1. Managing Risk Attitude
Working with various stakeholders risk profiles
Frédéric Casagrande, PMP
Director, Program Management Office
Interoute
Prague, June 10th 2008

2. Agenda
• Introduction
• The Project
• The Recovery
• The Risk Profiles Matrix
• The Result
• Q&A

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Questions
& Answers
Frédéric Casagrande
frederic@casagrande.la
http://casagrande.blogs.com