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Discussion 1
Name: Mohamed El-kassify
Project risks are both internal and external and you may find new risks as you begin
implementing the plan.
Question 1:
Risk management is the act or practice of dealing with risk. It includes planning for risk,
assessing (identifying and analyzing) risk issues, developing risk handling options, and
monitoring risks to determine how risks have changed.
Risk management is not a separate project office activity assigned to a risk management
department, but rather is one aspect of sound project management. Risk management
should be closely coupled with key project processes, including but not limited to: overall
project management, systems engineering, cost, scope, quality, and schedule.
At that time the project manager must react rapidly to the crisis, and may have lost valuable
time when contingencies could have been developed. Hence, proper risk management will
attempt to reduce the likelihood of an event occurring and/or the magnitude of its impact.
Categories of Risk
• Risk assessment: This process involves identifying and analyzing program areas and
critical technical process risks to increase the likelihood of meeting cost, performance, and
schedule objectives.
•Risk identification is the process of examining the program areas and each critical
technical process to identify and document the associated risk. Risk analysis is the process
of examining each identified risk issue or process to refine the description of the risk,
isolate the cause, and determine the effects.
• Risk handling: This is the process that identifies, evaluates, selects, and implements
options in order to set risk at acceptable levels given program constraints and objectives.
This includes the specifics on what should be done, when it should be accomplished, who
is responsible, and associated cost and schedule. Risk handling options include assumption,
avoidance, control (also known as mitigation), and transfer. The most desirable handling
option is selected, and a specific approach is then developed for this option.
• Risk monitoring: This is the process that systematically tracks and evaluates the
performance of risk handling actions against established metrics throughout the acquisition
process and provides inputs to updating risk handling strategies, as appropriate.
Risk Planning
Risk planning is the detailed formulation of a program of action for the management of
risk. It is the process to:
Risk planning is iterative and includes the entire risk management process, with activities
to assess (identify and analyze), handle, monitor (and document) the risk associated with a
program. The result is often the risk management plan (RMP).
Planning begins by developing and documenting a risk management strategy. Early efforts
establish the purpose and objective, assign responsibilities for specific areas, identify
additional technical expertise needed, describe the assessment process and areas to
consider, define a risk rating approach, delineate procedures for consideration of handling
options, establish monitoring metrics (where possible), and define the reporting,
documentation, and communication needs.
The RMP is the roadmap that tells the project team how to get from where the program is
today to where the program manager wants it to be in the future. The key to writing a good
RMP is to provide the necessary information so the program team knows the objectives,
goals, and the risk management process. Since it is a roadmap, it may be specific in some
areas, such as the assignment of responsibilities for project personnel and definitions, and
general in other areas to allow users to choose the most efficient way to proceed. For
example, a description of techniques that suggests several methods for evaluators to use to
assess risk is appropriate, since every technique has advantages and disadvantages
depending on the situation.
Question 2:
The change management process is the sequence of steps or activities that a change
management team or project leader would follow to apply change management to a project
or change. Based on Prosci's research of the most effective and commonly applied change,
most change management processes contain the following three phases:
Outputs of Phase 1:
• Change characteristics profile
• Organizational attributes profile
• Change management strategy
• Change management team structure
• Sponsor assessment, structure and roles
Outputs of Phase 2:
• Communication plan
• Sponsor roadmap
• Training plan
• Coaching plan
• Resistance management plan
Outputs of Phase 3:
Reinforcement mechanisms
Compliance audit reports
Corrective action plans
Individual and group recognition approaches
Success celebrations
After action review
Reference: http://www.change-management.com/change-management-process.html
• Filtering changes (not all Requests For Change (RFCs) are approved)
• Managing changes and the change process
• Chairing the Change Advisory Board (CAB) and the CAB/Emergency committee
• Reviewing and closing of RFCs
• Management reporting