Macrosolutions is able to successfully implement the risk management processes within your projects and operations since we use the state of the art tools and processes for managing risks, including the most modern mathematical simulators, effective data storage and modeling processes and one of the most comprehensive and updated risk breakdown structure (RBS) in the market.
Only someone who is at the forefront of the processes can help your organization to create and manage the opportunities and threats generated by a scenario full of uncertainties.
Key issues addressed
- Crisis and permanent chaos resulting from unknown risks
- Bad estimated financial reserves: excessive or insufficient
- Low knowledge about the real project’s uncertainties/operation
- Risk imminent perception with no control planning
- Unfeasible schedule established for the work to be done
- Late identified or lost opportunities
- Constant improvisation increase
- Late or ineffective decision making
Scope of work
- Simplified Design of the Risk Management Process
- Risk Breakdown Structure (RBS) Creation
- Risk Register Definition
- Research, development and deployment of Time and Cost simulators (Monte Carlo and "what-if" analysis)
- Risk Statistical treatment
- Mathematical modeling of the Benefits and intangible or not directly measurable threats (Bayseana Estimate)
- Mathematical modeling of the time and financial reserves
- Risk performance indicators definition
- Scenario Planning
- Contingency process definition
- Risk Triggers development and definition within projects / operations scope
- Proof of Concept and pilot project
- Assisted Operation
- Estimated duration of the consultancy work [?]
- 3 to 4 months
- Work complexity [?]
- Client's team (minimum required) [?]
- 1 Project/Risks Analyst
- Client's team allocation x Macrosolutions team allocation [?]
- 15% Client's Team
85% Macrosolutions' Team
- Maturity Level (minimum required) [?]
- Low to medium
- Organizational level of coverage [?]
- Corporate: ★★★★
- Language(s) [?]
- Portuguese, English, Spanish
Supported standards and methodologies
Project Management Institute (PMI) PMBOK® Guide Yes PMI Practice Standard for Estimating Yes PMI Practice Standard for Earned Value Management — PMI Practice Standard for Configuration Management — PMI Practice Standard for Risk Management Yes PMI Practice Standard for Work Breakdown Structure Yes PMI Practice Standard for Scheduling Yes PMI Standard for Portfolio Management — PMI Standard for Program Management — PMI Project Manager Development Competency Framework — Organizational Project Management Maturity Model (OPM3)® — UK Office of Government Commerce (OGC) PRINCE2 (Projects in Controlled Environments) Yes MSP (Managing Successful Programmes) — M_O_R (Management of Risks) Yes P3M3 (Portfolio, Programme, and Project Management Maturity Model) — P3O (Portfolio, Programme and Project Offices) — MoP (Management of Portfolios) — MoV (Management of Value) — Scrum Alliance Scrum Methodology — International Project Management Association (IPMA) ICB® IPMA Competence Baseline —
Areas: approach comprehensiveness
Area Comprehensiveness Integration ★★★★ Scope ★★★★★ Time ★★★★★ Cost ★★★★★ Quality ★★★ Human Resource ★★★ Communications ★★★★★ Risk ★★★★★ Procurement Optional EHS Optional Strategic Planning ★★★
Additional Information Top ↑
Risk management is one of the project management areas in which more investments are applied, in order to properly know and manage the project risks.
To know the threats and opportunities associated with the projects and operations allows the organization to gain advantage over competitors, give focus to the correct product manufacturing right at the first time, avoid surprises and decrease much of the management by crisis.
The risk management processes, when properly implemented, are able to define the organizational tolerance level to the environment’s variations, and then identify potential threats and opportunities. Moreover, the organization will better understand the work nature and will better involve the team members, in order to identify and deal with the potential opportunities and threats that are usually associated with time, quality and costs.
"You want a valve that does not leak and do everything possible to develop it. But in the real world there are only valves that leak. You must know how much leakage you are able to tolerate." -Peter Bernstein (Against the Gods)
Afterwards a detailed risk analysis is performed to precisely determine the probability degree and impact on the project or operations’ objectives. At this stage sophisticated simulation mechanisms, statistical models and scenario definition are used.
Then, response strategies are developed to avoid, mitigate or accept the threats or to enhance or ignore the opportunities. At this stage contingency plans are developed and reserves are calculated and scaled.
Finally, the identified risks are monitored throughout the work to ensure that the reserves will be sufficient to control threats and enhance opportunities. New threats and opportunities are also identified and risks that no longer exist are filed.