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 Risk management
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Risk management (RM)

 
Risk management is deliberate opportunity management at the same time! PSE risk management toolbox (German)
"Problematic constraints" tend to be the norm rather than the exception in e-projects (unstable requirements upon project start, technical challenges, tight timeframe, etc.). For this reason, professional RM is particularly important right from the start. In this context, the focus should not only be on identifying/avoiding risks, but also on seeing risks as opportunities and consciously accepting such risks, where necessary.

 

Summary of methods and tools
Risk management during the course of the entire project RM - SAGÖ Fortune database - Services business
RM is particularly important when the project starts (advance clarification, open issues, tender review) and should, if possible, take the form of a quantitative evaluation of risks (to be able to estimate a risk surcharge). This then forms the basis for the planning of concrete RM measures. Help on a number of non-technical risks, links to further information

During the course of the project, it is necessary to monitor and discuss the identified risks so as to be able to take further RM measures, where necessary (or cancel other measures).
In the context of risk management, PSE is always called upon to actively draw the client's attention to the client's risks and to contribute to their minimization (the PSE-internal risks are often completely different from the risks involved in the overall project).

Corporate risk management
The Corporate RM website provides up-to-date information on risk reporting and risk classification

Project Management Support Center (German)
How do I go about risk management? Project Experience Support Center (German)
  • Set up RM at the start of the project (tender, kickoff, project risk workshop)
  • Assign risk owners for defined risks
  • Plan and conduct concrete RM measures
    -> do something against risks!
  • Regularly discuss/update risks and RM measures
  • Regularly identify and evaluate newly occurring risks
  • Initiate escalation to the superior management level, where necessary, if risks cannot be handled within the scope of the project (at PSE, there are many subdivision specific guidelines in force with respect to escalation)

Help and advice on how to perform RM activities