TAILIEUCHUNG - The Handbook of Project Management_4

Tham khảo tài liệu 'the handbook of project management_4', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Defining the project l 113 Avoidance risks - risks that you can clearly see can be avoided by revising your approach to the project. You may have to revise the initial schedule derived for the business case. Transfer risks - risks that could possibly be transferred to a third party for management and monitoring such as suppliers and contractors. Residual risks - risks that can be managed and monitored within the project team. Avoidance risks can take considerable time to correct. As this may involve significant revision after making the necessary amendments to the business plan you must review the residual risks on your list. Some may disappear and some new ones may appear. If you revise the business case you must include the revised version as part of your submission to the PST when seeking approval of the project definition. When you are satisfied with the list of residual risks record them on a project risk log. A typical example is shown in Figure . Then attempt to establish two characteristics for each risk 1 What is the probability of its happening - based on currently available data 2 What is the likely impact on the project if it happens This assessment can only be subjective based on the previous experience of you and your team but you should attempt to reach a consensus for each risk identified. Remember that anything that could go wrong and threaten the project is a potential risk and must not be ignored. Constraint or risk Do not confuse constraints with risks. Constraints are fixed and imposed on the project either from the outset or later knowingly or unknowingly. You usually have little control over these constraints so you have to live with them and find ways to work around them to achieve a successful outcome. Constraints help you bring the project to ground zero and the real world rather than end up with a mission impossible . Constraints usually fit into three types known at the outset - financial time limitations quality or scope changes .

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