ABSTRACT
Management of the relationships between the organization and the many stakeholders who can affect or who are affected by the work of delivering projects, programmes and portfolios for organizational value is complicated and complex. It is exacerbated by uncertainty that afflicts us all. In a post-pandemic world, understanding how best to manage in the aftermath of lockdowns, illness and death requires innovation and flexibility and also a recognitions of the nature of uncertainty and the importance of effective communication.
Uncertainty is with us always – we can make plans, but we cannot foresee the future, and we cannot control the future. Within organizations, a wilful blindness to the true effects of uncertainty means that risk management is often a box-ticking exercise. The focus of this chapter is the landscape of the Zone of Uncertainty which illustrates what really occurs between the optimistic strategies devised at executive level and the reality of delivering the programme or project. Without understanding and agreement of the risks and how to manage them throughout all levels of the organization, the disappointment and chaos of unfulfilled expectations will continue.
The purpose of this chapter is to describe the Zone of Uncertainty and try to identify the nature of the complexity and complications that may occur within the Zone. A review of the practices outlined in this chapter will improve the understanding of stakeholders and their expectations, and coupled with appropriate controls and reports on inconsistencies between the plan and its implementation will benefit organizations through ensuring the delivery of value to the organization in the face of the diverse expectations of important stakeholders.
The key message is that it is the people (stakeholders) who are the drivers of portfolio, programme or project success or the obstacles to that success. Planning and control of programmes and projects are essential tools that assist in that process.
