Mô tả:
A project risk is anything that could have a
negative impact on your project (results)
Workload
People
Technology
…
Money
Environment
Scope
Service
Providers
Risk Management Wheel
Within a project risk management is
the responsibility of the project
Identify
Monitor
and
Control
Within an organization Risk
Management is management through
an Enterprise Risk Management
(ERM)
Evaluate
Risk
Mgmt.
Plan
Act
Risk Management never stops
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Project Planning –
Possible risks within a project can be dealt with in different ways
1. Eliminate – Try to delete a possible risk cause
2. Minimize – Minimize the possible cause and/or the possible effect on the
project
3. Move – Move the possible effect on your project to another, less critical
part of your organization
4. Insure – Find a way to insure yourself against possible effects
5. Accept – Simply accept if there could be a problem
Risk Management measures often go hand in hand
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Risk Management – How to handle risks
ID
1.
Risk
Category
Lack of
Organization
resources in
work package 1
Trigger
Origin
Annual leave,
Less
Tasks have to
illness,
Resources than be delayed
employees quit needed
…
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Effect
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Probability
Medium
Responsible Countervailing
measures
Mr. XYZ
(project
Leader)
Annual leave
planning six
month in
advance,
Resources with
required skills in
reserve
CreateManagement
a Risk Matrix
Risk
Exercise
Your project:
You open a Banh Mi-Store
Your tasks:
Create a risk matrix
Find 10 risks
Create measures against the risks
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Risk Management – ways to present risk
Presentation is important for creating awareness
Probability
Heat Map – Probability and effect
Effect
10
9
8
7
6
5
4
3
2
1
10: Project will fail
9: More than 40% over budget or more than 40% delay
8: Up to 40% over budget or up to 40% delay
7: Up to 30% over budget or up to 30% delay
6: Up to 20% over budget or up to 20% delay
5: Up to 10% over budget or up to 10% delay
4: Big decrease of time or budget
3: Medium decrease of time or budget
2: Small decrease of time or budget
1: No effect
1 2 3 4 5 6 7 8 9 10
Effect
Probability
1-2: Very unlikely
3-4: Unlikely
5-6: Unknown/ medium
7-8: Likely
9-10: Very likely or sure
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Risk Management – ways to present risk
Presentation is important for creating awareness
Tornado diagram – Positive and negative effect
Task 1 finished until May 2nd
Data Integration
6,5
-4,3
2,3
-7
Task 2 reaches Quality Gate
All resources are available
Project gets support from XY
Project will be supervised by Senior Management
4,3
-2,1
2,8
-2,3
2,5
-1,7
1,7
-1,2
Damage
Benefit
Every event can be evaluated in its negative as well as its positive effects
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Project Process Phases
Initiate
Plan
Have an idea
Conception
Create Business Case
Financial Funding
Definition of Project Goals
Set up project team with
required skills
Choose, develop and
adjust project tools
Create relevant
documents (Project
Charta)
Execute
Analysis of current status
Gap-Closing
Reach KPI
Managing tasks
Monitor and Control
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Close
Voice of Customer (VoC) to Critical for Quality (CfQ)
Voice of Customer
Voice of the customer is the perception of a customer’s needs and wants
To determine the voice of the customer, an organization typically analyzes data
reflective of what a customer does as well as what he says. This includes close
examination of data gathered from monetary transactions, market research, social
media monitoring, customer feedback channels and Web analytics.
Critical for Quality
The translation of VOC into measureable and adjustable elements
A process characteristic or component that has a direct effect on whether the overall
process or product is perceived by the customer to be of acceptable quality.
Identification of specific, measurable critical to quality (CTQ) characteristics is essential
for meaningful and measurable business process improvement.
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Four steps to increase quality
Measurable
influence factors
Voice of Customer Analyze
Measures
Key Performance
Deduce
Indicators (KPI)
Define
Gather
“I want better service!”
Friendliness
Thank you!
You’re welcome!
How was the food?
Define code
of behaviour
100% Smile
Create rules
Carry more drinks
Train staff
Faster Service
Transition from Voice of Customer to Critical for Quality
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Improving processes
Ishikawa
People
Environment
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Materials
Method
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Machines
Measurement
Scope creep
…after one year…
Agreed result
at the beginning
Requirements after a
couple of weeks
Scope Creep –
the addition of (too many) new
requirements within a running project
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Avoid Scope Creep
Document the requirements
Set up Change Control Processes
Verify the scope with the stakeholders
Create a clear Project Schedule
Create awareness within the project team
Scope Creep –
the addition of (to many) new
requirements within a running project
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Project Process Phases
Initiate
Plan
Have an idea
Conception
Create Business Case
Financial Funding
Definition of Project Goals
Set up project team with
required skills
Choose, develop and
adjust project tools
Create relevant
documents (Project
Charta)
Execute
Close
Analysis of current status
Gap-Closing
Reach KPI
Managing tasks
Monitor and Control
Risk Management
Communication
Reporting
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Progress Controlling
Financial Controlling
HR Controlling
Adjust Business Case
Stakeholder Management
Change Management
Nobody likes controlling, right?
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Controlling is your friend (at least in projects)
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Project controlling – Supports the project in important areas
Scope Management
Delivery and Approval
Risk Management
Project controlling
Team and project infrastructure
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Reporting
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Knowledge Management
Monitor and Control – The Controlling Hand Book defines the rules,
Controlling
Hand Book
laws and ways of reporting of the project
Description of responsibilities and tasks of external project controlling (if any)
Definition and description from workflows (processes)
Definition of needed services
Definition of time and characteristics of needed information
Key Performance Indicators (KPI)
The Controlling Hand Book defines the rules,
laws and ways of reporting of the project
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Monitor and Control – Reporting
Three main pillars of result orientated project reporting
PP rr oo jj ee cc tt R
R ee pp oo rr tt ii nn gg
Content
Contentis
isreality
reality
IsIsthe
theinformation
information
available?
available?
Do
Dowe
wereally
reallyhave
havethat
that
information
or
is
it
a
information or is it a
assumption?
assumption?
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Content
Contentwill
willbe
beread
read
and
andunderstood
understood
Target
Targetorientated
orientatedrecipient
recipient
Important
for
recipient
Important for recipient
Just
Justkey
keyfacts
facts
Management
Managementby
byexception
exception
Graphical
presentation
Graphical presentation
(easy
(easytotounderstand)
understand)
One
(!)
page
One (!) pageonly
only
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Reporting
Reportingenables
enables
reaction
reaction
Traffic
Trafficlight
lightlogic
logic
Suggested
ways
Suggested waysfor
for
decisions
decisions
Present
possible
solutionsfor
Recipient
is responsible
Recipient
is responsible for
further actions
further
actions
Present possible solutions
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