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Ako sa projekty naprieč Európou takmer vymkli kontrole a Risk Management zachránil renomé

Keď sa projekty v Európe začali rúcať, jeden nástroj ukázal, kde hrozí skutočné riziko. A práve vďaka nemu firma ušla pred meškaniami aj stratou reputácie.
Risk management blog II

16. Septembra 2025  | Risk Management System by Kristián Petráš

Peter, manažér v nemenovanej medzinárodnej spoločnosti, sedel pri rannom stretnutí tímov z Bratislavy, Prahy a Budapešti a pocítil známy tlak. Pobočky fungovali samostatne, každý tím riešil problémy po svojom a informácie sa medzi krajinami pohybovali pomaly. Termíny sa posúvali a malé riziká sa začali hromadiť bez toho, aby niekto mal celkový prehľad.

Pred pár týždňami pri káve spomenul kolega zo susednej pobočky riešenie, ktoré práve nasadili u iného klienta. „Fores Technology Group má systém na riadenie projektových rizík,“ povedal. Ján bol najprv skeptický. Centralizovaný prehľad? Role-based prístup? Power Apps a SharePoint? Zdalo sa mu to ako ďalší nástroj, ktorý bude len zaberat čas.

No situácia sa začala vyostrovať. Jeden projekt v Prahe už nedodával kritické materiály a dodávateľ posielal len neurčité správy. Ak by sa oneskorenie nerozpoznalo včas, celá dodávka produktov by sa zdržala, klient by bol nespokojný a reputácia spoločnosti by utrpela.

Peter si spomenul na ten rozhovor a rozhodol sa dať Risk Management od Fores Technology Group šancu. Otvoril dashboard a pomaly prechádzal prehľady. Zrazu bolo všetko jasné. Viditeľnosť cez pobočky, automatizované workflowy, upozornenia na oneskorenia a zmeny. Každé riziko bolo detailne zaznamenané. Mohol presne sledovať, kde hrozí problém, a zohľadniť ho v harmonograme ešte skôr, než sa stane kritickým.

V nasledujúcich dňoch dokázal preusporiadať zdroje, informovať dodávateľa a koordinovať tím naprieč krajinami tak, aby projekt pokračoval podľa plánu. Mal úplný prehľad o všetkých rizikách, mohol zasiahnuť včas a predísť nielen meškaniam, ale aj poškodeniu reputácie.

Po niekoľkých týždňoch sa situácia ustálila. Projekty sa pohybovali hladko, manažéri vedeli presne, kde sú slabé miesta a tím konečne mohol pracovať strategicky, nie hasičsky. Peter pochopil, že to nebola zázračná zmena, ale dôsledné nasadenie správnych nástrojov a metodiky.

Jeden dashboard dokázal, že kontrola a včasné zásahy môžu zachrániť nielen projekty, ale aj dobré meno firmy.

 

 

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