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Projects fail at a spectacular rate.

I quote from The Harvard Business Review.

One reason is that too many people are reluctant to speak up about their reservations during the all-important planning phase. By making it safe for dissenters who are knowledgeable about the undertaking and worried about its weaknesses to speak up, you can improve a project’s chances of success.

A premortem is the hypothetical opposite of a postmortem.

A postmortem in a medical setting allows health professionals and the family to learn what caused a patient’s death. Everyone benefits except, of course, the patient.

A premortem in a business setting comes at the beginning of a project rather than the end so that the project can be improved rather than autopsied.

Unlike a typical critiquing session, in which project team members are asked what might go wrong, the premortem operates on the assumption that the “patient” has died, and so asks what did go wrong.

The team members’ task is to generate plausible reasons for the project’s failure.

Research conducted by Deborah J. Mitchell, of the Wharton School; Jay Russo, of Cornell; and Nancy Pennington, of the University of Colorado, found that prospective hindsight—imagining that an event has already occurred—increases the ability to correctly identify reasons for future outcomes by 30%.

In this micro-learning opportunity, we will explore how a premortem works and how it can prevent your projects to fail.
Wed, 27/10/2021 · 11:07
Duration: 30 minutes
Who can attend
Dial-in available? (listen only)
Not available.

Hosted By Productivity Pit Stop

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