In a number of projects, risks are identified and analyzed by random, thought-provoking approaches. This is often fatal to the success of the project as unexpected risks arise which have not been evaluated or planned and should be handled in an emergency rather than being prepared and protected in the intended, measured way. At the very early stages of the preparation and design phase, it is essential that potential risks are identified, categorized and evaluated. Rather than individually and randomly examine individual risks, it is much more efficient to identify risks, then categorize them into categories, then compile a list of categories, and then identify the potential risks for each category. Thus, common impacts, factors, causes, possible impacts and possible preventive and corrective measures are negotiated and acceptable.
The categorization of risks is a way of systematically identifying risks and providing a basis for awareness, understanding and action. Each project has its own structure and distinction, but there are categories that are common to most projects (which can include their own local, sectoral, or project-specific categories). I did not give in-depth details here, but the project team and the sponsors would be able to relate to these categories and use them in the risk assessment process. For example, using "Operating Resources", your team discusses issues such as availability, delivery timing, costs, capabilities, working conditions (eg soil, weather, light); Stakeholders' resources enable your team to identify stakeholders and list the possible risks that these stakeholders may generate, such as poor publicity on the media, delays caused by community or environmental groups, delays caused by utility companies and trade union issues. The related risks and possible steps need to be documented in the risk management plan and should be addressed in all key phases as the project progresses. All the details, the actual measure and the results should be noted and revised during the closure and review phase, the lessons learned and the future projects.
Here's the question of most project managers: "how do we know if we will deal with the risk if it arises?"
Often, unfortunately, they do not evaluate the team's expertise, experience, abilities, individuals, organizations they need to deal with and handle this risk if they have happened. As a result, if so, the team is not able to deal effectively with it, despite the initial forecast that risk can be handled. This often occurs when the design team is not the project team managing the project and / or when the key project team's team members leave the team during the project and are replaced by individuals with different abilities, experiences and abilities. The clear message is that the risk tolerance level is a dangerous business. All potential risks should be carefully and rigorously analyzed, and the project team, support teams and individuals, and the organizations / organizations involved in project management should be evaluated to determine whether there is a possibility to manage the risk if successful. If skills gaps are identified, appropriate corrective actions should be taken. During this project, this capability must be constantly monitored and, if necessary, actions should be taken to bring the skill level back to the required level.
Conflicts of resources often occur between the middle and later stages of the project, as there are unexpectedly unexpected newer demands that can be considered as higher priority. This could initially lead to sources that have been projected or the amount or quality of the project has dropped, almost certainly at the disadvantage of the project. Answering the question is not easy, but in essence project management teams need to include a "potential resource risk" during the life of the project as an important potential risk and should therefore plan the arrangements and keep track of the situation. If a dispute arises, the project's champion and / or the customer's job is to ensure that the allocated resources are not avoided.
Many of the issues discussed here are key questions about who is responsible for risk assessment and management. Identifying, evaluating and managing risks is too often responsible for the project team, especially after the project has started. But there are other individuals and groups, including some external stakeholders, who need to keep track of specific activities and regularly feed them to the project team leader. Some are easy to identify. Of course, you are the most important experts of the client, the sponsor, the organization or organization of the project team, the most important external participants, such as emergency services, local authorities and entrepreneurs.
An easy way to identify other people and groups is to look at the list of stakeholders. Each has a greater or lesser responsibility to identify potential risks and to provide information about the project team. Again, responding to the issue of Risk Response is the creation, design and action of project planning and operational activity.