson River miracle landing) described at a level of detail that will be too graphic for some. Still, it is a provocative and well-researched book with relevant implications for certain aspects of project management, and definitely for any aspect of process management. You can order it here on Amazon if it’s of interest.