Facing the Unknown

Image from Alamy c/o Google Images

New endeavors scare the hell out of a lot of people. Projects in an organizational setting requires thorough decision-making and being deliberate in the identification of need and methodology. The delicacy of implementing projects, especially the technicality of IT projects, is constantly under the threat of various risks. Thus, it is important that these risks, whether perceived or imminent, should be factored in the plans of an IT project. The big question now is, how can managers identify such risks, integrate solutions into the project, and enjoin project members in prioritizing such? 

Back when I was in procurement and now as a bookkeeper in a bank, it is my job in the office to spearhead for the office the start of a new IT project, and keep track the changes leading to the final release for the use of everybody. It is a frustrating task, both of constantly monitoring for problems during beta testing as well as the qualms of the end-users during the cascading. Change is inevitable, definitely, with the rapid digitization of services, and sometimes, technical know-how of users cannot catch-up with new technology. This compounds the problem of enjoining others to participate in risk management.

To circumvent this passivity, it is important to highlight that the end-product should be to immediately serve its purposes to an optimum level. Expected problems should already have solutions at ready and documented so that end-users will be able to solve the problems if ever encountered. Second, it is also important to be proactive rather than being reactive. Ensure that security is tight, and there are no loopholes which can be exploited by third-parties especially if the IT project is connected to the Internet. Lastly, integrity of the project is reflective of the commitment of the project team to deliver.