Tài liệu Lecture_gpem_int.projectmanagement_day4

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A project risk is anything that could have a negative impact on your project (results) Workload People Technology … Money Environment Scope Service Providers Risk Management Wheel  Within a project risk management is the responsibility of the project Identify Monitor and Control  Within an organization Risk Management is management through an Enterprise Risk Management (ERM) Evaluate Risk Mgmt. Plan Act Risk Management never stops 79 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Project Planning – Possible risks within a project can be dealt with in different ways 1. Eliminate – Try to delete a possible risk cause 2. Minimize – Minimize the possible cause and/or the possible effect on the project 3. Move – Move the possible effect on your project to another, less critical part of your organization 4. Insure – Find a way to insure yourself against possible effects 5. Accept – Simply accept if there could be a problem Risk Management measures often go hand in hand 80 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Risk Management – How to handle risks ID 1. Risk Category Lack of Organization resources in work package 1 Trigger Origin Annual leave, Less Tasks have to illness, Resources than be delayed employees quit needed … 81 06.07.2017 Effect VGU I VIETNAMESE-GERMAN UNIVERSITY Probability Medium Responsible Countervailing measures Mr. XYZ (project Leader) Annual leave planning six month in advance, Resources with required skills in reserve CreateManagement a Risk Matrix Risk Exercise Your project:  You open a Banh Mi-Store Your tasks:  Create a risk matrix  Find 10 risks  Create measures against the risks 82 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Risk Management – ways to present risk Presentation is important for creating awareness Probability Heat Map – Probability and effect Effect 10 9 8 7 6 5 4 3 2 1 10: Project will fail 9: More than 40% over budget or more than 40% delay 8: Up to 40% over budget or up to 40% delay 7: Up to 30% over budget or up to 30% delay 6: Up to 20% over budget or up to 20% delay 5: Up to 10% over budget or up to 10% delay 4: Big decrease of time or budget 3: Medium decrease of time or budget 2: Small decrease of time or budget 1: No effect 1 2 3 4 5 6 7 8 9 10 Effect Probability 1-2: Very unlikely 3-4: Unlikely 5-6: Unknown/ medium 7-8: Likely 9-10: Very likely or sure 83 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Risk Management – ways to present risk Presentation is important for creating awareness Tornado diagram – Positive and negative effect Task 1 finished until May 2nd Data Integration 6,5 -4,3 2,3 -7 Task 2 reaches Quality Gate All resources are available Project gets support from XY Project will be supervised by Senior Management 4,3 -2,1 2,8 -2,3 2,5 -1,7 1,7 -1,2 Damage Benefit Every event can be evaluated in its negative as well as its positive effects 84 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Project Process Phases Initiate     Plan Have an idea Conception Create Business Case Financial Funding  Definition of Project Goals  Set up project team with required skills  Choose, develop and adjust project tools  Create relevant documents (Project Charta) Execute     Analysis of current status Gap-Closing Reach KPI Managing tasks Monitor and Control 85 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Close Voice of Customer (VoC) to Critical for Quality (CfQ) Voice of Customer  Voice of the customer is the perception of a customer’s needs and wants  To determine the voice of the customer, an organization typically analyzes data reflective of what a customer does as well as what he says. This includes close examination of data gathered from monetary transactions, market research, social media monitoring, customer feedback channels and Web analytics. Critical for Quality  The translation of VOC into measureable and adjustable elements  A process characteristic or component that has a direct effect on whether the overall process or product is perceived by the customer to be of acceptable quality. Identification of specific, measurable critical to quality (CTQ) characteristics is essential for meaningful and measurable business process improvement. 86 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Four steps to increase quality Measurable influence factors Voice of Customer Analyze Measures Key Performance Deduce Indicators (KPI) Define Gather “I want better service!” Friendliness Thank you! You’re welcome! How was the food? Define code of behaviour 100% Smile Create rules Carry more drinks Train staff Faster Service Transition from Voice of Customer to Critical for Quality 87 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Improving processes Ishikawa People Environment 88 06.07.2017 Materials Method VGU I VIETNAMESE-GERMAN UNIVERSITY Machines Measurement Scope creep …after one year… Agreed result at the beginning Requirements after a couple of weeks Scope Creep – the addition of (too many) new requirements within a running project 89 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Avoid Scope Creep Document the requirements Set up Change Control Processes Verify the scope with the stakeholders Create a clear Project Schedule Create awareness within the project team Scope Creep – the addition of (to many) new requirements within a running project 90 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Project Process Phases Initiate     Plan Have an idea Conception Create Business Case Financial Funding  Definition of Project Goals  Set up project team with required skills  Choose, develop and adjust project tools  Create relevant documents (Project Charta) Execute     Close Analysis of current status Gap-Closing Reach KPI Managing tasks Monitor and Control  Risk Management  Communication  Reporting 92 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY  Progress Controlling  Financial Controlling  HR Controlling  Adjust Business Case  Stakeholder Management  Change Management Nobody likes controlling, right? 94 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Controlling is your friend (at least in projects) 96 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Project controlling – Supports the project in important areas Scope Management Delivery and Approval Risk Management Project controlling Team and project infrastructure 97 06.07.2017 Reporting VGU I VIETNAMESE-GERMAN UNIVERSITY Knowledge Management Monitor and Control – The Controlling Hand Book defines the rules, Controlling Hand Book laws and ways of reporting of the project      Description of responsibilities and tasks of external project controlling (if any) Definition and description from workflows (processes) Definition of needed services Definition of time and characteristics of needed information Key Performance Indicators (KPI) The Controlling Hand Book defines the rules, laws and ways of reporting of the project 98 06.07.2017 VGU I VIETNAMESE-GERMAN UNIVERSITY Monitor and Control – Reporting Three main pillars of result orientated project reporting PP rr oo jj ee cc tt R R ee pp oo rr tt ii nn gg Content Contentis isreality reality IsIsthe theinformation information available? available? Do Dowe wereally reallyhave havethat that information or is it a information or is it a assumption? assumption? 99 06.07.2017 Content Contentwill willbe beread read and andunderstood understood Target Targetorientated orientatedrecipient recipient Important for recipient Important for recipient Just Justkey keyfacts facts Management Managementby byexception exception Graphical presentation Graphical presentation (easy (easytotounderstand) understand) One (!) page One (!) pageonly only VGU I VIETNAMESE-GERMAN UNIVERSITY Reporting Reportingenables enables reaction reaction Traffic Trafficlight lightlogic logic Suggested ways Suggested waysfor for decisions decisions Present possible solutionsfor Recipient is responsible  Recipient is responsible for further actions further actions  Present possible solutions
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