I have mentioned workarounds in many posts and comments. For many PMP aspirants, this was a new concept. A few of them requested that I write a post explaining it.
Today, we will be going into detail about:
- 什么是解决方法？
- 我们用于解决方案的计划？
- Which reserve will you use for workarounds?
- In which process do you manage workarounds?
解决方法
解决方法s are responses to unidentifiedrisks或被动接受的风险。
Put simply, if any unidentified risk occurs, you will manage it through a workaround. If you have any identified risks you did not plan for, you will also use a workaround to manage them.
The project environment is dynamic, and even an experienced project manager cannot identify all risks. Workarounds are common.
Which Plan Will You Use to Manage a Workaround?
您可能想知道要用于解决方案的计划；更具体地说，您是否使用意外事件或后备计划？
应急计划和后备计划are developed to manage identified risks, but workarounds are a response to unidentified risks.
一旦一位身份不明的风险发生时,你将讨论it with your team members and come up with a plan to contain the situation and minimize the impact.
Which reserve will you use for workarounds?
您在项目管理方面有两个风险储备：contingency reserve and management reserve.
应急储备是针对已确定的风险，管理储备是针对身份不明的风险。由于解决方法是对身份不明的风险的回应，因此您将使用它们。
In which process do you carry out a workaround?
如所讨论的，解决方法是对身份不明的风险的反应，并涉及控制它们。因此，您在控制风险过程中进行解决方法。实施解决方法可能会导致更改请求。
Summary
解决方法是对未知的风险的反应。Once any unidentified risk occurs, you will develop a plan and try to manage it. There is no pre-existing plan for workarounds, and you use the management reserve.
How do you manage workarounds in your project? Please share your experiences in the comments section.
Work Arounds: saw this in a question when using a practice test for the PMP-RMP exam. Couldn’t find it referenced in any book I have. Is it found in PMBOK? If so, where?
Can anybody please explain calculation of the following question,
You are trying to determine whether or not to conduct 100% final system tests of 500 ground-based radar units at the factory. The historical radar field failure rate is 4%; the cost to test each unit in the factory is $10,000; the cost to reassemble each passed unit after the factory test is $2,000; the cost to repair and reassemble each failed unit after factory test is $23,000; and the cost to repair and reinstall each failed unit in the field is $350,000. Using decision tree analysis, what is the expected value if you decide to conduct these tests?
a. $5.5 million
b. $5.96 million
C。642万美元
d。700万美元
可以取悦任何人指南哪种答案是正确的，以下问题是正确的吗？答案说加速器，但我怀疑Taks的内容，看起来协调员比Expeditor更合适。
Your role in the project includes helping to resolve problems; making recommendations regarding priorities;
accelerating activities to meet the target schedule; promoting communications among project team members; and helping management monitor the project’s progress on a regular basis. Most of the people working on your project are scientists or technical experts. You are working in which of the following types of organizational structures?
a. Task force
b. Balanced matrix
C。Project Expeditor
d。项目协调员
请阅读以下博客文章：
//www.vhgallery.com/2015/11/project-expediter-vs-project-coordinator/
None of the tasks described involve or imply having authority to make decisions, but mainly “helping” or “making recommendations”. This is the description of a project expeditor
1.立即或以后的行动将在哪里记录解决方法？
2. In PDCA cycle “DO” , “CHECK” and “ACT” belongs to what process groups?
1) Immediately
2) Do->Executing, Check->M&C, ACT->Executing
During the execution of a project , a risk is identified by a team member which is not in the risk register. What steps will you take to manage the risk?
Hello Emma,
The risk identification is a continuous process. You will keep identifying until the project ends. Once you find a risk, you will qualify and take appropriate action as defined in the risk management plan. You can create a response or keep in the watchlist.
do we need to make change request and approve for Workaround ? or we can do the workaround and then Document it ?
If any un identified risk occurs, the first step is to manage it. If it involes only cost, you can use the management reserver. However, if it affects schedule as well, you can raise the change request.
你好，
This is a question from RITA book . I have a confusion in this . Can you please clear ??
A System development project is near project closing when a previously unidentified risk is discovered . This could potentially affect the project’s overall ability to deliver . What should be done NEXT ??
A. Alert the Project Sponsor of potential impacts to cost, scope or schedule
B. Qualify the Risk
C. Mitigate the Risk by developing a Risk Response Plan
D. Develop a Workaround
I thought the Answer is D since this is an unidentified Risk , but the answer is B .
Is there a need to Qualify the unidentified Risks before developing a Workaround ??
@ Pavan :Qualify the risk means, may be we should analyse its potential impact to project objectives first before developing and implementing a workaround?
您将通过解决方法进行管理，但是在此之前，您将资格并创建响应。
此风险尚未发生，因此您仍然遵循相同的过程。还记得识别是一个迭代过程吗？它只是术语。在任何阶段确定的任何风险都将不明身份。我认为您不会为此开发工作。
Hello Fahad,
Why does response to question 162 of your book – PMI-RMP Question Bank, choose option A instead og the option C which would seem most correct? Ofcourse all identified risk during the plan risk response and during control risk will be recorded, but workarounds are created when the scenario is question 162 occurs
我已经回复了您的电子邮件。
从逻辑上讲，根据PMBOK指南，如果发manbet最新版生不明身份或被动接受的风险，解决方案应使用管理储备，因为在应急储备中没有任何金钱或时间。但是我认为，当合同条款无法预料的风险指导客户的变更命令或变化订单时，将管理储备用于解决方法可能会有所不同，这意味着可以补偿受这些解决方法影响的持续时间和成本，并将其纳入总计中。工作执行的合同金额和持续时间。因此，我认为，实际上，项目经理应在与联系，客户和管理层或保险公司协商时暂时使用应急保留措施，以防合同不具体覆盖，但保险确实是不可预见的事件，例如Maveure，并应修订以修订以进行修订在客户或保险的赔偿后安排和预算，并以返回的临时资源为应急储备。新万博登录手机版在管理层批准后，管理储备可用于在组织内部执行的项目中，或在既不涵盖未预见的未知风险的合同，也没有保险的情况下为另一个组织执行的外部执行。坦率地说，当我阅读PMBOK指南时，我不清楚管理储备在风险管理中的应用。manbet最新版
Well said Park.
Thank you Fahad. I passed PMP Exam today with 4Ps and 1MP. Your blog is excellent and helpful for my preparation.
Dear Fahad,
I got a clear idea about Workaround from your blog.
Thanks
不客气阿米尔。
Fahad, thank you for your excellent blogs. Every single one of them are useful and well articulated. Thank you!!
You are welcome Fred.
Thanks for your explanation , in fact the procedures are now clear , only i have some doubts like what we will do after fallback plan is fail also , shall we accepted the residual risks passively , and what is the result of this passive acceptance ? And what we will do to deal with it ?
If it is passive acceptance, you will go for workaround.
As i know , workaround will manage unidentified risks only , but here there is a remaining risk after fallback plan fail , so what should we do ?
If it is passively accepted, you will go for workaround.
Thanks Fahad for this great article.
@muhammad Uzair：我认为您说的是正确的，这是Fahad的第二个工作点aroud实施案例：“……对您的评论中的先前回复……无效”对我来说是相同的涵盖对您已经确定的风险的反应，但没有制定计划从法哈德文章中进行被动管理或被被动地接受。
Thanks Ibrahim.
I guess we have three types of risks over here:
1.根本没有发现的风险
2.被识别的风险，但被动地接受（意味着您在发生时什么都不做）
3. Risk that was identified, a response (or responses) were developed, response was implemented when the risk occured, but the response was not ‘effective’ (response didn’t work).
Am I right Fahad and Ibrahim?
Yes, you are right Uzair.
thank you Fahad. Simple and to the point!
Thanks Jayakrishnan.
Excellent explanation fahad
your way of explaining things is just out of this world. Here I completely agree with the way workaround is explained.
BY the way I Just passed my pmp exam on March 24th. And I had been a regular visitor on ur site and will keep coming.
You are doing a wonderful job.
Thanks Sarika for you comment, and congratulations for passing the PMP exam.
The PMBOK Guide glossary describes it as: “A resposne to a threat that has occured, for which prior response had not been planned or was not effective”.
“… for which prior resonse had not bee planned” does refer to unidentified risks. But if we look into the second part i.e. “… for which prior response … was not effective” then it doesn’t refer to unidentified risk. I think this point needs to be adjusted in the post.
Jazakallah for the informative post!
Hello Uzair,
As per my understanding, usually fallback plan is created for any identified risk (if the contingency plan fails). However, if the fallback plan also fails, or not effective, or something come up which you did not think earlier, you will go for the workaround.
contingency and fallback plans concern only identified and accepted risks, isn’t it? Normally, Other risk types must have their responses and related budget to execute it.
Mr Fahad, Is this true about work around:
work around is an unplanned response to :
不存在应急计划的风险（通过被动接受策略确定了风险）。
一种风险，其应急计划和退缩计划失败了（通过主动接受策略确定了风险）。
Risks whose strategies taken and performed was not so effective (Identified risk with a planned strategy to be performed such as: Insurance, bonds, Safety wears to buy… ).
An unidentified risk that comes for the first time: (Unidentified risks)
As per my understanding, yes.