增强风险响应与利用风险响应策略c

风险管理是一个积极主动的过程,可帮助您在风险发生之前管理。在您的项目中,您将遇到两种风险:负风险和正风险。负面风险可能会损害您的目标,积极的风险会对您的项目产生积极影响。

Since these risks are different, the strategies to manage them are also different. You must manage both风险类型因此。

For positive risks, you will try to increase the likelihood of occurrence and for negative risks, you will try to decrease the probability of them occurring or reduce their impact if they do happen.

以下策略可以用来管理负风险

  • 缓解
  • 避免
  • 转移
  • 接受
  • 升级

对于积极的风险,您可以使用以下策略:

  • 提高
  • 开发
  • 分享
  • 接受
  • 升级

因此,有八种类型的策略来管理风险。两种风险的接受和升级风险响应策略都是常见的。

positive risk response strategies,增强风险反应策略和利用风险反应策略似乎是相似的,并且是专业人士混淆的常见原因,因为在这两种情况下,您都打算实现机会。

因此,在这篇博客文章中,我们将讨论这些风险响应策略详细。我希望能帮助您更好地了解他们。

增强风险反应策略

增强是增加积极风险的概率和/或影响。

在这里,您采取措施增加了事件发生或影响的机会,但是没有保证会发生这种情况,即,机会可能会或可能不会实现。

Example

假设您正在建造一栋建筑物,突然间,客户告诉您,如果您比计划提前两个月完成该项目,他将为您提供货币奖励。

因此,您采取了几项措施来实现机会。例如,您使用快速跟踪

正如您在上面的示例中看到的那样,您只是试图尽早完成该项目以获取机会。即,您正在增加完成的可能性该项目早期的。不能保证您会意识到机会。

This is an example of the enhance risk response strategy.

利用风险响应策略

开发ing is about doing everything to ensure that the event happens. In this risk response strategy, you make sure you realize the opportunity, you take the opportunity seriously and develop a strategy to realize it.

简而言之,通过利用风险响应策略,您将事件发生的机会增加到100%。

Example

假设您正在建造建筑物,突然间客户告诉您,如果您在实际完成日期之前的两个月完成该项目,他将为您提供经济激励。

This is an opportunity for you, and management asks that you realize this opportunity. Therefore, you do everything to complete the project ahead of time. You give overtime to your team members, bring in more employees, motivate the team members by announcing rewards if they help you complete the project ahead of time, etc.

这是利用风险响应策略的一个例子,因为您确保实现机会。

在利用风险响应策略中,您正在竭尽所能实现机会。您不仅试图获得这个机会;您确保获得它。

增强和利用风险反应策略之间的区别

以下是增强和利用风险反应策略之间的一些差异:

  • 在the enhance risk response strategy you try to realize the opportunity, while in the exploit risk response strategy you ensure that you will realize the opportunity.
  • 在增强风险响应策略中,您会增加机会发生的可能性,而在利用风险响应策略中,您将概率提高到100%。
  • 增强风险响应策略可以视为缓解风险响应策略的相反,而利用风险响应策略可以被视为避免风险响应策略的相反。

Summary

提高and exploit are two kinds of positive risk response strategies. If the opportunity is not very important or you do not have any extra resources, you will use the enhance risk response strategy. In the enhance risk response strategy, you increase the chance of the risk occurring. However, if you have extra resources available or the opportunity is so important that you cannot let it go, you will use the exploit risk response strategy. In the exploit risk response strategy, you increase the chance of the risk happening to 100%.

增强风险响应策略将局势宽大,而利用风险响应策略则积极地采取措施。为机会选择的策略将取决于您可用的情况,要求和资源。b0b体育app

从PMP和PMI-RMP考试的角度来看,此主题至关重要。您可能会在考试中看到此主题的几个问题。

那么,您如何看待增强风险反应并利用风险反应策略?在下面的评论部分中让我知道。

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把你的想法说出来

  • 感谢您的解释,我一直在考虑增强与利用并偶然发现您的好帖子。
    如果我错了,请纠正我,为了增强,我可以在利用时努力增强概率和/或影响,我专注于使证书发生的可能性,以便我可以利用它。
    例如,如果有80%的概率,欧元价值将增加20%。我无法利用这个机会,只能通过购买更多欧元来增加影响来增强它。

    再次感谢。

  • Very nice explanation – especially like the idea of when to enhance and when to exploit. However, I feel PMI should do away with “exploit”. I don’t think PM can do a mitigation plan (which is supposed to be proactive) that will bring the probability of risk occurrence to 100%.

  • Your project is halfway complete and you see an opportunity that if you are able to complete the project a little early, you will get another project. So you ask your team members to find ways to complete the project one month earlier. Your team members come up with various ideas such as running many activities in parallel, using extra resources, overtime, and renting new equipment. You review these ideas and find most of them very costly so you decide to run many activities in parallel so the project can finish earlier. What kind of response it this?

    (a)利用(b)增强(c)缓解(d)接受

  • 我有很长时间的怀疑,您的博客清除了。
    非常好 。
    在这里我可以期待这样的其他PMP术语的解释

  • 我想参加RMP考试。我有一个问题,除了风险管理过程问题,我将在考试中面临哪些类型的问题。

    Thanks

  • 1.传播模式和效果分析与风险相同,我们必须为此做一个偶然性吗?
    2.因果图是否是一种分析技术,是否是因为在词汇表中的PMBOK 5中,提到这是一种分解技术?

    • 1)FEMA是一种分析技术。

      2) Cause and effect diagram is a tool and technique of plan quality management process.

  • 我从测试准备中获得了许多不同的答案方案。例如,我已经在来源中看到,如果需要更改计划(例如,时间表时间增加),您应该假设“利用”。另外,我已经看到崩溃的双向“利用”和“增强”(不知道它是否100%试图获得机会。问题只是说:“崩溃是一种……”。如果测试确实确实如此这是我如何选择的(Ucertify说Anhance,PM讲师说漏洞利用)。
    v/r,

    • Also, ucertify said that “training is a form of exploit”. How would I guess on that if I don’t know the ascertion of the PM?

      • 开发and Enhance is not about any special technique. It is about the way that how you approach it. If you just trying to get it, it is enhancing. On the other hand, if you’re working hard to make sure to realize it, it is exploiting.

  • Don’t really agree with your example, although you are quite accurate in definition of exploit vs enhance. Though there are a lot of flaws in your interpretation of the scenario. Let me take one example. In the enhance part you have mentioned to enhance by using only fast tracking , and just by using crashing it becomes an exploitation effort? What if the project cannot be fast tracked due to a constraint in sequence of project schedule. And crashing and fast tracking both actually increase risk, doesn’t reduce it!

    这里要理解的关键是回到PMBOK,更深入地挖掘该概念。

    开发as per PMBOK means to “eliminate” the uncertainty
    提高as per PMBOK means to “reduce” the uncertainty.

    在许多情况下,我们能做的最好的事情就是真正增强机会,无法利用机会,尤其是在有关时间表的决策方面。请记住,最好按项目时间表做出的最好的方法是在目标日期提出一定的标准偏差。PM期限从来没有绝对的时间表。

    在your construction project, best we can do is to enhance the opportunity. We can’t really exploit it as there will always be some probability of work not being completed 2 months earlier.

    So when looking at enhance vs exploit, first we need to look at the situation, and determine what realistically is possible.

    尽管如此,在您的示例中,您仍可以利用许多小风险来增强最终风险。例如,您可以查看自己的时间表,并在可能的情况下调整工作套餐的时机或资源,以确保在活动级别的特定结果。b0b体育app

    因此,完成整个建筑物的风险确实不能被利用。最大可以增强。剥削通常发生在较小的水平,例如资源或工作包。b0b体育app

    • 崩溃,快速跟踪等不是要采取的措施或增强风险响应策略的完整措施。决定最佳行动方案是项目经理的工作。

      要点是,在利用中,您将消除不确定性,而在增强中,您将减少不确定性。

      谢谢Mr Xman for your visit.

  • 您的博客很棒,确实可以帮助每个人完全了解与项目管理相关的困难条款和条件。

    我想问一下您是否可以提供计算总项目风险的工具和示例。如何计算总项目风险并将其与其他总项目风险进行比较?

    Thanks in advance
    John

    • 谢谢John for your comment.

      I don’t have any tool or examples for the total project risk. Let me know if you have any specific question.

      Fahad

  • 广泛的解释Usmani。

    因此,从负面风险的角度来看,我们还有另外2种响应策略:缓解风险响应策略(试图最大程度地减少威胁)并避免风险响应策略(以确保消除威胁)?

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