>TIP Build a lot
of extra time and budget
into project plans, advises
Kashif Basheer Khan, PMP,
United Nations, Bukavu,
Democratic Republic of Congo.
“It is the only way to cater
to those risks which shall
calculations of procurements, human
resources and spare parts.”
Risks faced in war-ravaged nations
and other extreme environments can-
not entirely be mitigated. After time,
though, project professionals often start
to develop intuition about what’s com-
ing and how to respond.
“This innate capability offsets the
risks as you grow in experience in
operating in these remote areas,” Mr.
Basheer Khan says.
That sort of a sixth sense can help project managers keep themselves and their
stakeholders safe in intense environments, says Andy Thompson, associate
with the global engineering consultancy
Arup and leader of the company’s risk
consulting practice in the Americas,
as well as its advanced technology and
research practice in San Francisco, California, USA. Mr. Thompson specializes
in earthquake and blast engineering,
and works with clients on projects to
assess structural damage after earthquakes and terrorist attacks.
This role means he rarely has time
for project planning and must often rely
on his own instincts to ensure the best
decisions are made.
He was faced with a barrage of dif-
ficult choices when he was sent to Chile
after the February 2010 earthquake to
assess damage to the manufacturing
facilities of several Arup clients. The
country was still coming to terms with
the disaster, and he had to fall back on
his own skills and experience to identify
all the possible risks to his clients.