一旦項目經(jīng)理識別并排列好風險,那么接下來的工作就是處理它們。我們知道作為風險，存在的價值就是讓你能夠通過預先制定好的計劃把它們的后果控制到最小，這也是風險管理的根本。你要做的就是在風險管理的第二步--風險控制這一環(huán)節(jié)盡量降低風險的影響。概括地說，這一環(huán)節(jié)主要包括：計劃，計劃的執(zhí)行，風險的監(jiān)控。
1、風險管理計劃
一旦風險被認知并排定了優(yōu)先級，它們就基本處于項目經(jīng)理的掌控中了。為了管理好這些風險，合適的計劃是不可或缺的。作為主要的任務，首先需要找出那些行之有效的措施以盡量降低風險所帶來的不良后果，通常我們把它們叫做“風險緩解步驟”。在那些被發(fā)現(xiàn)的風險旁邊，你可以列出一些通用的風險緩解步驟，并從中選取合適的步驟。在Infosys中使用如下表所示的風險列表形式。這個表格并不只是用來識別風險，同時也起到選擇合適的風險緩解步驟地作用。當然，表格的形式并不是唯一的，你可以使用數(shù)據(jù)庫作為輔助手段協(xié)助你的工作。
下表中的大多數(shù)風險緩解步驟的表述都是直接和明確的。正如你所看到的，處于頂端的幾個風險涉及人力和需求。選擇風險緩解步驟并不僅僅是想一想就可以的。風險緩解步驟必須被實踐才行。為了確保那些必要的步驟被確確實實的并且有效的執(zhí)行了，你必須把它們穿插到項目日程中。換句話說，你必須不停的更新項目日程，在這個日程當中，需要列出很多的項目活動，特別重要的是列出這些活動在何時何地發(fā)生--包括你的項目緩解步驟中包含的那些活動。
風險監(jiān)控和跟蹤
風險的優(yōu)先級列表以及之后的計劃都是基于在進行風險分析時對風險的感知。第一次風險分析發(fā)生在項目的計劃階段，而最初的風險管理則反映了在那個時刻對于項目形勢的整體預估。因為風險是或然事件，它總會依附于客觀情況，所以對于風險的處理手段也需要隨著時局發(fā)生變化。并且，眾所周知，對于風險的感知也會隨著時間而變化。此外，風險的緩解步驟的執(zhí)行也會對風險的感知有所影響。
基于上面的觀點，不要把風險當成靜態(tài)存在的，而是要階段性的評估它們。因此除了要監(jiān)控風險緩解步驟的執(zhí)行，你還要站在整個項目的角度重新分析一下這些風險。把你的分析結果體現(xiàn)在你項目的里程碑分析報告中，在報告中你需要把握三點：風險緩解步驟的執(zhí)行、當前風險狀況、策略。作為這個報告的前期工作，你還需要分析一下風險的優(yōu)先級順序是否發(fā)生了變化。
| Table 6.3. Top Ten Risks and Their Risk Mitigation Steps |
| Sequence Number | Risk Category | Risk Mitigation Steps |
| 1 | Shortage of technically trained manpower | · Make estimates with a little allowance for initial learning time. · Maintain buffers of extra resources. · Define a project-specific training program. · Conduct cross-training sessions. |
| 2 | Too many requirement changes | · Obtain sign-off for the initial requirements specification from the client. · Convince the client that changes in requirements will affect the schedule. · Define a procedure to handle requirement changes. · Negotiate payment on actual effort. |
| 3 | Unclear requirements | · Use experience and logic to make some assumptions and keep the client informed; obtain sign-off. · Develop a prototype and have the requirements reviewed by the client. |
| 4 | Manpower attrition | · Ensure that multiple resources are assigned on key project areas. · Have team-building sessions. · Rotate jobs among team members. · Keep extra resources in the project as backup. · Maintain proper documentation of each individual's work. · Follow the configuration management process and guidelines strictly. |
| 5 | Externally driven decisions forced on the project | · Outline disadvantages with supporting facts and data and negotiate with the personnel responsible for forcing the decisions. · If inevitable, identify the actual risk and follow its mitigation plan. |
| 6 | Not meeting performance requirements | · Define the performance criteria clearly and have them reviewed by the client. · Define standards to be followed to meet the performance criteria. · Prepare the design to meet performance criteria and review it. · Simulate or prototype performance of critical transactions. · Test with a representative volume of data where possible. · Conduct stress tests where possible. |
| 7 | Unrealistic schedules | · Negotiate for a better schedule. · Identify parallel tasks. · Have resources ready early. · Identify areas that can be automated. · If the critical path is not within the schedule, negotiate with the client. · Negotiate payment on actual effort. |
| 8 | Working on new technology (hardware and software) | · Consider a phased delivery. · Begin with the delivery of critical modules. · Include time in the schedule for a learning curve. · Provide training in the new technology. · Develop a proof-of-concept application. |
| 9 | Insufficient business knowledge | · Increase interaction with the client and ensure adequate knowledge transfer. · Organize domain knowledge training. · Simulate or prototype the business transaction for the client and get it approved. |
| 10 | Link failure or slow performance | · Set proper expectations with the client. · Plan ahead for the link load. · Plan for optimal link usage. |
posted on 2007-09-04 22:09
littlegai 閱讀(266)
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