I am struck, when I read this extract from Communicating Upwards for Effect, (Lynda Bourne’s great chapter in Darren Dalcher’s collected volume, Advances in Project Management) on the basic flaw in most governance procedures. In many cases, these place emphasis on using written communication as a prime medium for reporting problems or progress – or soliciting decisions. The trouble is, as Lynda so coherently explains, communication of anything with any degree of subtlety or complexity, requires a dialogue; something that report-writing generally eschews.
David Hillson has a wonderful knack for making the complicated and complex easily understandable. In this post from GpmFirst, he explains simply …
As Nigel Arnell demonstrates in this extract from his book A Short Guide to Climate Change Risk, adopting a practical, risk management, approach to climate change offers significant benefits for your business and the planet.
Many organizations will continue to struggle with risk because they lack the sophistication to break it down in terms of the different actions available to them. Robert McKellar’s description of ‘near term’ and ‘contingency’ risk aptly illustrates the point.
It is within your control to ensure any document going out from the Government side of the process is well-structured and internally consistent. Insist on it. It is regrettably common to see a specification document which has been prepared by lumping together the inputs from a variety of subject matter experts without any technical challenge or editorial input.
David Hillson asks and answers one of the classic ‘Goldilocks’ questions (too much, too little, just right) on risk, in his article in http://www.gpmfirst.com: How much detail do you need to describe risk?
Despite its very general philosophy, there are some cases where Monte Carlo does not work. This can be the case when the sampling process does not adequately look into the feature which the output requires. Two examples come to mind.
You need to start planning ahead for the rebid almost before the euphoria of a successful bid has worn off. Nigel Thacker offers plenty of sensible advice about sustaining competitive contracts in his book Winning Your Rebid: How to Retain Contracts Through Successful Competitive Rebids.