Talk:Risk management in project portfolios
From apppm
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*At some points (4-5) you have some spelling mistakes (“succes”, “ressource”, “accur”, etc.) They are not important but I notice them so I let you know! | *At some points (4-5) you have some spelling mistakes (“succes”, “ressource”, “accur”, etc.) They are not important but I notice them so I let you know! | ||
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=== Project Portfolio Risk-Opportunity Identification Framework === | === Project Portfolio Risk-Opportunity Identification Framework === | ||
Revision as of 21:52, 1 December 2014
Contents |
Review by Akemb
Landuage: Very good, it is very easy and nice to read. Sentences are shortened to only contain what is relevant - Good job
Correlations between Risk Management and Project Portfolio Success
- In the end of this section you determine that risk management justify the decrease in flexibility. I agree, but i think it could be nice however, to explore if this related to all types of industries. What about very innovative and radical innovation companies? They will typically not have a very stricked product development process and they may need to take changes, more than other companies. You could include something about a company's willingness to take risks - it has a specific term, which i dont remember.
Frameworks
- I know that this article may only seek to explore relevant body of knowledge. However, it would be nice to know how these frameworks / methods influence / benefit risk management
Overall
- Very good work, i liked all of it, only small spaces for improvement. If you like, i would maybe bring in a littlebit extra on the willingess to take risk in different companies. Something about how companies handle their risk / Best practices
Review by Maxatzi
General comments
- In general I have really positive comments. It is a well-written article with a clear structure which allows the reader to follow your train of thoughts. Every term that was used was explained thus I didn’t need to look for anything that I didn’t know. I also found really interesting the topic as a risk identification and therefore risk management is a challenging process. However, I think that you covered every aspect related to possible risks that may influence a project portfolio.
- At some points (4-5) you have some spelling mistakes (“succes”, “ressource”, “accur”, etc.) They are not important but I notice them so I let you know!
- Corrected
Project Portfolio Risk-Opportunity Identification Framework
- The framework was well-explained as well although I have some questions about it. In the identification matrix and in the final risk-opportunity register the “severity” level is calculated but I cannot understand how and which exactly are the parameters that are taken into account in order to calculate it. I guess that some numerical parameters are used and maybe the strategic consequences (impacts on benefits & objectives) are somehow translated into numerical parameters as well. Or are they initially defined by numbers? It would be nice if you elaborate in a couple of sentences on this so it will be clear how the severity is calculated.
- Another question is how complex this process is when we are referring to portfolio management. Is only the project and the portfolio managers responsible for conducting the risk management or is it a group of individuals involved in the different processes of each project? And I guess that it depends on the size of the portfolio but is it a time-consuming process for a company? If they are not only the project and the portfolio managers responsible for conducting which do you think that the impact will be on the time spent for its completion?
