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Managing Risk Attitude



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Managing Risk Attitude

  1. 1. Managing Risk Attitude Working with various stakeholders risk profiles Frédéric Casagrande, PMP Director, Program Management Office Interoute Prague, June 10th 2008
  2. 2. Agenda • Introduction • The Project • The Recovery • The Risk Profiles Matrix • The Result • Q&A
  3. 3. Introduction • What simple tools can you use when your company has no Project Risk Management capabilities? • Corporate example: A company integration Project, where the PMO has been brought into half way through execution
  4. 4. The Project • A paneuropean telecommunication provider has bought an ISP with hosting and security capabilities in October 2005 • Integration started as a « network & CRM migration », with a limited scope identified and no Project Manager assigned
  5. 5. The Project • People in charge of the integration program were running one single big « status report meeting » on a regular basis, with *all* involved (and identified) stakeholders • Stakeholders from all areas were pushing for the project to stop…
  6. 6. The Recovery • In July 2007, a PMO has been created to improve Interoute’s maturity in Project and Program Management • The PMO then started to get involved in the recovery of a large, complex, transformational program: the integration of the ISP…
  7. 7. The Recovery The PMO focused on the Stakeholders: – Scope Definition & Clarification • 1.5 years after the launch… – Breakdown of the communication • in smaller Groups – Continuous Stakeholder Identification • Definition of Risk Profiles • Identification of all Stakeholders Risk Profiles…
  8. 8. The Risk Profiles Matrix • Grading the Risk Profiles – Highly Risk Averse (Red) – Moderately Risk Averse (Orange) – Moderately Risk Tolerant (Yellow) – Highly Risk Tolerant (Green)
  9. 9. The Risk Profiles Matrix • Assigning a Risk Profile to a Stakeholder group: – You need to build a relevant questionnaire – You need to spend time with your stakeholders – You need to ensure both the questionnaire, the matrix, and the classification evolve over time
  10. 10. The Risk Profiles Matrix • Mapping the Risk Profiles – Assign a Risk Profile to each stakeholder group – Develop a behaviour (more than « just a process ») for each Risk Profile ALL RISK PROFILES NEED ATTENTION STAKEHOLDERS MAY CHANGE PROFILE
  11. 11. The Risk Profiles Matrix Finance Operations IT/IS Sales Germany Highly Averse Moderately Tolerant N/A Moderately Averse Netherlands Moderately Averse Moderately Tolerant N/A Moderately Tolerant Czech Republic Moderately Averse Highly Tolerant Moderately Tolerant N/A
  12. 12. The Result • Stakeholders have recovered confidence in the Project • The scope has been managed properly • The Execution has continued • The Program has been closed in April 2008
  13. 13. Questions & Answers Frédéric Casagrande