![]() The level of detail in the plan may be adjusted for small, relatively simple projects, but the basics of risk identification, analysis, and mitigation need to be covered. The sample table of contents shown in Box 7-1 provides an outline of the issues that should be covered in a risk management plan. Risk management plans are dynamic documents that are used to guide day-to-day decisions by the project team. It should be part of the initial project approval package, and an updated plan should be part of all subsequent project planning and performance reviews. The plan is an integral part of the project plan that informs all members of the project team and their supervisors of the risks to the project, how they will be managed, and who will manage them throughout the life of the project. The risk management plan ties together all the components of risk management-i.e., risk identification, analysis, and mitigation-into a functional whole. This chapter reviews some tools and methods that can form the basis for the development of risk management excellence by owners. Active risk management includes the assignment of mitigation responsibilities to appropriate project participants and the oversight of follow-through regarding every risk factor. The previously discussed risk identification, analysis, and mitigation planning are important, but they are not sufficient. It is the owner’s responsibility to ensure that project risks are rigorously and aggressively managed and reviewed by senior managers in each of the project phases (CD-0 through approval to start operations ). An inexperienced project team, inadequate front-end risk management planning, and a tradition of budget increases may be the primary motivation for passive risk management and deterrents to implementing proactive risk management. This approach often includes an assumption that additional resources will be made available to solve the problems that arise, precludes the prevention of some undesirable events, and increases the costs of addressing others. In a passive and ad hoc approach, risks may be identified but they are largely ignored in the planning and execution process until undesired events occur, at which time solutions are sought. Some projects appear to have a passive and ad hoc approach to the management of risk, without the benefits of either tracking the root causes of identified risks or making proactive decisions and actions to mitigate the risks. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |