A PM with a Phobia for Risks

 As a series addict, several times have I ended up hooked to different shows, not the best, not the worst ones. One of them is Doc Martin, an English series where a surgeon is hemophobic (he can’t stand the view, smell or touch of blood). It’s very easy to see why this is a problem for the poor doctor who has to change his life dramatically due to the development of his condition. As a project manager who really doesn’t enjoy risk management, I feel quite close to Doc Martin’s feelings. I know risk management is super important to take good care of a project, but even having all this theory in my head, I can’t get to appreciate them. Of course, identifying a high impact risk can make the team realize what actions are needed in order to try to avoid the risk or at least be prepared when the ship hits the iceberg. But even knowing that, risk management is not my cup of tea.

Quality, as we can see from the TQM approach, is everywhere in any company. Let’s see some aspects in this blog post.

Looking for the why

Why do I really hate to be in front of that – so standardized table with probability and impact as entry levels – table?  I have asked myself this question several times and in a way I think it’s the pessimistic view of the world what doesn’t drive me crazy. Doesn’t it predispose the team to think aaallll the terrible catastrophes we could be facing in the near future? Isn’t it like a threat where all your mistakes would be exposed and set to the gallows? On the other hand, I really think it is boring, flat boring. 


Making it work, anyway

So, here I am, living my days as a project manager – and as a project managers’ manager! – reminding everybody about the importance of risk management – even when I’m not a fan myself – and trying to get through the task. In my humble opinion, the gain is in the actions to be taken, trying to be in front of the train and build the railway in order for it not to crash.  But here’s my questions: could these actions be identified without the little trite table?! Could we, as a project management community, look for a more sophisticated way of identifying these actions? What’s our evolution in this department? Where’s the next revolution in project management which frees us for so bureaucratic methodology?! We’ve been working like this for some decades now, isn’t it time to evolve, to make it easier, more natural? I know it’s a very personal opinion of mine, but my restless spirit makes me wonder all the time: Is this necessary? Could I be using my and the whole team time and energy in a more efficient way? Is risk management just a way of washing our PM’s hands of the problem when it occurs?  Will this be our “out of trouble” letter, our slip to avoid the test? I don’t feel comfortable with this. I need to find a way where I am convinced this is helping. In the meantime, I try to make the task as light as it can be and work hard to see those savior actions as quickly as we can. But I will keep thinking…

Quality, as we can see from the TQM approach, is everywhere in any company. Let’s see some aspects in this blog post.

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