Risk Control in IT project management.

Whether it is system integration or software development, IT companies often face the implementation and management of various projects, there are many problems such as how to determine the investment value of a project, how to evaluate the benefits, how to analyze uncertain factors, and how to determine the investment recovery time. Moreover, regardless of the size of an IT project, it will inevitably bring about changes in the management and business operations of the implemented Party (user, this makes it projects have high risks. Especially in recent years, IT projects have been widely implemented. On the one hand, many enterprises have brought about management and operation innovations, while on the other hand, there are not only a few projects that are aborted, interrupted, or failed. Therefore, how to effectively manage and control risks in project implementation has become a necessary condition for successful project implementation. Project Risk management not only runs through the entire project process, but also begins risk analysis before a project event occurs. We can divide risk management into three parts based on risk control and the time when project events occur: Pre-control-risk management planning, in-process control-risk management methods, post-Event Control-risk management report. I. Pre-control-risk management planning Risk management planning is a global consideration, analysis, and planning based on risks before or at the initial stage of the project, it is also the most important content in project risk control, including risk situation assessment, risk identification, risk analysis and risk assessment. 1. risk situation assessment The risk situation evaluation is based on basic information such as the project plan, project budget, and project progress, focusing on clarifying the project objectives, strategies, tactics, and means and resources to achieve the project objectives. So as to achieve this: review the project plan from the perspective of risks to identify the project situation and reveal hidden project prerequisites and assumptions, so that the project manager can identify some risks at the beginning of the project. In particular, project proposals, feasibility reports, or project plans are generally completed on the basis of a number of assumptions, premises, and predictions that may be established during project implementation, or it may not be true. The hidden risks are often ignored. Once a problem occurs, the project manager is often caught off guard and cannot cope with it. For example, in a project plan, if the user implementation team fully supports, disconnects, or almost disconnects the user into the implementation of the IT project, but in the actual process, users have to spend a lot of time dealing with the original business, resulting in delays in the implementation of IT projects and the risks of unsatisfactory implementation results. There are many examples of this type. To identify these hidden project conditions and threats, a detailed review of various project-related plans, such as the human resources plan, contract management plan, and project procurement plan, is required. From this we can conclude that the risk situation assessment should pay attention to the following content: the cause, purpose, scope, relationship between the Organization and objectives, contribution, conditions, and constraints of the project. 2. Risk Identification Based on the risk situation assessment of the project, it is necessary to identify various exposed and potential risks. Risk identification is an assumption and speculation about potential risk events in the future. Therefore, the general risk identification results should include the classification, source, performance, and outcome of risks, as well as relevant project management requirements. When identifying risks, on the one hand, we can use some common sense, experience and judgment to learn from the materials, materials, experiences and lessons accumulated in previous projects, you can also consult relevant experts and senior practitioners for collective discussion. On the other hand, you can identify risks by decomposing the scope and structure of the project, clarifying the composition of the project and the nature of each component, the relationship between them, and the relationship with external factors, this reduces the uncertainty in the project implementation process. In addition, some Technology And tools. For example, combine the experience and lessons to list the causes of project success and failure into a checklist, or the scope of project implementation, Quality Control Project Progress, procurement and Contract Management, human resources and Communication. The above are some of the common methods and methods for risk identification. Of course there are more ways to use them flexibly due to project differences. 3. Risk Analysis and Evaluation After identifying and sorting risks, you must analyze and evaluate the impact of various risks on the entire project, generally, these evaluations are based on the characteristics and data statistics. There are many methods for risk analysis. Generally, the probability, distribution frequency, and average Gini number in the statistical scope are used. However, either tool has its own length and is inevitably subject to the subjective influence of analysts. It can be avoided through multi-angle analysis or brainstorming. In addition, we should make it clear that risk is a changing thing. Based on the Prediction and Analysis of this variable-changing condition, it is impossible to be very accurate and reliable. All risk analysis has only one purpose, that is, to avoid project loss and reserve sufficient post-backup measures and buffer space for unexpected problems in the implementation of the project. After the risk assessment, the project is faced with two options: Unacceptable risks and tolerable risks. For the former, terminate the project, or take remedial measures to reduce risks or change the project; for the latter, risk control needs to be carried out in the project. 2. In-process control-risk management methods Manage risks, that is, control risks, and eliminate potential threats to project health events through risk monitoring and risk avoidance. Risk management throughout the project Life The cycle is continuous and repeated. After some risk sources are eliminated, other risks may occur, risk management to reduce risk losses also brings new risks. For example, the project resources consumed by management risks may reduce the available resources of other parts of the project, and the risk avoidance actions may affect the original project plan and bring risks. Therefore, in the project implementation process, the project management personnel must The progress of the project is measured in stages, the actual progress of the project is monitored from time to time, and the project action is adjusted and corrected based on the risk situation. 1. Risk Monitoring The impact of time on the project is difficult to predict, so Risks Monitoring is an important task in project implementation. To monitor risks, you can monitor the project inventory, the progress of the project process, and the changes in the project environment, and improve the project implementation by verifying the differences between the project progress and the plan. Generally, with the passage of time, information about project risks will gradually increase, and the uncertainty of risks will gradually decrease, but risk monitoring Work It also becomes more and more complex as the amount of information increases. Generally, we can use the project review and inspection method to compare and analyze the objectives, plans, and actual results of each implementation stage, find the root cause of the problem, and propose Solution Problem Method. 2. Risk Avoidance Carry out risk control on the basis of risk management planning. Once risks are monitored, appropriate measures should be taken to avoid risks, you can change the nature of risks, the probability of risks, and the impact of risks. Risk Avoidance Policies include prevention, transfer, avoidance, acceptance, and backup measures. Among them, risk prevention, especially the education and training of the project cannot be ignored. And process by program. Any improper behavior by project implementers constitutes a risk factor for the project. To mitigate the corresponding impact, the relevant personnel must be given detailed and effective risks. Education And project training, the content of education and training should contain the project-related strategies, plans, Standards, rules and regulations, project knowledge, and product knowledge. In project activities, you should strictly follow the project system, such as schedule, manpower allocation, document management, and resource allocation. Transfer risks: the most frequent use of IT projects should involve partners, Project outsourcing, insurance and guarantee measures. Whether it is collaborative implementation with partners or Project outsourcing, risks can be dispersed in terms of human resources, costs, project progress, and other aspects. However, the transfer risk also inevitably leads to a loss of profits. Risk Avoidance refers to the risk avoidance by changing the project when the project risk is highly risky and brings serious consequences, which cannot be transferred and cannot be tolerated. Risks are usually avoided by modifying the project objectives, scope, and structure. Take risks as a common method to avoid risks. It mainly refers to taking the initiative to take over the negative consequences of risk events, this result is usually mainly reflected in the implementation cycle and the limited increase in cost, so as to sacrifice the project benefits without affecting the overall project. The post-backup measures used to avoid risks are mainly reflected in three aspects: the post-Backup fee, the reserved schedule, and the post-Backup technical force. These post-backup measures should be reserved in the Project Plan, ensure that the standby force can be fully called to solve the problem during the project implementation process. Iii. Post-Event Control-Risk Management Report No matter how the project progresses, plans, actions, and results of risk management must be organized, summarized, and analyzed to form a risk management report. The continuity of risk management requires consistency and continuity of risk management reports. Therefore, this report is not prepared only after the end of the project, however, various written or oral, irregular, or periodic methods should be adopted based on the project's progress, plan, and report items, it provides information basis for project implementation, control, management, and decision-making. When we conduct risk control in project management, we should also ask ourselves a few questions: Is the risk management policy formulated feasible? Are the measures and measures for implementing risk control consistent with the overall project objectives? Improve the level of risk management by constantly reflecting, trying, summarizing and analyzing in practice. Risks always coexist with benefits. Only by correctly identifying, analyzing, and avoiding risks can we ensure the smooth implementation and successful completion of each project and bring more benefits to the enterprise.