The Mental Piece of Project Management # 8 - Preparing for “VUCA”

Project management is synonymous with unpredictable change. It’s the very reason we build out detailed schedules, discuss types of communication with each stakeholder, maintain extensive risk registers, and keep a continuous lessons learned document available to update anytime throughout the life of the project. Immediately following 9/11, the US Military utilized the “VUCA” acronym to handle the new and uncertain environment that was about to ensue in the following years. VUCA stands for the following:

V – Volatile (unpredictable potentially for the worse)

U – Uncertain (not to be relied upon)

C – Complex (multiple connected parts)

A – Ambiguous (open to multiple interpretations)

What makes the acronym VUCA so critical is that it pertains to the possibility of multiple environmental changes occurring at the same time or at least in sequential. For example, the material you ordered could unexpectedly be arriving later than planned, which now delays production resulting in losing some of the production team members to another product that is ready to construct. Now once your material does arrive, you are expected to continue as planned, but with a reduced workforce. Budget’s stretch as overtime is required, and burnout beings.

Below are each of the effects and how the project manager can combat the challenges.

Volatile

At the start of the project, you may not understand how volatile the project may become simply because you cannot predict the future. You cannot predict a mass layoff at a major supplier, a major component being received in that is non-conforming, price hikes for sub-components on orders that were quoted months ago, etc.

Being able to adapt to the challenges presented to your project and understanding that an unknown risk can occur at any time will help you to navigate through volatility. Roll with the punches and get creative on how to lead your team in a positive manner.

Uncertainty

Nothing in life is certain (…other than death and taxes…) regardless of how prepared you are. You may feel you have a solid plan on ordering all the material you need to build the requirements, but there could be constraints within your procurement department getting parts officially on order. You also may feel you have all the right tools in place as identified by your team at the kickoff, just to find that some are the incorrect types, and you’ll now need to reorder.

Continue to document all uncertainties in the lessons learned document and make sure to communicate these scenarios with the team on all newly initiated project.

Complex

At the programmatic level, an issue with a supplier may affect multiple projects across multiple product lines. Each project manager will now have to collaborate to ensure the supplier can prioritize their requirements across the board.

Strong communication will be required from all stakeholders to ensure that all project’s requirements are met. This may require developing an internal team to create an approach on how to alleviate any supplier issues.

Ambiguous

Examples of what can be viewed as ambiguous are an email, a text message, a component drawing, work instructions, an integrated master schedule, specific company or industry jargon, etc.

Creating a strong culture that utilizes consistency in forms of communication written and/or verbally will alleviate ambiguity. Templates or written explanations assuming an ambiguous term will also put the receiver at ease.