All project teams have a certain probability of encountering serious obstacles at some point. Anyone who knows the risks and fails to take appropriate precautions is acting carelessly. He is like a car driver who sets off on a journey with defective brakes and says: "I'll deal with that later when I have to brake."
Dirk D. and his colleagues have analyzed and assessed the risks. The group is standing in front of the flipchart and looking at an impressive list of risks. "What risks do we need to worry about ?" asks Dirk D. "What precautions should we take, what measures should we implement?" He looks at a row of listless faces that don't really want to deal with the difficulties. No wonder, because risks are unpleasant and people don't like to think about unpleasant things. The project is difficult enough as it is,
Although project risks are real threats, many project managers tend towards dangerous optimism laos telegram data Many of their plans simply constitute collective self-deception. The same people who privately insure themselves against the most unlikely risks turn into gamblers in projects and take the most adventurous risks.
The real difficulty of risk management is not the methodical implementation, but the willingness to face unpleasant facts – even and especially when you do not yet know a solution to them.