tag:blogger.com,1999:blog-4572284068047054662.post4723617531474262450..comments2023-11-03T03:07:40.368-07:00Comments on PM Best Practice: PM Journal – Risk in Complex ProjectsChuck Morton, PMPhttp://www.blogger.com/profile/08346961053087271169noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-4572284068047054662.post-86369276057007670872014-08-14T20:05:57.878-07:002014-08-14T20:05:57.878-07:00Casey: Thanks for visiting the PM Best Practice bl...Casey: Thanks for visiting the PM Best Practice blog and I appreciate your comment. You bring up a good point that really hadn't registered with me in this context. We're all familiar with "Be careful what you ask for, you might get it."<br /><br />On the other hand, I would disagree that surprises and risks are equivalent. In particular, surprises, by their nature, were not anticipated. The whole point of risk management is to identify in advance what would have been a surprise, then analyze the impact and severity, assign an owner, agree on an appropriate response to it, etc. We take it as far from surprise and as close to managed as possible.<br /><br />In fact, the whole point of project management is to eliminate surprises. One of my earliest posts was about surprises (Heroes published on 23Dec2010.<br /><br />I will soon be starting a series on Lessons Learned. I encourage you to think about how you would handle a project surprise in the context of Lessons Learned for future projects. In particular, how would your organization improve as a result of the surprise on a project?Chuck Morton, PMPhttps://www.blogger.com/profile/08346961053087271169noreply@blogger.com