Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Sức khỏe - Y tế
Văn bản luật
Nông Lâm Ngư
Kỹ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Giới thiệu
Đăng ký
Đăng nhập
Tìm
Danh mục
Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Y tế sức khỏe
Văn bản luật
Nông lâm ngư
Kĩ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Thông tin
Điều khoản sử dụng
Quy định bảo mật
Quy chế hoạt động
Chính sách bản quyền
Giới thiệu
Đăng ký
Đăng nhập
0
Trang chủ
Kinh Tế - Quản Lý
Quản lý dự án
Lecture Project management: The managerial process (6/e) - Chapter 7: Managing risk
Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Project management: The managerial process (6/e) - Chapter 7: Managing risk
Công Bằng
133
15
pptx
Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
The main contents of the chapter consist of the following: Risk management process, risk identification, risk assessment, risk response development, opportunity management, contingency planning, contingency funding and time buffers, risk response control, change control management. | 1 7–2 Where We Are Now 2 7–3 Risk Management Process Risk Uncertain or chance events that planning can not overcome or control. Risk Management A proactive attempt to recognize and manage internal events and external threats that affect the likelihood of a project’s success. What can go wrong (risk event). How to minimize the risk event’s impact (consequences). What can be done before an event occurs (anticipation). What to do when an event occurs (contingency plans). 3 7–4 Risk Management’s Benefits A proactive rather than reactive approach. Reduces surprises and negative consequences. Prepares the project manager to take advantage of appropriate risks. Provides better control over the future. Improves chances of reaching project performance objectives within budget and on time. 4 7–5 Managing Risk Step 1: Risk Identification Generate a list of possible risks through brainstorming, problem identification and risk profiling. Macro risks first, then specific events Step 2: Risk . | 1 7–2 Where We Are Now 2 7–3 Risk Management Process Risk Uncertain or chance events that planning can not overcome or control. Risk Management A proactive attempt to recognize and manage internal events and external threats that affect the likelihood of a project’s success. What can go wrong (risk event). How to minimize the risk event’s impact (consequences). What can be done before an event occurs (anticipation). What to do when an event occurs (contingency plans). 3 7–4 Risk Management’s Benefits A proactive rather than reactive approach. Reduces surprises and negative consequences. Prepares the project manager to take advantage of appropriate risks. Provides better control over the future. Improves chances of reaching project performance objectives within budget and on time. 4 7–5 Managing Risk Step 1: Risk Identification Generate a list of possible risks through brainstorming, problem identification and risk profiling. Macro risks first, then specific events Step 2: Risk Assessment Scenario analysis for event probability and impact Risk assessment matrix Failure Mode and Effects Analysis (FMEA) Probability analysis Decision trees, NPV, and PERT Semiquantitative scenario analysis 5 7–6 Managing Risk (cont’d) Step 3: Risk Response Development Mitigating Risk Reducing the likelihood an adverse event will occur. Reducing impact of adverse event. Avoiding Risk Changing the project plan to eliminate the risk or condition. Transferring Risk Paying a premium to pass the risk to another party. Requiring Build-Own-Operate-Transfer (BOOT) provisions. Retaining Risk Making a conscious decision to accept the risk. 6 7–7 Contingency Planning Contingency Plan An alternative plan that will be used if a possible foreseen risk event actually occurs. A plan of actions that will reduce or mitigate the negative impact (consequences) of a risk event. Risks of Not Having a Contingency Plan Having no plan may slow managerial response. Decisions made under pressure can be .
TÀI LIỆU LIÊN QUAN
Lecture Project management: The managerial process (6/e) - Chapter 1: Modern project management.
Lecture Project management: The managerial process (6/e) - Chapter 4: Defining the project
Lecture Project management: The managerial process (6/e) - Chapter 17: An introduction to agile project management
Lecture Project management: The managerial process (6/e) - Chapter 9: Reducing project duration
Lecture Project management: The managerial process (6/e) - Chapter 6: Developing a project plan
Lecture Project management: The managerial process (6/e) - Chapter 2: Organization strategy and project selection
Lecture Project management: The managerial process (5/e): Chapter 1 - Erik W. Larson, Clifford F. Gray
Lecture Project management: The managerial process (5/e): Chapter 17 - Erik W. Larson, Clifford F. Gray
Lecture Project management: The managerial process (6/e) - Chapter 18: Project management career paths
Lecture Project management: The managerial process (5/e): Chapter 4 - Erik W. Larson, Clifford F. Gray
crossorigin="anonymous">
Đã phát hiện trình chặn quảng cáo AdBlock
Trang web này phụ thuộc vào doanh thu từ số lần hiển thị quảng cáo để tồn tại. Vui lòng tắt trình chặn quảng cáo của bạn hoặc tạm dừng tính năng chặn quảng cáo cho trang web này.