200806131245論專案風險管理﹝下﹞

論專案風險管理﹝下﹞

4.          定性風險分析

 

風險衝擊及復原等級表

對合約可能的衝擊

Rating A

復原方案

Rating B

延遲超過6個月

1

需向外部單位如高鐵局及銀行團提出復原方案

1

增加成本超過10億元

2

需外單位採取行動

2

延遲36個月

3

需擬定行動計畫

3

增加成本在10億元與一千萬元之間

4

緩和方案陳核

4

延遲13個月

5

緩和方案被採用

5

增加成本在一千萬元與五百萬元之間

6

指示或協調緩和措施

6

延遲不到1個月

7

執行核准之緩和措施

7

增加成本在五百萬元與一百萬元之間

8

開始執行緩和措施

8

增加成本未超過一百萬元

9

緩和措施完成30%以上

9

進度落後但對合約衝擊極小

10

緩和措施完成或不需要

10

 

 

5.          定量風險分析﹝略﹞

 

6.          風險回應規劃

         風險回應規劃為發展備案及決定行動的流程,以提高機會及降低對專案目標的威脅。此項工作由風險管理經理負責,其內容主要是及時地按照優先度來回應每項已獲同意及資助之風險。

         專案於執行期間針對發生負面之風險或威脅應採取規避、移轉及緩和等三項策略,若有幸碰到對專案目標具正面之風險或機會,則應努力開拓、分享對專案有利之團隊及增強機會發生之機率。

         風險管理經理應詳細填寫風險登錄表,尤其是有關高度及中度風險之所有處理過程,以便後續追蹤及研判。

 

7.          風險監控

專案工作應定期並持續地予以監控,以瞭解專案執行期間有無新的及變更中的風險發生。風險監控流程包括辨識、分析與規劃新生風險、持續追蹤已確認的風險及在觀察清單上的風險,再分析既有的風險、監視應變計畫的觸發條件、監視殘留風險,及審查風險回應之執行,同時評估它們的效果。

風險管理經理應藉由風險登錄表隨時更新之內容,監控本專案工作績效,實施風險再評估,適時的辦理風險稽核,回應專案風險及檢視回應後實際結果,建議緩和風險之矯正行動及預防行動。

 

8.          參考資料

PMBOK Guide (Third Version, 2004)

 

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I, a sincere and diligent man, was born in Nanjing, China and grew up in Kaohsiung and Taipei, Taiwan.
I graduated from a certain university in Taiwan and earned a master degree in civil engineering from an American University. I have ever been a civil engineer for more than thirty-eight years which including 5 year experience of bridge maintenance in the Kingdom of Saudi Arabia. Fortunately I had joined some of very famous bridge construction projects in Taiwan, such as Guan-Du highway bridge in Taipei and Bih-Tan bridge of second Freeway in Hsin-Tien city. In the years from 1997 to 2009 I had worked with Taiwan High Speed Rail, which has ever been the biggest BOT project in the world. Recently since May of 2010 until the end of 2013 I joined in China High Speed Rail project with a Germany consultant company (DB International) in Zhejiang province.
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