Sharks in the water: The hidden dangers beneath a perfect plan

In project management, thorough planning is often heralded as the cornerstone of success. Project professionals and their teams invest significant effort into crafting comprehensive plans – from developing cost baselines and budgets to schedules and risk management plans.

These plans are meticulously reviewed, refined and signed off, with all baselines firmly anchored. This can sometimes lead to a false sense of security, where the team believes they can simply sail off into the sunset and follow the plan to success.

However, seasoned project professionals know that plans seldom unfold exactly as intended. Issues arise and cracks begin to appear, demanding immediate attention. This is where vigilance, coupled with a keen sense for risk and issue management, becomes critical.

Without this vigilance, project teams can fall into the trap of assuming that the project is on track – imagining a soundtrack of Schubert or The Blue Danube, when the ominous tones of the Jaws theme may be more fitting.

Jaws: A risk management analogy

When unexpected risks emerge, it’s like spotting sharks in the water – they are silent, dangerous and potentially deadly if ignored. Project managers must continually watch for risk triggers, those subtle signs that a threat is looming beneath the surface. Ignoring these triggers is like failing to spot the fin before the shark appears in full view.

So, what are the different reactions available to project professionals when these threats surface after the risk management plan has been signed off?

1. Chaperoning to safety: risk mitigation
   When sharks are spotted, the first instinct should be to guide the team to safer waters. In project terms, this means revisiting the risk management plan and actively mitigating the identified risks – reallocating resources, adjusting timelines or implementing additional controls.
   
   
2. Depth charges incoming: risk elimination
   Sometimes, the threat is so imminent that drastic measures are required. This could mean taking decisive action to eliminate the risk altogether – like re-scoping, reassigning key responsibilities or even halting a problematic element of the project.
   
   
3. Ripples turning to waves: early warning signs
   Not all risks appear suddenly; some start as small issues – ripples on the surface that gradually build into waves. Effective project managers need to identify these early signs and address them before they escalate into significant threats.
   
   
4. Continual lookout: watching for risk triggers
   The key to managing risks effectively is to be on continual lookout for triggers – those early indicators that sharks may be entering the project waters. By maintaining a vigilant watch, project managers can respond swiftly before these risks fully manifest.
   
   
5. Acknowledging the dangers: risk acceptance
   In some cases, despite all efforts, the sharks remain, and the team may have no choice but to accept the risk. This involves proceeding with full awareness, prepared to adapt rapidly if the situation worsens.
   
   
6. Ignoring the signs: the “water’s fine” fallacy
   The most dangerous response is to dismiss the risks altogether, convincing yourself and your team that “the water’s fine”. Just like Larry Vaughn, the Mayor of Amity Island in Jaws (aka the project sponsor), who actively obstructs and derides the efforts of the team, some project managers might downplay or ignore warnings of imminent danger. This complacency can lead to catastrophic outcomes, as the lurking dangers are ignored until it’s too late.

A well-anchored project plan is essential, but it’s not the end of the journey. The true test of a project manager lies in their ability to adapt, remain vigilant and respond to unforeseen threats. By treating emerging risks like sharks in the water – always watching for those risk triggers, always prepared to act – you can steer your project clear of danger and towards success.

It’s also crucial for project managers to recognise that, at times, they may need to protect project sponsors from themselves, especially when complacency sets in. Just because the plan is in place doesn’t mean that the waters are always calm.

Remember, it’s not just about the plan; it’s about how you manage the waters when the sharks begin to circle.

 

You may also be interested in:

• What is project planning?
• Introduction to Project Planning
• APM Planning, Monitoring and Control Interest Network