Фазы управления рисками
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Identify the risk. The first phase of the risk management process is to identify and define potential project risks with your team. After all, you can only manage risks if you know what they are.
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Analyze the risk. After identifying the risks, determine their likelihood and potential impact to your project. Serious risks with a high probability of occurring pose the greatest threat.
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Evaluate the risk. Next, use the results of your risk analysis to determine which risks to prioritize.
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Treat the risk. During this phase, make a plan for how to treat and manage each risk. You might choose to ignore minor risks, but serious risks need detailed mitigation plans.
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Monitor and control the risk. Finally, assign team members to monitor, track, and mitigate risks if the need arises.
Four types of Risk mitigation
Let’s imagine that Office Green uses plant seeds from a company in South America for the majority of its offerings. The plants produced by these seeds are in high demand by Office Green’s customers. However, the local government on the suppliers’ end just announced that it would be imposing a new tax on the exporting of seeds and produce. As a result, the price of the seeds suddenly becomes so high that it is difficult for the company to supply the seeds to Office Green, putting the project at risk of not having these seeds available to purchase.
Avoid
This strategy seeks to sidestep—or avoid—the situation as a whole. In the Office Green example, the team could avoid this risk entirely by considering using another seed that is widely available in several locations.
Minimize
Mitigating a risk involves trying to minimize the catastrophic effects that it could have on the project. The key to minimizing risk starts with realizing that the risk exists. That is why you will usually hear mitigation strategies referred to as workarounds. What if the Office Green team decided to use both the original South American supplier and another supplier from a neighboring country? More than likely, the change in taxation and regulation wouldn’t affect both companies, and this would provide Office Green some flexibility without having to completely eliminate their preferred supplier.
Transfer
The strategy of transferring shifts the responsibility of handling the risk to someone else. The Office Green team could find a supplier in North America that uses the seeds from several other South American countries and purchase the seeds from them instead. This transfers the ownership of South American regulatory risks and costs to that supplier.
Accept
Lastly, you can accept the risk as the normal cost of doing business. Active acceptance of risk usually means setting aside extra funds to pay your way out of trouble. Passive acceptance of risk is the “do nothing” approach. While passive acceptance may be reasonable for smaller risks, it is not recommended for most single point of failure risks. It is also important to be proactive and mitigate risks ahead of time whenever possible, as this may save you from having to accept risks. In the Office Green scenario, the project manager could schedule a meeting with project stakeholders to discuss the increase in South American taxes and how it could impact the project cost. Then, they might decide to actively accept the risk by setting aside additional funds to source the seeds from another supplier, if necessary, or to passively accept the risk of not receiving the seeds at all this season.