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.
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？
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。
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.
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,
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. $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。
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；
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/
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.立即或以后的行动将在哪里记录解决方法？
2.在PDCA周期中，“做”，“检查”和“ ACT”属于哪个过程组？
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,
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？
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 ??
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. Qualify the Risk
C. Mitigate the Risk by developing a Risk Response Plan
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。
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
I have replied to your email.
逻辑上基于项目管理知识体系指南,工作区manbet最新版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.
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!!
不客气，弗雷德。
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 ?
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：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. Risk that was not identified at all
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.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）。
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.
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”。
“… 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：
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）。
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… ).
An unidentified risk that comes for the first time: (Unidentified risks)
As per my understanding, yes.