|
| |
Even before iots origin, the "risk" parameter is already present in the project environment. Technical, administrative, or
economical, the risks to consider require their identification and a deep understanding to be able to control them. In the same
way, throughout the project, strong doubts weigh on lead time, costs and the very purpose of the project. They have to be anticipated,
analysed and dealt with to reduce their impact to the maximum and ensure the respect of the targets. Finally, risk management
can become, for all project players, an opportunity and a real experience capitalisation tool.
|
| |
|
| |
|
- Evaluating and ordering the different
types of risks and
their impact
- Establishing practical risk
processing tools
- Clarifying the role of the players
- Acquiring a managerial method
for risk management
- Drawing up a risk portfolio
|
|
| |
- Project leaders
- Project players: Studies services, Buying, Manufacturing,
Realisation, Players upstream from the project: commercial services, Marketing, Quality
|
|
| |
| Organisation |
- Analysis of the opportunity and targets
of the project
- Project environmlent:
interested parties
- Analysis of management requirements:
Management Specifications
- Examination of the contractual context
|
| Project leaders take risks |
- Risk or opportunity? Definitions:
cntingency, unforeseen, incertitude, risk,
project risk
- Management of risks and project
management
- Process of management of
risks
- Principles of analysis and management
|
| Distinguishing and organising project
risks |
- Setting up the rish breakdown structure:
method of ordering and imparting
responsibility
- Noting risks according to project
typology: adapting and appropriate mode
|
| Formalising risk processing:
writing up a risk sheet |
- Judging the risk in terms of occurrence,
impact and criticality
- Establishing a liaison of estimation/processing
- Controlling risks (reduction,
transfer, steering)
|
| Finding palliative solutions:
building up an action sheet |
- Expert methods
(creativity, Delphi)
- Logical and graphical dispositions
- Mathematical tools (Monte Carlo)
- Impacts on the project
|
| Establishing and applying a risk
management plan |
- Situating the risk in projects: the
risk as a dashboard indicator
- Formalising the steering of risks
Roles and responsibilities of players
(internal and external)
Organisation and management of risks
Evolution of risks according to project
procedure
- The risk manager
Role, quality
Garantor of application of the risk
management plan
|
| Constituting the catalogue of risks |
- Capitalising risks
Methodical documentation
Logical and graphical tools
- Facilitating risk management
through the risk catalogue
|
| |
| |
| |
| Navigation : Retour
page d'accueil |