Risk Management And Case Study On Printed Circuit Board Assembly Development Project

IT (Information Technology) new product development andmanufacture project is ultra complicated due to its featuresof time-oriented and innovation of new technologies, plus theparticularity of the environment when doing it, the limitationof the acquirable experience of the project team members’,the urgency of time to market and the limitation of the projectmanagers’ power, it is becoming extremely complicated. A lotof the projects failed in past due to many factors, for example,the schedule delay, over the budget, even fail thoroughly.Adopting the most authoritative project management system ofPMI (Project Management Institute) today to this project couldmanage the scattered, disorderly, visible and potential risksof PCBA (Printer Circuit Board Assembly) design, manufactureand testing in a highly organized&effective way based on the reality of the project requirements and company environment.PMI summarizes and extracts thousands of masters’practice and experience when redact PMBOK, however, it isgenerally recognized as good practice. So project managersneed adopt the skills, tools and techniques flexibly accordingto the project reality when they lead the project and finallyform the characterized generally recognized as good practice.This paper introduces the OPM3(Organizational ProjectManagement Maturity Model) to assess the risk managementmaturity level in my company as well as the weakness existingtoday. It is quite helpful although it is an unofficial selfassessment. Subsequently, with the theory/tools/techniquesof the PMBOK (Project Management Body of Knowledge) of PMI,the adventure of risk management was in practice. Riskmanagement has6process groups, they are risk managementplanning, risk identification, risk analysis, risk responseplanning and risk monitoring and control. The6process groupsare connecting each other with circulation. This paper followsthe6process groups but selectively using the tools andtechniques associated, such as brainstorming, probability andimpact matrix, decision tree diagram and risk register, etc.The practice process of using the tools and techniques is not only to start the company’s systemized risk management,but to look back into current project management system andmake improvements as well, with that, it helps the company tostandardize and guide the transition from current projectmanagement system to systemized project management system. Byusing the risk management tools and techniques, developsoptions and actions to enhance opportunities and reducesthreats to project objects. The results indicate, after usingrisk management of project management into the project, ICT(In Circuit Test) FPY (First pass yield) increases22%, FT(Functional Test) FPY increases9%. Obviously, riskmanagement is one of the keys to ensure the project success.At the same time, disadvantages of current policy and processare visible too, for instance, the contradiction of changingsales model and fossil manufacture model; balance of timelytechnical requirements and strict cost control; the gap ofatrophied market demands in economic recession and company’simpossible mission of sales goal, all of them are not only theproblems for all the project managers to look for solutionsafter failures, but also the unchanging topics for the highlevel management teams of the company who are confronting andseeking for survival.