More Related Content
Similar to Pedro.ribeiro (20)
Pedro.ribeiro
- 1. Predictable Project Surprises
Bridging Risk Perception Gaps
Presented by
Pedro C. Ribeiro, MBA, PMP
President, Stratech/TheProjectOffice
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 2. Pedro C Ribeiro, MBA, PMP
Pedro C Ribeiro is President of Stratech/TheProjectOffice which
specializes in project management and risk management consulting
and training. A former Director of Ernst & Young Consulting, Unisys
and EDS he has over 25 years of executive and consulting
experience with global organizations. He holds an M.B.A. from The
Wharton School, University of Pennsylvania, having participated in
the Project Management Program of the Massachusetts Institute of
Technology (M.I.T.) and in the Managing Business Transformation
Program of the Harvard Business School. He is a certified Project
Management Professional PMP, a Director for Central & South
America PMI Risk Management SIG, a member of ISO 31000
International Risk Management Working Group, and a Board
Director of PMI Educational Foundation. He has conducted
presentations, executive workshops and seminars in Latin America,
United States and Europe and has contributed to publications
including PMI Today, Chief Project Officer and PM World Today.
Pedro Ribeiro lives in Sao Paulo, Brazil.
He can be reached at pedrocribeiro@yahoo.com
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 3. Presentation Summary
• In many projects that fail there are early
warning signs that the project will run into
trouble.
• However,many times, these signs are ignored
and organizations end up not recognizing the
early signs of failure until it is too late.
• This presentation will explore the challenges
of Predictable Project Surprises, Risk
Perception Gaps, research, tools and ideas
on how to identify early warning signs of
project trouble.
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 4. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Project
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 5. Projects Fail For Many Reasons...
– Expectations were not realistic, not
managed, or poorly communicated.
– Requirements were unclear,
contradictory, ambiguous, or there
was a lack of agreement and priority
– Lack of resources, resource conflicts,
or poor resource planning.
– Risks were poorly identified or not
managed. Source:
Center for Business Practices
– ..... Troubled Projects Research:
Project Failure or Project Recovery
2006
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 6. ...however,independently
of why a project failed...
A Key Question:
Was it a
complete
surprise for all
project team
members ?...
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 7. Good News!...
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 8. ...rarely a surprise.
• Some people in the
organization knew it.
• The grapevine knew it...may
be well in advance.
• Some project team members
knew it and tried to warn the
organization.
The Dead Fish of Failure…
It sits on the table of far too many projects… Source:
The Wisdom of Grapevines
Everybody smells it right away. by Pedro C Ribeiro, MBA, PMP
- Tim Lister
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 9. The Silence Fails Study
• 90% of employees know far
in advance when projects
are doomed.
• 82% of employees say that
there are significant
organization-wide initiatives
underway in their workplace
that will likely to fail.
Source:
• 78% of employees say that The Silence Fails Study
Vital Smarts and The Concours Group - 2006
they are personnaly
working on a “doomed”
project right now.
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 10. The bad news is that some of these
potential early warnings go
sometimes unnoticed...
• “71 % of surveyed employees say
that they try to speak up about their
concerns to key decision makers but
do not feel they are heard
• 19% don’t event attempted to speak”
• 85% of all project failures can be
attributed to “organizational silence”.
Source:
The Silence Fails Study
Vital Smarts and The Concours Group - 2006
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 11. ....at all levels...
“There is a large disconnect
between senior management
and project sponsors on one
hand ,and project managers
and their teammates on the
other.They are not
communicating”.
Source:
PCI Global Survey 2004
Does your organization support, ignore or
obstruct project management?
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 12. ...leading to
Predictable Surprises
“Predictable surprises are
events that catch leaders
off guard even though they
had all the information
necessary to anticipate
them”.
“Predictable surprises occur
regularly in organizations Source:
public and private” M.Bazerman and M.Watkins
Predictable Surprises
HBS Press 2004
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 13. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Project
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 14. Predictable Project Surprise – PPS
A sudden project status
change, or "discontinuity”
in project expected or
actual results, that take an
organization by surprise,
when project team
members, already
expected it, and tried to
warn the organization.
Source:
Project Catastrophes and Risk Percetion Gaps
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 15. Predictable Project Surprises
behave similarly to Catastrophes
• Catastrophe Theory - Branch of topology
developed by René Thom to qualitatively
describe events characterized by major
abrupt changes. Catastrophes are
discontinuous transitions that occurs when a
system suddenly jumps, or is perceived to
jump, from one state to another, such as the
collapse of a bridge, a stock market crash or
change in perceptions.
• Project Catastrophe: A discontinuous
transition that occurs when a project status
suddenly jumps, or is perceived to jump,
from one status to another. The project
suddenly collapses leaving us wondering Source:
Project Catastrophes and Risk Percetion Gaps
what went wrong. How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 16. Project Catastrophes may unfold due to
unadressed differences in Risk Perceptions
• Perceived Project Risk Level
– An individual’s subjective assessment of a
project’s risk level (likelihood and
consequence), before risk responses.
• Perceived Risk Response Capability
– An individual’s subjective assessment of
an organization’s competence
( technology, processes and people) to
effectively formulate, plan and execute risk
responses to perceived project risks.
• Expected Project Results
– An individual’s expectations with regard to
the feasibility of achieving project
objectives as a result of Perceived Risk
Levels and Risk Response Capability.
Source:
Project Catastrophes and Risk Percetion Gaps
STRATECH / TheProjectOffice
turning vision into reality through projects®
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 17. Risk Perceptions
depend on many factors
Perceived Risk Response Capability
LOW HIGH
Mission
HIGH
Impossible...
Perceived Risk Level
..OR
..A Walk in
LOW
the Park
Risk Perception Map (RPM) Source:
Project Catastrophes and Risk Percetion Gaps
STRATECH / TheProjectOffice
turning vision into reality through projects®
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 18. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Project
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 19. How Project Catastrophes unfold
The International Telecom Project…
A Pattern of Project Catastrophe
• A global services corporation
entering a major global bid in
South America.
• The company did not match all bid
requirements, but..
• The international bid team did an
excellent job in preparing a
proposal, and winning the bid … ITP
…the project that would save
the Quarter and the Fiscal Year…
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 23. Project Results
- I knew it from day one - How could this happen?
- Remember, I warned you... - You did not say that...
- Nobody listened... - If I knew that I would...
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 24. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Project
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 25. Project Catastrophe Mapping (PCM)
A visual brainstorming tool Risk Perception Map (RPM)
Perceived Risk Response Capability
designed to help identifying LOW HIGH
and discussing project Risk
Perception Gaps and
HIGH
Perceived Risk Level
Catastrophes.
Project Catastrophe Map (PCM)
LOW
Source:
Project Catastrophes and Risk Percetion Gaps
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 26. Mapping Risk Perceptions
ITP Early Warnings during Concept/Planning
Perceived Risk Response Capability
LOW HIGH
Mission
HIGH
Impossible
Perceived Risk Level
T
Piece M
LOW
of
Cake C Difference in Perceived Residual Risks
Residual Risk: A risk that remains after risk
Risk Perception Map (RPM) responses have been implemented PMBOK 3rd Edition
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 27. A Risk Management Divide
Official Processes and Tools PERCEIVED RISK LEVEL
Official Unnoficial
Risk Identification Risk Identification
Official Unnoficial
Risk Analysis Risk Analysis
Official Unnofficial
Planned Assessment of
Risk Responses Cababilities
PERCEIVED RISK RESPONSE CAPABILITIES
STRATECH / TheProjectOffice
Source:
The Wisdom of Grapevines
turning vision into reality through projects® by Pedro C Ribeiro, MBA, PMP
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 28. Barriers to detecting
Risk Perception Gaps
• Risk is a Four Letter Word
• Organization Culture.
• Pressure for Results HELP!
• Attitutes towards Risk
• Methodology=Filling forms
• Technical Jargon
• Best Software, Hardware
...and little Peopleware
• Unclear Risk Decision Rights Source:
Project Catastrophes and Risk Percetion Gaps
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 29. Mapping Risk Perceptions
ITP Early Warnings during Execution
Perceived Risk Response Capability
LOW HIGH
T
Mission Big
HIGH
Impossible Challenge
Perceived Risk Level
M
Piece
LOW
of
Cake C
Risk Perception Map (RPM)
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 30. Mapping Risk Perceptions
ITP End game
Perceived Risk Response Capability
LOW HIGH
T
Mission Big
HIGH
Impossible Challenge
Perceived Risk Level
C M
Piece
LOW
of
Cake
Risk Perception Map (RPM)
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 31. Mapping Project Catastrophes
Understanding Scenarios and Consequences
Per
cei
ved
l
R is
ve
kR
Le
esp
ons
sk
e Ca
Ri
pab
ilit y
d
iv e
A
rce
Pe
B
Expected
Project
Results
C
Source:
Project Catastrophes and Risk Percetion Gaps
How to avoid Predictable Project Surprises
by Pedro C Ribeiro , MBA, PMP
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 32. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Projec
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 33. Workshop Results
ORG1 NPB: HEM
Perceived Risk Response Capability
LOW HIGH
HIGH
45 % 60 %
Perceived Risk Level
10 %
LOW
Risk Perception Map (RPM)
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 34. Workshop Results
ORG2 PB: ECF
Perceived Risk Response Capability
LOW HIGH
HIGH
68% 16 %
Perceived Risk Level
70 %
LOW
Risk Perception Map (RPM)
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 35. Agenda
• Project Failure: The Good and the Bad News
• Predictable Project Surprises, Project
Catastrophes and Risk Perception Gaps
• A real case: The Unfold of a Project Catastrophe
• Applying Project Catastrophe Mapping (PCM)
• Results of PCM Workshops
• Conclusions
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 36. Risk Management and Communications
Opportunity
PMNetwork July 2007
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 37. Summary
Learn to Recognize Risk Perception Gaps
– Early warnings always precede project surprises and project
surprises are often the result of ignoring available signs of risk.
Listen to your Project Team
– Project Catastrophes starts forming when the real project risk
identification and analysis start happening only in the cafeteria,
after hours or during informal conversations and not during your
official risk reviews.
Prepare your organization to detect looming Project Catastrophes
– Unaddressed Risk Perception Gaps breed Project Catastrophes
and are detrimental to project teamwork and commitment.
PCM can complement Risk Identification and Lessons Learned
- Recognizing early formation Project Catastrophes is an opportunity
for project management continuous improvement....
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007
- 38. Thank You
Contact Information
Pedro C. Ribeiro, MBA, PMP
Stratech/TheProjectOffice
www.TheProjectOffice.net
e-mail: pedrocribeiro@yahoo.com
STRATECH / TheProjectOffice
turning vision into reality through projects®
www.theprojectoffice.net
© Pedro C Ribeiro 2007