Monday, 10 April 2017

linking construction project risk management to information security risk assessments

To get the artist paints a picture of your pond, we can look at it and see reflections of the shore on the water. Whenever we aren't see the actual shoreline, then our only view from it is in the glare. As a result, our perception of the coastline may differ from what is actually there. A smooth, polished surface shows true details, whereas hard waters prevent important details from shining through.
My spouse and i think you get where I'm going with this.

Recently I've done some work linking project risk management to information security risk assessments and venture risk management. A peice in the November issue of PM Network magazine trapped my attention. In her article entitled "It's a Fine Line" Susan Ladika takes on the concern of how perceptions can affect project success.

A single comment in the article resonates with me. This is that project executives need to "figure away what stakeholders perceive as success - and discover a way to make the project meet those expectations".

This couldn't be more true. If there is one thing task management administrator is entrusted with it is the success of the project. We have wonderful processes, tools and best practices at our disposal. We're packed with knowledge how to deliver promptly, on budget and on scope. But no subject how closely we trail to plan or deliver according to documented goals, it's what the stakeholders feel that counts.

It's the same with an industry’s customers. Their perceptions are very important. We're all aware of how security breaches at major corporations have come in leaks of consumers' personal information. At the corporate governance level, this is dealt with by construction enterprise risk management programs. Following all, what company, breached or not, will need it is customers thinking their personal information was not safe? It's like in the early part of the last century when people incorrectly thought their money might not be secure at the bank. A rumor would fester and, true or not, there'd be a managed with the loan company. Everyone would set you back withdraw their cash and the bank would go under, whether it was in trouble or not. It's a clear sort of how awareness, not factual information, can drive an inability.

Can be taking a risk-based method to managing perceptions starting to seem like a good idea?

When we analyze and examine risks, we produce a clearer understanding of the vulnerabilities of the task and the potential effects of threats. We do this so we can make informed decisions on what to do about it. If an completely wrong perception threatens the success of any part of the project, it behooves us to investigate and make a change before it festers. Likewise, if negative awareness already exist, why is this so? Perhaps there really is a problem.

Project managers need to test the pond drinking water for smoothness and ensure the right perceptions are given off. Managing awareness as a risk category is worth considering.

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