Gestion des risques

Risk Management on Projects

Project Risk Management

How does project risk management differ from another type of risk management? Well in most regards it doesn't. However, since it is a project concentrated action it helps simplify the overall focus by looking just at the core job fundamentals of scope - which are price, quality and time. Bear in mind that, I may test you later!
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There are a range of good training videos available on YouTube that pay this particular principal. I have added a couple below to help bring home the purpose of this article. I find watching a demonstration often easier to take in than studying some else's thoughts.

Project Risk Management

So what is project Risk Management is all about? In a previous article I talk about what risk and risk management are all about. If you are still confused about what risks are and what risk management is all about then read this guide, it must bring you to the image. On projects we talk about danger as any event that might lead to an unplanned shift to the projects scope - i.e. impact the job costs, timeline or quality of the deliverables, or some other combination of the three.

What is not always evident when speaking 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 costs, reduce the time line or boost the quality of deliverables. In reality it's not so often that project risks present positive chances. Never the less, as project managers we have a duty to recognize and act on these dangers positive or negative. 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 by way of a Seven Step procedure,

Measure 1: Having a Risk Management Strategy

This usually 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 your job.

Measure 2: Risk Management Identification Techniques

Where do you begin from the identification of risks around a job? There are lots of risk management methods and David indicates a few which are excellent. However, I love 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 where I can then think about the risks - what could go wrong to affect this undertaking.

Here's my thought process on hazard identification outlined:

• List out crucial deliverables
• List outside, against each deliverable, dependent jobs
• List out against 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 initial pass of evaluation - probability v effect for each risk.
• Take it to 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 job as a sign that everything is going well. Status reports showing a steady completion of jobs could be hiding a potential risk.

In risk management a number of other aspects need to be on the project managers radar on daily basis. Things that I constantly search for are shipping dates from vendors - the way supported are they, is there a move in shipping dates (you will only see this if you frequently ask for verification updates from the vendor), resource problems - key individuals taking sick leave or personal leave more often than normal.

Delays in getting certain approvals signed-off by the steering committee or other governance bodies - will this affect orders going out or decisions being made on critical tasks? Obtaining qualified folks in for inspections and certification (new buildings for example require a whole lot of local regulatory reviews). These are just a few of the everyday challenges that a Project Manager will confront and all may be indicators of difficulty to come.

As you gain more experience in risk management you begin to automatically recognize the early warning signs and challenge the offenders earlier in the procedure. You'll also finds the a good job manager will build-in reduction for the common project ailments in the very start, sometimes seeing the tell-tale signals when choosing vendors or providers will be enough to select improved choices and this is what I call dynamic risk management at work.

Also keep an eye on the world around you - economic or geological events elsewhere may have a dramatic effect on local suppliers and supplies of key project materials. For instance, flood in Thailand has influenced the delivery of various computer parts that are manufactured there, causing impact in both supply prices and lines. (Yes, I work in Asia so see this type of impact first hand. .)

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