Are the common approaches to risk management in projects still up to date?
I think not.
In a world in which more change takes place every day than in the whole of 1880, the almost exclusive focus on what is known and experienced is de facto pure arrogance paired with ignorance (and this also applies to Central Switzerland).
Even iterative approaches such as Scrum, which are rightly said to be better suited to rapid change and high complexity, provide only partial concrete answers. Shorter sprints and transparency about the state of the delivery outcomes are very helpful, but do not turn a turkey into a visionary yet.
But how can we position ourselves in projects in such a way that we are better prepared for unknown unknowns, or perhaps even draw something positive from them?
Continue reading “Risk management or self-deception? (2)”