Proactive Project Surveillance
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There is no such this as a risk free project! Every project has a probability of succeeding (usually set around
the 80% level) but if there is a probability of success, there has to be a corresponding probability of failure:
80% probability of success = 20% probability of failure. Effective surveillance systems are needed to
identify which of the projects are currently candidates for failure, in sufficient time to take action that will
change the probability in a favourable way. Probability in not synonymous with certainty!
Determining the acceptable level of risk for an organisation to accept is a governance function1
. The
consequences of these ‘risk settings’ sets the framework for selecting projects to undertake2
, and the role of
project surveillance and reviews is to create an effective system that identifies problems early and helps
resolve issues before they become serious. Whilst a percentage of all projects are probably going to fail,
probability is not certainty, the future is not pre-determined and the degree of failure is amenable to change.
The term surveillance is derived from the French word ‘surveiller’ and has a military pedigree. It refers to
keeping watch on a location or person. In the case of project management, the notion of surveillance begs the
question, “What do you watch?” There are probably two answers to this question:
• Firstly, through the routine monitoring or project reports an effective PMO should be able to
effectively monitor the overall progress of a project on a routine basis. This is a relatively passive
process3
.
• A more in-depth assessment of the project team’s ability to effectively deal with its challenges and
opportunities, to provide assurance the management team are in good shape requires a structured
review.