Gerenciamento de Problemas, Riscos e Mudanças em Projetos

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Written or Oral Questions
Explain how issues, risks and changes are managed during the execution of a project.
When managing issues, risks and changes in both organisational activities or project planning and development, it is important that the organisation or project team have a procedure or any other statement which guides workforce or project team on how to proceed in these situations. Having the procedure stated prevents the organisation or project from suffering the consequences of a bad management or mistakes.
Issues are likely to impact procedures, performances and also the relationship between workers. For this reason, it must be managed as soon as possible in order to reduce or eliminate the impact and consequences of it. A general way to manage issues is to report and document is as soon as it is identified and, after receiving the report, the responsible personnel should start evaluating the issue, its nature and what alternatives could be applied to manage it. Once decided the activity, it should be documented and recorded. Personnel who might be affected by the issue and its management activities should be informed and guided on how to proceed, if there is the need of changes in performances or activities. 
	When managing risk, the first step that needs to be taken is to carry out a deep evaluation of the workplace premises and activities in an attempt to identify hazard and risks. Once identified, the risks are assessed in terms of the likelihood and consequences to be prioritised. After establishing the priorities of the risks, the risk management actions that would be applied for each risk are decided, including the resources that are required and the allocation of the personnel responsible for applying the activities. All the points mentioned should be documented and a Risk Management Plan should be designed so the workforce or project team is able to access it at any time to reinforce information or to use as a guide when applying the risk management activities. It is important that this plan is periodically monitored and reviewed to ensure activities are up to date and still effective to the organisational or project status.
	Another thing the organisation or project team must pay attention is to the management of changes. During the development of activities or the implementation of a project, variances can be found and things might not occurs according to what was planned, for this reason, it is fundamental that these variances are identified and that the organisation/project team implement its changes to the original plan to ensure the activities undertaken are still adequate to the achievement of the established objectives and goals. Any change identified or required must be reported and the project team or the personnel within the organisation responsible for monitoring and review activities should analyse it to check the impact of the changes and what is the smoothest manner to implement it without impacting or affecting operational activities, respecting legal requirements, strategic and operational plan and stated goals and objectives. Once the changes are applied and the documentation concerned to it is updated, the organisation or project team must ensure all team members are informed about it and that they are provided with trainings or any other activity required to prepare them to perform according to the change’s requirements.
How would you allocate project finalisation activities and how would you determine if the allocation was effective?
When allocating project finalisation activities, I would think about the roles and responsibilities of each team member as individuals and the roles and responsibilities of their teams. This information would be used to allocate each individual properly on the different project finalisation activities according to what they have developed and how they have contributed to the project development. 
However, before allocating workers to the project finalisation activities, I would evaluate what are the activities required for the finalisation of that project, this would be listed to ensure all actions are taken in the closure phase.
Personnel would be communicated about their roles and responsibilities when finalising the project and timeframes would be established to ensure the activities are developed and delivered on the adequate time. 
To each activity, team and team member, key performance indicators and objectives would be established. This metrics would be the way used to allow the project team to measure the effectiveness of the allocation of the project finalisation activities. Once it is not achieved in the adequate time, the project manager would be responsible for the identification of the reasons causing it and for managing the allocations or providing the required support to ensure it is effective and the project successfully concluded.
What procedure would you use for project handover to the client and how would you determine if the handover was smooth?
The procedure I would use for a project handover would start with preparing project documentation, ensuring it contains all relevant information about the project, including the planning, development, implementation and closure phases. When preparing the documentation, I would evaluate the information and documentation to ensure it is an accurate and real representation of the project content. 
The second step I would take would be check stakeholder’s requirements to identify what they need and expect from the information provided to them and from the handover process. I would list it and check whether all the requirements were reached before handing it to the stakeholders. After that and with all information prepared, the handover would be done.
Once it is done, I would measure the effectiveness and quality of the handover. To measure it, I would ask feedback from stakeholders trying to identify whether their expectations and needs were achieved or not. I would seek also recommendations for improvements and would use this feedback to improve further handovers. Also, I would be prepared, and would ensure my project team is also prepared, to provide support to the stakeholders during and after the handover. 
How would you identify the key lessons learned from your project and the aspect that had the most impact (positive or negative) on the project?
The key lessons learned and the aspects of most impact, both positive and negative, on the project would be identified through the evaluation of the project. The project would be monitored duringall phases, however, at the closure phase, the project team would be required to undertake a deep evaluation of the project, which would require them to analyse all information regarding the project, all documentation, results, reports and any other document originated during the project. From this analysis, the project team is expected to be able to identify areas, actions, techniques and other aspects of the project that could be: applied in future similar project, improved before being applied to future project or eliminated in future project. From this analysis, the results would be documented and recorded as part of the project finalisation documents in order to allow other project teams to access it and use this information in their project planning phase.
A. After the project has been completed, what steps would you take to carry out a full review and evaluation of project outcomes?
B. How would you get feedback from all team members involved in the project and present your findings?
C. How would you incorporate suggestions about how the team can improve in the future?
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