第八章项目管理分析.ppt

8.7 风险监测与控制 风险监测与控制流程是跟踪已识别的风险，监测剩余风险并不断识别新的风险，修订风险管理计划并保证其切实执行，并评估这些计划对减低风险的效果。 * 风险监测与控制的依据 1．风险管理计划 2．风险名单 3．批准的变更请求 4. 工作绩效信息 5. 绩效报告 风险监测与控制的方法 1．风险再评价 2．风险审核 3. 偏差和趋势分析 4. 技术绩效测定 5. 储备分析 6. 状况检查会 风险监测与控制的结果 1．风险名单 2．项目变更请求：如果频繁地执行应急计划或随机应变措施，则需要考虑变更项目计划以应对项目风险。 3. 推荐的纠正措施 4. 推荐的预防措施 5. 组织过程资源 6. 项目管理计划 * * See Figures 11-2 I and 11-3 in PMBOK Guide Version 2000 * See Figures 11-2 I and 11-3 in PMBOK Guide Version 2000 * Avoidance - eliminating a specific threat, usually by eliminating the cause. Mitigation - reducing the expected monetary value of a risk event by reducing the probability of occurrence, reducing the risk event value, or both. Acceptance - accepting the consequences. Active - developing a contingency plan Passive - accepting a lower profit if some activities overrun * Avoidance - eliminating a specific threat, usually by eliminating the cause. Mitigation - reducing the expected monetary value of a risk event by reducing the probability of occurrence, reducing the risk event value, or both. Acceptance - accepting the consequences. Active - developing a contingency plan Passive - accepting a lower profit if some activities overrun * Avoidance - eliminating a specific threat, usually by eliminating the cause. Mitigation - reducing the expected monetary value of a risk event by reducing the probability of occurrence, reducing the risk event value, or both. Acceptance - accepting the consequences. Active - developing a contingency plan Passive - accepting a lower profit if some activities overrun * Avoidance - eliminating a specific threat, usually by eliminating the cause. Mitigation - reducing the expected monetary value of a risk event by reducing the probability of occurrence, reducing the risk event value, or both. Acceptance - accepting the consequences. Active - developing a contingency plan Passive - accepting a lower profit if some activities overrun 风险识别的方法 文件审查 信息采集技术 头脑风暴（Brainstorming） 德尔菲技术（Delphi technique） 访谈（Interviewing） 根本原因识别 实力、