A Guide to Project Management

Of body of knowledgee l knowledgee pl mp am sa s a

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Unformatted text preview: ed. Documents if and how risk processes will be audited. 130 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 11--Project Risk Management 11.2 RISK IDENTIFICATION Risk identification involves determining which risks might affect the project and documenting their characteristics. Participants in risk identification generally include the following, as possible: project team, risk management team, subject matter experts from other parts of the company, customers, end users, other project managers, stakeholders, and outside experts. Risk identification is an iterative process. The first iteration may be performed by a part of the project team, or by the risk management team. The entire project team and primary stakeholders may make a second iteration. To achieve an unbiased analysis, persons who are not involved in the project may perform the final iteration. Often simple and effective risk responses can be developed and even implemented as soon as the risk is identified. A Guide to the A Guide to the Inputs .1 .2 .3 .4 Risk management plan Project planning outputs Risk categories Historical information Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL Tools & Techniques .1 Documentation reviews 2 Information-gathering techniques .3 Checklists .4 Assumptions analysis .5 Diagramming techniques Outputs .1 Risks .2 Triggers .3 Inputs to other processes 11.2.1 Inputs to Risk Identification .1 Risk management plan. This plan is described in Section 11.1.3. .2 Project planning outputs. Risk identification requires an understanding of the project's mission, scope, and objectives of the owner, sponsor, or stakeholders. Outputs of other processes should be reviewed to identify possible risks across the entire project. These may include, but are not limited to: Project charter. WBS. Product description. Schedule and cost estimates. Resource plan. Procurement plan. Assumption and constraint lists. .3 Risk categories. Risks that may affect the project for better or worse can be identified and organized into risk categories. Risk categories should be well defined and should reflect common sources of risk for the industry or application area. Categories include the following: Technical, quality, or performance risks--such as reliance on unproven or complex technology, unrealistic performance goals, changes to the technology used or to industry standards during the project. MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 131 ACROYMNS LIST Chapter 11--Project Risk Management 11.2.1.4 | 11.3 ment ment Project-management risks--such as poor allocation of time and resources, inad...
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This document was uploaded on 09/27/2013.

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