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Making Assumptions on Projects — A Ticking Time Bomb?

I’m pleased to say that one of my recent articles has been published on “”, where I have contributed as a guest author. I’d love to hear what you think, so please take a look and add a comment on the site.



Dynamite with a lit fuse

Assumptions are a fact of life. Without making assumptions, it’s unlikely that many decisions would get made, and certainly fewer projects would ever get launched.


However, sometimes assumptions come back to haunt us as the UK’s Royal Navy recently experienced. The Navy reportedly made a decision to scrap an order for jump jets, which it subsequently overturned.


The UK’s Public Accounts Committee has scrutinized the original decision and described it as being made based on “immature data and flawed assumptions.” The reported cost of this U-turn is £74 million ($113 million USD)—quite a blow to the taxpayers’ pockets.


If assumptions are a reality of life, how should we handle them when working on projects? And how can we avoid getting tripped up by them later in the project?


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