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Good project risk management often
Good project risk management often goes unnoticed, unlike crisis management. With crisis management, there is an obvious danger to the success of a project. The crisis, in turn, receives the intense interest of the entire project team. Resolving a crisis has much
greater visibility, often accompanied by rewards from management, than successful risk
management. In contrast, when risk management is effective, it results in fewer problems, and for the few problems that exist, it results in more expeditious resolutions. It may be difficult for outside observers to tell whether risk management or luck was responsible for the smooth development of a new system, but project teams will always know that their projects worked out better because of good risk management. Managing project risks takes dedicated, talented professionals. In response to this need, PMI introduced the PMI Risk Management Professional (PMI-RMP) SM credential in 2008. (Consult PMI sWebsitefor further information.)
greater visibility, often accompanied by rewards from management, than successful risk
management. In contrast, when risk management is effective, it results in fewer problems, and for the few problems that exist, it results in more expeditious resolutions. It may be difficult for outside observers to tell whether risk management or luck was responsible for the smooth development of a new system, but project teams will always know that their projects worked out better because of good risk management. Managing project risks takes dedicated, talented professionals. In response to this need, PMI introduced the PMI Risk Management Professional (PMI-RMP) SM credential in 2008. (Consult PMI sWebsitefor further information.)
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Quản lý rủi ro tốt dự án thường đi chú ý, không giống như quản lý khủng hoảng. Với quản lý khủng hoảng, có là một mối nguy hiểm rõ ràng cho sự thành công của một dự án. Cuộc khủng hoảng, lần lượt, nhận được sự quan tâm mạnh mẽ của đội tuyển toàn bộ dự án. Giải quyết một cuộc khủng hoảng có nhiều
khả năng hiển thị lớn hơn, thường đi kèm với phần thưởng từ quản lý, hơn thành công rủi ro
quản lý. Ngược lại, khi quản lý rủi ro là có hiệu quả, nó dẫn đến ít hơn vấn đề, và cho vài vấn đề tồn tại, nó kết quả trong nghị quyết nhanh chóng hơn. Nó có thể được khó khăn cho bên ngoài nhà quan sát cho biết liệu quản lý rủi ro hoặc may mắn là chịu trách nhiệm cho sự phát triển mịn của một hệ thống mới, nhưng dự án đội sẽ luôn luôn biết rằng dự án của họ làm ra tốt hơn vì quản lý rủi ro tốt. Quản lý rủi ro dự án sẽ đưa các chuyên gia chuyên dụng, tài năng. Đáp ứng nhu cầu này, PMI giới thiệu ủy nhiệm SM PMI rủi ro quản lý chuyên nghiệp (PMI-RMP) vào năm 2008. (Tham khảo PMI sWebsitefor thêm thông tin.)
khả năng hiển thị lớn hơn, thường đi kèm với phần thưởng từ quản lý, hơn thành công rủi ro
quản lý. Ngược lại, khi quản lý rủi ro là có hiệu quả, nó dẫn đến ít hơn vấn đề, và cho vài vấn đề tồn tại, nó kết quả trong nghị quyết nhanh chóng hơn. Nó có thể được khó khăn cho bên ngoài nhà quan sát cho biết liệu quản lý rủi ro hoặc may mắn là chịu trách nhiệm cho sự phát triển mịn của một hệ thống mới, nhưng dự án đội sẽ luôn luôn biết rằng dự án của họ làm ra tốt hơn vì quản lý rủi ro tốt. Quản lý rủi ro dự án sẽ đưa các chuyên gia chuyên dụng, tài năng. Đáp ứng nhu cầu này, PMI giới thiệu ủy nhiệm SM PMI rủi ro quản lý chuyên nghiệp (PMI-RMP) vào năm 2008. (Tham khảo PMI sWebsitefor thêm thông tin.)
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Good project risk management often goes unnoticed, unlike crisis management. With crisis management, there is an obvious danger to the success of a project. The crisis, in turn, receives the intense interest of the entire project team. Resolving a crisis has much
greater visibility, often accompanied by rewards from management, than successful risk
management. In contrast, when risk management is effective, it results in fewer problems, and for the few problems that exist, it results in more expeditious resolutions. It may be difficult for outside observers to tell whether risk management or luck was responsible for the smooth development of a new system, but project teams will always know that their projects worked out better because of good risk management. Managing project risks takes dedicated, talented professionals. In response to this need, PMI introduced the PMI Risk Management Professional (PMI-RMP) SM credential in 2008. (Consult PMI sWebsitefor further information.)
greater visibility, often accompanied by rewards from management, than successful risk
management. In contrast, when risk management is effective, it results in fewer problems, and for the few problems that exist, it results in more expeditious resolutions. It may be difficult for outside observers to tell whether risk management or luck was responsible for the smooth development of a new system, but project teams will always know that their projects worked out better because of good risk management. Managing project risks takes dedicated, talented professionals. In response to this need, PMI introduced the PMI Risk Management Professional (PMI-RMP) SM credential in 2008. (Consult PMI sWebsitefor further information.)
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