In the midst of a critical project, the company is in the process of being acquired. How will risk be managed in such a situation? Any broad guidelines.
Vishwanath ThanalapattiSenior Project Manager| Infosys CanadaVancouver, British Columbia, Canada
We were in a discussion couple of days ago on how to manage risk in project management. Risk in itself is uncertainity and probability of occurence is a statistical measure.
So when it is certain that a company is being acquired, how will the projects of the 'acquired' company manage risk owing to acquisition.
Will be happy to get some ideas here. Saving Changes...
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Walter PilimonCEO| Web Dev Experts SRLBuenos Aires, Buenos Aires, Argentina
It depends on what the acquisition involves. If we consider that projects should be aligned with the company's overall portfolio management criteria, first issue is: what are the new company's criteria? The first risk is that the project will be removed altogether. Others will be trimmed down in scope. Secondly, projects are done by people. How will the human resources structure remain after the acquisition? Projects may need to be either paused (until positions are re-filled - if ever) or continued by mixed teams (adding people from the acquirer company). In any case there is re-planning to do and manager training to bring them up to date with the project's goals and current status. If the acquisition scope is not properly communicated from top to bottom of the organization, risk is very high. Saving Changes...
1. AOL & Time Warner
2. Sprint & Nextel Communicaitons
3. New York Central & Pennsylvania Railroad
4. Quaker Oats Company & Snapple Beverage Company Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I was in this place in a hugh bank adquisition. Projects are created because the need to put strategy into action. So, the first thing to understand, is the continuity of the strategy after the adquisition. Assessts are in hand on portfolio and program managers so people who work in the adquisition or merge made a hugh evaluation of projects in place. And by the way, you do not need probability and statistic to work with risk management. Saving Changes...
Vishwanath ThanalapattiSenior Project Manager| Infosys CanadaVancouver, British Columbia, Canada
Thanks a lot gentlemen. To sum up
1. New strategy - How this aligns with the earlier one
2. Evaluation of current ongoing portfolio of projects and assess risk (scope / HR etc.) Saving Changes...
