我在许多帖子和评论中提到了解决方法。对于许多PMP抱负者来说，这是一个新概念。他们中的一些要求我写一篇解释的文章。
今天，我们将详细介绍：
- What is a workaround?
- What plan do we use for workarounds?
- 您将用于解决方案？
- In which process do you manage workarounds?
Workaround
Workarounds are responses to unidentifiedrisksor passively accepted risks.
简而言之，如果发生任何不明的风险，您将通过解决方法进行管理。如果您没有计划的任何确定的风险，您还将使用解决方法来管理它们。
The project environment is dynamic, and even an experienced project manager cannot identify all risks. Workarounds are common.
Which Plan Will You Use to Manage a Workaround?
You may wonder which plan to use for workarounds; more specifically, do you use a contingency or fallback plan?
Contingency plans and fallback plans开发用于管理已确定的风险，但解决方法是对身份不明的风险的回应。
一旦一位身份不明的风险发生时,你将讨论it with your team members and come up with a plan to contain the situation and minimize the impact.
您将用于解决方案？
You have two risk reserves in project management:应急储备和管理储备。
The contingency reserve is for identified risks, and the management reserves are for unidentified risks. Since workarounds are a response to unidentified risks, you will use them.
您在哪个过程中进行解决方法？
As discussed, workarounds are responses to unidentified risks and involve controlling them. So, you carry out workarounds in the control risks process. Implementing workarounds can cause a change request.
Summary
Workarounds are responses to unidentified risks. Once any unidentified risk occurs, you will develop a plan and try to manage it. There is no pre-existing plan for workarounds, and you use the management reserve.
您如何管理项目中的解决方法？请在评论部分分享您的经验。
Work Arounds: saw this in a question when using a practice test for the PMP-RMP exam. Couldn’t find it referenced in any book I have. Is it found in PMBOK? If so, where?
任何人都可以解释以下问题的计算，
You are trying to determine whether or not to conduct 100% final system tests of 500 ground-based radar units at the factory. The historical radar field failure rate is 4%; the cost to test each unit in the factory is $10,000; the cost to reassemble each passed unit after the factory test is $2,000; the cost to repair and reassemble each failed unit after factory test is $23,000; and the cost to repair and reinstall each failed unit in the field is $350,000. Using decision tree analysis, what is the expected value if you decide to conduct these tests?
一种。550万美元
b。596万美元
c. $6.42 million
d。$7 million
Can please anybody guide which answer is correct for the following question? The answer says Expeditor but I doubt with the content of the taks, it looks like coordinator is more appropriate than expeditor.
Your role in the project includes helping to resolve problems; making recommendations regarding priorities;
加速活动以满足目标时间表；促进项目团队成员之间的沟通；并帮助管理层定期监视项目的进度。从事您项目的大多数人都是科学家或技术专家。您正在工作以下哪种组织结构？
一种。专案组
b。平衡矩阵
c. Project expeditor
d。项目协调员
Please read following blog post:
//www.utahfilmbank.com/2015/11/project-expediter-vs-project-coordinator/
None of the tasks described involve or imply having authority to make decisions, but mainly “helping” or “making recommendations”. This is the description of a project expeditor
1. Where do workarounds will be recorded for immediate or later action?
2.In PDCA cycle “DO” , “CHECK” and “ACT” belongs to what process groups?
1）立即
2）do->执行，检查 - > M＆C，ACT->执行
During the execution of a project , a risk is identified by a team member which is not in the risk register. What steps will you take to manage the risk?
Hello Emma,
The risk identification is a continuous process. You will keep identifying until the project ends. Once you find a risk, you will qualify and take appropriate action as defined in the risk management plan. You can create a response or keep in the watchlist.
do we need to make change request and approve for Workaround ? or we can do the workaround and then Document it ?
如果发生任何未确定的风险，第一步是对其进行管理。如果仅涉及成本，则可以使用管理研究员。但是，如果它也影响时间表，您可以提出更改请求。
Hi,
这是丽塔书中的一个问题。我对此感到困惑。你能清除吗？
A System development project is near project closing when a previously unidentified risk is discovered . This could potentially affect the project’s overall ability to deliver . What should be done NEXT ??
A. Alert the Project Sponsor of potential impacts to cost, scope or schedule
B.符合风险
C.通过制定风险响应计划来减轻风险
D. Develop a Workaround
我认为答案是D，因为这是一个身份不明的风险，但答案是b。
Is there a need to Qualify the unidentified Risks before developing a Workaround ??
@ Pavan :Qualify the risk means, may be we should analyse its potential impact to project objectives first before developing and implementing a workaround?
You will manage it through the workaround but before that you will qualify it and create a response.
This risk is not occurred yet, so you still follow the same process. Remember, identification is an iterative process? Its just the terminology. Any risk identified at any stage will be unidentified. I don’t think you will develop a work around for this.
Hello Fahad,
为什么对您的书162的回答 - PMI-RMP问题库，选择选项A而不是最正确的选项C？当然，所有在计划风险响应和控制风险期间都确定了所有确定的风险
I have replied to your email.
Logically based on PMBOK guide, workarounds should use management reserve if unidentified or passively accepted risks occur because there is no any money or time for them allocated in the contingency reserve. But in my opinion, use of management reserve for workarounds might be different story when contract clauses for unforeseen risks direct the change order or variation order from the client, which means the duration and costs affected by those workarounds can be compensated and incorporated into the total contract amounts and duration of the execution of the work. So in my opinion, practically the project manager should use contingency reserve temporarily to implement workarounds upon consultation with contact, client and management or insurance company in case that contract does not specifically covers but insurance does unforeseen events like force majeure, and should make revision to schedule and budget upon compensation from the client or insurance with returning temporarily used resources to contingency reserve. Management reserve, upon approval of management, might be used for workarounds in the project internally performed by an organization or externally performed for the other organization in the circumstance of neither contract nor insurance covered for unforeseen unidentified risks. Frankly speaking, application of management reserve in risk management is not clear to me when I read PMBOK guide.
说公园。
Thank you Fahad. I passed PMP Exam today with 4Ps and 1MP. Your blog is excellent and helpful for my preparation.
亲爱的法哈德，
I got a clear idea about Workaround from your blog.
Thanks
You are welcome Aamir.
Fahad, thank you for your excellent blogs. Every single one of them are useful and well articulated. Thank you!!
You are welcome Fred.
感谢您的解释，实际上，这些程序现在已经很明确了，只有我有一些疑问，例如我们在后备计划后会做的事情也失败了，我们是否可以被动地接受剩余风险，以及这种被动接受的结果是什么？我们将如何处理它？
If it is passive acceptance, you will go for workaround.
就我所知,工作区将管理身份不明的risks only , but here there is a remaining risk after fallback plan fail , so what should we do ?
If it is passively accepted, you will go for workaround.
感谢法哈德的这篇文章。
@Muhammad Uzair: I think wat you said is right and it is the some think as Fahad second point of work aroud implementation case: “… for which prior response … was not effective” in your comment is is equal for me to “It also covers the response to risks that you have identified but did not make a plan to manage or accepted passively” from Fahad article.
谢谢易卜拉欣。
I guess we have three types of risks over here:
1. Risk that was not identified at all
2.风险识别,但接受passively (means you do nothing when it happens)
3.已确定的风险，开发了响应（或响应），在发生风险时实现了响应，但响应不是“有效的”（响应无效）。
我是对的法哈德和易卜拉欣吗？
Yes, you are right Uzair.
thank you Fahad. Simple and to the point!
感谢Jayakrishnan。
出色的解释法哈德
您解释事物的方式仅仅是这个世界。在这里，我完全同意解释解决方法的方式。
BY the way I Just passed my pmp exam on March 24th. And I had been a regular visitor on ur site and will keep coming.
你做得很好。
Thanks Sarika for you comment, and congratulations for passing the PMP exam.
The PMBOK Guide glossary describes it as: “A resposne to a threat that has occured, for which prior response had not been planned or was not effective”.
“……对于先前的响应没有计划的蜜蜂”确实指的是身份不明的风险。但是，如果我们调查第二部分，即“……对于先前的响应……无效”，那么它并不指未识别的风险。我认为这一点需要在帖子中进行调整。
Jazakallah for the informative post!
Hello Uzair,
As per my understanding, usually fallback plan is created for any identified risk (if the contingency plan fails). However, if the fallback plan also fails, or not effective, or something come up which you did not think earlier, you will go for the workaround.
contingency and fallback plans concern only identified and accepted risks, isn’t it? Normally, Other risk types must have their responses and related budget to execute it.
Mr Fahad, Is this true about work around:
work around is an unplanned response to :
A risk in which no contingency plan exists (Identified risk with Passive acceptance strategy).
A risk whose contingency plan and fall back plan had failed (Identified risk with active acceptance strategy).
Risks whose strategies taken and performed was not so effective (Identified risk with a planned strategy to be performed such as: Insurance, bonds, Safety wears to buy… ).
第一次出现的身份不明风险：（身份不明的风险）
As per my understanding, yes.