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this is Murphy's Law. If everything is flawless, you can't advence. Perhaps our life is created by a bad mistake like mutation.
Every irregularity creates own regularity.
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Some project management frameworks recommend that Tasks with the highest risk be performed as early as possible in the project.
In other words, if you are going to fail, fail early before it costs too much.
You can then decide whether to kill the project, or find an alternate way of accomplishing the task that failed before you've invested a lot of work into the bad path.
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Mike Tyson:
Quote: "Everybody has a plan until they get punched in the mouth."
Me:
It's great to plan, great to know the risks, great to plan to mitigate those risks... then shït happens.
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All very well to argue about risk management and apparently timid actions, but when it involves peoples' jobs and the consequences of a bad decision is personally telling 20 people they are being laid off indefinitely your perspective may change. And if you happen to be one of those 20 people called into the conference room on a Monday morning that risky management decision suddenly isn't bold but utterly stupid.
The civil engineer who designed the Tacoma Narrows bridge knew about wind loading but took the risk it wouldn't matter. The calculations were Engineering 101, very basic but he didn't bother. The classic pictures of the bridge tearing itself apart illustrates how bold and daring he was. Would you drive over one of his bridges on the way to work every day, knowing he didn't bother to make sure nothing would go wrong?
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Very nice.
But to treat every thing you do with that level of risk management is also utterly stupid.
If you spend months of half a dozen people's time testing a system when the worst that could happen is an hour when twenty staff would have to write what they were doing on paper then type it into the system when it becomes available again does that make sense?
That was my point.
Your risk management has to be proportional to what you are doing.
If the cost of trying to stop anything going wrong far outweighs the cost of the worst that could happen, why bother?
No-one's job at stake, no lives at stake, no chance of injury. A bit of down time, maybe a small (£20) fine or two.
Some men are born mediocre, some men achieve mediocrity, and some men have mediocrity thrust upon them.
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*IF* the calculations for aeroelasticity (the actual cause of the disaster) were "Engineering 101", as you claim, then the blame does not rest solely on the hands of the civil engineer who designed the bridge (Leon Moisseiff, in case you are interested) but in the engineering team that accepted his design and the inspectors charged with ensuring that the work was done correctly. (The bridge did NOT gain the nickname "Galloping Gertie" was not given after completion - it was given by the construction crew.)
Aeroelastic models only came into existence in the twenties and thirties, and surprise, surprise, they came from the new science of aerodynamics, with research being almost totally applied to the building of airplanes.
Much as you would like, aeroelasticity did not become part of "Engineering 101" until after the Tacoma Narrows fiasco, and that bridge collapse was one of if not the prime motivator for aeroelasticity becoming part of Engineering 101.
As for "Would you drive over one of his bridges on the way to work every day, knowing he didn't bother to make sure nothing would go wrong?", I really hate to quote Donald Rumsfeld, but it is appropriate. He said, "Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don't know we don't know. And if one looks throughout the history of our country and other free countries, it is the latter category that tend to be the difficult ones."
Discovering those "unknown unknowns" is the history of engineering
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chriselst wrote: You cannot eliminate risk.
Whoa dude, don't let any upper manager hear you talk like that.
CLM - Career Limiting Move.
Psychosis at 10
Film at 11
Those who do not remember the past, are doomed to repeat it.
Those who do not remember the past, cannot build upon it.
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but then some managers had some meetings and all danger of achieving something has been pushed back a week.
Add your own favourite swear words.
Some men are born mediocre, some men achieve mediocrity, and some men have mediocrity thrust upon them.
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Yippie ki-yay mother-elephanter?
Geek code v 3.12 {
GCS d--- s-/++ a- C++++ U+++ P- L- E-- W++ N++ o+ K- w+++ O? M-- V? PS+ PE- Y+ PGP t++ 5? X R++ tv-- b+ DI+++ D++ G e++>+++ h--- r++>+++ y+++*
Weapons extension: ma- k++ F+2 X
}
If you think 'goto' is evil, try writing an Assembly program without JMP. -- TNCaver
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den2k88 wrote: If you think 'goto' is evil, try writing an Assembly program without JMP. -- TNCaver
I like it! This could be done as long as je/jne/jl/jle and all of the other branch instructions are not counted 
"I've seen more information on a frickin' sticky note!" - Dave Kreskowiak
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Yes, all one really needs is the following:
stc
jc {your_label_to_JMP_to}
"I've seen more information on a frickin' sticky note!" - Dave Kreskowiak
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We need to put together a cross-department working group to come up with a strategy to identify any underlying headwinds in our execution pipeline. 
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Duncan Edwards Jones wrote: We need to put together a cross-department working group
We're above that: every working group in each department is already cross.
Geek code v 3.12 {
GCS d--- s-/++ a- C++++ U+++ P- L- E-- W++ N++ o+ K- w+++ O? M-- V? PS+ PE- Y+ PGP t++ 5? X R++ tv-- b+ DI+++ D++ G e++>+++ h--- r++>+++ y+++*
Weapons extension: ma- k++ F+2 X
}
If you think 'goto' is evil, try writing an Assembly program without JMP. -- TNCaver
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Now that was funny. I can go to bed now. 
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Duncan Edwards Jones wrote: put together a cross-department working group to come up with a strategy to identify any underlying headwinds in our execution pipeline
How did you get our company's mission statement? It took us a month long offsite meeting to come up with that and it is only printed on our (non-electronic) whiteboard. Are you able to hack whiteboards? 
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Why not just change the wallpaper[^] on your desktop?
veni bibi saltavi
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Pretty!
Elephanting Sunshine!
Bad command or file name. Bad, bad command! Sit! Stay! Staaaay...
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Here's ya some inspirational wallpaper for your PC. clickity[^]
New version: WinHeist Version 2.1.1 new web site.
I know the voices in my head are not real but damn they come up with some good ideas!
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+24 for linking to a great site. Almost all of my wallpaper comes from this site.
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I used to get a lot of wallpaper online then when I started getting serious about photography I started using my own pictures.
New version: WinHeist Version 2.1.1 new web site.
I know the voices in my head are not real but damn they come up with some good ideas!
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chriselst wrote: pushed back a week
You're light years ahead of us.. here things are put back years! 
How do you know so much about swallows? Well, you have to know these things when you're a king, you know.
modified 31-Aug-21 21:01pm.
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A week. For now.
I had hoped to start this work in July, I thought it was actually going to happen this Friday, had a consultant booked in and everything, all signed off, then today a meeting occurred.
Some men are born mediocre, some men achieve mediocrity, and some men have mediocrity thrust upon them.
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Here's a business venture you can work on while you wait...
http://dilbert.com/strip/1991-12-24[^]
Now, that's an old Dilbert. Last time you read it, you probably downloaded it from a BBS using a 9600 baud modem.  Oh, wait, that was me.
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I'm with your manager on this one.
You'd best double check that you have uniquely fostered the interdependent meta-services to conveniently facilitate mission-critical innovation before you do any work!
Or were you just going to do that without having a meeting up front?
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