Proceedings of the 12th European Conference on Knowledge ...

Lila Rajabion and Jafar Zanganeh
that it can be a number between one and ten. In control column, some controls are shown which shall
be done during <strong>the</strong> project in order to control <strong>the</strong> risk. The project control plan can be concluded
from this section <strong>of</strong> <strong>the</strong> model. Project control plan is a new topic in <strong>the</strong> project that we would speak
about it in <strong>the</strong> next research. In this column <strong>the</strong> effectiveness <strong>of</strong> risk and risk causes recognizing
methods shall be evaluated. Column D refers to discovery. This column shows <strong>the</strong> probability <strong>of</strong>
recognizing risk or risk causes. In this column one stands for certainly recognizable and ten stands for
unrecognizable. In RPN column, risk priority number is product <strong>of</strong> <strong>the</strong> three said criteria: severity
number, occurrence number and discovery number. In every project <strong>the</strong> acceptable level <strong>of</strong> RPN must
be determined. This level shall be defined in <strong>the</strong> beginning <strong>of</strong> <strong>the</strong> project by <strong>the</strong> project supporter and
team members.
C- List <strong>of</strong> recommended measures:
Having <strong>the</strong> priority number, now we can present risk strategies and list <strong>of</strong> recommended measures
and actions. In <strong>the</strong> following table a sample <strong>of</strong> taken measures is shown.
Risk potential
causes
Management's lack
<strong>of</strong> familiarity with
knowledge
management
Personnel's lack <strong>of</strong>
cooperation with <strong>the</strong>
project
Project managers'
lack <strong>of</strong> pr<strong>of</strong>iciency in
planning
Lack <strong>of</strong> training
RPN
576
504
320
210
Risk strategy
Risk decreasing
Risk omitting
Risk decreasing
Risk decreasing
Recommended measure
Seminar <strong>of</strong> familiarity with
knowledge management,
justification <strong>of</strong> usefulness <strong>of</strong>
knowledge management for <strong>the</strong>
organization
Cultural bedding
Project management training
Scientific training <strong>of</strong> knowledge
management concepts
Table 3: a sample <strong>of</strong> recommended measures, considering risk-responding strategies (concluded
from <strong>the</strong> main list)
In <strong>the</strong> risks causes column, risks are arranged according to <strong>the</strong>ir priority number. In risk-responding
column, we decide to react against <strong>the</strong> risk considering <strong>the</strong> opinions <strong>of</strong> project supporters and <strong>the</strong>
organization superior management. These strategies have been concluded from PMBOK, and have
been allocated to any risk by <strong>the</strong> management. Also, in <strong>the</strong> recommended measure column some
measures are defined by <strong>the</strong> knowledge management project team, considering <strong>the</strong> risk priority
number and risk-responding strategy. However, we shall not be misled by RPN, and we shall not pay
extra attention to those risks which do not influence <strong>the</strong> project goals. In order to prevent this mistake,
we should consider <strong>the</strong> following two issues:
Giving priority to <strong>the</strong> risks with severities equal to or larger than 9, and studying and evaluating
<strong>the</strong>se risks in order to prevent <strong>the</strong>m
Considering and paying attention to <strong>the</strong> risks with both high severity and high occurrence
probability while deciding on <strong>the</strong> recommended measures
Choosing and deciding on <strong>the</strong> best recommended measure, which can prevent risk with <strong>the</strong> least
expense and minimize its consequences, are completely depended on how <strong>the</strong> team evaluates and
interprets <strong>the</strong> findings resulted from <strong>the</strong> evaluation matrix.
D- Change demand:
Considering <strong>the</strong> defined recommended measure, some important and critical changes may take place
beyond <strong>the</strong> responsibilities and tasks <strong>of</strong> <strong>the</strong> project team members, including cancellation <strong>of</strong> contract
with <strong>the</strong> consultant, increasing <strong>the</strong> approved budget and increasing <strong>the</strong> project time. In this stage,
after taking <strong>the</strong> measures, we shall compute <strong>the</strong> new risk priority number (RPN), and compare it with
<strong>the</strong> previous RPN. The following graph is Pareto graph <strong>of</strong> <strong>the</strong> project management risks which are
included in <strong>the</strong> graph according <strong>the</strong> risk importance.
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