Managing Project Uncertainty

Citation

Edwards, P.J. (2009), "Managing Project Uncertainty", International Journal of Managing Projects in Business, Vol. 2 No. 4. https://doi.org/10.1108/ijmpb.2009.35302dae.002

Managing Project Uncertainty

Article Type: Book reviews From: International Journal of Managing Projects in Business, Volume 2, Issue 4

David Cleden,Gower Publishing Ltd,2009,ISBN: 978-0-566-08840-7,(Series: Advances in Project Management)

In a recent conversation, the esteemed editor of this journal recalled his delight upon reading a review that included the mischievous comment: “[…] when I put this book down I found I couldn't pick it up again”. I am pleased to say that this is certainly not the case with the text reviewed here. This is a must-read book for anyone involved in project management. The author's carefully crafted work meets all my “4Cs” review criteria. The book is clear, cogent, concise and complete.

“Project uncertainty” might almost be regarded as a tautology, since all projects are uncertain, differing only in nature and extent. Every project is unique, and so is its uncertainty. “Project” could, therefore, be a synonym for “uncertainty”. Given this standpoint, it is a brave author who essays to write about managing project uncertainty in a text extending to only 117 pages (soft-cover version). In my opinion, David Cleden succeeds brilliantly. Over seven chapters he deals with main topics such as: living with uncertainty; uncertainty in project and programme plans; problem-solving strategies for managing uncertainty; knowledge-centric strategies; anticipation strategies; resilience strategies; and learning strategies. The strategic focus is self-evident, and this is frequently presented together with appropriate tactical advice. Within the chapters important sub-topics are considered: risk and risk management; project complexity; problem framing; decision making; forecasting models; scenario building; project safety nets; project stability; creativity; and many more. A total of 29 figures and 15 tables accompany and amplify the text. These also meet my “4Cs”, as do the many illustrative examples offered by the author.

It is important to note what is not in this book. There is little by way of expanded theoretical discussion about uncertainty (although valuable insights are included). Complex mathematical equations are not relentlessly pursued: nor are any comprehensive case studies offered. However, filling these gaps would require a book at least three or four times as long. More importantly, it would defeat the purpose of the publisher's series: “Advances in Project Management provides short, state of play guides to the main aspects of the new emerging applications of project management […]”. The author provides a brief glossary and important bibliographic references, together with a useful index, at the end of the book, so my earlier comment about its completeness stands. Furthermore, the conciseness of this book (and hopefully that of the whole series) makes it attractive for reading on those long-haul flights where the entertainment system is malfunctioning – or no longer holds any appeal – and sleep impossible. Perhaps, the publisher should consider a CD audio edition for those long road journeys between projects?

Uncertainty is recognised as a substantial contributor to anxiety and hence to human stress (Miceli and Castelfranchi, 2005). For project managers this book, far from being a short-lived stress anodyne, will provide a confidence-boosting tonic. Project uncertainty? Bring it on, I say!

Peter J. EdwardsRMIT University, Melbourne, Australia