Risk management : Dell Computer

Résumé du document

Dell, Inc. is a multinational technology corporation that develops, manufactures, sells and supports PC (Personal Computers) and other computer products. The multinational is based in Round Rock, Texas. Risk management is now recognized as a key to the success or failure of projects. Even the major projects or programs, whatever their issues (like Ariane 5, Hubble, Airbus A380, etc) are at risk if their players are not all convinced of the need to manage risk, and if they did not give the true means to do so. The field is still mainly that of the expert, and the methods used were often inadequate, as they were too closely linked to humans (expert risk management, a domain expert). Risk management is now one of the most popular subjects to address project management in general, and to provide an explanation, unfortunately, in hindsight, of the problems encountered by the projects. Dell is the number one in the world in direct-sales computer vendors and provides a broad range of computer products for the consumer and enterprise markets.

Extraits

[...] Risk management : Dell Computer Table of Contents I.Abstract II.Executive Summary III.Introduction IV.Program description of risks V.Risk analyze 1. Technology risks 2. Marketing risks 3. Operational risks 4. Intellectual property risks 5. Financial risks a.Foreign currency risk b.Interest rate risk c.Equity risk Bibliography I. Abstract Dell, Inc. is a multinational technology corporation that develops, manufactures, sells and supports PC (Personal Computers) and other computer products. The multinational is based in Round Rock, Texas. II. [...]

[...] However, Dell did not recognize such gains or losses unless the investments were sold. Moreover, such gains on losses had historically been immaterial, because Dell had generally held such investments to maturity a practice it intended to continue. Dell had entered into interest rate swap arrangements that converted its fixed interest rate expense to a floating rate basis to align the associated interest rate characteristics with its cash and investments portfolio. Dell had designated the issuance and the related interest rate swap agreements as an integrated transaction. [...]

[...] The long-term effects of such attacks on the company's business were unknown, but could be material to the company. Further terrorist acts or acts of war, whether in the US or abroad, could cause damage or disrupt the company's operations. Stakeholder model 1. Technology Risks The computer industry underwent continuous technology improvements. It is resulted in the frequent introduction of new products, short product life cycles and continual improvement in product price/performance characteristics. Dell's direct model and asset management practices gave it an inherent competitive advantage over some of its competitors. [...]

[...] The company is renamed Dell Computer Corporation in 1987. In 1989, it launches out in the marketing of laptops and, since 1992, it is classified in the first 500 American companies. In 1996, the company, then 7th world manufacturer of PC, launch out on the less competing market of small then average waiters, by adopting more powerful processors of the Pentium range. In 1996, Dell began selling computers via its web site. In 1999, Dell exceeds Compaq and becomes the largest salesman of PC in the United States. [...]

[...] Executive summary Risk management is now recognized as a key to the success or failure of projects. Even the major projects or programs, whatever their issues (like Ariane Hubble, Airbus A380, etc ) are at risk if their players are not all convinced of the need to manage risk, and if they did not give the true means. The field is still mainly that of the expert, and the methods used were often inadequate, as too closely linked to human (expert risk management, a domain expert). [...]