Gestion des risques

Risk Management on Projects


Project Risk Management

How can project risk management differ from any other sort of risk management? Well in most regards it doesn’t. However, since this is a project concentrated action it will help simplify the total focus by looking only at the center job fundamentals of extent – which are price, time and quality. Remember that, I may test you afterwards!
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There are a number of good training videos on the YouTube that pay this particular principal. I have added a few below to help bring home the point of this article. I find watching a demonstration often easier to take in than studying 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 are still confused about what dangers are and what risk management is all about then read this guide, it should bring you to the picture. On endeavors we talk about risk as any event that could cause an unplanned change to the jobs scope – i.e. impact the job costs, deadline or quality of the deliverables, or any combo of those three.

What isn’t always evident when talking about project risk management is that we also need to think about the positive effect a risk may have on a job – i.e. reduce expenses, decrease the time line or increase 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 these dangers negative or positive. That is Project Risk Management.

David Hinde wrote a fantastic post 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 through a Seven Step process,

Step 1: Having a Risk Management Strategy

This usually means establishing a process and procedure and getting full buy-in from stake holders in the way in which the organization will handle risk management for your project.

Step 2: Risk Management Identification Techniques

Where do you begin in the identification of dangers around a job? There are lots of risk management techniques and David suggests a few that are excellent. However, I love to take a step back and make a listing of all of the critical elements of a job on the grounds of “if this task doesn’t happen will it be a show stopper?” . This will help be build a prioritized list of critical tasks where I can then think about the dangers – what could go wrong to affect this task.

Here’s my thought process on risk identification summarized:

  • List out critical deliverables
  • List out, against every deliverable, determined tasks
  • List out from all dependent activities and critical deliverables “any” possible event that may delay or block the delivery to plan.
  • Grab a template hazard analysis matrix and fill out the first pass of assessment – probability v effect for each risk.
  • Take it to a project meeting and use it as the baseline for brainstorming.

Step 3: Risk Management Early Warning Indicators

Don’t rely on fundamental functioning of the project as a sign that everything is going nicely. Standing reports showing a steady completion of jobs could be hiding a possible risk.

In risk management a number of other aspects will need to be on the job managers radar on daily basis. Things that I constantly look for are shipping dates from sellers – the way confirmed are they, is there a movement in shipping dates (you’ll only see this if you frequently ask for confirmation updates from the vendor), resource issues – key individuals taking sick leave or personal leave more often than normal.

Delays in getting certain approvals signed-off from the steering committee or other governance bodies – will this impact orders going out or conclusions being made on crucial tasks? Obtaining qualified people in for inspections and certification (new buildings by way of instance call for a lot of local regulatory reviews). These are only a few of the everyday challenges a Project Manager will face and all can be indicators of trouble to come.

As you gain more experience in hazard management you begin to instinctively recognize the early warning signs and challenge the culprits earlier in the procedure. You will also locates that the a great project manager will build-in reduction for the common project ailments at the very start, sometimes seeing the tell-tale signs when choosing vendors or providers will be enough to select better choices and that is what I predict dynamic risk management on the job.

Also keep your eye on the world around you – economic or geological events elsewhere can have a dramatic impact on local suppliers and supplies of key project materials. For example, flooding in Thailand has impacted the delivery of different computer parts that are fabricated there, inducing impact in both distribution lines and pricing. (Yes, I operate in Asia so see this type of impact firsthand. .)

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