Thanks for this question. When we are managing a program, there are risks that originate from the lower-level program components which might affect the overall program, so we need to escalate them. There are also risks that come from the strategic level that could affect our program and we need to be aware of these as well. But most of the risks arise from within the program itself (we might say they are "at the program level"), for example uncertainties about program resourcing, or prioritisation of program components, or changes in overall program scope, etc.When we manage program risk, we need to be aware of risks from all three directions: coming up from the program components, coming down from strategic level, and arising from within the program itself. I hope this clarifies - thanks again for the question.
Really very well explained, thanks a lot 🙏🙏
Thanks Ajay. You'll find a longer presentation on "Managing risk in programmes" here: ruclips.net/video/FAaG5hUiobE/видео.html
Thank you, Dr, David Hillson, I like the program very much.
One question: what does it mean "identity at the program level?"
Thanks for this question. When we are managing a program, there are risks that originate from the lower-level program components which might affect the overall program, so we need to escalate them. There are also risks that come from the strategic level that could affect our program and we need to be aware of these as well.
But most of the risks arise from within the program itself (we might say they are "at the program level"), for example uncertainties about program resourcing, or prioritisation of program components, or changes in overall program scope, etc.When we manage program risk, we need to be aware of risks from all three directions: coming up from the program components, coming down from strategic level, and arising from within the program itself.
I hope this clarifies - thanks again for the question.
Thanks
Welcome