One of the most effective tools of project manager is the collective knowledge of the project team. The success or failure of a project manager on a project determines to some extent how well this tool is used. This is especially true of risk management. There are also other sources when the project manager can find information about your project risks. Information from professional organizations, consultants, government organizations, historical databases and previous projects can be obtained from risk management property offices. These are all valuable sources of information, but they do not provide you with information about your projects. Even if they could, they would not be able to give you information about your project and project team. The project's most important source is the project team
The team combines project-related knowledge, goals, goals, scheduling, tools and technologies that the project's knowledge and experience has gained in the past. This combination allows them to identify the risks to the project, their relative probabilities and their impact on the project when they occur. They will also be able to identify the strategies that will be effective within your organization within the project.
Risk workshops rely on the idea-gathering techniques that are part of it. To be able to think effectively, the team must be physically together, either in a room or in multiple rooms, depending on the size of the team. This means that risk workshops need the team to succeed. The only exception in this case is that if a project team consists of several subcontracting groups with different responsibilities and subgroups, each subgroup can be found elsewhere.
This is not an article about your brainstorming, but you need to understand the concept of running a Risk Workshop. We run the basics here (for example, a swift Wikipedia collapsed), then we learn how to apply them to the Risk Workshop.
Collecting ideas relying on the creativity of the group creates a large amount of ideas that create a problem. In order to create a large amount of ideas and to ensure that ideas emerged to facilitate group participation, the following basic laws must be enforced:
- Everyone has to participate. The idea is to create a large amount of ideas, so there is no way. Each participant should contribute to this goal. The general purpose of brainstorming is the best solution to solve the problem. The purpose is slightly different in terms of risks. We want to make sure we identify all possible risks to our project
- Criticism needs to be eliminated at a later stage. The criticisms of ideas, as discussed by the participants, hinder the idea of ideas. They will be those who will not think of the critique of their ideas while others will be ashamed of silence. Do not let this happen.
- "Outside the box" thinking needs to be encouraged. This means that the team must bring new perspectives to the risk of the project in the room. Inhibitors such as "we have never been with us" or "this strategy would not work in this body" should be left in the door. Outside the box is thinking about what the team members are doing outside the organization to handle the problem.
- Improve your session's performance by combining ideas and improving them. During brainstorming sessions you may hear a risk event described by different participants (usually per participant). These descriptions must be combined with a risk event description. A group discussion of attenuating strategies can combine a number of good strategies with a great one.
Selects the workshop participants as the first step. Although it would be good if everyone participated in the body in the session, it would be very expensive and probably not all fit into one room. Carefully select the participants to cover all aspects of the project without overcrowding. The workshop must involve representatives in all project phases and each set has to be represented. Each of the key tasks must also be represented. Analyze the project to determine how many unique shipments you receive. If you need to create different skills for the publication, you need to show at least one representative for each skill. If sets of the same skills generate more results, the items can be represented by one team member per skill set.
Note the size of the room to sort the event. Participants need to be comfortable, providing an appropriate meeting, access to a table or table, etc. It requires multiple spaces and sessions to accommodate too large groups to comfortably accommodate in the rooms available. You can use the main room to select the event, and then disable the group in subgroups in smaller rooms, if you want. There is no optimized group size for brainstorming. You have to look at your project team and available rooms to accept your event and opt for an optimum group for your project.
Planning a session in advance so that invited people can have the workshop. If possible, put the event in the participant's calendar so there is no chance of conflict. You must send the participants an official invitation, which includes the description of the risk workshop, the objectives of the workshop, and what will happen. Workshop targets are as follows:
- Description of the risk events. Risk Events may or may jeopardize the project or the potential of the project exceeds expectations
- The priority list of risks is based on the likelihood of a risk event and the impact on the project if this occurs. a list of mitigation strategies for any risk that exceeds the project risk threshold. Later I will explain the risk thresholds in this article. One of the mitigation strategies can be more risk, so the number of strategies does not necessarily have to exceed the number of risks.
Participants should be taught about the project. Education must include at least the most important achievements of the project, the main objectives, the key milestones, tools and techniques, assumptions and constraints. The reason is twofold: Prepare participants in advance and improve production from people who refuse to share the idea unless thoroughly analyzed and are sure they will not be criticized. You can send this information as a meeting invitation or attachment
There are three separate segments in the workshop:
- Risk Identification and Grouping
- Risk Evaluation or Ranking  Identifying Risk Reduction Strategy
You need to plan to separate these segments. You may want to pause 2 or 3 sessions on different days, depending on the size and complexity of the project and the number of participants. Do not plan more than 1.5-2.0 hours of work without any breaks. If you plan on the participants during the day, plan for breaks and lunch. The more rest and refreshment the participants will be the more productive. Add the timeline for each segment of the invitation. The invitation will not be in the form of a meeting agenda, but should include the main segments and the time reserved for each participant.
You will need some stationery for the workshop. Enter the workshop with sticky notes to describe risk descriptions and mitigation strategies. Give each participant these. Participants also require a felted pen to write. You will need a laptop in MS Excel to capture the information in the risk register. You will also need a projector to provide information to the team. The room must also have a board. I'll explain how these are used in describing the workshop.
A list of risk events from a previous project, an industrial checklist, or a lesson learned from an earlier project may trigger a team. Examine this material relevant to the project. Only include this information when it comes from a similar project. The risk control list of a construction project is not very useful for a software development project and vice versa. Keep in mind that the goal is to encourage thinking, and even if a risk event is not directly related to the project, it may encourage the participant to think about it.
Finally, you want to send a reminder especially if you forwarded the original invitation well. Provide all the information in the original invitation in the reminder or at least one link to the information if any participant first disregarded it.
has experience in performing risk workshops, will greatly assist the workshop. Check the facilitator's availability if the project budget is affordable. The first place to start is within your organization. Does the PMO have a facilitator or project manager who has experience in facilitating such discussions? Is there another group in your organization? Look outside the organization when you can not offer it. If you do not find one, or if you can not find the project budget, fill out the facilitator role.
Workshop (First Phase)
is a project model for sticking sticky notes to participants. The best form of the model is the timeline, which represents the milestones of the main project on a timeline. The most important results should also be mentioned. You can use the icon to display the full build window or place it on the timeline where it is to be delivered. Use a room with a table to draw a graph directly. Use a flip chart of paper, paper, or any other large paper, if your room is missing the board and place the paper up in front of the room. Draw on the draft graphic on the paper.
The workshop presents an overview of the project, the most important goals, objectives, results, milestones, constraints and assumptions. I know this is the same information I told you to get to the invitation and reminder, but the repetition of information updates the memory at the beginning of the workshop. There are some who simply will not read the information because they were not dissatisfied or because they did not have time. Introduce the facilitator if you are lucky enough to get it. They will go through the workshop format, goals and goals. Describe the workshop, deadlines, goals and goals for the team when acting as a helper. Do not forget the basics of pre-oration. They do things like toilet facilities, breaks, coffee makers, etc. Stb Finish the introduction with the rules of the workshop. The rules must include:
- No criticism of the other's ideas
- Each participant must prepare at least one risk event description
- Everyone has to participate in the discussions
- No Interruptions  phones, iPhones and blackberries should be turned off or vibrating.
Now set your team's work. For each team member, describe the description of the risky event on the sticky note book. The more risk events you can describe, the better. Place the sticky note on the display graph or the milestone for which it can be applied. This segment finishes when no one is sticking to the graph.
The following segment requires participants to examine the description of the risk events for the copies. If it is considered that a description of a risk event is the same as another description or the like, then sticky notes should be placed on top of each other. Allow participants to move sticky notes where they think they are assigned to a bad consignment or landmark. If an adhesive is moved more than once, it is very likely that several milestones or transportable materials will detect the same risk event. Copy the original event description to another sticky and apply both adhesives.
Exercise also provides a sufficient degree of movement among the groups between sticky notes. Be aware of which group has a risk event. Excessive movement of sticky is an indicator of disagreement. Set aside the participants and determine the reasons for the disagreement. Disagreements may arise for a variety of reasons: different perceptions of the risk event, different experiences, different skills, etc. You (or facilitator) are the arbitrators. Call the call to avoid interfering with one of the participants. There are no good or bad answers, only what you think best for the project. It is possible that the disagreement arises from two different risk events that share the same description. One of the participants describes the new description and assign it to the competing group where this is the case.
This step is completed when any deviation is compatible and the description of the risk events is grouped. The next step is to review groups of sticky notes and determine which are the same risk events. The most appropriate way to do this is to group the team and each group assumes responsibility for the project phase, feasibility or milestone. The division of work depends on the size of the team and the number of sticky notes. The goal is to rationalize sticky notes that eliminate duplicates and create a new risk event description instead of multiple descriptions of the same risk event. Make sure there is no dangerous event at this step.
A description of all the risk events will find the way to risk registers. This can be accomplished in several ways. Groups may select a spokesperson who chooses the description of each risk event for you (and other teams) when you enter the register. You can write the description of the risk event to the register while the team is interrupted. Each group can give a copy of the record and set up the group type. The advantage is that the groups formulate any risk event description for you, the trend that should stimulate the conversation – it is still a brainstorming. The advantage is that you enter them by yourself the drop that the team is spending in the workshop. Choose a strategy that best suits your circumstances.
The next segment deals with risk grading. In practice, the team must divide the score for each risk event based on the likelihood of the incident and its impact on the project. Do not worry about how much you charge for the costs at this moment. The practice is to give priority to each other.
There are many ways to do this. I will describe it as a project for every project. Specify the description of each risk event on the graph prior to this exercise; this is an ideal occasion for the team to take a break. Descriptions must be described in such a way that they are easily legible. Then choose a scoring system. Numerical systems are the best for this exercise as they are simpler, comparable than a high, medium, low system. 1 to 9 must use the only number of probabilities because 0 means the event can not happen and 10 means that it must happen. The team assigns a 0 to 10 score for each risk by writing a score on a sticky note that will be added to the risk you are receiving. The score must be the average of the scores given. Check the scores to identify the 0s or 10s and get clear about the cause of the score. Anything the team considers impossible) (0) must be dropped. Whatever the team believes is assured (10), further analysis is needed to determine why the team views it as part of the plan.
The next step is to team the same exercise on the project. Effects are to be measured with one of the project's most important objectives, budget, quality, timing and scope. Use the same method used to measure probability scores.
Risk tolerance threshold
A key part of the risk management plan is the creation of a "risk threshold". The threshold is the indicator of the risk appetite of the project sponsor. The use of the scale used to measure probability and impact in the workshop makes it easier to do so. The risk threshold is a PxI (probability time impact score) above which the risk should be reduced and during which the risk will be acceptable without relief.
In the next workshop, the team must develop reduction strategies that can be identified in Phase I, so that the doubled risk (PxI) should be compared with the risk threshold of the project and identified by the intervention threshold during the intervention period. The accepted risks will not be analyzed by the teams that identify mitigating strategies.
Workshop (Phase II)
Now that the list of risks has to be reduced, it is time to regain the team to work. Preservation of table or chart paper used in Phase I. This will be the bulletin board where the team sends their reduction strategies. The goal is to identify the most effective mitigation strategies to address the risks to be addressed. This is a practice that allows the group to be divided into groups that have a limited number of analytical risks. The more time a group has for each mitigation strategy, the more effective the strategy is. Try divide the risks as a result, but make sure each group contains a set of skills to increase the chances of innovative thinking.
Groups describe their proposed reduction strategies for different colored sticky papers. You will probably be using a larger size than risk descriptions, as strategy description may be more complex than a risk event. When each group records at least one sticky note for each risk, the groups will examine their risk reduction strategies against the risks outside the designated risk. If you can apply a strategy to mitigate more than one risk, then group other strategic strategies into other sticky notes and put them in the risk.
Review the strategies as they are published to ensure understanding. Let's clarify where we are not sure about the actions to be carried out or who will be responsible for the actions. Ask the group to identify the triggers where the strategy is a contingency plan.
Describe the next steps at the end of the workshop. Stakeholders who contribute to the project will be curious how they will use their contribution and deserve to know that their time is not wasted.
is the basis for potential risk events and mitigation strategies, there is a need for a place to store information to access and use project risk management. This will be a workbook with spreadsheets or spreadsheets unless the organization has invested in a database or other risk management software. Make sure you record all the information in the workshop, including the risks that you should not ease
. You need to evaluate the costs of mitigation strategies and decide whether they match the budget for risk management or the budget for the entire project. Each reduction strategy must be accompanied by a mini business case that answers the question of whether "the reduction risk implemented by the reduction strategy exceeds the cost of implementing the strategy?" Mitigation strategies with good business needs to be implemented, those that do not.
Strategies to be implemented will be captured by the WBS (Work Breakdown Structure) as the work is identified and broken down. This requires the risk to be monitored in two places, the MS Project file and the risk register. Risks should be periodically reviewed to ensure that mitigating strategies are still effective, recognizing new risks and recognizing outdated risks. The emerging practice
. To do this, make sure that each of the team members has introduced each other and the group enjoys the practice. To handle team building considerations, it is advisable to include a HR representative in the workshop. Although this is not primarily a team-building practice, do not overlook the potential of team building.
You are ultimately responsible for managing the risks of your projects to fulfill your promises. By using the collective knowledge of the team, you need to have reliable information about the risks. You should not ignore the risks that the team does not see because they do not have the overall view of the project. Add your own risk to the risk register. This participant can be involved in the workshop if you are lucky enough to have a facilitator.
There are two major risk scores: the PxI score before relieving and the PxI score after the release. Reduction after the PxI scores must be below the project's risk threshold. Measure these scores from time to time to determine whether the strategy is still effective. Changing the circumstances of the project will have an impact on the risk scores both for the initial and the residual values, so you must constantly monitor the risks inherent in your inventory.
Expand your workshop at the end of the design phase. At this point, it is enough to know the project's work to identify risks, but most of the budget is still to be spent. These workshops can be repeated during the project, with only the fact that the workshops cost money and can influence the teams' ability to schedule their work.
Risk workshops are certainly not all projects. First of all, the brain-oriented approach is tailored to projects where team members are interwoven, so if you run a project where resources are distributed on the ground, you probably should not consider the workshop. The most important goal of the workshop is to identify the risks (or opportunities that need to be exploited) of the project and to identify effective treatment strategies. If you already have this information because the project is similar to your organization in the past and has lots of historical information, or information comes from a different source, such as a trade organization, government or society, wasting time on the old land . If you think your project can be beneficial in a risk workshop, it will probably identify all the major risks of the project and have fun along the way
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