The Risk Management Of Organizational Restructuring Of Telecommunication Reoranization

In May 2008, with China's telecom industry restructuring plus the latest top management adjustment appointed formally published, a new round of restructuring is coming. As a Chinese communications employees, has undergone a number reorganization changes, know very well that the telecom industry restructuring and huge risks. However, such a reform is imperative. Therefore in this context, the use of project management knowledge, drawing on the experience of all at home and abroad, especially in the telecom operators and equipment providers of split, merger, reorganization, restructuring experience, as a powerful example of this article.This article lists this"5 combined 3" regrouping, China Netcom, China Unicom G network merged into a research interest. The two big companies, the past development of the organizational structure of objects ideological, for the organization in the reorganization of the risks arising from the adjustment of a comprehensive risk management, including risk management planning to determine how to proceed, planning, and implementation of project risk management risk identification activities; to determine which risks affect project; qualitative risk analysis, quantitative risk analysis on risk assessment sort; risk response rules to make to improve the opportunities, reduce the threat of a plan and action; risk monitoring and control for the entire project life cycle for evaluating effectiveness.From the above process on communications regrouping organization restructuring risk analysis and argumentation account all, resulting in effective experience for reorganization of operators provide some help.