我在许多帖子和评论中提到了解决方法。对于许多PMP抱负者来说，这是一个新概念。他们中的一些要求我写一篇解释的文章。
今天，我们将详细介绍：
- What is a workaround?
- What plan do we use for workarounds?
- 您将用于解决方案？
- In which process do you manage workarounds?
解决方法
解决方法s are responses to unidentifiedrisksor passively accepted risks.
简而言之，如果发生任何不明的风险，您将通过解决方法进行管理。如果您没有计划的任何确定的风险，您还将使用解决方法来管理它们。
项目环境是动态的，即使是经验丰富的项目经理也无法确定所有风险。解决方法很常见。
您将使用哪个计划来管理解决方法？
You may wonder which plan to use for workarounds; more specifically, do you use a contingency or fallback plan?
Contingency plans and fallback plans开发用于管理已确定的风险，但解决方法是对身份不明的风险的回应。
一旦发生了身份不明的风险，您将与您的团队成员进行讨论，并提出解决情况并最大程度地减少影响的计划。
您将用于解决方案？
You have two risk reserves in project management:应急储备和管理储备。
The contingency reserve is for identified risks, and the management reserves are for unidentified risks. Since workarounds are a response to unidentified risks, you will use them.
您在哪个过程中进行解决方法？
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s are responses to unidentified risks. 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.
您如何管理项目中的解决方法？请在评论部分分享您的经验。
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?
任何人都可以解释以下问题的计算，
您正在尝试确定是否在工厂对500个地面雷达单元进行100％的最终系统测试。历史雷达场失败率为4％；在工厂中测试每个单位的费用为10,000美元；工厂测试后，每个通过单位重新组装的成本为2,000美元；工厂测试后，维修和重新组装每个失败单位的成本为23,000美元；而且，维修和重新安装该现场的每个单元的费用为35万美元。使用决策树分析，如果您决定进行这些测试，则期望值是多少？
A。550万美元
b。596万美元
c. $6.42 million
d。$7 million
Can please anybody guide which answer is correct for the following question? The answer says Expeditor but I doubt with the content of the taks, it looks like coordinator is more appropriate than expeditor.
您在项目中的作用包括帮助解决问题；就优先事项提出建议；
加速活动以满足目标时间表；促进项目团队成员之间的沟通；并帮助管理层定期监视项目的进度。从事您项目的大多数人都是科学家或技术专家。您正在工作以下哪种组织结构？
A。专案组
b。平衡矩阵
c. Project expeditor
d。项目协调员
Please read following blog post:
//www.vhgallery.com/2015/11/project-expediter-vs-project-coordinator/
所描述的任何任务都没有涉及或暗示有权做出决定，而是主要是“帮助”或“提出建议”。这是项目巡回赛的描述
1. Where do workarounds will be recorded for immediate or later action?
2.在PDCA周期中，“做”，“检查”和“ ACT”属于哪个过程组？
1）立即
2）do->执行，检查 - > M＆C，ACT->执行
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,
风险标识是一个连续的过程。您将继续识别直到项目结束。一旦找到风险，您将有资格并按照风险管理计划中定义的适当行动。您可以创建响应或保存在监视列表中。
我们需要提出更改请求并批准解决方法吗？还是我们可以进行解决方法然后记录下来？
如果发生任何未确定的风险，第一步是对其进行管理。如果仅涉及成本，则可以使用管理研究员。但是，如果它也影响时间表，您可以提出更改请求。
Hi,
这是丽塔书中的一个问题。我对此感到困惑。你能清除吗？
当发现先前未知的风险时，系统开发项目即将结束。这可能会影响该项目的整体交付能力。接下来应该做什么？
A.提醒项目发起人对成本，范围或时间表的潜在影响
B.符合风险
C.通过制定风险响应计划来减轻风险
D.开发解决方法
我认为答案是D，因为这是一个身份不明的风险，但答案是b。
Is there a need to Qualify the unidentified Risks before developing a Workaround ??
@ Pavan：有资格的风险手段，我们可能应该在开发和实施解决方法之前先分析其对项目目标的潜在影响？
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。
This risk is not occurred yet, so you still follow the same process. Remember, identification is an iterative process? Its just the terminology. Any risk identified at any stage will be unidentified. I don’t think you will develop a work around for this.
Hello Fahad,
为什么对您的书162的回答 - PMI-RMP问题库，选择选项A而不是最正确的选项C？当然，所有在计划风险响应和控制风险期间都确定了所有确定的风险
I have replied to your email.
Logically based on PMBOK guide, workarounds should use management reserve if unidentified or passively accepted risks occur because there is no any money or time for them allocated in the contingency reserve. But in my opinion, use of management reserve for workarounds might be different story when contract clauses for unforeseen risks direct the change order or variation order from the client, which means the duration and costs affected by those workarounds can be compensated and incorporated into the total contract amounts and duration of the execution of the work. So in my opinion, practically the project manager should use contingency reserve temporarily to implement workarounds upon consultation with contact, client and management or insurance company in case that contract does not specifically covers but insurance does unforeseen events like force majeure, and should make revision to schedule and budget upon compensation from the client or insurance with returning temporarily used resources to contingency reserve. Management reserve, upon approval of management, might be used for workarounds in the project internally performed by an organization or externally performed for the other organization in the circumstance of neither contract nor insurance covered for unforeseen unidentified risks. Frankly speaking, application of management reserve in risk management is not clear to me when I read PMBOK guide.
说公园。
Thank you Fahad. I passed PMP Exam today with 4Ps and 1MP. Your blog is excellent and helpful for my preparation.
亲爱的法哈德，
我有一个清晰的认识方法从你的博客。
Thanks
You are welcome Aamir.
Fahad, thank you for your excellent blogs. Every single one of them are useful and well articulated. Thank you!!
不客气，弗雷德。
感谢您的解释，实际上，这些程序现在已经很明确了，只有我有一些疑问，例如我们在后备计划后会做的事情也失败了，我们是否可以被动地接受剩余风险，以及这种被动接受的结果是什么？我们将如何处理它？
如果是被动接受，您将进行解决方法。
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.
感谢法哈德的这篇文章。
@Muhammad Uzair: I think wat you said is right and it is the some think as Fahad second point of work aroud implementation case: “… for which prior response … was not effective” in your comment is is equal for me to “It also covers the response to risks that you have identified but did not make a plan to manage or accepted passively” from Fahad article.
谢谢易卜拉欣。
I guess we have three types of risks over here:
1. Risk that was not identified at all
2. Risk that was identified, but accepted passively (means you do nothing when it happens)
3.已确定的风险，开发了响应（或响应），在发生风险时实现了响应，但响应不是“有效的”（响应无效）。
我是对的法哈德和易卜拉欣吗？
Yes, you are right Uzair.
thank you Fahad. Simple and to the point!
感谢Jayakrishnan。
出色的解释法哈德
您解释事物的方式仅仅是这个世界。在这里，我完全同意解释解决方法的方式。
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.
你做得很好。
Thanks Sarika for you comment, and congratulations for passing the PMP exam.
PMBOmanbet最新版K指南词汇表将其描述为：“对发生的威胁的求助，尚未计划或没有有效的响应”。
“……对于先前的响应没有计划的蜜蜂”确实指的是身份不明的风险。但是，如果我们调查第二部分，即“……对于先前的响应……无效”，那么它并不指未识别的风险。我认为这一点需要在帖子中进行调整。
Jazakallah提供信息丰富的帖子！
你好乌扎尔，
根据我的理解，通常为任何已确定的风险创建后备计划（如果应急计划失败）。但是，如果后备计划也会失败或无效，或者出现了一些您没有想到的事情，您将进行解决方法。
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.
法哈德先生，这是关于工作的真实：
处理是对以下方式的计划外回应：
A risk in which no contingency plan exists (Identified risk with Passive acceptance strategy).
A risk whose contingency plan and fall back plan had failed (Identified risk with active acceptance strategy).
风险s 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… ).
第一次出现的身份不明风险：（身份不明的风险）
As per my understanding, yes.