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There are three typical coping strategies for the negative risks (threats) of risk related contract agreements: avoidance, transfer and mitigation. There are three typical coping strategies for positive risks (threats): development, sharing and strengthening. 12.7 risk monitoring during the whole life cycle of the project, monitor residual risks, identify new risks, implement risk reduction plans, and evaluate the effectiveness of these works.

technology quantitative risk analysis and modeling technology new risk record 12.6 risk response plan preparation and development develop some procedures and technical means to improve the chances of achieving project objectives and reduce the threat of risks to achieving project objectives. Input tools and technology export insurance management plan; Risk record coping strategies for negative risks (threats) coping strategies for positive risks (threats)

rk performance information approved change request risk assessment risk audit and regular risk review difference and trend analysis technical performance assessment reserved management suggestions corrective measures change request risk record (update) organizational process assets (update) 12.8 main risk tracking Chapter XIII project procurement management project procurement management process includes:

Prepare contracts, record project requirements for products and services, and find potential suppliers. Solicit bids to obtain appropriate information, quotations, bids, offers or proposals. Supplier selection, review all offers, select suppliers and negotiate the final contract with them. Contract management, management of contracts and sales relations; Review and record the supplier's performance, and establish necessary corrective actions, which will be used as a reference for selecting suppliers in the future

Input tools and technology output procurement management plan statement of work (SOW) project management plan self made / outsourcing decision standard form expert judgment procurement document evaluation standard statement of work (update) 13.4 bidding input tools and technology output procurement document organization process asset bidder meeting advertisement qualified seller list procurement document package proposal

Universality, availability and economy of products. 13.2 procurement plan preparation procurement plan preparation is the process of determining which products and services purchased from outside the project organization can best meet the project needs. Input tools and technology output project charter project scope specification project management plan work breakdown structure and dictionary

Contract closure, contract performance and liquidation, including decisions on some outstanding projects. During the life cycle of a contract, the buyer is first regarded as a bidder, then the selected supplier, and finally the contracted supplier. 13.1 definition of project procurement and contract management: procurement is a complete procurement process for obtaining products and services from outside the project.

Balance of the second main content of Portfolio ② Improve organizational project management ability 19.6 characteristics of large and complex project management for large and complex projects: long project cycle, large project scale, complex project team composition, and daily responsibilities of large project managers are more concentrated on management responsibilities. 1. Planning process of large-scale and complex projects, project planning tools and methods, complex project characteristics and scope (WBS) according to project organization structure

projects in the organization and allocates resources to projects within the organization to ensure the resource allocation of high priority projects. 19.3 project selection and prioritization: an important process of implementing project portfolio management: project selection and prioritization structured project selection and prioritization methods: 1) decision table technology 2) financial analysis 3)

(from four aspects of scope, quality, time and cost) 2) there are three important factors in the control process of the project: ① project performance tracking; ② external change request; change process: submitting application, evaluating change, implementing change and verifying change; ③ change control. The CCB is the management organization of change control of the project. Chapter 20 overview of strategic management

For large and complex projects, milestone setting is very important. The critical path determines the shortest duration to effectively control the project progress. Pert estimates and evaluates the implementation risk cost of the project schedule objectives. The resource plan allocates the resources required by the project activities. The quality quality plan formulates the product standards and process standards of the project. 2. Implementation and control process of large and complex projects

Enterprise strategy is an overall plan for the long-term survival and continuous development of enterprises in the face of fierce changes and severe challenges. Characteristics of enterprise strategy: Overall, long-term, resistance and programmatic. The characteristics of enterprise strategic decision-making: 1) the decision-making is complex, it is difficult to grasp the structure, and there is no precedent to follow; 2) Sudden and unpredictable

② Value chain analysis is an analytical tool that divides the complete business activities of an enterprise into independent economic activities and studies what and how these activities are combined. ③ Structural analysis: Five Forces Model 20.4 enterprise strategy implementation working method of formulating enterprise strategic plan: 1) top-down method 2) bottom-up method 3) top-down combination method 4)

Macro trend analysis of external analysis of strategic analysis: ① PEST analysis (refers to macro environment analysis), P: Politics e: economy s: social and cultural education t: Technology ② SCP analysis (market structure, market behavior and market performance within the industry) industry analysis of external analysis of strategic analysis (the key to the external environment of the enterprise is the industrial environment)

Purpose of the organization 2. Formulation policy 3. Long term objectives and short term objectives long term objectives can be divided into the following categories: profitability; Service for customers; The needs and benefits of employees; Social responsibility 20.3 strategy formulation strategy formulation is to put forward medium and long-term development ideas and plans in the future on the basis of comprehensive analysis of the internal and external environment of the enterprise.

Risk records self-made / purchased analysis experts judge the contract type purchase management plan statement of work (SOW) self-made / purchased decision project management plan (update) three types of contracts classified by cost payment method: fixed total price contract, cost compensation contract, labor hour and material contract. 13.3 the contract is prepared to ensure the effectiveness of the procurement plan, timely and high-quality access to external products and service resources

The critical path determines the shortest duration to effectively control the project progress. Pert estimates and evaluates the implementation risk cost of the project schedule objectives. The resource plan allocates the resources required by the project activities. The quality quality plan formulates the product standards and process standards of the project. 2. Implementation and control process of large and complex projects

1. Strategy and organizational structure 1) the relationship between strategy and organizational structure ① the basic concept of organizational structure ② Chandler principle ③ the leading nature of strategy and the lagging nature of organizational structure 2) the basic principle of organizational strategy adjustment refers to the adaptation cycle as the basic principle of organizational strategy adjustment. Key factors: pioneering issues, engineering technology issues, administrative management issues

Macro trend analysis of external analysis of strategic analysis: ① PEST analysis (refers to macro environment analysis), P: Politics e: economy s: social and cultural education t: Technology ② SCP analysis (market structure, market behavior and market performance within the industry) industry analysis of external analysis of strategic analysis (the key to the external environment of the enterprise is the industrial environment)