Abstract
This paper discusses how and why it is important to use assumptions
as a baseline for project risk management. Project assumptions are fundamental
aspects on which the decision to start a project is based on. Assumptions are
usually described in business case documentation. If project assumptions are
about to become invalid, it is an important early warning signal to projects. In
this article, we present that it is possible and desirable to use assumption
surfacing and monitoring as a basis for project risk management. The empirical
part of the paper is based on case studies in one railway project and one
hospital project. In one case, we illustrate how assumption-based risk
management was done. In the other case, we show that it should have been
done, and that it was possible to do it. Based on practical experience, we point
to advantages in quantifying assumptions.
as a baseline for project risk management. Project assumptions are fundamental
aspects on which the decision to start a project is based on. Assumptions are
usually described in business case documentation. If project assumptions are
about to become invalid, it is an important early warning signal to projects. In
this article, we present that it is possible and desirable to use assumption
surfacing and monitoring as a basis for project risk management. The empirical
part of the paper is based on case studies in one railway project and one
hospital project. In one case, we illustrate how assumption-based risk
management was done. In the other case, we show that it should have been
done, and that it was possible to do it. Based on practical experience, we point
to advantages in quantifying assumptions.
