Description
This seminar offers you a pragmatic approach to risk management, based on the experience of real projects. It shows you how to identify, estimate but above all reduce risks using modeling methods that facilitate appropriate decision-making.
Who is this training for ?
For whom ?
This seminar is aimed at project owners, project directors, project managers, IT project managers and project quality managers.
Prerequisites
Basic knowledge of project management.
Training objectives
Training program
- Risk management concepts
- What is a risk? The notions of events, causes and consequences.
- The measurement of a risk: probability, impact and severity.
- Types of risks (classes): strategic, projects, products, use, maintenance.
- Risks and levels of responsibility: who manages, who decides, who assumes responsibility? The scope of a risk.
- Contractual distribution: principal, subcontractors.
- Collective reflection.
- The different types of risks.
- The risk management process
- The key moments of risk analysis: defining the project, launching and managing the project.
- Set up a risk management process adapted to the project.
- The roles of the actors: project manager, participant, user, manager.
- The basic principles (SEI), the cost of risk management.
- Exchanges: The notions of impact and probability of risk.
- How to identify risks?
- Define the exact scope of the research and the associated levels of responsibility.
- Exploit the information: reviews (contract, validation, design, tools), meetings, brainstorming, reporting.
- Identification: risk checklists, databases, constraints analysis and documentation analyses.
- Use the analysis of uncertainties in estimates, schedules, technologies, processes, resources.
- Modeling a risk: Ishikawa diagram, tree of causes/consequences, modeling rules.
- Problem of causal independence.
- Case study: Identifying the risks of a real project.
- How to estimate the risks?
- Choose level of precision vs. estimation cost and issues.
- Subjective vs. frequency probabilities.
- Use qualitative estimation techniques: probability, impacts.
- Quantitative estimation technique: Absolute Probability Judgment (Delphi, Betting, Churchman/Ackoff).
- Poincaré methods, 45° diagram, sensitivity analysis, tornado diagram, VMA (Expected Monetary Value).
- Estimate the level of exposure to risks and the associated level of confidence: Monte-Carlo simulation.
- Calculate the impacts on schedules, budgets and the quality or content of the deliverables.
- Prioritize risks and calculate their severity.
- Case study Practice of quantitative risk analysis technique.
- How to reduce risks?
- The reduction axes: elimination of causes, effects, sharing, early control, acquisition of information...
- Modeling fallback scenarios and probability of triggering a fallback scenario.
- Design risk reduction actions, "rework" of the project, examples.
- Plan and budget preventive reduction actions and emergency plans.
- Calculate probability and residual impacts, evaluate the profitability of control actions.
- Know how to present your project strategy.
- Case study: rnDefine risk management strategies for the project.
- Follow and decide
- Monitoring tools: risk sheet models.
- Monitoring dashboards, risk management effectiveness indicators.
- Organization of the reporting.
- Monitoring milestones or key points.
- Monitoring risk indicators and monitoring progress.
- Preparing decision-making, adjusting the project plan, initiating a fallback scenario.
- Crisis management.
- Exchanges: Presentation of risk monitoring tools.
- Organize risk management on a project
- Choose your approach to risks based on the challenges of the project and the level of maturity of the context.
- Think about the structure and information tools of the project to know and monitor the risks.
- Clearly assign risk management roles and responsibilities.
- Define risk management requirements to subcontractors and establish appropriate contractual clauses.
- Exchanges: Identify risk management quality indicators.
