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Risk Management Plan Presentation

Dick Billows, PMP
Dick Billows, PMP
CEO 4pm.com

Regardless of the size of your project and the risk management effort, you always have to present the risk management plan. You need to put yourself in the mind of your audience. The audience at your presentation will often be hostile, in the sense that they don’t believe spending money and time on risk management improves the odds of completing the project on time and within budget. So you should assume they see risk management as a waste of time and money.  Risk Management Main Page

As a result, you don’t start the risk management presentation by burying your audience in the list of 63 negative risks that could adversely affect the project and 27 positive risks that could let you finish earlier and spend less money. You also do not present the results of either qualitative or quantitative risk analysis, no matter how proud you are of them.  That type of presentation will only convince your audience that you have wasted a lot of their time and money.

Risk Management Plan Presentation – How To Do It

In the first 60 seconds of your presentation, you need to acquaint your audience with one or two very significant risks and the impact those risks could have on the project. Let’s take a simple project and see how you might start the presentation.

“Good afternoon. I’m here to talk with you about our supply room project which has a goal to reduce the number of complaints about the supply room. Last year, we averaged 53 complaints per month. Our goal is to reduce it to less than 3 per month. The major deliverables that will lead to achieving that scope are:

First, that 95% of the time employees can find the supplies they want in less than 60 seconds.

And second, that we have fewer than 3 items each month that are out of stock.risk management plan presentation

We see two problems that could make it difficult or impossible for us to deliver that scope. The first problem is that the people who stock the supply room will not keep up the new, more efficient design which we will produce during the course of the project. That would create the same mess we have today. To avoid that problem, we would like to add a performance criteria to their job descriptions and annual performance reviews. It will require maintaining the supply room design by restocking supplies in the specified locations.

The second problem is that employees will not know where to look for the supplies they need. They will complain about the new design, perhaps more often than the current complaint rate. To avoid that problem, our design will place the most frequently needed supplies (those that account for 80% of the withdrawals) near the supply room entry. We would also like to print and distribute a supply room crib sheet with a map to all employees. We will also have a large-scale copy of the crib sheet and map on the supply room door.

If you approve these proposed solutions, I believe we can completely avoid both problems.

Taking this very direct approach to presenting your risk management plan is almost always more successful than a presentation that drowns the audience in data or complex statistics. Instead of all the numbers, you discuss the problems, the consequences and your remedy. Plus you do it in a just few minutes.

If you want to enhance your presentation skills, consider our online Presentation and Negotiation Skills course.  You work individually with your instructor who coaches you with techniques for improving the content and media of your presentations as well as your speech and body language.

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