Project Improvisation and Risk Management

We've already examined the fundamentals of improvisation, and improvisation as a group process. We now examine its impact on risk management. Because improvisation will almost certainly be necessary in most projects, we ought to anticipate it by allocating budget, schedule, and management time to address improvisations. Here are some suggestions for adjusting risk plans once improvisation becomes necessary.

Directed improvisation is risky

Sometimes decision makers demand improvisation. Directed improvisation entails unique risks, because the director might not be very familiar with the project, its technology, or its staff. When improvisation is directed, defer as much as possible, until the consequences of the directed improvisation become clear.

Improvising without content-related cause is risky

Some improvising happens even when the project plan seems to be working well. On these occasions, the drivers of the decision to improvise are unrelated to the project work itself, and often are related to the use of the deliverables. For instance, the decision maker might seek delivery during a fiscal window earlier than planned. The more sudden the decision is, the riskier it is.

The need to improvise could be a signal

Even though projects are inherently difficult to plan, a real need to improvise can result from a poor plan — or no plan. If a truly thoughtful plan does exist, the need to improvise signals nothing more than the inherent difficulties of project management. But if the project plan was developed in haste, perhaps by cloning plans for supposedly similar work, further trouble probably lies ahead.

Improvisations can create timing risks

If improvisation is necessary, the project schedule is probably changed or even disrupted. Usually, task schedules slip to later dates. Examine the new schedule to determine whether necessary resources are still available. This is especially tricky when resources are shared with other projects.

Improvisations tend to transfer risk

Any work undertaken during improvisation could potentially require resources that were allocated to something else, including other projects. The effects of improvisation can therefore The effects of improvisation
can ripple widely
through the organizationripple widely through the organization. Improvisations in one project kick off improvisations elsewhere, which can sometimes export risk as well. Be alert to improvisations wherever they occur, and address them in your risk plan.

Improvisations enhance creativity risk

Improvisation requires — and stimulates — creativity. In the project context, a successful improvisation can bring to light new approaches to work already completed, planned, or underway. Sometimes this new thinking is helpful or even necessary, and should be applied. And sometimes it isn't really essential. Apply new ideas where necessary, and manage creativity risk — the temptation to use good ideas to improve what is already good enough.

Whatever the reason for improvisation, an often-neglected set of consequences lies hidden in the project's risk plan. Record carefully the improvised actions undertaken, and when normal activity resumes, immediately revisit the risk plan. If you don't, you might be improvising again before you know it. First in this series   Top    Next Issue

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More articles on Project Management:

False Summits: II

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Planning Disappointments

When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this?

Anticipating Absence: How

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Premortems

Premortems are simulated retrospective examinations of future events, conducted as if those future events had already occurred. By combining the benefits of psychological safety with a shift in temporal perspective, they offer advantages for planners.

See also Project Management and Problem Solving and Creativity for more related articles.

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