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.1Risk Identificationlyzing, and responding to project risk.It includes maximizing the results of positiveevents and minimizing the consequences of adverse events.Figure 11 1 provides an11.2overview of the following major processes:Risk Quantification11.1 Risk Identification determining which risks are likely to affect the pro-ject and documenting the characteristics of each.11.311.2 Risk Quantification evaluating risks and risk interactions to assess theRisk Responserange of possible project outcomes.Development11.3 Risk Response Development defining enhancement steps for opportuni-ties and responses to threats.11.411.4 Risk Response Control responding to changes in risk over the course ofRisk Response Controlthe project.These processes interact with each other and with the processes in the otherknowledge areas as well.Each process may involve effort from one or more indi-viduals or groups of individuals based on the needs of the project.Each processgenerally occurs at least once in every project phase.Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailedhere.Process interactions are discussed in detail in Chapter 3.Different application areas often use different names for the processes describedhere.For example:" Risk identification and risk quantification are sometimes treated as a singleprocess, and the combined process may be called risk analysis or risk assessment." Risk response development is sometimes called response planning or riskmitigation." Risk response development and risk response control are sometimes treated asa single process, and the combined process may be called risk management.11.1 RISK IDENTIFICATIONRisk identification consists of determining which risks are likely to affect the pro-ject and documenting the characteristics of each.Risk identification is not a one-time event; it should be performed on a regular basis throughout the project.Risk identification should address both internal and external risks.Internal risksare things that the project team can control or influence, such as staff assignmentsand cost estimates.External risks are things beyond the control or influence of theproject team, such as market shifts or government action.Strictly speaking, risk involves only the possibility of suffering harm or loss.Inthe project context, however, risk identification is also concerned with opportuni-ties (positive outcomes) as well as threats (negative outcomes).1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA111 FIGURE 11 1 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGEFigure 11 1.Project Risk Management OverviewProject Risk Management11.1 11.2Risk Identification Risk Quantification.1 Inputs.1 Inputs.3.1 Product description.3.1 Stakeholder risk tolerances.3.2 Other planning outputs.3.2 Sources of risk.3.3 Historical information.3.3 Potential risk events.2 Tools and Techniques.3.4 Cost estimates.3.1 Checklists.3.5 Activity duration estimates.3.2 Flowcharting.2 Tools and Techniques.3.3 Interviewing.3.1 Expected monetary value.3 Outputs.3.2 Statistical sums.3.1 Sources of risk.3.3 Simulation.3.2 Potential risk events.3.4 Decision trees.3.3 Risk symptoms.3.5 Expert judgment.3.4 Inputs to other processes.3 Outputs.3.1 Opportunities to pursue,.3.1 threats to respond to.3.2 Opportunities to ignore,.3.1 threats to accept11.3 11.4Risk Response Development Risk Response Control.1 Inputs.1 Inputs.3.1 Opportunities to pursue,.3.1 Risk management plan.3.1 threats to respond to.3.2 Actual risk events.3.2 Opportunities to ignore,.3.3 Additional risk identification.3.1 threats to accept.2 Tools and Techniques.2 Tools and Techniques.3.1 Workarounds.3.1 Procurement.3.2 Additional risk response.3.2 Contingency planning.3.2 development.3.3 Alternative strategies.3 Outputs.3.4 Insurance.3.1 Corrective action.3 Outputs.3.2 Updates to risk.3.1 Risk management plan.3.2 management plan.3.2 Inputs to other processes.3.3 Contingency plans.3.4 Reserves.3.5 Contractual agreements1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA112 PROJECT RISK MANAGEMENT 11.1.2.1Risk identification may be accomplished by identifying causes-and-effects (whatcould happen and what will ensue) or effects-and-causes (what outcomes are to beavoided or encouraged and how each might occur).Inputs Tools & Techniques Outputs.1 Product description.1 Checklists.1 Sources of risk.2 Other planning outputs.2 Flowcharting.2 Potential risk events.3 Historical information.3 Interviewing.3 Risk symptoms.4 Inputs to other processes11.1.1 Inputs to Risk Identification [ Pobierz całość w formacie PDF ]
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.1Risk Identificationlyzing, and responding to project risk.It includes maximizing the results of positiveevents and minimizing the consequences of adverse events.Figure 11 1 provides an11.2overview of the following major processes:Risk Quantification11.1 Risk Identification determining which risks are likely to affect the pro-ject and documenting the characteristics of each.11.311.2 Risk Quantification evaluating risks and risk interactions to assess theRisk Responserange of possible project outcomes.Development11.3 Risk Response Development defining enhancement steps for opportuni-ties and responses to threats.11.411.4 Risk Response Control responding to changes in risk over the course ofRisk Response Controlthe project.These processes interact with each other and with the processes in the otherknowledge areas as well.Each process may involve effort from one or more indi-viduals or groups of individuals based on the needs of the project.Each processgenerally occurs at least once in every project phase.Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailedhere.Process interactions are discussed in detail in Chapter 3.Different application areas often use different names for the processes describedhere.For example:" Risk identification and risk quantification are sometimes treated as a singleprocess, and the combined process may be called risk analysis or risk assessment." Risk response development is sometimes called response planning or riskmitigation." Risk response development and risk response control are sometimes treated asa single process, and the combined process may be called risk management.11.1 RISK IDENTIFICATIONRisk identification consists of determining which risks are likely to affect the pro-ject and documenting the characteristics of each.Risk identification is not a one-time event; it should be performed on a regular basis throughout the project.Risk identification should address both internal and external risks.Internal risksare things that the project team can control or influence, such as staff assignmentsand cost estimates.External risks are things beyond the control or influence of theproject team, such as market shifts or government action.Strictly speaking, risk involves only the possibility of suffering harm or loss.Inthe project context, however, risk identification is also concerned with opportuni-ties (positive outcomes) as well as threats (negative outcomes).1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA111 FIGURE 11 1 A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGEFigure 11 1.Project Risk Management OverviewProject Risk Management11.1 11.2Risk Identification Risk Quantification.1 Inputs.1 Inputs.3.1 Product description.3.1 Stakeholder risk tolerances.3.2 Other planning outputs.3.2 Sources of risk.3.3 Historical information.3.3 Potential risk events.2 Tools and Techniques.3.4 Cost estimates.3.1 Checklists.3.5 Activity duration estimates.3.2 Flowcharting.2 Tools and Techniques.3.3 Interviewing.3.1 Expected monetary value.3 Outputs.3.2 Statistical sums.3.1 Sources of risk.3.3 Simulation.3.2 Potential risk events.3.4 Decision trees.3.3 Risk symptoms.3.5 Expert judgment.3.4 Inputs to other processes.3 Outputs.3.1 Opportunities to pursue,.3.1 threats to respond to.3.2 Opportunities to ignore,.3.1 threats to accept11.3 11.4Risk Response Development Risk Response Control.1 Inputs.1 Inputs.3.1 Opportunities to pursue,.3.1 Risk management plan.3.1 threats to respond to.3.2 Actual risk events.3.2 Opportunities to ignore,.3.3 Additional risk identification.3.1 threats to accept.2 Tools and Techniques.2 Tools and Techniques.3.1 Workarounds.3.1 Procurement.3.2 Additional risk response.3.2 Contingency planning.3.2 development.3.3 Alternative strategies.3 Outputs.3.4 Insurance.3.1 Corrective action.3 Outputs.3.2 Updates to risk.3.1 Risk management plan.3.2 management plan.3.2 Inputs to other processes.3.3 Contingency plans.3.4 Reserves.3.5 Contractual agreements1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA112 PROJECT RISK MANAGEMENT 11.1.2.1Risk identification may be accomplished by identifying causes-and-effects (whatcould happen and what will ensue) or effects-and-causes (what outcomes are to beavoided or encouraged and how each might occur).Inputs Tools & Techniques Outputs.1 Product description.1 Checklists.1 Sources of risk.2 Other planning outputs.2 Flowcharting.2 Potential risk events.3 Historical information.3 Interviewing.3 Risk symptoms.4 Inputs to other processes11.1.1 Inputs to Risk Identification [ Pobierz całość w formacie PDF ]