Chapter Seven- Managing Risk

Chapter Seven- Managing Risk

1. Risk Management Process

   • Risk
     • Uncertain or chance events that planning cannot overcome or control
   • An attempt to recognize and manage potential and unforeseen trouble spots that may occur when the project is implemented What can go wrong (risk event) How to minimize the risk event’s impact (consequences) What can be done before an event occurs (anticipation) What to do when an event occurs (contingency plans)
   • Risk Management’s Benefits
     • A proactive rather than reactive approach* Reduces surprises and negative consequences* Prepares the project manager to take advantage of appropriate risks *Provides better control over the future* Improves chances of reaching project performance objectives within budget and on time
   • Risk Management process

2. Step 1: Risk Identification

   • Generate a list of possible risks through brainstorming, problem identification and risk profiling* Use risk breakdown structure (RBS) in conjunction with work breakdown structure (WBS) to identify and analyze risks *Macro risks first, then specific events *Risk profile is a list of questions addressing additional areas of uncertainty on a project.
   • Partial Risk Profile for Product Development Project

3. Step 2: Risk Assessment

   • Scenario analysis for event probability and impact *Risk assessment form* Risk severity matrix *Failure Mode and Effects Analysis (FMEA*) Risk Value = Impact x Probability x Detection *Probability analysis* Decision trees, NPV, and PERT

4. Step 3: Risk Response Development

   • Mitigating Risk Reducing the likelihood an adverse event will occur Reducing the impact of an adverse event Avoiding Risk Changing the project plan to eliminate the risk or condition Transferring Risk Paying a premium to pass the risk to another party Requiring Build-Own-Operate-Transfer (BOOT) provisions Accepting Risk Making a conscious decision to accept the risk

5. Contingency Planning

   • Contingency Plan An alternative plan that will be used if a possible foreseen risk event actually occurs A plan of actions that will reduce or mitigate the negative impact (consequences) of a risk event Risks of Not Having a Contingency Plan Having no plan may slow managerial response Decisions made under pressure can be potentially dangerous and costly
   • Technical Risks
     • Backup strategies if chosen technology fails Assessing whether technical uncertainties can be resolved
   • Schedule Risks
     • Use of slack increases the risk of a late project finish Imposed duration dates (absolute project finish date) Compression of project schedules due to a shortened project duration date
   • Cost Risks
     • Time/cost dependency links: costs increase when problems take longer to solve than expected. Price protection risks (a rise in input costs) increase if the duration of a project is increased.
   • Funding Risks
     • Changes in the supply of funds for the project can dramatically affect the likelihood of implementation or successful completion of a project.

6. Opportunity Management

   • Exploit Seeking to eliminate the uncertainty associated with an opportunity to ensure that it definitely happens Share Allocating some or all of the ownership of an opportunity to another party who is best able to capture the opportunity for the benefit of the project Enhance Taking action to increase the probability and/or the positive impact of an opportunity Accept Being willing to take advantage of an opportunity if it occurs, but not taking action to pursue it

7. Contingency Funding and Time Buffers

   • Contingency Funds Funds to cover project risks—identified and unknown Size of funds reflects overall risk of a project. Budget reserves Are linked to the identified risks of specific work packages. Management reserves Are large funds to be used to cover major unforeseen risks (e.g., change in project scope) of the total project. Time Buffers Amounts of time used to compensate for unplanned delays in the project schedule Severe risk, merge, noncritical, and scarce resource activities

8. Step 4: Risk Response Control

   • Risk control Execution of the risk response strategy Monitoring of triggering events Initiating contingency plans Watching for new risks Establishing a Change Management System Monitoring, tracking, and reporting risk Fostering an open organization environment Repeating risk identification/assessment exercises Assigning and documenting responsibility for managing risk

9. Change Control Management

   • Sources of Change Project scope changes Implementation of contingency plans Improvement changes
   • Identify proposed changes List expected effects of proposed changes on schedule and budget Review, evaluate, and approve or disapprove of changes formally Negotiate and resolve conflicts of change, condition, and cost Communicate changes to parties affected Assign responsibility for implementing change Adjust master schedule and budget Track all changes that are to be implemented
   • Benefits of a Change Control System
     • Inconsequential changes are discouraged by the formal process. Costs of changes are maintained in a log. Integrity of the WBS and performance measures is maintained. Allocation and use of budget and management reserve funds are tracked. Responsibility for implementation is clarified. Effect of changes is visible to all parties involved. Implementation of change is monitored. Scope changes will be quickly reflected in baseline and performance measures.

10. PERT—Program Evaluation Review Technique

    • Assumes each activity duration has a range that statistically follows a beta distribution. Uses three time estimates for each activity: optimistic, pessimistic, and a weighted average to represent activity durations. Knowing the weighted average and variances for each activity allows the project planner to compute the probability of meeting different project durations.

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