Page 47 - ipma italy journal_vol 1_02.2015
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IPMA ITALY Journal of Applied Project Management
Volume 1 no. 2 (July 2015)
activities impacts on the credibility of The nature of the risks is mainly
the Company in the market, the loss connected to the technical issues, to
of opportunity to develop business in the dissemination of the activities and
the long term. In particular this last risk results and to the final exploitation of
is the most important and determines the obtained outcomes. The
the biggest failure of the research dissemination is a wide argument and
and of the projects. In order to force involves the strategy of the partners,
the companies to complete in due the impacts on the market, the
time the activities, the EC established competition environment. The
tight rules and introduced penalties: knowledge of the market
as an example the EC transfers on the environment and the tight monitoring
coordinator’s bank account the of the partners, especially the
budget to distribute the partner and research entities, is an obliged task of
requires that should be transferred the project manager. Last, but not
within 45 days; in case of failure the least, the exploitation of results: each
EC is authorized to apply punitive Company starts the EC project with
sanctions to the Coordinator the scope of contributing to internal
impacting both on the project and on research and developing a product
the Partners. Moreover each partner or a part of it, remaining on the
can denounce the coordinator to EC market. If the project fails the
for the missing transferring. technical aims and/or demonstrates
In this view it’s clear that the risk the non-feasibility of the predicted
management is a crucial issue that activities without recovery actions or
cannot be neglected. At the missing the schedule identified at the
beginning of the project all the risks beginning, the impact on the long
and the relative recovery actions term Company reduction of
should be identified and ranked by innovative products and business
the project manager and the development should be considered.
monitoring of the occurrence It is a precise mandate of the Project
probability must be constantly Manager to assure the completion of
checked (figure 6). the activities within the due time in
the allocated budget against all odds
Risk Evolution High Severity exposed before!
level threshold
4. Conclusions
Risks Evolution 35,0% [RSK-MGNT-P-001]
30,0% EC projects in an industrial
25,0% [RSK-MGNT-P-002] environment are very often
20,0% [RSK-MGNT-P-003] underestimated in their complexity,
15,0% [RSK-MGNT-S-001] risks and opportunities: the complexity
10,0% [RSK-MGNT-S-002] concerns mainly the management of
5,0% [RSK-MGNT-S-003] the rules of the Companies and of the
0,0% [RSK-MGNT-S-004] EC that requires specific
[RSK-MGNT-F-001] competences, no matter of the size of
T0 T0+15 T0+20 T0+24 T0+30 [RSK-MGNT-C-001]
Project TimeFrame 46
Medium Severity
level Threshold
Figure 6
