工程项目管理-英文课件-RiskManagement.ppt

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【风险管理】Risk Management Planning(英文版)(ppt 68页)

【风险管理】Risk Management Planning(英文版)(ppt 68页)

Source: PMBOK Guide 2000 Version
© 2002 Robbins-Gioia, Inc.
11-6
Project Risk Life Cycle
▪ Risk varies throughout the life cycle ▪ Risk is high in the concept and
Source: PMBOK Guide 2000 Version
© 2002 Robbins-Gioia, Inc.
11-7
Risk Management Planning
Deciding how to approach and plan the risk management activities for a project
© 2002 Robbins-Gioia, Inc.
11-5
Project Risk Management
Processes for identifying, analyzing, and responding to project risk. It includes maximizing the probability and the results of positive events (opportunities) and minimizing the probability and consequences of adverse events (risks).

项目风险管理(ppt 60页)

项目风险管理(ppt 60页)

yah风险管理
26
风险识别
风险分类(续)
财务风险
组织有能力承担这一项目吗? 项目干系人在财务预算时的信心如何? 项目会满足NPV、ROI和回报估计吗? 如果不能满足,公司还有能力继续进行该项目吗 公司的现金流是否能够支撑该项目?
yah风险管理
27
风险识别
风险检查表
输入
1. 项目章程
2. 组织风险管理 策略
3. 定义的角色与 职责
4. 相关利益人的 风险承受能力
5. 组织风险管理 计划模版
6. 工作分解结构 (WBS)
工具与技术
1. 会议
输出
1. 风险管理计划
yah风险管理
17
风险管理
利用科学的方法去识别风险、评价风险并设 计、实施有效的方法去控制风险。
风险管理过程
风险识别
IT项目常见问题
客户关系风险
无法与用户对交付形式、交付时间和交付内容达成共识 用户对软件产品不认可,不在交付清单和试运行报告上签字 客户承诺 合同风险 收款风险
yah风险管理
36
风险识别的依据
产品或服务的说明书 项目的前提、假设、制约因素 项目规划 可以类比的项目
yah风险管理
37
定性风险分析
输入
1. 风险管理计划 2. 已识别的风险 3. 项目状态 4. 项目类型 5. 数据精度 6. 概率与影响的

项目管理项目风险管理PPT课件

项目管理项目风险管理PPT课件

战略风险
其他风险 法律风险
影响 目标实现
财务风险 市场风险
运营风险
风险分类树
风险分类有5大类一级风险。
战略风险
财务风险
风险一级分类 运营风险
市场风险
法律风险
•政治风险 •政策法规风险 •宏观经济风险 •行业前景风险 •…
风险二级分类
•计划预算风险 •财务核算风险 •资金管理风险 •现金流风险 •应收帐款风险 •…
•研发管理风险 •技术应用风险 •人力资源风险 •…
•利率风险 •汇率风险 •证券市场风险 •产品价格风险 •竞争风险 •…
•法律纠纷风险 •法律合规风险 •报告合规风险 •知识产权风险 •环境保护风险 •…
•风险1 •风险2 •风险3
•风险4 •风险5 •风险6
具体的风险点
•风险7 •风险8 •风险9
应收帐款等
财务风险信息收集
财务风险需收集的初始信息
历史沿革(成立时间、背景、法人、现有生产规 模和生产能力以及企业发展历程等) 企业资本结构(企业所有者及其持股比例和金额 ) 组织结构(企业管理层及各职能部门) 所属公司(直接管理或拥有的下属公司) 主要产品和工艺流程(产品类别和用途,以及生 产加工该主要产品的工艺流程) 销售情况(销售策略、渠道、产品销售区域) 采购情况(原材料采购状况和主要供应商) 内部控制情况(是否已经有内部制度和是否有健 全的内部流程手册) 财务状况和经营成果(资产负债状况和损益情况 ) 经营活动中重大投资融资事项 与本企业相关的行业会计政策 企业偿债能力、盈利能力、成本费用情况等汇总 分析表 财务风险管理损失事件案例

项目风险管理 PPT

项目风险管理 PPT
见的相同;寻找机会改善和细化风险规避计划; 获取反馈信息,以便将来的决策更符合实际。 以进度风险控制为例
检查长工期的路径;滚动计划;评估里程碑节点;评 估次关键路径
项目风险管理综合案例
某公司开发一航空型号产品。在项目论证 时,一致认为该产品开发的制约关键是A型 探测舱。项目团队确定,对A型探测舱进行 重点风险管理。下面是对A型探测舱的风险 管理过程。
人员:确定风险管理中的领导者、参与者,及任务分 工、责任等。
对后续风险管理阶段进行规划。 方法:风险管理采用的方法、工具、数据资源。 汇报形式等。
8.3 风险识别
就是将项目风险的因子要素归类、分层的 查找出来。
包括:确定风险的来源、风险产生的条件、 描述风险特征、确定哪些风险有可能影响 项目。
第8章 项目风险管理
概述 风险管理的过程
风险规划 风险识别 风险分析 风险应对 风险监控
8.1 风险管理概述
风险的含义
风险是遭受损失的一种可能性。 Risk=Hazard×Exposure R=f (p ,c) 为实现项目目标的活动或事件的不确定性和可
策略有:
减轻风险 预防风险:教育法、程序法、工程法 转移风险:合伙分担风险 工程业主制 回避风险:放弃项目或改变项目目标与行动方案 风险自留:接受风险事件的后果
8.6 风险监控

工程项目管理英文讲课

工程项目管理英文讲课

Introduction:

Engineering project management is a critical discipline that involves planning, executing, and closing projects to meet specific objectives. As an engineering professional, understanding the principles and techniques of project management is essential for successful project delivery. This lecture aims to provide an overview of engineering

project management, covering key concepts, methodologies, and tools to enhance your project management skills.

1. Project Management Basics:

- Define a project: A project is a temporary endeavor undertaken to create a unique product, service, or result.

- Project lifecycle: Projects typically go through various stages, including initiation, planning, execution, monitoring and controlling, and closure.

工程项目风险管理ppt课件

工程项目风险管理ppt课件
素、以往项目的文件资料审核中识别风险因素。
(2)信息收集整理 ①头脑风暴法 头脑风暴(Brain Storming,简称BS)法,是美国的奥斯本(Alex
F.Osborn)于1939年首创的,是最常用的风险识别方法。其实质就是 一种特殊形式的小组会。
它规定了一定的特殊规则和方法技巧,从而形成了一种有益于激励创造
力的环境气氛,使与会者能自由畅想,无拘无束地提出自己的各种构想、 新主意,并因相互启发、联想而引起创新设想的连锁反应,通过会议方 式去分析和识别项目风险。
其基本要求如下: a.参加者6~12人,最好有不同的背景,可从不同的角度分析观察问题,
但最好是同一层次的人;
b.鼓励参加者提出疯狂的(野性化的)、别出心裁的和极端的想法,甚至
Delphi法的特点是: a.匿名性,亦即背靠背。可以消除面对面带来的诸如权威人士或领导的
影响。
b.信息反馈、沟通比较好。 c.预测的结果具有统计特性。 应用德尔菲法时应注意: a.专家人数不宜太少,一般以10~50人为宜; b.对风险的分析往往受组织者、参加者的主观因素影响,因此有可能发
第十三章 工程项目风险管理
第一节 风险管理规划 第二节 工程项目风险识别评价 第三节 工程项目风险对策及选择 第四节 工程项目风险的监控
1
第一节 风险管理规划
一、风险与风险管理

风险管理_risk_management-精品课件

风险管理_risk_management-精品课件

10、阅读一切好书如同和过去最杰出 的人谈 话。22:19:4622:19:4622:197/11/2021 10:19:46 PM
11、一个好的教师,是一个懂得心理 学和教 育学的 人。21.7.1122:19:4622:19Jul- 2111-J ul-21
12、要记住,你不仅是教课的教师, 也是学 生的教 育者, 生活的 导师和 道德的 引路人 。22:19:4622:19:4622:19Sunday, July 11, 2021
15、一年之计,莫如树谷;十年之计 ,莫如 树木; 终身之 计,莫 如树人 。2021年7月下 午10时 19分21.7.1122:19Jul y 11, 2021
16、提出一个问题往往比解决一个更 重要。 因为解 决问题 也许仅 是一个 数学上 或实验 上的技 能而已 ,而提 出新的 问题, 却需要 有创造 性的想 像力, 而且标 志着科 学的真 正进步 。2021年7月11日星期 日10时 19分46秒22:19:4611 July 2021
RAROC and Review
Lecture 10
1
Where We’re going
1. Introduction and Enterprise Risk Management
2. Value at Risk
3. Value at Risk: Model Building – Portfolios

工程项目管理_英文版

工程项目管理_英文版

Engineering project management is a critical discipline that involves the application of knowledge, skills, tools, and techniques to plan, execute, and deliver projects successfully. It encompasses various stages, from initiation to closure, ensuring that projects meet their objectives within the defined constraints of time, cost, and quality. This article aims to provide a comprehensive insight into engineering project management, highlighting its key aspects and significance.

1. Initiation Phase

The initiation phase is the first step in the engineering project management lifecycle. During this stage, the project's purpose, objectives, and scope are defined. Key activities include conducting feasibility studies, identifying stakeholders, and determining the project's alignment with the organization's goals. A well-defined project initiation phase sets the foundation for a successful project.

工程项目管理英文课件

工程项目管理英文课件
Organize 2008 Olympic game Develop a software product Write software program Hire an accountant Interview applicants for the
accountant position Purchase a house Purchase gasoline for your car Organize a conference Set up a weekly meeting
Decision Making
Decision Design Making Preparation
Network Diagram
Concept of Project
Project is a one-time effort with clear objectives for the accomplishment of certain specific product
or service
One-time
Definite and clear starting/ending point
Concept of Project
Project objectives
Quality
The desired function or required standard
Cost

Risk Management(风险管理)

Risk Management(风险管理)
Identify risks: determining which risks are likely to affect a project and documenting the characteristics of each
Perform qualitative risk analysis: prioritizing risks based on their probability and impact of occurrence
*Kulik, Peter and Catherine Weber, “Software Risk Management Practices – 2001,” KLCI Research Group (August 2001).
6
Negative Risk
A dictionary definition of risk is “the possibility of loss or injury”
Provide examples of using different risk response planning strategies to address both negative and positive risks
Discuss what is involved in risk monitoring and control
The process of understanding what potential events might hurt or enhance a particular project

项目管理.风险管理PPT

项目管理.风险管理PPT
项目管理-风险管理
携手 共赢
风险管理的定义 风险管理过程 风险管理规则 项目阶段和生命周期 总结项目经验要做到如下几点 如何成功完成项目收尾
Part 1 风险管理的定义:
项目风险的定义
项目风险是某种不确定的事件或条 件,一旦发生,会对项目目标造成 某种正面机会或负面的影响。
3
项目风险
风险起因:导致风险发生原因 风险事件:额外成本支出、人力资源缺乏 风险条件:如不良项目管理。
解决问题的方案。 未来的县厚木团队怎样才能避免上述问题?如果不能完全消除这些问题,怎样 才能提早发现这些问题?可以采取哪些措施减轻这些问题的影响?是否建立了 有关的数据库?如果你不能对项目信息进行总结归纳,其他人也无法应用这些 信息,那么公司就没有从项目中真正受益。
Part 6 如何成果完成项目收尾?
8
一、完成项目工作:
你的责任就是却把项目结果能够按照当初设定的商业目标被人 们所使用。既然项目结果在项目完成后仍然会继续存在下去,你就 需要有人——你或者团队其他成员,在项目完成后负责解决可能出 现的各种问题。
二、让团队成员成功过渡:
了解项目结束工作的最新进展和下一步的任务,提醒项目组成 员在项目结束阶段应注意完成的工作。你应该确保项目组成员具有 结束项目的意识。
三、协调与客户的关系:
采取某些正式的方式与客户进行项目结果的交接,不仅可以保 持与客户的良好关系,而且有助于盛世确认项目结束。

风险管理_risk_management(PPT41页)

风险管理_risk_management(PPT41页)

21
Total Economic Capital
Business Unit 1: 100.0 Business Unit 2: 153.7 Whole bank: 203.2
源自文库
Diversification benefit is 253.7 – 203.2 = 50.5
Assume distributions are normal for the purposes of aggregation: understates capital by about 40%
nn
Hybrid approach: Etotal ij EiE j i1 j 1 seems to work reasonable well
Market and credit risk within the same business unit: 0.5
Market and operational risk or credit and operational risk within the same business unit: 0.2
8
Choice of Parameters
For a bank wishing to maintain a AArating, capital is chosen so that X is about 99.97% and time horizon is one year
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Construction Project Risk Control
Insurance
Contractor’s liability insurance Workers’ compensation Employers’ liability Commercial general liability Automobile liability Owner’s liability insurance Usually general liability insurance Management protective liability insurance Professional liability insurance Property insurance Project owner’s obligation
Construction Project Risk Control
Major measures
Improved procurement method to minimize implementation risks Safety programs to reduce on-site accidents Strict construction measurements to confine environmental hazards Various insurance to reallocate risks Bond company involved to share risks with owner and contractor
To To To To To avoid risk remove/reallocate risk share risk reduce risk mitigate damage caused by risk
Construction Project Risks
List of risks
Planning and selection risks Contract formation risks Entity formation risks Entity management risks Site risks Resource risks Environmental risks Technology risks Communication risks Expectation risks
Construction Project Risk Control
Improved procurement method
Performance based procurement Construction management / management contracting Contractor prequalification in competitive bid Contract negotiation after bid opening Partnering or building long-term relationship
Risk Assessment Techniques
Cause-consequence analysis
A blend of fault tree and event tree analysis Based on both deductive and inductive logic The risk level of the system can be established by calculating probabilities of various consequences with the probabilities of various events
Risk Assessment Techniques
Fault tree analysis
Used to identify the causal relationships leading to the undesirable event Based on deductive logic Can be qualitative or quantitative
Risk Identification
To locate and identify the potential risks existing within the system or in the environment Methods
Previous statistical data Previous experience Survey Brainstorm …
Construction Project Risk Control
Safety programs
On-site safety management program including owner, contractor, sub contractor, etc. Regulatory safety control by government bodies Safety control and education by professional organizations, i.e. OSHA, BG, HSC, etc.
High Medium Low Low Mediuຫໍສະໝຸດ Baidu High Severity
Risk Control
To identify, select, and implement measures that can be applied to reduce the risk identified and evaluated during the previous phases Measures
Project Risk Identification
Methods
Survey or brainstorm
Applicable for small project
Systematic approach
Component analysis Process analysis Participant analysis Project objective analysis Project environment
Risk Assessment
Basic procedure
To clarify the risks which have significant or measurable impacts on project To analyze the consequences of the risk’s occurrence To evaluate the severity of the impact caused by the risk To prioritize risks by calculating risk impact, and then formulate possible improvements or preventive measures
Project Risk
Any loss, damage, or undesirable event that may impact the project to be accomplished on time, under budget, and to required quality standard
Risk Assessment Techniques
Frequency
Frequency/severity diagram
Used to evaluate the impact of risks and prioritize the preventive measures Based on consequence evaluation and probability calculation Can be semiquantitative or quantitative Risk value = Severity x Frequency
Construction Project Risks
List of risks
Financial risks Completion risks (cost) Completion risks (time) Completion risks (quality) Payment risks Project administration risks Force majeure risks Political risks Currency risks
Thank You Jiwei Ma
jiweima@hotmail.c om
Project Risk Management
Effort in project management to reduce the occurrence possibility, minimize the impact of project risks, and assure the success of the project
Project Management
Project Risk Management Jiwei Ma
Content
Concepts Risk Identification Risk Assessment Risk Control
Concept
Risk
The possibility of loss, damage, or any other undesirable event
Construction Project Risk Control
Bond
Types of bond
Bid bond Performance bond Payment bond

Impact of bond
Contractor classification and prequalification Review of contractor’s financial sustainability Assurance of contractor’s performance and behavior
Methodologies
Qualitative To distinguish risks as high, medium and low level Semi-quantitative To prioritize risks in relation to one another Quantitative To measure, calculate and analyze the value of risks and the impact
Risk Assessment Techniques
Event tree analysis
Used to illustrate the sequence of the outcome after the occurrence of a selected initial event Based on inductive logic Mainly used in consequence analysis
Risk Assessment
Concept
A scientifically based process of evaluating risks and the likelihood of exposure to those risks, and then estimating the resulting impact
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