Gestion des risques

Risk Management on Projects

Project Risk Management

How does job risk management differ from another type of risk management? Well in many regards it does not. However, since this is a project concentrated action it will help simplify the overall focus by looking just at the center project fundamentals of scope - which are cost, time and quality. Remember that, I will test you later!
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There are a range of good training videos on the YouTube that pay this particular principal. I've added a couple below to help bring home the purpose of this report. I find watching a demonstration frequently easier to take in than reading some else's thoughts.

Project Risk Management

So what's project Risk Management is all about? In an earlier article I discuss what danger and risk management are about. If you're still confused about exactly what dangers are and what risk management is all about then read this guide, it should bring you to the picture. On endeavors we discuss risk as any function that might lead to an unplanned change to the projects scope - i.e. affect the job costs, timeline or quality of the deliverables, or any combination of the three.

What is not always obvious when speaking about project risk management is that we also need to consider the positive impact a risk may have on a job - i.e. reduce costs, decrease the time line or boost the quality of deliverables. In reality it's not very often that project risks present positive chances. Never the less, as project managers we have a duty to recognize and act on such risks negative or positive. That is Project Risk Management.

David Hinde wrote a fantastic article back in 2009 concerning using the Prince 2 Risk Management technique. Without becoming imbedded in any Specific methodology, the overall approach to project risk management must follow a similar frame and this is as good as any for the purpose of this article:

David talks by way of a Seven Step procedure,

Step 1: Having a Risk Management Strategy

This means setting up a process and procedure and getting full purchase from bet holders in the way in which the organization will handle risk management for your job.

Step 2: Risk Management Identification Techniques

Where do you start from the identification of risks around a job? There are lots of risk management techniques and David indicates a few which are excellent. However, I like to take a step back and make a list of all the critical elements of a project on the basis of "if this task doesn't happen will it be a show stopper?" . This helps be build a prioritized list of critical tasks against which I will then consider the risks - what could go wrong to affect this undertaking.

Here's my thought process on hazard identification summarized:

  • List out critical deliverables
  • List outside, against every deliverable, dependent jobs
  • List out from all determined tasks and critical deliverables "any" potential event that could delay or block the delivery to plan.
  • Grab a template hazard analysis matrix and fill out the initial pass of assessment - probability v effect for every risk.
  • Take it to a project assembly and use it as the baseline for brainstorming.

Step 3: Risk Management Early Warning Indicators

Don't rely on basic performance of the project as a sign that what is going nicely. Standing reports demonstrating a steady conclusion of jobs could be concealing a potential risk.

In risk management a number of other factors need to be on the project managers radar on daily basis. Things that I always look for are delivery dates from vendors - the way supported are they, is there a move in delivery dates (you'll only see this if you frequently request confirmation updates from the vendor), resource problems - key people taking sick leave or personal leave more frequently than normal.

Delays in getting particular approvals signed-off from the steering committee or other governance bodies - will this affect orders going out or decisions being made on critical tasks? Getting qualified folks in for inspections and certificate (new buildings by way of example call for a whole lot of local regulatory inspections). These are only a couple of the everyday challenges a Project Manager will confront and all can be signs of trouble to come.

As you get more experience in risk management you begin to automatically recognize the early warning signs and challenge the culprits sooner in the process. You'll also finds that the a great job manager will build-in reduction for the common project ailments at the very beginning, occasionally viewing the tell-tale signals when selecting vendors or suppliers will be enough to select improved alternatives and this is what I call dynamic risk management at work.

Also keep your eye on the world around you - economical or geological events elsewhere may have a dramatic impact on local providers and supplies of key project materials. By way of instance, flood in Thailand has influenced the delivery of various computer components which are manufactured there, causing impact in both distribution prices and lines. (Yes, I work in Asia so observe this sort of impact first hand. .)

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