Промышленный лизинг Промышленный лизинг  Методички 

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Figure 8.6: Risk management process.

Raise and Assess the Risk

This process provides the ability for any member of the project team to raise a project-related risk. The following procedures are followed:

The originator identifies a risk applicable to a particular aspect of the project (e.g., scope, deliverables, time scales, or organization are in jeopardy).

The originator completes the risk log and distributes the form to the project manager. (See the accompanying CD-ROM for a risk log template.)

The project manager ensures the risk is captured accurately.

The project or development manager reviews all raised risks and determines whether each risk is applicable to the project.

The project or development manager formulates an impact of the risk.

If the risk is considered relevant by the project or development manager, a formal risk is raised in the risk log, where the impact and probability are calculated, based on the input provided by the person originating the risk.

Assign Risk Actions

The number of people to assign to risk-related tasks depends on the size of the project. On small to medium-sized projects, the project manager usually performs this task with limited help. On super projects, it is not uncommon for a dedicated project risk steering group (two to four people) to be created. In this case, the steering group would obtain and formally review all submitted project risks and either (1) approve, (2) reject, or (3) postpone until further assessment has been completed. Options that the steering group would present to the project or development manager would be one of the following:

Close the risk in the risk log if there are no outstanding risk actions and the risk is no longer likely to impact the project.



Submit a change request to resolve the risk, thereby indicating that the project will have a change. Assign action items to resolve the risk.

Executing and Resolving Risk Items

After logging the risks into the risk log, the project or development manager needs to move forward and resolve these risks. The best way to achieve this is to:

Start scheduling each risk on the project use the project schedule.

Define who on the project or externally would be working to resolve the risk.

Execute each risk as scheduled.

Review or test the successful execution of the risk.

Document and communicate the success of the risk just resolved.

Roles and Responsibilities Project Risk

The Originator

The originator of the risk is the most important person in the chain of events. The originator is someone on the project team or sometimes externally who initially identifies the risk and formally communicates the risk to the project manager. The originator is responsible for:

Identifying the risk.

Logging the risk.



Submitting the risk or risk log form to the project/ development manager. Project or Development Manager

The project manager is the central person throughout the entire risk process. He or she receives, documents, and monitors the status of all risks during a project life cycle. The project or development manager is responsible for:

Assessing risks submitted for relevance to the project at hand.

Recording accurately in the risk log.

Presenting the risk to the risk steering group or sponsor for review.

Assessing the risk using SMEs to gain more detail.

Communicating the decision to implement or reject the risk.

Implementing the risk into the project.

Monitoring the report on its successful completion. Project Steering Group

The project steering group is a team that formally reviews all risks usually on super projects and confirms what the probability and impact to the project would be. A risk could have severe cost and schedule impacts, which the project or development manager may not have considered. The steering team assigns steps or action items to resolve all known risks. The steering team is formally responsible for:

The regular review and audit of all project risks recorded in the risk log.



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