Risk management in SEO projects     Introduction and process model         Download slides on SEO Südwest
Risk-boosting factors in all projects•     Lack f i      L k of time, d dli                   deadlines•     Bad acquisiti...
Risk-boosting factors in SEO projects•     Wrong expectations about SEO success      W             i     b•     No ex-ante...
Risk definitionRisk definition: uncertain event that effects one or more project    objectives. Notice: effects can be pos...
Risk components             Risk event                Impact        Total gain / lossProbability of            Probability...
Typical                         T i l SEO risk-events                                    i k     t•     Google updates sea...
Typical impacts of SEO risks                       T i li       t f        i k•     Website      W b i receives a penalty ...
Risk t                      Ri k categories                                  i•     Known risks that can b anticipated. E ...
Multiple critical paths in projects                                        Critical path 1                          Task A...
Risk management benefits      •      Future problems are recognized and can b eliminated i d             F         bl     ...
Context of risk management                 Web                    Stakeholder       Software                 development  ...
Elements of risk management process     Risk management                                 Risk identification         Risk a...
Risk management process                                          Identify risks                                           ...
Risk                           Ri k management planning                                         t l    i•      Describes t...
Risk identification (1/2)•   Start risk id ifi i as soon as possible    S      i k identification          ibl•   Iterativ...
Risk identification (2/2)•   First    Fi counteraction can b planned while                    i        be l       d hil   ...
Risk analysis•   Qualitative    Q lit ti vs. quantitative risk analysis                     tit ti    i k    l i•   Qualit...
Risk analysis: tools and methods•   Risk    Ri k matrix (           t i (qualitative risk analysis)                   lit ...
Risk matrix             high               Probability              low                 Impact                            ...
Risk prioritisation•   After determining risk probability and i    Af d        i i    i k    b bili     d impact the      ...
Risk solution•   Define    D fi counter measurements f every prioritized                                  for         i ii...
Risk solution - strategiesRisk                        Chance                      ExampleAvoid                       Explo...
Risk monitoring and controlling•   Check    Ch k status of risks continously. Ri k status should                   f i k  ...
Resumé   •Risk management important in projects – especially when doing SEO   •Risk management needs to be planned    Risk...
List of references•   Smith, Preston G. / Merritt, Guy M. : Proactive    Smith Preston G / Merritt Guy M : Proactive Risk ...
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Risk management in SEO projects

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Risk management is an important, if not the most important element of project management. By dealing with possible problems and chances the right actions can be planned in due time. This is true especially for SEO projects where lots of risks and chances are waiting for the project stakeholders. In this presentation I give an overview over a risk management process model and the tools that can be used for risk management in SEO projects

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Risk management in SEO projects

  1. 1. Risk management in SEO projects Introduction and process model Download slides on SEO Südwest
  2. 2. Risk-boosting factors in all projects• Lack f i L k of time, d dli deadlines• Bad acquisition and controlling of key performance indicators• Insufficient project management• Bad management of requirements and expectations• Huge and long-lasting projects28.08.2012 © SEO Südwest 2012 2
  3. 3. Risk-boosting factors in SEO projects• Wrong expectations about SEO success W i b• No ex-ante planning of SEO success factors• SEO conducted without project management• SEO manager in role of project manager without having project management experience t i28.08.2012 © SEO Südwest 2012 3
  4. 4. Risk definitionRisk definition: uncertain event that effects one or more project objectives. Notice: effects can be positive or negative!Example: The outage of an important software developer can cause a p g p p two-week delay of project completionRisks consist of different components:• Risk event with probability of risk event• Risk impact with probability of risk impact• Expected gain or loss calculated from expected effect multiplied with probability of risk event and risk impact28.08.2012 © SEO Südwest 2012 4
  5. 5. Risk components Risk event Impact Total gain / lossProbability of Probability of risk event risk impact28.08.2012 © SEO Südwest 2012 5
  6. 6. Typical T i l SEO risk-events i k t• Google updates search algorithm unexpectedly G l d h l ih dl• Important backlink is being devaluated• SEO black hat methods are discovered by Google• Wrong implementation of „rel canonical“ attribute28.08.2012 © SEO Südwest 2012 6
  7. 7. Typical impacts of SEO risks T i li t f i k• Website W b i receives a penalty and i d i l d is downgraded d d• Multiple pages vanish from index• Domain is void due to black hat methods• Client won‘t pay because he is not satisfied with results28.08.2012 © SEO Südwest 2012 7
  8. 8. Risk t Ri k categories i• Known risks that can b anticipated. E K i k h be i i d Example: competitors f ll l i follow their own SEO strategy and bias succes of your SEO efforts• Unknown risks that cannot be anticipated Example: change of anticipated. Google search algorithm that leads to declined ranking• Scope risks (caused by frequent change requests or defects) p ( y q g q )• Schedule risks (delays, dependencies, wrong estimates or multiple critical paths)• Resource-based risks (outsourcing, distributed teams, integration of new team members)28.08.2012 © SEO Südwest 2012 8
  9. 9. Multiple critical paths in projects Critical path 1 Task A Task B Task C Task D Task E Task F Task G Task H Task I Task J Task K Task L Task M Critical path 2A critical path d t iti l th determines th d ti of th project. If th i the duration f the j t there i ismore than one critical path in the project, the risk of a higher duration increases. 28.08.2012 © SEO Südwest 2012 9
  10. 10. Risk management benefits • Future problems are recognized and can b eliminated i d F bl i d d be li i d in due time • Incentive to deal with project more intensely • Incentive to deal with project stakeholders more intensely • Promotion of censorious thi ki i project t P ti f i thinking in j t team • More successful projects • Risk management as a team building activity • Continous improvement of project management28.08.2012 © SEO Südwest 2012 10
  11. 11. Context of risk management Web  Stakeholder Software development management development Estimation and Knowledge controlling of effort Risk management management Requirements IT and technical …… management administration28.08.2012 © SEO Südwest 2012 11
  12. 12. Elements of risk management process Risk management Risk identification Risk analysis planning Risk monitoring and Risk prioritisation Risk solution controlling28.08.2012 © SEO Südwest 2012 12
  13. 13. Risk management process Identify risks ment planning Analyse risks Check for new risks Risk managem Prioritize i k P i iti risks m Risk solution Risk monitoring28.08.2012 © SEO Südwest 2012 13
  14. 14. Risk Ri k management planning t l i• Describes th risk management process i th project D ib the i k t in the j t• What has to be communicated?• What kind of meetings are needed?• Which tools, documents etc. are used?• First estimate of overall project risk• Definition of risk categories• Definition of key figures (e.g. for risk probability and impact)• Schedule planning 28.08.2012 © SEO Südwest 2012 14
  15. 15. Risk identification (1/2)• Start risk id ifi i as soon as possible S i k identification ibl• Iterative process. Repeat throughout the whole project• Should be part of every status meeting• Opens out into risk index• Risk identification tools and techniques: • Brainstorming, expert reviews • Checklists • Document analysis, analysis of assumptions y y p  Important: include all project areas, respect positive and negative risks!28.08.2012 © SEO Südwest 2012 15
  16. 16. Risk identification (2/2)• First Fi counteraction can b planned while i be l d hil conducting risk identification already• Most urgent risks are addressed first• Not later than kickoff the risk index must exist28.08.2012 © SEO Südwest 2012 16
  17. 17. Risk analysis• Qualitative Q lit ti vs. quantitative risk analysis tit ti i k l i• Qualitative: classify risk by severity: „low“, „ „middle“, „high“ ,„ g• Quantitative: detailed calculation of probability and impact• Qualitative analysis is mainly used for risk prioritisation• Risk analysis and risk prioritisation can be done together• In order to avoid arbitrariness and subjective influence hen infl ence when defining risk probabilit it makes probability sense to use pre-defined rankings like: 0-10%, 11-50 %, 51-80%, 81-100 %.28.08.2012 © SEO Südwest 2012 17
  18. 18. Risk analysis: tools and methods• Risk Ri k matrix ( t i (qualitative risk analysis) lit ti i k l i )• PERT (Program Evolution and Review Technique)  comparing optimistic and pessimistic estimations p g p p (quantitative risk analysis)• Monte Carlo Analysis (automated and iterative calculation of different project results shows probability distribution)• Expert reviews p• Interviews• p Workshops The latter four used for quantitative and qualitative analysis as well28.08.2012 © SEO Südwest 2012 18
  19. 19. Risk matrix high Probability low Impact I t high Risk severity28.08.2012 © SEO Südwest 2012 19
  20. 20. Risk prioritisation• After determining risk probability and i Af d i i i k b bili d impact the h order of handling risks has to be defined• Concentrate on a set of most important risks  top top- 10 list• Marginal cost for solving an additional risk have to g g be equal or smaller than marginal loss caused by this additional risk28.08.2012 © SEO Südwest 2012 20
  21. 21. Risk solution• Define D fi counter measurements f every prioritized for i ii d risk. Decide between actions concerning risk events and actions concerning risk impact.• Define responsibilities• Define those risks that no actions will be taken for (active / passive risk acceptance)• Update project plan• Create fallback-plan with actions to be taken if initial actions fail.28.08.2012 © SEO Südwest 2012 21
  22. 22. Risk solution - strategiesRisk Chance ExampleAvoid Exploit Remove or add certain tasks from / to project planMitigate Emphasize Influence risk probability and / or risk impactTransmit Share Involve additional players to handle risk or chance Active: build reserves for Acceptance (active oder passive) the case of risk occurrence Passive: action is defined after risk occurrence first. 28.08.2012 © SEO Südwest 2012 22
  23. 23. Risk monitoring and controlling• Check Ch k status of risks continously. Ri k status should f i k i l Risk h ld be part of every status meeting.• Are there any risks that can be removed from risk index because they are no longer relevant or haven‘t occurred?• Are there new risks to be analyzed?• Has there been a change of risk priorities? Is the top-list of risks still up-to-date?• Have the chosen risk solutions been appropriate?28.08.2012 © SEO Südwest 2012 23
  24. 24. Resumé •Risk management important in projects – especially when doing SEO •Risk management needs to be planned Risk •Risk management is an iterative process Contact information: SEO Südwest Christian Kunz http://www.seo-suedwest.de info@seo-suedwest.de Download slides on SEO Südwest28.08.2012 © SEO Südwest 2012 24
  25. 25. List of references• Smith, Preston G. / Merritt, Guy M. : Proactive Smith Preston G / Merritt Guy M : Proactive Risk Management Productivity Press 2002 Management. Productivity Press 2002• Heldman, Kim: Project Manager‘s Spotlight on Risk Management. Sybex 2005• Kendrick, Tom: Identifying and Managing Project Risk: Essential Tools for Failure‐Proofing Your Project.  Amacom 2003• Wideman, Max R.: Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities. Project Management Institute 1992• Vose, David: Risk Analysis, A Quantitative Guide, Second Edition. John Wiley Vose David: Risk Analysis A Quantitative Guide Second Edition John Wiley and Sons (UK) 2002 (UK) 2002• Schuyler, John: Risk and Decision Analysis in Projects, Second Edition. Project Management Institute  2001• Mulcahy, Rita: PMP Exam Prep: Rita‘s Course in a Book for Passing the PMP Exam, Fifth Edition. RMX  Publications 200528.08.2012 © SEO Südwest 2012 25

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