Audiovisual Project Management

Understanding the details of a complete implementation requires deep levels of analysis beyond what the day to day allows most audiovisual companies to do. The methodology to be used should be the one that best suits each type of project. “The devil is in the details”, experience in similar projects is a plus that helps to succeed, but it is not the only differentiating factor.

Risk analysis

The risk management plan (R.M.P) is used to identify potential risks that may somehow affect the objectives of a project. Risks can occur at any time and at any stage, associated with a task, a person or an external element to the project. Any risk that occurs later has a greater direct impact than if it occurs in the beginning.

PGR helps to minimize the impact of a risk or to avoid it completely, it also determines the actions to be taken to minimize the impact.

The risk assessment plan before a project is key to its success.

Following the ISO3100 methodology, there are the following phases;

  • Plan. Identification sets the context, simulates execution scenarios to identify key vulnerabilities and assess the impact of that particular risk, and its subsequent decision making.
  • Do. Analysis, execution of business processes in the project.
  • Review. Evaluation. Evaluate and calibrate the project and the specific process detected.
  • Action. The treatment, based on the previous stages, adapt and manage the risks, readjusting the plan if necessary.
  • Follow-up and audit of discussions and mitigation of project risks.

In a project, the risk manager, usually the Project manager, is responsible for making a global risk assessment that identifies, reviews and analyzes the risks, and evaluates them with the team and stakeholders, assigning importance and priority.

Working and communicating the progress of the most serious risks is essential, and in this endeavor, the client is directly involved so that he has a clear record of the threats and plans that exist.

It is important to determine realistic completion dates and to work to meet the dates, as well as proactively carry out the following actions:

  • Mitigate risks at the appropriate level (ie, project, team, sub-team) and times.
  • Communicate, to keep key actors informed about the current risk status.
  • Documenting the history and mitigation of the expected real risk. This documentation serves as a key element for analyzing the main cause, learning, metrics and risk analysis. It is also the best way not to stumble twice on the same stone.

In case of high impact, of imminent risks, a quick decision is necessary to turn the situation, as determined by the risk manager.

Tasks to be performed:

  • Maintain the Risk Management Plan according to the management procedures.
  • Generate risk reports, including trends and metrics analysis, for risk meetings and ad-hoc requests.
  • Clarify, consolidate and document risks.
  • Maintain and control the data in the risk register.
  • Monitor the state of risk mitigation.
  • Communicate the situation of each risk to the owners.
  • Escalation of the communication if the deadlines for mitigation action are not met.
  • Execute the risk closure process.

Risk owner

The risk owner is the person to whom the risk management team (R.M.T) assigns responsibility for mitigating risk. This assignment is based on the type of risk and is given to a team member who is prepared to mitigate that risk.

The client, or promoter of the project; directors and/or managers; may also need to be aligned with a particular risk to ensure adequate support. This happens very often in projects with Change Management requirements, which affects personnel in the use of new tools or technologies.

Risk identification

Identify the risks that may affect the outcome of the project, document them in the project risk register, assign each risk to an owner, providing status and responsibility.

Risk analysis

Update the Risk Registry with the prioritization of projects and the categorization of the risks derived from the detailed analysis, in addition to a general probabilistic evaluation of the project, the achievement of its cost, time and quality objectives.

The level of risk is determined by the impact:

Risk Response Planning

Realizar revisiones para desarrollar estrategias que mitiguen los riesgos.

Actualizar el Registro de Riesgos con la propuesta para cada evento de riesgo y un Plan de Gestión de Proyectos actualizado.

Risk Supervisión and Control

Supervision and Control of Risks for the identification, analysis, and planning of newly identified risks, to monitor the previously identified risks, and the re-evaluation of the existing ones to verify if the planned response strategies are effective.

Risk Tracking

  • Revisions scheduled according to the project plan.
  • Risk controls
  • Validate risk mitigation strategies and alternatives.
  • Establish communications, as appropriate.

Risk escalation procedures

The RMT will scale only those risks that significantly impact the project objectives, budget, temporary programming, management change, technical performance and project business performance. In addition, the RMT will scale the risks that require the involvement of cross-organizations (third parties), that are controversial, or that require the participation and/or decisions of the senior management.

RMT Meetings

RMT meetings are held and directed by the risk manager.

The meeting attendees will be the members of the operational project team, old and new risks will be discussed.

The risk creators must present the new risk and provide the necessary details. Risk managers provide updates for all other risks.

Feedback and information Processes

The RMT provides reports and feedback as part of the risk management process. After the RMT meets, the results of the meetings are notified to the risk originators and those responsible for the risks (i.e. the status of the new risks presented, new risk assignments and the risks approved at closing) through the minutes of the sitting of the Meeting of risk management.

Asier Anitua Valluerca

Asier Anitua Valluerca

Gerente Desarrollo de Negocio

Telefónica Servicios Audiovisuales