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M2 Managing Risk in Programmes Slides

Managing Risks

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Amgad Alsisi
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76 views

M2 Managing Risk in Programmes Slides

Managing Risks

Uploaded by

Amgad Alsisi
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 26

Project

Controls Expo 13th Nov 2013


Twickenham Stadium, London

Managing Risk in Programmes


Presented by
Dr David Hillson

The Risk Doctor Risk Doctor & Partners


[email protected] www.risk-doctor.com

Copyright Risk Doctor & Partners Limited 2013. All rights reserved
Outline

!Programmes vs Projects

!Programme risk vs Project risk


!Programme risk mgt vs Project risk mgt
!Aim & scope

!Approach

!Remaining challenges

2008-13 Risk Doctor & Partners Limited, Slide 2


Hot topic: Programme management

!Growing interest for 20 years


!Standards & guidelines
!UK CCTA Programme & Project Mgt Library (1993-95)
!UK OGC Managing Successful Programmes (3rd ed, 2007)
!APM BoK Programme mgt knowledge area (5th ed, 2006)
!PMI PgMPSM certification (2007)
!PMI Standard for Program Management (3rd ed, 2012)

!Widespread practice internationally in industry


!Lack of consensus among professional bodies
2008-13 Risk Doctor & Partners Limited, Slide 3
Programmes & Projects

!Definitions of programme:
! A group of related projects managed in a coordinated
way to obtain benefits and control not available from managing them
individually. Programs may include elements of related work
outside of the scope of the discrete projects in the program.
! A group of related projects, which may include
related business-as-usual activities, that together achieve a
beneficial change of a strategic nature for an organisation.
! A temporary flexible organisation structure created to
coordinate, direct and oversee the implementation of a set of
related projects and activities in order to deliver outcomes and
benefits related to an organisations strategic objectives.

!A programme is not a project (not even a big one)


!Programme sits above projects

2008-13 Risk Doctor & Partners Limited, Slide 4


Programme mgt & Project mgt
!Definitions of programme management:
! The centralized coordinated management of a program
to achieve the programs strategic objectives and benefits.
! The coordinated management of related projects, which
may include related business-as-usual activities, that together
achieve a beneficial change of a strategic nature for an
organisation.
! The coordinated organisation, direction and
implementation of a dossier of projects and transformation
activities (i.e. the programme) to achieve outcomes and
realise benefits of strategic importance.

!Programme management is not project


management
!Programme connects projects to strategy
2008-13 Risk Doctor & Partners Limited, Slide 5
Programme risk management

!All programmes are risky


!Programme risk needs managing but HOW?
!Use project risk management writ large??
!No, programme risk management has
!different aim & scope
!different approach
!different tools & techniques

!Programme risk mgt is not project risk mgt

2008-13 Risk Doctor & Partners Limited, Slide 6


Aim & scope of
programme risk management

!Aim: Manage risks at programme level


!Risk is an uncertain event or condition that, if
it occurs, has a positive or negative effect on
one or more programme
xxxxxxxx
project objectives.

! Scope: Any risk that can affect achievement


of one or more programme objectives
! Programmes sit between projects & strategy,
so risk comes from three directions :

2008-13 Risk Doctor & Partners Limited, Slide 7


STRATEGY
LEVEL

DELEGATED
STRATEGIC
RISKS
PROGRAMME
PROGRAMME PROGRAMME
RISKS LEVEL RISKS

& AGGREGATED
COMPONENT

ESCALATED
RISKS

COMPONENT LEVEL (projects + related activities)

2008-13 Risk Doctor & Partners Limited, Slide 8


Direction 1. Risks from below

2008-13 Risk Doctor & Partners Limited, Slide 9


Direction 1. Risks from below

2008-13 Risk Doctor & Partners Limited, Slide 10


Direction 1. Risks from below
!Four sources:

ESCALATED & AGGREGATED


!Risks within a component project

COMPONENT RISKS
1. Large project risks escalated
2. Related project risks aggregated
!Risk of a component project
3. Overall project risk
!Risks from non-project components
4. Escalated or aggregated

!Need to know project/programme risk threshold


and how to size risks

2008-13 Risk Doctor & Partners Limited, Slide 11


Escalating & Aggregating
Related by source (RBS),
Large project risks effect (WBS), impact
individually above type (RIBS) etc
threshold so escalated
Related project risks
together above
threshold so aggregated
Risk size

Small project risks


below threshold so
retained by project Project/programme
risk threshold

Risks in Project Risk Register

2008-13 Risk Doctor & Partners Limited, Slide 12


STRATEGY
LEVEL

PROGRAMME
LEVEL

COMPONENT LEVEL

2008-13 Risk Doctor & Partners Limited, Slide 13


Direction 2. Risks from above

2008-13 Risk Doctor & Partners Limited, Slide 14


Direction 2. Risks from above

2008-13 Risk Doctor & Partners Limited, Slide 15


Direction 2. Risks from above

!Strategic risks delegated to programme level if


!affect programme objective(s), and/or
!require programme-level action/ownership

!Need to know strategic/programme risk threshold

!Clear communication essential

DELEGATED
STRATEGIC
RISKS
!Delegation without abdication

2008-13 Risk Doctor & Partners Limited, Slide 16


Direction 3. Risks at the same level

2008-13 Risk Doctor & Partners Limited, Slide 17


Direction 3. Programme risks
PROGRAMME PROGRAMME
RISKS RISKS

!Arising within programme level


!Both threats and opportunities
!Across all risk types (Risk Breakdown Structure, RBS)
!Two main categories:
!Interfaces between programme components
!Prioritisation, resource conflicts, dependencies

!Pure programme risks


!Execution & management of programme

2008-13 Risk Doctor & Partners Limited, Slide 18


Programme risk scope

!More complex than projects


!Arises from multiple levels:
! Up from component level
" Down from strategic level
# Directly within programme level

!Requires different approach to manage

2008-13 Risk Doctor & Partners Limited, Slide 19


Programme risk mgt approach

!Two-fold challenge:
!Overall programme risk = RISK
!Individual risk/uncertainty = RISKS

!Need different approaches


!Implicit risk mgt for overall programme risk
!Explicit risk mgt for individual risks/uncertainties

2008-13 Risk Doctor & Partners Limited, Slide 20


Implicit programme risk mgt (1)

!Based on inherent structure of programme,


deals with RISK
!Component selection (content & context)
!Build programme to achieve required return with
acceptable risk exposure = risk efficiency
!Requires knowledge of organisational risk
threshold, and ability to evaluate risk
exposure of each programme component
!Review overall programme risk exposure during
lifecycle, adjust component mix as required to
stay below threshold

2008-13 Risk Doctor & Partners Limited, Slide 21


Implicit programme risk mgt (2)

! Based on inherent structure of programme,


deals with RISK
!Programme execution
!Incremental delivery via chunks or tranches
reduces overall risk exposure
!Decouple tranches to create islands of
stability
!Cyclic nature of programme (plan, execute,
deliver, review)
!Build in flexibility & resilience, plan future
tranches to respond to current risk exposure
2008-13 Risk Doctor & Partners Limited, Slide 22
Explicit programme risk mgt

!Structured process throughout programme


lifecycle to address RISKS
!Similar to project risk management process
!Risk Process Initiation
!Risk Identification
!Risk Assessment/Analysis
!Risk Response Planning & Implementation
!Risk Review & Updates
!Risk Lessons Learned
!Similar tools & techniques
2008-13 Risk Doctor & Partners Limited, Slide 23
Implicit and Explicit

IMPLICIT EXPLICIT
RISK MANAGEMENT RISK MANAGEMENT
Via decisions about Via usual risk process
STRUCTURE
SCOPE
CONTENT
CONTEXT
Addresses Addresses
OVERALL RISK INDIVIDUAL RISKS

2008-13 Risk Doctor & Partners Limited, Slide 24


Remaining challenges

!Several issues to be addressed:


!Implementing risk efficiency for programmes
!Avoiding the project mindset
!Tailoring to different programme types
!Interface with wider programme management

Programmes are not projects


Programmes are risky
Programme risk needs managing
Use implicit/explicit multi-level approach
2008-13 Risk Doctor & Partners Limited, Slide 25
THANK YOU

For further information:

Dr David Hillson
Risk Doctor & Partners

[email protected]
Tel +44.7717.665222

www.risk-doctor.com

Copyright Risk Doctor & Partners Limited 2013. All rights reserved

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