Ferramenta de Gerenciamento de Riscos em Projetos

V10.2
MBA em Gerenciamento de Projetos

Dados Comuns do Projeto:

Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente do Projeto e equipe: Karen Soares e Allisson Albuquerque
Data Análise: 1/5/2019
Resp. Revisão:
Data Última Revisão: 1/6/2019
Foco da Análise: Análise por Custo 1
Valor Base do Projeto: R$ 48,716,551,150.00

Contexto: gerenciar os riscos do projeto integrando todas as etapas do projeto (construçao da ponte dos Imigrantes).

Identificar: Entrevista com opnião especializada e Brainstorm

Analisar: Probabilidade dos riscos na zona verde serão somente monitorados, já os itens nas zonas amarela e vermelha
serão enviados para analise quantitativa.

Responder: Definir as ações de contingencia sobre os riscos identificados

Controlar: Controlar os potenciais riscos durante as fases do projeto

Metodologia: Checklist documentado de todas as etapas da obra, discutir e acompanhar em reuniao.

Ferramentas: Planilhas no excel, relatorios e documentos.

Lista de Riscos - Ameaças (Riscos Negativos)
Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Albuquerque

Identifcação Data Categoria Evento de Ameaça

Identif. Causa Raiz

Condições Vulnerabilidade diante de

1 1/5/2019
Ambientais icêndios

2 1/5/2019 Força Maior Acidente de Trabalho

Legal/Regulató Descumprimento de Normas

3 1/5/2019
rio Regulamentadoras

4 1/5/2019 Licenciamento Atraso no Licenciamento

5 1/5/2019 Qualidade Retrabalho

Atraso na entrega de
6 1/5/2019 Fornecedores
produtos ou serviços

7 1/5/2019 Greve Greve

Escassez de mão de obra
8 1/5/2019 RH
especializada
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ivos) Lista de Riscos - Oportunidades (Riscos Pos
ponte em uma grande capital Brasileira Projeto:
Cliente:
son Albuquerque Gerente:

Evento de Ameaça Identificação Data Categoria

Efeito Identif.

Perda de materiais e
1 1/5/2019 Estratégico
equipamentos

Machucar funcionário ou até

mesmo a perda de um 2 1/5/2019 Tempo
colaborador

Paralização da Obra 3 1/5/2019 Custos

Atraso no início das obras 4

Não atendimento ao prazo e

5
desperdicio de recursos

Pode comprometer o
6
cumprimento de prazos

Paralização da Obra 7
Falta de recurso humano para
andamento da obra e 8
atendimento aos prazos
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ortunidades (Riscos Positivos)
Construção de uma ponte em uma grande capital Brasileira
Governo Estadual
Karen Soares e Allisson Albuquerque

Evento de Oportunidade
Causa Raiz e
Integração Efeito
Economia com
treinamento teórico
diárias,
da equipe de
alimentação e
jovens, dentro da
transporte
própria cidade
Ganho em
Etapas do projeto produtividade,
entregues antes do tempo e
prazo final diminuição dos
custos

Gerenciamento do Diminuição do
custo custo da obra
 ANALISE QUALITATIVA DAS AMEAÇAS E DAS OPORTUNIDADES
Projeto: Construção de uma ponte em uma gr
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Albuquerque

Ameaças (Riscos Negativos)

Insignificante Pequena Média

Quase certa 0.05 0.09 0.18

Provável 0.04 0.07 0.14

Probabilidade

Média 0.03 0.05 0.1

Improvável 0.02 0.03 0.06

Rara 0.01 0.01 0.02

Qualificação da Probabilidade
Classificação Percentual

Quase certa 0.9

Provável 0.7

Média 0.5

Improvável 0.3

Rara 0.1
ORTUNIDADES
onte em uma grande capital Brasileira

on Albuquerque

Impacto
s Negativos) Oportunidades (Riscos Positi
Grande Muito grande Muito grande Grande Média

0.36 0.72 0.72 0.36 0.18

0.28 0.56 0.56 0.28 0.14

0.2 0.4 0.4 0.2 0.1

0.12 0.24 0.24 0.12 0.06

0.04 0.08 0.08 0.04 0.02

Qualificação do Impacto
Classificação Insignificante Pequena Média

0.8 0.05 0.09 0.18

0.4 0.04 0.07 0.14

0.2 0.03 0.05 0.1

0.1 0.02 0.03 0.06

0.05 0.01 0.01 0.02

scos Positivos)
Pequena Insignificante

0.09 0.05

0.07 0.04

0.05 0.03

0.03 0.02

0.01 0.01

pacto
Grande Muito grande

0.36 0.72

0.28 0.56

0.2 0.40

0.12 0.24

0.04 0.08
Lista de Riscos - Ameaças (Riscos Negativos)
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Albuquerque Análise por Custo

Valores Totais das Ameaças $1,230,000

No. Data Categoria Evento de Ameaça Probabi- Impacto

Identif. Causa Raiz Efeito lidade (%) (input)
1 1/5/2019
Condições Ambientais Vulnerabilidade diante de icêndios Perda de materiais e equipamentos 10% $180,000
Machucar funcionário ou até mesmo a perda de um
2 1/5/2019 Força Maior Acidente de Trabalho 30% $70,000
colaborador
3 1/5/2019Legal/Regulatório Descumprimento de Normas Regulamentadoras Paralização da Obra 10% $150,000
4 1/5/2019 Licenciamento Atraso no Licenciamento Atraso no início das obras 10% $150,000
5 1/5/2019 Qualidade Retrabalho Não atendimento ao prazo e desperdicio de recursos 50% $200,000
6 1/5/2019 Fornecedores Atraso na entrega de produtos ou serviços Pode comprometer o cumprimento de prazos 50% $250,000
7 1/5/2019 Greve Greve Paralização da Obra 30% $150,000
Falta de recurso humano para andamento da obra e
8 1/5/2019 RH Escassez de mão de obra especializada 30% $80,000
atendimento aos prazos
9 0% $0
10 0% $0
11 0% $0
12 0% $0
13 0% $0
14 0% $0
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Probabilidade: Chance de Ocorrência do Risco (%)

Sensibilidade: Percentual de variação sobre a Quantificação (probabilidade e Impacto) do Risco - ferramenta de análise de Sensibilidade
 1/5/2019
Sensibilidade: 100%

$1,230,000 $363,000

Impacto Valor Priori-

Ajustado Esperado dade
$180,000 $18,000 6
$70,000 $21,000 5
$150,000 $15,000 7
$150,000 $15,000 7
$200,000 $100,000 2
$250,000 $125,000 1
$150,000 $45,000 3
$80,000 $24,000 4
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Lista de Riscos - Oportunidades (Riscos Positivos)
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasi 1/5/2019
Cliente: Governo Estadual Sensibilidade: 100%
Gerente: Karen Soares e Allisson Albuqu Análise por Custo

Valores Totais das Oportunidades $1,920,000 $1,920,000 $828,000

No. Data Categoria Evento de Oportunidade Probabi- Impacto Impacto Valor Priori-
Identif. Causa Raiz Efeito lidade (%) (input) Ajustado Esperado dade
Integração e treinamento teórico Economia com diárias,
1 1/5/2019 Estratégico da equipe de jovens, dentro da alimentação e 90% $420,000 $420,000 $378,000 1
própria cidade transporte
Ganho em
Etapas do projeto entregues antes
2 1/5/2019 Tempo produtividade, tempo e 30% $500,000 $500,000 $150,000 3
do prazo final
diminuição dos custos
Diminuição do custo da
3 1/5/2019 Custos Gerenciamento do custo 30% $1,000,000 $1,000,000 $300,000 2
obra
4 0% $0 $0 $0
5 0% $0 $0 $0
6 0% $0 $0 $0
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168 0% $0 $0 $0
169 0% $0 $0 $0
170 0% $0 $0 $0
171 0% $0 $0 $0
172 0% $0 $0 $0
173 0% $0 $0 $0
174 0% $0 $0 $0
175 0% $0 $0 $0
176 0% $0 $0 $0
177 0% $0 $0 $0
178 0% $0 $0 $0
179 0% $0 $0 $0
180 0% $0 $0 $0
181 0% $0 $0 $0
182 0% $0 $0 $0
183 0% $0 $0 $0
184 0% $0 $0 $0
185 0% $0 $0 $0
186 0% $0 $0 $0
187 0% $0 $0 $0
188 0% $0 $0 $0
189 0% $0 $0 $0
190 0% $0 $0 $0
191 0% $0 $0 $0
192 0% $0 $0 $0
193 0% $0 $0 $0
194 0% $0 $0 $0
195 0% $0 $0 $0
196 0% $0 $0 $0
197 0% $0 $0 $0
198 0% $0 $0 $0
199 0% $0 $0 $0
200 0% $0 $0 $0

Probabilidade: Chance de Ocorrência do Risco (%)

Sensibilidade: Percentual de variação sobre a Quantificação (probabilidade e Impacto) do Risco - ferramenta de análise de Sensibilidade
Respostas aos Riscos - Contenção/ Contingência - AMEAÇAS (Riscos Negativos)
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual 1/5/2019
Gerente: Karen Soares e Allisson Albuqu Análise por Custo OBS: Opotunidades na pasta Resposta-O
$170,000
Valores Totais nas Respostas de AMEAÇAS $363,000

Dados antes da Resposta CONTENÇÃO / PREVENÇÃO

Priori
No. Data Categoria Evento Valor RESPOSTA Estratégia Custo da
-
Identif. Causa Raiz Efeito Esperado dade Resposta
Verificação das instalações
1 1/5/2019 Condições AmbienVulnerabilidade diante de icêndios Perda de materiais e $18,000 6 elétricas e instalação dos para Transferir(-) $10,000
equipamentos raios
Acidente de Trabalho Machucar funcionário ou Contratar equipe de SESMT
2 1/5/2019 Força Maior até mesmo a perda de $21,000 5 para treinamento e orientação Prevenir(-) $25,000
um colaborador dos funcionários
Descumprimento de Normas Paralização da Obra Fazer Check List e verificar
3 1/5/2019 Legal/Regulatório Regulamentadoras $15,000 7 atendimento as normas Prevenir(-) $5,000
vigentes
Atraso no Licenciamento Atraso no início das Acompanhamento da equipe
4 1/5/2019 Licenciamento obras $15,000 7 responsável, buscando saber Prevenir(-) $5,000
em que etapa está o processo
Realizar check list e
Retrabalho Não atendimento ao
acompanhamento das
prazo e desperdicio de
atividades para a garantia do
7 1/5/2019 Qualidade recursos $100,000 2 Prevenir(-) $20,000
padrão estabelecido no plano
de gerenciamento de
qualidade
Cadastrar fornecedores que
Atraso na entrega de produtos ou Pode comprometer o
possuam mais de um centro
serviços cumprimento de prazos
de distribuição e mais de um
8 1/5/2019 Fornecedores $125,000 1 Prevenir(-) $2,000
meio de transporte, para
cumprimento dos prazos
determinados.
Acompanhamento da
Greve Paralização da Obra
liderança, buscando identificar
9 1/5/2019 Greve $45,000 3 Prevenir(-) $5,000
como está a motivação de
cada funcionário
Escassez de mão de obra Falta de recurso humano Buscar por mão de obra
10 1/5/2019 RH especializada para andamento da obra $24,000 4 especializada fora do local de Mitigar(-) $8,000
e atendimento aos instalação da unidade
11 prazos $0 $0
12 $0 $0
13 $0 $0
14 $0 $0
15 $0 $0
16 $0 $0
17 $0 $0
18 $0 $0
19 $0 $0
20 $0 $0
21 $0 $0
22 $0 $0
23 $0 $0
24 $0 $0
25 $0 $0
26 $0 $0
27 $0 $0
28 $0 $0
29 $0 $0
30 $0 $0
31 $0 $0
32 $0 $0
33 $0 $0
34 $0 $0
35 $0 $0
36 $0 $0
37 $0 $0
38 $0 $0
39 $0 $0
40 $0 $0
41 $0 $0
42 $0 $0
43 $0 $0
44 $0 $0
45 $0 $0
46 $0 $0
47 $0 $0
48 $0 $0
49 $0 $0
50 $0 $0
51 $0 $0
52 $0 $0
53 $0 $0
54 $0 $0
55 $0 $0
56 $0 $0
57 $0 $0
58 $0 $0
59 $0 $0
60 $0 $0
61 $0 $0
62 $0 $0
63 $0 $0
64 $0 $0
65 $0 $0
66 $0 $0
67 $0 $0
68 $0 $0
69 $0 $0
70 $0 $0
71 $0 $0
72 $0 $0
73 $0 $0
74 $0 $0
75 $0 $0
76 $0 $0
77 $0 $0
78 $0 $0
79 $0 $0
80 $0 $0
81 $0 $0
82 $0 $0
83 $0 $0
84 $0 $0
85 $0 $0
86 $0 $0
87 $0 $0
88 $0 $0
89 $0 $0
90 $0 $0
91 $0 $0
92 $0 $0
93 $0 $0
94 $0 $0
95 $0 $0
96 $0 $0
97 $0 $0
98 $0 $0
99 $0 $0
100 $0 $0
101 $0 $0
102 $0 $0
103 $0 $0
104 $0 $0
105 $0 $0
106 $0 $0
107 $0 $0
108 $0 $0
109 $0 $0
110 $0 $0
111 $0 $0
112 $0 $0
113 $0 $0
114 $0 $0
115 $0 $0
116 $0 $0
117 $0 $0
118 $0 $0
119 $0 $0
120 $0 $0
121 $0 $0
122 $0 $0
123 $0 $0
124 $0 $0
125 $0 $0
126 $0 $0
127 $0 $0
128 $0 $0
129 $0 $0
130 $0 $0
131 $0 $0
132 $0 $0
133 $0 $0
134 $0 $0
135 $0 $0
136 $0 $0
137 $0 $0
138 $0 $0
139 $0 $0
140 $0 $0
141 $0 $0
142 $0 $0
143 $0 $0
144 $0 $0
145 $0 $0
146 $0 $0
147 $0 $0
148 $0 $0
149 $0 $0
150 $0 $0
151 $0 $0
152 $0 $0
153 $0 $0
154 $0 $0
155 $0 $0
156 $0 $0
157 $0 $0
158 $0 $0
159 $0 $0
160 $0 $0
161 $0 $0
162 $0 $0
163 $0 $0
164 $0 $0
165 $0 $0
166 $0 $0
167 $0 $0
168 $0 $0
169 $0 $0
170 $0 $0
171 $0 $0
172 $0 $0
173 $0 $0
174 $0 $0
175 $0 $0
176 $0 $0
177 $0 $0
178 $0 $0
179 $0 $0
180 $0 $0
181 $0 $0
182 $0 $0
183 $0 $0
184 $0 $0
185 $0 $0
186 $0 $0
187 $0 $0
188 $0 $0
189 $0 $0
190 $0 $0
191 $0 $0
192 $0 $0
193 $0 $0
194 $0 $0
195 $0 $0
196 $0 $0
197 $0 $0
198 $0 $0
199 $0 $0
200 $0 $0
nidades na pasta Resposta-Oport

$1,230,000 $170,000 ### $29,000

Nova Novo Novo Nova CONTINGÊNCIA Momento

Prior
Probabi- Impacto Valor RESPOSTA Custo da VE do Custo da de Responsável Responsável Gatilho
i-
lidade (%) (input) Esperado dade Resposta Contingência Acompanhamento Acomp. Reação
Fazer Seguro contra Durante toda a Equipe Departament
10% $180,000 $18,000 5 $20,000 $2,000 Inicio da obra
incêndios obra elétrica o jurídico
Tratamento,
acompanhamento médico e Durante toda a Departament
15% $70,000 $10,500 6 $10,000 $1,500 SESMT Ocorrência do acidente
análise do acidente para obra o Médico
prevençãoequipes de
Mobilizar
execução e aquisição para Gerente do Identificação de Não
5% $150,000 $7,500 7 $30,000 $1,500 Início da obra SESMT
normalizar atendimento as Projeto atendimento
NR's
Envolver jurídico da
Etapas do
empresa, para buscar Antes do início da Departament Departament
5% $150,000 $7,500 7 $20,000 $1,000 licenciamento
através de meios legais a obra o jurídico o jurídico
atrasado
agilização do processo
Mobilizar mão de obra para
Departament Atividade realizada
execução da etapa conforme Durante toda a Gerente do
15% $200,000 $30,000 2 $30,000 $4,500 o de fora do padrão
projeto, atendendo ao obra Projeto
qualidade estabelecido
padrão estabelecido
Buscar meio de transporte
mais rápido (Aéreo) para
entrega de produtos e Durante toda a Departament Gerente do Produtos ou serviços
20% $250,000 $50,000 1 $40,000 $8,000
contribuir com equipe obra o de compras Projeto atrasados
própria para agilização da
entrega de serviços
Buscar por acordo coletivo
Durante toda a Supervisores Departament Paralização da obra
15% $150,000 $22,500 4 junto ao sindicato dos $50,000 $7,500
obra do Projeto o jurídico por greve
trabalhadores
Contratar mão de obra Mão de obra
Antes do início da Departament Gerente do
30% $80,000 $24,000 3 especializada fora do local $10,000 $3,000 especializada não
obra o de RH Projeto
de instalação da unidade encontrada
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
0% 0 $0 $0 $0
 Observação Processos Afetados

- -

-
-

-
-

-
-

-
-

-
-
Respostas aos Riscos - Alavancagem/Aproveitamento - OPORTUNIDA
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Albuqu Análise por Custo

Valores Totais nas Respostas de OPORTUNIDADES

Dados antes da Resposta

No. Data Categoria Evento
Identif. Causa Raiz Efeito
Integração e treinamento teórico
Economia com diárias,
1 1/5/2019 Estratégico da equipe de jovens, dentro da
alimentação e transporte
própria cidade

Etapas do projeto entregues antes
2 1/5/2019 Tempo
do prazo final
Ganho em produtividade,
tempo e diminuição dos
custos

Diminuição do custo da
3 1/5/2019 Custos Gerenciamento do custo
obra

4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
 86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
nto - OPORTUNIDADES (Riscos Positivos)
apital Brasileira
1/5/2019
OBS: Ameacas na pasta Resposta-Ameacas

$828,000 $0

ALAVANCAGEM Nova
Priori
Valor RESPOSTA Estratégia Custo da Probabi-
-
Esperado dade Resposta lidade (%)
Realizar treinamento na
$378,000 1 cidade de instalação da Aceitar(+) $0 100%
unidade
Buscar ganhos no escopo do
projeto, atráves de
$150,000 3 feramentas que possam Explorar(+) $0 30%
auxiliar a equipe a melhorar a
produtividade

Identificar desperdícios e gaps

$300,000 2 a serem tratados para Explorar(+) $0 30%
diminuição dos custos

$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
$0 $0 0%
ta Resposta-Ameacas

$1,920,000 $870,000 $20,000

Nov
Novo Novo APROVEITAMENTO
a
Prior
Impacto Valor RESPOSTA Custo da
i-
(input) Esperado dade Resposta
Contratar terceirizada para atender
$420,000 $420,000 1 a integração e treinamentos $20,000
teóricos.
Utilizar de ferramentas como brain
storm,estimativas e análises de
cronogram e desempenho para a
$500,000 $150,000 3 $0
identificação de gaps onde possa
haver ganhos com relação a
entregas
Utilizar de ferramentas como
gerenciamento do valor agregado,
indice de desempenho para
$1,000,000 $300,000 2 termino, analise de desempenho, $0
analise de reserva, assim como
relatorios gerencias com
identificação de desperdicio.
0 $0 $0
0 $0 $0
0 $0 $0
0 $0 $0
0 $0 $0
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0 $0 $0
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0 $0 $0
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0 $0 $0
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0 $0 $0
0 $0 $0
 $20,000

Momento
VE do Custo do de Responsável Responsável Gatilho
AproveitamentoAcompanhamento Acomp. Reação
Momento da
Antes do inicio do Departament Departament
$20,000 contratação dos
projeto o de RH o de RH
funcionários

Durante todo o Gerente do Gerente do

$0 Inicio do projeto
projeto projeto projeto

Durante todo o Gerente do Gerente do

$0 Inicio do projeto
projeto projeto projeto

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
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$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
 Observação Processos Afetados

-
O custo da resposta fica em zero,
pois essa prática já faz parte da
função ao qual o gerente de projeto
deve realizar, não onerando em
custos a mais para a empresa -

O custo da resposta fica em zero,

pois essa prática já faz parte da
função ao qual o gerente de projeto
deve realizar, não onerando em
custos a mais para a empresa
-
Controle - AMEAÇAS
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Al Análise por Custo

Valores Totais no Controle das Ameaças

LISTA COMPLETA DE AMEAÇAS (INICIAIS + NOVAS)

No. Data Categoria Evento Probabi-
Identif. Causa Raiz Efeito lidade (%)
1 1/5/2019 Condições AVulnerabilidade diante de Perda de materiais 10%
2 1/5/2019 Força Maior icêndios
Acidente de Trabalho e equipamentos
Machucar 15%
funcionário ou até
3 1/5/2019 Legal/RegulaDescumprimento de Normas Paralização da 5%
Regulamentadoras mesmo
Obra a perda de
Atraso no Licenciamento um colaborador
Atraso no início das
4 1/5/2019 Licenciamen obras 5%

Retrabalho Não atendimento

ao prazo e
7 1/5/2019 Qualidade desperdicio de 15%
recursos

Atraso na entrega de Pode comprometer

produtos ou serviços o cumprimento de
8 1/5/2019 Fornecedore prazos 20%

9 1/5/2019 Greve Greve Paralização da 15%

10 1/5/2019 RH Escassez de mão de obra Obra
Falta de recurso 30%
11 especializada humano para 0%
12 andamento da obra 0%
11 e atendimento aos 0%
12 prazos 0%
13 0%
14 0%
15 0%
16 0%
17 0%
18 0%
19 0%
20 0%
21 0%
22 0%
23 0%
24 0%
25 0%
26 0%
27 0%
28 0%
29 0%
30 0%
31 0%
32 0%
33 0%
34 0%
35 0%
36 0%
37 0%
38 0%
39 0%
40 0%
41 0%
42 0%
43 0%
44 0%
45 0%
46 0%
47 0%
48 0%
49 0%
50 0%
51 0%
52 0%
53 0%
54 0%
55 0%
56 0%
57 0%
58 0%
59 0%
60 0%
61 0%
62 0%
63 0%
64 0%
65 0%
66 0%
67 0%
68 0%
69 0%
70 0%
71 0%
72 0%
73 0%
74 0%
75 0%
76 0%
77 0%
78 0%
79 0%
 80 0%
81 0%
82 0%
83 0%
84 0%
85 0%
86 0%
87 0%
88 0%
89 0%
90 0%
91 0%
92 0%
93 0%
94 0%
95 0%
96 0%
97 0%
98 0%
99 0%
100 0%
101 0%
102 0%
103 0%
104 0%
105 0%
106 0%
107 0%
108 0%
109 0%
110 0%
111 0%
112 0%
113 0%
114 0%
115 0%
116 0%
117 0%
118 0%
119 0%
120 0%
121 0%
122 0%
123 0%
124 0%
125 0%
126 0%
127 0%
128 0%
129 0%
130 0%
131 0%
132 0%
133 0%
134 0%
135 0%
136 0%
137 0%
138 0%
139 0%
140 0%
141 0%
142 0%
143 0%
144 0%
145 0%
146 0%
147 0%
148 0%
149 0%
150 0%
151 0%
152 0%
153 0%
154 0%
155 0%
156 0%
157 0%
158 0%
159 0%
160 0%
161 0%
162 0%
163 0%
164 0%
165 0%
166 0%
167 0%
168 0%
169 0%
170 0%
171 0%
172 0%
173 0%
174 0%
175 0%
176 0%
177 0%
178 0%
179 0%
180 0%
181 0%
182 0%
183 0%
184 0%
185 0%
186 0%
187 0%
188 0%
189 0%
190 0%
191 0%
192 0%
193 0%
194 0%
195 0%
196 0%
197 0%
198 0%
199 0%
200 0%
pital Brasileira
1/5/2019
OBS: Opotunidades na pasta Ctl&

$1,230,000 $170,000

CONTENÇÃO / PREVENÇÃO
Impacto Valor Priori- RESPOSTA Estratégia
(input) Esperado dade Verificação das instalações
$180,000 $18,000 5 elétricas eequipe
Contratar instalação dos para Transferir(-)
de SESMT
$70,000 $10,500 6 raios treinamento e orientação Prevenir(-)
para
Fazer Check List e verificar
dos funcionários
$150,000 $7,500 7 atendimento as normas Prevenir(-)
vigentes
Acompanhamento da equipe
$150,000 $7,500 7 responsável, buscando saber Prevenir(-)
em que etapa está o processo
Realizar check list e
acompanhamento das
atividades para a garantia do
$200,000 $30,000 2 Prevenir(-)
padrão estabelecido no plano
de gerenciamento de
qualidade
Cadastrar fornecedores que
possuam mais de um centro
de distribuição e mais de um
$250,000 $50,000 1 Prevenir(-)
meio de transporte, para
cumprimento
Acompanhamento dos prazos
da
determinados.
liderança, buscando identificar
$150,000 $22,500 4 Buscar por amão de obrade Prevenir(-)
como está motivação
$80,000 $24,000 3 especializada
cada funcionáriofora do local de Mitigar(-)
0 $0 instalação
0 da unidade 0
0 $0 0 0
0 $0 0 0
0 $0 0 0
0 $0 0 0
0 $0 0 0
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0 $0 0 0
BS: Opotunidades na pasta Ctl&Resp-Oport

$80,000 $1,230,000 $170,000

Custo Nova Novo Novo Nova

da Probabi- Impacto Valor Priori-
Resposta lidade (%) (input) Esperado dade
$10,000 10% $180,000 $18,000 5
$25,000 15% $70,000 $10,500 6
$5,000 5% $150,000 $7,500 7

$5,000 5% $150,000 $7,500 7

$20,000 15% $200,000 $30,000 2

$2,000 20% $250,000 $50,000 1

$5,000 15% $150,000 $22,500 4

$8,000 30% $80,000 $24,000 3
$0 0% 0 $0
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$0 0% 0 $0
$0 0% 0 $0
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$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
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$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
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$0 0% 0 $0
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$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
$0 0% 0 $0
 $210,000 $29,000

CONTINGÊNCIA/ CONTORNO Custo VE do

RESPOSTA Planejado da Custo da
Contingência Contingência
Fazer Seguroacompanhamento
Tratamento, contra incêndios $20,000 $2,000
médico e análise do acidente para $10,000 $1,500
Mobilizar
prevençãoequipes de execução e
aquisição para normalizar $30,000 $1,500
atendimento as NR's
Envolver jurídico da empresa, para
buscar através de meios legais a $20,000 $1,000
agilização do processo

Mobilizar mão de obra para execução

da etapa conforme projeto, $30,000 $4,500
atendendo ao padrão estabelecido

Buscar meio de transporte mais

rápido (Aéreo) para entrega de
produtos e contribuir com equipe $40,000 $8,000
própria para agilização da entrega de
serviços
Buscar por acordo coletivo junto ao
$50,000 $7,500
sindicato dos
Contratar mãotrabalhadores
de obra especializada
$10,000 $3,000
fora do local de instalação da unidade
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 $0 $29,000 $0 $170,000

Custo VE das Impacto REALVE dos Riscos

REAL da Contingências do não Data
Contingêncianão Realizadas Risco Realizados Ocorrência
$2,000 $18,000
$1,500 $10,500
$1,500 $7,500

$1,000 $7,500

$4,500 $30,000

$8,000 $50,000

$7,500 $22,500
$3,000 $24,000
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$0 $0
$0 $0
 Tipos de Resposta

Aceitar
Mitigar
Transferir
Eliminar

Observação
Controle - OPORTUNIDADES
V10.2 Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente: Karen Soares e Allisson Al Análise por Custo

Valores Totais no Controle das Oportunidades

LISTA COMPLETA DE OPORTUNIDADES (INICIAIS + NOVAS)

No. Data Categoria Evento Probabi-
Identif. Causa Raiz Efeito lidade (%)

1 1/5/2019 Estratégico Integração e treinamento teóri Economia com diárias 100%

2 1/5/2019 Tempo Etapas do projeto entregues antGanho em produtivid 30%

3 1/5/2019 Custos Gerenciamento do custo Diminuição do custo 30%

4 0%
5 0%
6 0%
7 0%
8 0%
9 0%
10 0%
11 0%
12 0%
13 0%
14 0%
15 0%
16 0%
17 0%
18 0%
19 0%
20 0%
21 0%
22 0%
23 0%
24 0%
25 0%
26 0%
27 0%
28 0%
29 0%
30 0%
31 0%
32 0%
33 0%
34 0%
35 0%
36 0%
37 0%
38 0%
39 0%
40 0%
41 0%
42 0%
43 0%
44 0%
45 0%
46 0%
47 0%
48 0%
49 0%
50 0%
51 0%
52 0%
53 0%
54 0%
55 0%
56 0%
57 0%
58 0%
59 0%
60 0%
61 0%
62 0%
63 0%
64 0%
65 0%
66 0%
67 0%
68 0%
69 0%
70 0%
71 0%
72 0%
73 0%
74 0%
75 0%
76 0%
77 0%
78 0%
79 0%
 80 0%
81 0%
82 0%
83 0%
84 0%
85 0%
86 0%
87 0%
88 0%
89 0%
90 0%
91 0%
92 0%
93 0%
94 0%
95 0%
96 0%
97 0%
98 0%
99 0%
100 0%
101 0%
102 0%
103 0%
104 0%
105 0%
106 0%
107 0%
108 0%
109 0%
110 0%
111 0%
112 0%
113 0%
114 0%
115 0%
116 0%
117 0%
118 0%
119 0%
120 0%
121 0%
122 0%
123 0%
124 0%
125 0%
126 0%
127 0%
128 0%
129 0%
130 0%
131 0%
132 0%
133 0%
134 0%
135 0%
136 0%
137 0%
138 0%
139 0%
140 0%
141 0%
142 0%
143 0%
144 0%
145 0%
146 0%
147 0%
148 0%
149 0%
150 0%
151 0%
152 0%
153 0%
154 0%
155 0%
156 0%
157 0%
158 0%
159 0%
160 0%
161 0%
162 0%
163 0%
164 0%
165 0%
166 0%
167 0%
168 0%
169 0%
170 0%
171 0%
172 0%
173 0%
174 0%
175 0%
176 0%
177 0%
178 0%
179 0%
180 0%
181 0%
182 0%
183 0%
184 0%
185 0%
186 0%
187 0%
188 0%
189 0%
190 0%
191 0%
192 0%
193 0%
194 0%
195 0%
196 0%
197 0%
198 0%
199 0%
200 0%
pital Brasileira
1/5/2019
OBS: Ameacas na pasta Ctl&Resp-Am

$870,000 $0

IS + NOVAS) ALAVANCAGEM Custo

Prior
Impacto Valor RESPOSTA Estratégia da
i-
(input) Esperado dade Resposta
Realizar treinamento na
$420,000 $420,000 1 cidade de instalação da Aceitar(+) $0
unidade
Buscar ganhos no escopo do
projeto, atráves de
$500,000 $150,000 3 feramentas que possam Explorar(+) $0
auxiliar a equipe a melhorar a
produtividade

Identificar desperdícios e gaps

$1,000,000 $300,000 2 a serem tratados para Explorar(+) $0
diminuição dos custos

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0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
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0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
0 $0 0 0 $0
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na pasta Ctl&Resp-Ameacas

$1,920,000 $870,000 $20,000

Nova Novo Novo Nova APROVEITAMENTO Custo

Prior
Probabi- Impacto Valor RESPOSTA Planejado do
i-
lidade (%) (input) Esperado dade Aproveitamento
Contratar terceirizada para atender
100% $420,000 $420,000 1 a integração e treinamentos $20,000
teóricos.
Utilizar de ferramentas como brain
storm,estimativas e análises de
cronogram e desempenho para a
30% $500,000 $150,000 3 $0
identificação de gaps onde possa
haver ganhos com relação a
entregas
Utilizar de ferramentas como
gerenciamento do valor agregado,
indice de desempenho para termino,
30% $1,000,000 $300,000 2 analise de desempenho, analise de $0
reserva, assim como relatorios
gerencias com identificação de
desperdicio.
0% 0 $0 0 $0
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0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
0% 0 $0 0 $0
 $20,000 $0 $20,000 $420,000 $450,000

VE do Custo VE dos Impacto REALVE dos Riscos

Custo do REAL do Aproveitamentos do não Data
Aproveitamento
Aproveitamento
não Realizados Risco Realizados Ocorrência

$20,000 $20,000 $420,000 $0

$0 $0 $150,000

$0 $0 $300,000

$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
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$0 $0 $0
$0 $0 $0
$0 $0 $0
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$0 $0 $0
$0 $0 $0
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$0 $0 $0
$0 $0 $0
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$0 $0 $0
$0 $0 $0
$0 $0 $0
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$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
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$0 $0 $0
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$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
$0 $0 $0
Observação

-
Painel de Controle do Projeto
Projeto: Construção de uma ponte em uma grande capital Brasileira
Cliente: Governo Estadual
Gerente Karen Soares e Allisson Albuquerque

ANALISE DOS RISCOS

Descrição Valores
Valor Base do Projeto $48,716,551,150

Riscos -VE das Ameaças $363,000

Riscos - VE das Oportunidades ($828,000)
Valor Esperado do Projeto com Risco $48,716,086,150
Melhor Caso $48,714,631,150
Pior Caso $48,717,781,150

Impacto Total dos Riscos Valor

Ameaças $1,230,000
Oportunidades $1,920,000
 V10.2
nte em uma grande capital Brasileira

n Albuquerque Análise por Custo

RESPOSTAS AOS RISCOS

Descrição Valores
Valor Base do Projeto - Original $48,716,551,150
Custo das Respostas - Ameaças $80,000
Custo das Respostas - Oportunidades $0
Novo Valor Base do Projeto $48,716,631,150
Riscos - VE das Ameaças $170,000
Riscos - VE das Oportunidades ($870,000)
Valor Esperado do Projeto $48,715,931,150
Melhor Caso $48,714,711,150
Pior Caso $48,717,861,150

Impacto Total dos Riscos Valores

Impacto Previsto das Ameaças $1,230,000
Impacto Previsto das Oportunidades $1,920,000

Reservas Planejadas Valores

VE Reserva de Contingência $29,000
VE Reserva de Aproveitamento $20,000

Valores com Reservas (Conting. e Aprov.) Valores

Valor Esperado do Projeto $48,715,980,150
Melhor Caso $48,714,731,150
Pior Caso $48,718,071,150

Reserva Gerencial $20,000,000

Valores com Reservas + Reserva Gerencial Valores

Valor Esperado do Projeto $48,735,980,150
Melhor Caso $48,714,731,150
Pior Caso $48,738,071,150

CONCLUSÃO DO PLANEJAMENTO
O estudo e avaliação dos riscos na fase de planejamento nos mostra o quanto é
essencial a utilização de tais ferramentas, pois através delas podemos
identificar os valores ao qual projeto pode necessitar evitando dessa forma
imprevistos e estando preparado para o melhor e o pior caso, ou até mesmo
riscos que não foram previstos já que a probabilidade de que todos possam
ocorrer é remota, também se preparando com a reserva gerencial para tal.
 VE no Controle
1/5/2019Sensibilidade (Inicio)
Ameaças: 100%
Oportunidades: 100%

CONTROLE DOS RISCOS

Descrição Valores
Valor Base do Projeto (Fim do Planejamen $48,716,631,150
Custo Real das Contingências $0
Custo Real dos Aproveitamentos $0
Novo Valor Base do Projeto (Durante o Co $48,716,631,150
Riscos - VE das Ameaças $170,000
Riscos - VE das Oportunidades ($450,000)

Impacto Total dos Riscos (Real) Valores

Impacto Real das Ameaças $0
Impacto Real das Oportunidades $420,000

Reservas Ainda não Realizadas Valores

VE Reserva de Contingência $29,000
VE Reserva de Aproveitamento $20,000

Valor Esperado com Reservas (Conting. e Valores

Valor Esperado do Projeto $48,715,980,150

Reserva Gerencial Restante $20,000,000

Valor Esperado com Reservas + Reserva G Valores

Valor Esperado do Projeto $48,735,980,150

CONCLUSÃO DO PROJETO
Com o planejamento e controle do risco do projeto é possível que
possamos enxergar a grande maioria dos riscos e antecipar
qualquer que seja a curva fora do padrão do projeto, ratificando a
importância que se tem o gerenciamento de riscos para que a
empresa possa estar preparadas para eventos inesperados.
VE no Controle Data
###
###
###
###
48,740,000,000.00 Valor Esperado Durante o Projet
48,735,980,150.00
48,735,000,000.00

48,730,000,000.00

48,725,000,000.00

48,720,000,000.00 48,718,071,150.00
48,715,931,150.00
48,714,731,150.00
48,715,000,000.00

48,710,000,000.00

48,705,000,000.00 V
E

48,700,000,000.00
perado Durante o Projeto

V
E