Gestion des risques
Project Risk Management
How does job risk management differ from another sort of risk management? Well in many regards it does not. However, since it is a project concentrated action it will help simplify the overall focus by looking just at the center job fundamentals of extent - which are cost, time and quality. Bear in mind that, I will test you afterwards!
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There are a number of superior training videos available on YouTube that cover this principal. I have added a few below to help bring home the purpose of this article. I find watching a presentation often easier to take in than studying some else's thoughts.
Project Risk Management
So what's job Risk Management is all about? In an earlier article I discuss what risk and risk management are about. If you're still confused about what risks are and what risk management is all about then read this guide, it should bring you to the image. On endeavors we talk about risk as any event that might lead to an unplanned change to the jobs scope - i.e. impact the project costs, timeline or quality of the deliverables, or some other combo of those three.
What isn't always obvious when talking about project risk management is that we also need to think about the positive impact a risk might have on a project - i.e. reduce costs, decrease the time line or boost the quality of deliverables. In reality it is not very often that project risks present positive chances. Never the less, as project managers we've got a duty to recognize and act on these risks negative or positive. That's Project Risk Management.
David Hinde wrote a good article back in 2009 about using the Prince 2 Risk Management technique. Without getting imbedded in any particular methodology, the general 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 procedure,
Step 1: Having a Risk Management Strategy
This means setting up a procedure and process and receiving full purchase from bet holders in the way in which the company will handle risk management for the project.
Measure 2: Risk Management Identification Techniques
Where do you start in the identification of risks around a project? There are many risk management methods and David indicates a few which are excellent. But I love to take a step back and make a listing of all the essential elements of a project on the basis of "if this task doesn't happen will it be a show stopper?" . This will help be construct a prioritized list of critical activities against which I will then think about the risks - what might go wrong to impact this undertaking.
Here's my thought process on hazard identification outlined:
- List out critical deliverables
- List outside, against every deliverable, dependent jobs
- List out against all dependent tasks and critical deliverables "any" potential event that could delay or block the delivery to plan.
- Grab a template risk analysis matrix and complete the initial pass of evaluation - probability v impact for each risk.
- Take it into a job 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 an indicator that what is going nicely. Status reports demonstrating a steady completion of tasks could be concealing a possible risk.
In risk management a number of different aspects will need to be about the job managers radar on daily basis. Things that I always look for are shipping dates from vendors - how supported are that they, is there a movement in shipping dates (you will only see this if you frequently request confirmation updates from the seller), resource issues - key individuals taking sick leave or personal leave more frequently than usual.
Delays in getting certain approvals signed-off by the steering committee or other governance bodies - will this impact orders going out or conclusions being made on critical tasks? Obtaining qualified people in for inspections and certification (new buildings by way of example call for a lot of local regulatory reviews). These are only a few of the everyday challenges that a Project Manager will confront and all may be signs of trouble to come.
As you get more expertise in risk management you start to automatically recognize the early warning signs and challenge the offenders sooner in the procedure. You'll also finds that the a great project manager will build-in mitigation for the common project ailments in the very beginning, sometimes viewing the tell-tale signals when choosing vendors or suppliers will be enough to select improved choices and this is what I predict dynamic risk management at work.
Also keep an eye on the world around you - economic or geological events elsewhere may have a dramatic impact on local suppliers and supplies of key project substances. By way of example, flooding in Thailand has impacted the delivery of different computer parts that are manufactured there, inducing impact in both supply lines and pricing. (Yes, I work in Asia so see this sort of impact first hand. .)
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