In late 1989, I was doing a project as part of practical training required to complete my degree requirements for my Engineering degree. My project was on "Forward Error Correcting Codes" at Vikram Sarabai Space Center (VSCC). The project required me to work with a small subset of errors arising due to the noise generated during shuttle noises and come up with codes that can make course correcting adjustments. Granted, I was working on a small simulation scenario. Well, my program didn't address about 10% of the scenario and I needed more time. My unit manager authorized an extension of a week when I have my program working.
When I returned to the VSCC, I needed to get the entry card from the plant manager, who refused to give me the card without which I can't get to any facility. I had forgotten to turn in the card the previous time. When I mentioned that I didn't know I should return the card, he read the fine print on the card itself and said, "Ignorance is not an excuse!" Those words still ring in my ears as that was probably the best practical introduction to risk management in my life. Since then, I have done my best to read the details, understand as much as I can, and follow up when I don't understand.
As I was heading the PMO, I asked about the risks that the project managers have identified for their projects. Even though some projects are simple cookie-cutter type of email campaigns, every assumption made on those projects is a risk. Working with a new client is a risk. Working on newer initiatives is a risk. Leveraging newer technologies, techniques, and tools is a risk. Therefore, in today's rapidly evolving world, the adage "ignorance is not an excuse" holds more weight than ever before. As individuals and professionals, we are constantly faced with new challenges, technologies, and potential risks that can impact our lives and work. It is our responsibility to stay informed and proactively seek knowledge to navigate these complexities effectively.
Continuous learning is no longer a luxury but a
necessity. The risks we face, whether in cybersecurity, financial management,
or environmental concerns, are constantly shifting and expanding. By committing
to ongoing education and staying abreast of developments in our fields, we
equip ourselves with the tools to identify and mitigate potential threats
before they become critical issues.
Moreover, the modern workplace demands a more
holistic approach to roles and responsibilities. Project managers are now
expected to think like account managers (Think of the clients rather than focus on deliverable), understanding client needs and
business implications. Developers must adopt the mindset of testers (Test Driven Development),
anticipating potential issues and edge cases in their code. Similarly,
development teams need to consider operational concerns, embracing DevOps
principles for smoother deployments and maintenance. I see these trends towards the hybrid
roles and cross-functional skills are applicable in my current organization to improve productivity. This is a powerful
tool for comprehensive risk identification, analysis, and treatment. By
understanding multiple perspectives, professionals can anticipate and address
potential issues that might otherwise fall through the cracks of siloed
thinking.
Ultimately, the pursuit of knowledge is a personal
responsibility with collective benefits. By continuously expanding our
understanding of potential risks, staying informed about best practices, and
developing cross-functional skills, we not only protect ourselves but also
contribute to a more resilient and informed society. In this context, ignorance
is not just an inadequate excuse—it's a preventable liability that we all have
the power and duty to address, both individually and as part of our professional
teams.
The best way to address risks in products, projects, and programs and in our personal and professional lives is by continuous learning! Learning is a lifelong process and the more we learn the more we have the responsibility to teach others to learn. Learning therefore is also a leadership practice. Wouldn't you agree?
