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| Highlights on the differences between Project Risk and Change Management |
Change Management
To leverage a popular phrase, "change happens." This is a truth about all projects. Uncontrolled change can kill a project, but when its growth and timing is controlled, can be an asset in to a project. In order to keep the project on track and ensure project success, a formal change management process is vital. Change management is a formalized forum for dealing with any change to the scope of the project while it is still in progress. A good strategy looks at every change request and follows the same process. Once your project has completed, Phase 2 - Project Elaboration, the features for the project are set and the change management process begins.
By formalizing the change management process, the project team is empowered with a tool that applies a consistent rubric against every change no matter how small or simple it may seem. This process ensures that every change is evaluated against the entire project as a whole. Every member of the project team is empowered to identify a change and generate a change request.
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Risk Management
Innovation requires risk. Risk is a positive force for imbibing a project with unique never before seen features. Unmitigated risk can also act as a project killer. Often inexperience project teams fall victim to the "How hard can it be?" attitude. This is an attitude that dismisses the complexity of a risk through ignorance. All project risks must be captured and properly handled. The Risk Management process is designed to mitigate all identified risks and deal with them. From the start of the project, PM works hard with his organization to identify potential risks then assess their probability and impact. We then lay out contingencies and mitigations plans. Much like our change management process, all risks are tabled and assessed by the project team at regular intervals through the project life-cycle.
By formalizing this, we work to ensure that all risks are identified as early as possible and both your organization and PM will be comfortable knowing plans have been put into place to reduce its likelihood or reduce its impact should it come to pass. Like change, risk can present itself during any part of the project life-cycle. Its impact is revealed greatest during the Construction and Finishing phases.
The greatest risk mitigation practice available to the project team is upfront clear communication and careful attention to detail to the project features during the Project Elaboration Phase. Every member of the project team is empowered to identify and initiate a Risk Report. Project Risk and Change management model
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The Author: Ala'a Elbeheri
About:
A versatile and highly accomplished senior certified IT risk management Advisor and Senior IT Lead Auditor with over 20 years of progressive experience in all domains of ICT.
• Program and portfolio management, complex project management, and service delivery, and client relationship management.
• Capable of providing invaluable information while making key strategic decisions and spearheading customer-centric projects in IT/ICT in diverse sectors.
• Displays strong business and commercial acumen and delivers cost-effective solutions contributing to financial and operational business growth in international working environments.
• Fluent in oral and written English, German, and Arabic with an Professional knowledge of French.
• Energetic and dynamic relishes challenges and demonstrates in-depth analytical and strategic ability to facilitate operational and procedural planning.
• Fully conversant with industry standards, with a consistent track record in delivering cost-effective strategic solutions.
• Strong people skills, with proven ability to build successful, cohesive teams and interact well with individuals across all levels of the business. Committed to promoting the ongoing development of IT skills throughout an organization
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