一旦項(xiàng)目經(jīng)理識別并排列好風(fēng)險,那么接下來的工作就是處理它們。我們知道作為風(fēng)險，存在的價值就是讓你能夠通過預(yù)先制定好的計劃把它們的后果控制到最小，這也是風(fēng)險管理的根本。你要做的就是在風(fēng)險管理的第二步--風(fēng)險控制這一環(huán)節(jié)盡量降低風(fēng)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(fēng)險的監(jiān)控。
1、風(fēng)險管理計劃
一旦風(fēng)險被認(rèn)知并排定了優(yōu)先級，它們就基本處于項(xiàng)目經(jīng)理的掌控中了。為了管理好這些風(fēng)險，合適的計劃是不可或缺的。作為主要的任務(wù)，首先需要找出那些行之有效的措施以盡量降低風(fēng)險所帶來的不良后果，通常我們把它們叫做“風(fēng)險緩解步驟”。在那些被發(fā)現(xiàn)的風(fēng)險旁邊，你可以列出一些通用的風(fēng)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(fēng)險列表形式。這個表格并不只是用來識別風(fēng)險，同時也起到選擇合適的風(fēng)險緩解步驟地作用。當(dāng)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(fēng)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(fēng)險涉及人力和需求。選擇風(fēng)險緩解步驟并不僅僅是想一想就可以的。風(fēng)險緩解步驟必須被實(shí)踐才行。為了確保那些必要的步驟被確確實(shí)實(shí)的并且有效的執(zhí)行了，你必須把它們穿插到項(xiàng)目日程中。換句話說，你必須不停的更新項(xiàng)目日程，在這個日程當(dāng)中，需要列出很多的項(xiàng)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(xiàng)目緩解步驟中包含的那些活動。
風(fēng)險監(jiān)控和跟蹤
風(fēng)險的優(yōu)先級列表以及之后的計劃都是基于在進(jìn)行風(fēng)險分析時對風(fēng)險的感知。第一次風(fēng)險分析發(fā)生在項(xiàng)目的計劃階段，而最初的風(fēng)險管理則反映了在那個時刻對于項(xiàng)目形勢的整體預(yù)估。因?yàn)轱L(fēng)險是或然事件，它總會依附于客觀情況，所以對于風(fēng)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(fēng)險的感知也會隨著時間而變化。此外，風(fēng)險的緩解步驟的執(zhí)行也會對風(fēng)險的感知有所影響。
基于上面的觀點(diǎn)，不要把風(fēng)險當(dāng)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(fēng)險緩解步驟的執(zhí)行，你還要站在整個項(xiàng)目的角度重新分析一下這些風(fēng)險。把你的分析結(jié)果體現(xiàn)在你項(xiàng)目的里程碑分析報告中，在報告中你需要把握三點(diǎn)：風(fēng)險緩解步驟的執(zhí)行、當(dāng)前風(fēng)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(fēng)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(281)
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