1. 1 L U N D S U N I V E R S I T E T P rojektledning och Projektmetodik

2. 2 L U N D S U N I V E R S I T E T Agenda Avstämning PMBOK – Risk management – Riskhanteringens grunder – Metoder och användning Lärmål – Grundläggande introduktion till Riskhantering i projekt

3. 3 L U N D S U N I V E R S I T E T Project Risk Management Project risk management is the art and science of identifying, assigning, and responding to risk throughout the life of a project and in the best interests of meeting project objectives Risk management is often overlooked on projects, but it can help improve project success by helping select good projects, determining project scope, and developing realistic estimates

4. 4 L U N D S U N I V E R S I T E T Project Management Maturity by Industry Group and Knowledge Area

5. 5 L U N D S U N I V E R S I T E T What is Risk? A dictionary definition of risk is “the possibility of loss or injury” Project risk involves understanding potential problems that might occur on the project and how they might impede project success Risk management is like a form of insurance; it is an investment

6. 6 L U N D S U N I V E R S I T E T Why Take Risks? Because of Opportunities! Opportunities Risks Try to balance risks and opportunities The goal of project risk management is to: minimize potential risks, while maximizing potential opportunities.

7. 7 L U N D S U N I V E R S I T E T Project Risk Management Processes The goal of project risk management is to minimize potential risks while maximizing potential opportunities. Processes are: – Risk management planning: deciding how to approach and plan the risk management activities for the project – Risk identification: determining which risks are likely to affect a project and documenting their characteristics – Qualitative risk analysis: characterizing and analyzing risks and prioritizing their effects on project objectives – Quantitative risk analysis: measuring the probability and consequences of risks – Risk response planning: taking steps to enhance opportunities and reduce threats to meeting project objectives – Risk monitoring and control: monitoring known risks, identifying new risks, reducing risks, and evaluating the effectiveness of risk reduction

8. 8 L U N D S U N I V E R S I T E T Risk Management Planning The main output of risk management planning is a risk management plan The project team should review project documents and understand the organization’s and the sponsor’s approach to risk The level of detail will vary with the needs of the project

9. 9 L U N D S U N I V E R S I T E T Contingency and Fallback Plans, Contingency Reserves Contingency plans are predefined actions that the project team will take if an identified risk event occurs Fallback plans are developed for risks that have a high impact on meeting project objectives Contingency reserve or allowances are provisions held by the project sponsor that can be used to mitigate cost or schedule risk if changes in scope or quality occur

10. 10 L U N D S U N I V E R S I T E T Risk Identification Risk identification is the process of understanding what potential unsatisfactory outcomes are associated with a particular project Several risk identification tools and techniques include – Brainstorming – The Delphi technique – Interviewing – SWOT analysis

11. 11 L U N D S U N I V E R S I T E T Basic Categories of Risk Market risk: Will the new product be useful to the organization or marketable to others? Will users accept and use the product or service? Financial risk: Can the organization afford to undertake the project? Is this project the best way to use the company’s financial resources? Technology risk: Is the project technically feasible? Could the technology be obsolete before a useful product can be produced?

12. 12 L U N D S U N I V E R S I T E T Potential Risk Conditions Associated With Each Knowledge Area

13. 13 L U N D S U N I V E R S I T E T Qualitative Risk Analysis Assess the likelihood and impact of identified risks to determine their magnitude and priority/ranking Risk quantification tools and techniques include – Risk probability and impact – Probability/impact risk rating matrix – Project assumptions testing – Data precision ranking

14. 14 L U N D S U N I V E R S I T E T Chart Showing High-, Medium-, and Low-Risk Technologies

15. 15 L U N D S U N I V E R S I T E T Simpler Example of Probability/Impact Analysis Think about potential risks related to planning a large family reunion Jot down at least 3 potential risks Rank the probability of the risk as high, medium, or low Rank the impact of the risk as high, medium or low I’ll graph some of your examples

16. 16 L U N D S U N I V E R S I T E T Probability/Impact Matrix Impact Probability low med high low med high

17. 17 L U N D S U N I V E R S I T E T Top 10 Risk Item Tracking Top 10 Risk Item Tracking is a tool for maintaining an awareness of risk throughout the life of a project Establish a periodic review of the top 10 project risk items List the current ranking, previous ranking, number of times the risk appears on the list over a period of time, and a summary of progress made in resolving the risk item

18. 18 L U N D S U N I V E R S I T E T Example of Top 10 Risk Item Tracking

19. 19 L U N D S U N I V E R S I T E T Expert Judgment Many organizations rely on the intuitive feelings and past experience of experts to help identify potential project risks Experts can categorize risks as high, medium, or low with or without more sophisticated techniques

20. 20 L U N D S U N I V E R S I T E T Quantitative Risk Analysis Often follows qualitative risk analysis, but both can be done together or separately Large, complex project involving leading edge technologies often require extensive quantitative risk analysis Main techniques include – Interviewing – Sensitivity analysis – Decision tree analysis – Simulation

21. 21 L U N D S U N I V E R S I T E T Decision Trees and Expected Monetary Value (EMV) A decision tree is a diagramming method used to help you select the best course of action in situations in which future outcomes are uncertain EMV is a type of decision tree where you calculate the expected monetary value of a decision based on its risk event probability and monetary value

22. 22 L U N D S U N I V E R S I T E T Expected Monetary Value (EMV) Example

23. 23 L U N D S U N I V E R S I T E T Simple EMV Exercise Project 1 has a 50% chance of providing a profit of 200 kkr, a 20% chance of costing you 50kkr, and a 30% chance of costing you 30kkr. Project 2 has a 70% chance of providing a profit of 100kkr, and 30% of costing you 1kkr. What is the EMV for each project? Which would you recommend?

24. 24 L U N D S U N I V E R S I T E T Simulation Simulation uses a representation or model of a system to analyze the expected behavior or performance of the system Monte Carlo analysis simulates a model’s outcome many time to provide a statistical distribution of the calculated results To use a Monte Carlo simulation, you must have three estimates (most likely, pessimistic, and optimistic) plus an estimate of the likelihood of the estimate being between the optimistic and most likely values

25. 25 L U N D S U N I V E R S I T E T Sample Monte Carlo Simulation Results for Project Schedule

26. 26 L U N D S U N I V E R S I T E T Risk Response Planning After identifying and quantifying risk, you must decide how to respond to them Four main strategies: – Risk avoidance: eliminating a specific threat or risk, usually by eliminating its causes – Risk acceptance: accepting the consequences should a risk occur – Risk transference: shifting the consequence of a risk and responsibility for its management to a third party – Risk mitigation: reducing the impact of a risk event by reducing the probability of its occurrence Samples of each strategy?

27. 27 L U N D S U N I V E R S I T E T Risk Monitoring and Control Monitoring risks involves knowing their status Controlling risks involves carrying out the risk management plans as risks occur Workarounds are unplanned responses to risk events that must be done when there are no contingency plans The main outputs of risk monitoring and control are corrective action, project change requests, and updates to other plans

28. 28 L U N D S U N I V E R S I T E T Risk Response Control Risk response control involves executing the risk management processes and the risk management plan to respond to risk events Risks must be monitored based on defined milestones and decisions made regarding risks and mitigation strategies Sometimes workarounds or unplanned responses to risk events are needed when there are no contingency plans

29. 29 L U N D S U N I V E R S I T E T Using Software to Assist in Project Risk Management Spreadsheets can aid in tracking and quantifying risks More sophisticated risk management software, such as Monte Carlo simulation tools, help in analyzing project risks Databases to keep track of risks

30. 30 L U N D S U N I V E R S I T E T Results of Good Project Risk Management Unlike crisis management, good project risk management often goes unnoticed Well-run projects appear to be almost effortless, but a lot of work goes into running a project well Project managers should strive to make their jobs look easy to reflect the results of well-run projects

31. 31 L U N D S U N I V E R S I T E T Övning (Beslutsträdsanalys) Pannkaksexemplet – Du slutar jobba 17.00 och skall vara på julkonsert 19.00. Förslaget att äta innan konserten är pannkakor. Det tar normalt tjugo minuter att köra hem, en halvtimme att laga till pannkakorna, en halvtimme att äta och en halvtimme att ta er till konserten. Till pannkakorna behövs mjölk, ägg, salt, socker och mjöl. Vilka risker och hur stora är de att ni inte hinner i tid till konserten?