Risk Management for project managers

Risk Management for project managers

Project Risk management refers to a series of processes from identifying, analyzing, and taking countermeasures for project risks, it includes two aspects: maximizing the impact of positive factors and minimizing the impact of negative factors.

L risk identification: identifies risks that may affect project progress and records the characteristics of each risk.

L risk quantification: evaluates the interaction between risks and risks to assess the scope of possible project output results.

L risk Countermeasure Research: determine the steps for selecting opportunities and the steps for responding to risks.

L risk countermeasure implementation control: reflects the changes caused by risks in the project process.

I have no intention to discuss the general process and corresponding control of project risk management here. I just want to express my experiences based on the problems encountered in the project. Many problems may not be considered as risks in the eyes of others. Some problems may be beyond the extension of project management, but for some IT enterprises or large and medium-sized project management, it may serve as a reference.

1. Risks of Enterprise Internal Management

L company leaders are familiar with IT management.

The recognition of company leaders on IT project management actually determines many things in project management, but unfortunately, the leadership of the company is often not from it, this means you need to spend more energy communicating with and interpreting the work. Once upon a time, Vice President Qiao thought that a large project was a simple superposition of small projects, that is, the multiplication of people and months, and even some leaders lacked a basic understanding of system integration, I think that more than 40 servers do not require professional integration personnel at all. Just find a technician developed in Linux from the company to install them. It took me three months to communicate with him, but it didn't work. Finally, with the strong intervention of Party A's c technical project manager, the company temporarily recruited a system integrator. This incident almost resulted in a miscarriage of the project contract, which seriously weakened Party A's trust in the company and changed the payment method of the contract.

L The degree of support provided by company leaders for IT projects.

Company leaders often refer to an important goal as a "benchmark" and pay more attention to it. On the other hand, they cannot provide any useful support. At the same time, the level of support also has a lot to do with the company's leadership's it positioning.

In addition, whether the company's financial system, personnel system, and even reimbursement process are sound will also greatly affect the stability of the project team.

 

 

2. Maturity of enterprise project management

L IT department organizational structure. Only by understanding whether the organizational structure of the IT department is project-or organization-based can you evaluate your environment to find the right resources.

L The company's software capability maturity. Software Capability Maturity reflects the IT management level of a company. A high-maturity company can at least benefit from project processes, project documents, and project support.

L capability of the company's IT Director. The ability of a company's IT Director often reflects the company's it level, and its vision determines its vision.

L The largest project scale done by the company. Understanding the scale of the company's projects can directly evaluate the company's software and implementation capabilities. For example, it is obviously difficult for a child to do adult work. Of course, under normal circumstances, company leaders will measure the project scale based on the project amount, resulting in a lack of comparability. In addition, check whether the company has performed similar projects, including similar business, similar architecture, and similar technology.

3. Project Manager's responsibilities and risks

Project management mainly includes work scope management, time management, quality management, cost management, risk management, communication management, human resource management, procurement management, and integrated management.

You need to understand the permissions of the Project Manager. In most cases. In addition to costs, human resources, procurement, and other money-related aspects, Private IT companies will not let you handle them. They wish to give them all to you, and then they will be your obligation. The biggest cause of the Project Manager's responsibility risk is that the project manager is not fully authorized, or the project manager may face various kinds of violent interference even if the authorization is performed.

"You are the project owner, and you must dare to manage it." This is a sentence that leaders often say. How can you manage it? The project team is divided into four groups of people. The two groups are respectively assigned to the managers of two IT departments. One is managed by me directly, of course, with a small number of people. The other is temporary support. In addition, no one is assessed by me. When resources are required, first confirm the personnel in the Department, then contact the individual employee by phone, and then contact the corresponding department manager by phone, if the failure fails, further communication should be made to the technical director, and finally to the company's leadership. In addition, the normal criticism of team members will be severely interfered by senior leaders, because some team members are the leadership of the leadership.

4. Personnel skills

An ideal team includes project manager, System Architect, system administrator, DBA, Senior Engineer, Development Engineer, test engineer, and artist.

However, in fact, insufficient project resources are widely used in private enterprises. How can we balance existing resources and skills? In a team with serious shortage of resources, we can only adopt the principle of who can use and what kind of people can be used as much as possible, so that we do not need to be suspicious. A person can assume as many roles as possible to tap into his/her personal potential, make appropriate backup measures.

5. System Integration Capability and outsourcing

I personally think that the degree of system integration is a significant difference between large and medium-sized projects and small projects.

System integration capabilities are mainly manifested in the ability to integrate system hardware, operating systems, databases, different interface development, system architecture, etc. The accumulation of this knowledge is not overnight, it depends on the company's daily accumulation.

In addition, when the company's resources cannot meet the project requirements, it is necessary to introduce outsourcing resources as appropriate. Whether the company has had independent experience in this regard also has a great relationship with the smooth implementation of the project.

6. Project Manager competence of Party

The quality of Party A's project manager has a corresponding impact on the project's cost, scope, time, communication, and other aspects. Unfortunately, it is difficult for us to influence Party A's decision. But at least the relationship with Party A's project manager should be harmonious, rather than putting it to the opposite.

 

This article is from the book "IT project management ".

Book details: http://blog.csdn.net/broadview/article/details/6750539