Organisations are like living systems. Inside, everyone is busy, doing something but nobody know what the behaviour of a cohesive organisation should be. Maybe, you feel that the real organisational behaviour is chaotic, no written and do not obey theories, formulas or frameworks. Maybe you are right. But, let me tell you my story.
One of my clients was struggling with risk management issues. The owner’s team knew they had old procedures to implement project risk practices. In particular, my team and I noticed these procedures had no-mention about developing risk management plan. Thus, project teams in this organisation went directly to identify risks without a plan or even a formal description in the project execution plan (PEP). For this reason, there weren’t a standard implementation of risk practices across all project portfolios or the defined criteria to adapt generic risk procedures to a special project. Then, we persuaded my client to have a standard approach toward a risk management plan. Our next step was to collect different approaches to risk management plan and control. We made comparisons between the project risk management section of the project management body of knowledge (PMBOK, PMI) and the internal project risk management procedure.
These steps seem to be the logic way to develop a new procedure but this organisation needed something more. They needed a real change in the behaviour and attitude to risks of project teams.
We designed a simple process and innovative templates for risk management plan. The draft of this plan was discussed by project managers and technical groups. We encouraged discussions at different levels to include the organisational mindset in both the new procedure and templates. Although, this consultation requires significant resources, it creates a movement to promote the risk process implementation not in one project, in the whole organisation.
After collecting comments, we tested these new tools in a pilot project. Finally, we obtained excellent results in organising and controlling risk management activities in projects. These results allow us to convince other business unit to use a similar development’s schema. Thus, the style to develop procedures that modify behaviour was spreaded. One of the key successful factors was the alignment of risk management plan to the project execution plan.
See you next time.