1. The Risky Business of Assumptions Presented by: Beth Spriggs, PMP

2. Objectives Examine the dangers of unchecked assumptions Explore ways to uncover assumptions Connect it all to risk management

3. What is an Assumption? An existing belief that a thing is true 1. We believe them to be true when they might not be 2. We make decisions and take actions based on assumptions 3. We don’t usually think to communicate them

4. What Happens When Assumptions are Made?

5. Impact of Assumptions 1) Assuming a project or task is easier or faster than it actually is Could lead to scope creep a lot of change requests unrealistic expectations on timeline What don’t they know? What don’t you know? Are you aligned on scope?

6. 6 Mommy! I’m hot Mommy! Can you turn down the air?

7. Impact of Assumptions 2) Assuming we already know the solution to our problem Leads to asking for solutions instead of communicating the problem giving someone an easy out to say no to your proposed solution limiting creative problem solving and partnership

8. Impact of Assumptions 3) Assuming priorities are aligned and haven’t changed How often do things change where you work? Have you asked about competing priorities of your stakeholders? Or of people who’s help you need on the project? How do you find out if priorities change? What do you do if your priorities change?

9. Impact of Assumptions Mine!

10. Impact of Assumptions

11. 4) Assuming who owns, or is responsible for, what Could lead to communication breakdowns tasks not getting done blaming others, instead of solving problems negative feelings impacts on user adoption

12. Impact of Assumptions Define Ownership in Partnership Who is responsible for: 1.Primary communication / facilitating communication 2.Ensuring success measures / goals are met 3.User adoption of deliverables 4.Keeping work on time, within budget, within scope 5.Quality of deliverables 6.Creating planning documents 7.Setting (or re-setting) stakeholder expectations 8.Getting and understanding the full context of the work, and the implications 9.Obtaining stage-gate approvals 10.Execution 11.Training 12.Ongoing support / maintenance

13. 13 Impact of Assumptions

14. 14 Process Tree Impact of Assumptions

15. 5) Assuming people don’t know how use technology Leads to creating processes for exceptions

16. Impact of Assumptions Assume people know how use technology Never create processes for exceptions

17. 17 6) Assuming we know all the implications of changes we make Impact of Assumptions

18. 18 6) Assuming we know all the implications of changes we make Impact of Assumptions

19. Uncovering Assumptions 1. Explore your own assumptions Write down what assumptions you’re holding. Really think about things you’re taking for granted and put it in writing. 2. Share your assumptions Share what you wrote with your key stakeholders. By checking your own assumptions you will learn which of your assumptions were wrong and need adjusting. It will also get other people thinking about their own assumptions and hopefully sharing and checking theirs.

20. Uncovering Assumptions 3. Ask lots of questions Why am I asking questions? Do you think it will help me learn assumptions? Is this really going to work? How do I know it’s working? What kind of questions should I ask? Am I modeling asking questions? 4. Ask people for a list of their questions One possible way to uncover assumptions people are holding isthrough the questions they ask, and the questions they don’t ask. For example, if your timeline is tight and they don’t ask anything about timing then they are holding some assumptions about the feasibility of your timeline that might not be true.

21. Uncovering Assumptions 5. Ask people what other people are saying “Did Rashad talk with you about ? How did he explain it to you? What questions did he ask you? What was his take on it, how does he understand it?”

22. Checking Assumptions Exercise (open the excel file)

23. What About Risk? Uncovering assumptions should help you identify new risks.

24. Thank You BethSpriggs.com @SpriggsBeth