Dynamically Managing Residual Risk

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Dynamically Managing Residual Risk Project Overview Risks are an inherent part of every project. Some are general risks that are associated with every project and some are project specific. Risks tend to increase with the size of the project. Some risks are foreseeable and can be incorporated into the project planning process. However, regardless of the planning that goes into a project, some risks simply cannot be foreseen or avoided. Project risks are assigned different weights according to the consequences involved. Project risk management involves three distinct steps. They are identification of risks, analysis of the consequences, proposed responses and the final action plan. This research will explore use of the ATOM methodology to explore the risks involved in a large IT project. The PCNet case involves a complex large scale IT integration project that is a result of the acquisition of one metals mining company by another. The integration involved the integration of 40,000 individual PCs, numerous applications, and over 1,000 people across the new company. The project lasted for a period of 2 years, during which time it encountered several challenges. The risk profile of the project continually changed throughout its span. The following will examine some of the threats (risks) to the project and the opportunities that arose throughout the course of the project. Threats to the Project Unforeseen risks to the project were expected from the start. A Risk

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