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Identify
Before risks can be managed, they must be identified. Identification surfaces risks before they become problems. The SEI has developed techniques for surfacing risks by the application of a systematic process that encourages project personnel to raise concerns and issues.
Analyze
Analysis is the conversion of risk data into risk decision-making information. Analysis provides the basis for the project manager to work on the “right” and most critical risks.
Plan
Planning turns risk information into decisions and actions. Planning involves developing actions to address individual risks, prioritizing risk actions, and creating an integrated risk management plan. The plan for a specific risk can take many forms (like mitigating the impact by a contingency plan, avoiding the risk, accepting risk and taking no further actions, studying about it to get more information etc). The key to risk action planning is to consider the future consequences of a decision made today.
Track
Tracking consists of monitoring the status of risks and the actions taken to ameliorate them. Appropriate risk metrics are identified and monitored to enable the evaluation of the status of as well as of risk mitigation plans. Tracking serves as the “watchdog” function of management.
Control
Risk control corrects deviations from planned risk actions. Once risk metrics and triggering events have been chosen, there is nothing unique about risk control. Risk control melds into project management and relies on project management processes to control risk action plans, corrects for variations from plans, responds to triggering events, and improves risk management processes.
Communicate
Risk communication lies at the center of the model to emphasize both its pervasiveness and its criticality. Without effective communication, no risk management approach can be viable. While communication facilitates interaction among the elements of the model, there are higher level communications to consider as well. In order to be analyzed and managed correctly, risks must be communicated to and between the appropriate organizational levels. This includes levels within the development project and organization, within the customer organization, and most especially, across that threshold between the developer, the customer, and, where different, the user. Because communication is pervasive, our approach is to address it as integral to every risk management activity and not as something performed outside of, or as a supplement to, other activities. |
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etuzun (07.07.2008 10:56)
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