Track record
At the beginning, you know nothing for sure. You have an idea about things and a direction of travel, but even with a clear enough picture…
When there’s a track record of, say, delayed deliveries from a supplier, the next delay may be caused by them – but you’ve allowed it to happen without improved communications and putting contingencies and increased management in place, the real problem is as much on you as them.
When there’s a track record, say, of a customer changing their brief and wriggling out from responsibility, and then they do it again – and you’ve allowed it to happen without agreeing and using a simple change control mechanism, the real problem is as much on you as them.
When there’s a track record of anything, and you allow it to continue without changing the mechanics and managing the risk, you can shout into the wind about them, and them, and them, but the place you need to start is standing in from of the mirror.
Skippy strategy: Make it so it can’t happen again.
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Skippiness
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