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Reflection and Discussion Forum Week 7 Reflection and Discussion Forum Week 7Assigned Readings:Chapter 15: Communication PlanningChapter 16: Risk Management PlanningInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions: What are some of the common challenges encountered when communicating with project stakeholders? What are common risk-response strategies for both threats and opportunities throughout a project? [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]    Problem Set #7 1. Describe the general processes that should be followed in managing risks throughout a project. Be sure to include the general sequence in which these processes are carried out. 2. Prepare a sample risk register for a project to put humans on Mars (four or five risks). 3. What is the difference between qualitative and quantitative risk analysis? Which one is always done? Why is the other one not always done for every project? Communication Planning This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning 1 Project Communication Definition and Importance Cultural issues Communication Requirements Analysis Types of communication Communication Plan This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Communication Throughout the project a need to communicate to Project Sponsor Team members Other stakeholders Customers Clients Suppliers Partners The public This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning For each group Purpose Frequency Format Amount of time Possible need for a hierarchy of reporting: Portfolio Program Project Task group This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Synchronous Options Face to face Synchronous but not in same place– (remember the time zones!) Conference call Video link Computer-assisted video conference IM; texting This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Asynchronous Options Courier, mail E-mail Fax Project Blog RSS Social media presence This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Communication Planning Who? Why? What do they need/want to know? Or communicate to the project? When? How frequently? How? (what method(s) do they prefer? Are there methods that are unsuitable? Who will be the contact point from the project for this communication? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Team Meetings Purpose is to verify progress, identify challenges and get assistance where needed. Frequency and duration may vary throughout the project Be considerate and schedule “off-line” meetings if only a few are involved in a particular item. It wastes the time of the rest. Frequent very short meetings may be more effective with a small team (daily “stand-up” meetings are a standard part of Agile Systems Development.) PM may need to meet and report with other PMs in the same program or portfolio. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Report to Management or Sponsor Frequency and format may be dictated by Sponsor Purpose to report progress, identify challenges and changes, get support for necessary changes or added resources Need balance between “raising the alarm” too early and waiting too long and being “in too deep” This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Other stakeholders Community may need to be consulted, informed—Riverview Lands project in Coquitlam. Business customers or suppliers may be impacted by the project. Project contractor/supplier needs to know about other aspects of the project, and to inform PM of status. Government may have a role—permits, inspections, other The Project Management Office Frequency, format and content of communications may be dictated by law or may be a provision of a contractual agreement. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Communication Plan template Figure 19.2.1 Communications Plan example Source: http://inte5160.wikispaces.com/Communication+Plans This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Summary: Project Communication Project communication is a key success factor Start with a Communication Requirements Analysis and then Prepare a Communication Plan that considers all the stakeholders Consider a variety of synchronous and asynchronous methods Use appropriate technology Consider cultural issues when planning and carrying out project communication Remember communication is a two-way process, not always “broadcast!” This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 15: Communication Planning 13 Risk Management Planning This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning 1 Project Risk Management Definition and Importance Four ways to handle risks Risk Management Processes Plan Risk Management Identify Risks Evaluate Risks Plan Risk Responses Project Risk by Phases This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Project Risk Definition Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost and quality A risk may have one or more causes one or more impacts Source: PMBOK 5th Edition. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Project risk More than the sum of the identified risks—there’s an overarching risk as well This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning What can be done about risks? Avoid Use another method Don’t perform the risky activity Transfer Share or transfer the impact Insurance is a major approach used here Mitigate Reduce probability of an impact Reduce degree of potential impact Accept The activity is necessary and you cannot think of any cost-effective ways to mitigate the potential impacts of the risk This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Example Before paint can be applied, the surface must be cleaned. Toxic chemicals are one method of cleaning. Risk: someone may injure their skin or their eyes due to a spill or splash of the chemical. Options: Avoid: find another method of cleaning—would high-pressure water work as well? Could a longer delay for curing be considered? Is painting really necessary? Transfer: get insurance on the workers; if toxic exposure is based on time limits, use a larger workforce for shorter each. (An unethical method sometimes used: outsource internationally) Reduce the probability of injury: require protective equipment such as clothing and safety goggles and mask; provide training and information to the workers. Reduce the degree or impact of possible injury: ensure that onsite first aid attendants are available; eyewash stations, etc. Accept: do nothing This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning More definitions Risk Appetite Degree of uncertainty an entity is willing to take on in anticipation of a reward Risk tolerance The degree, amount, or volume of risk that an organization or individual with will withstand Risk threshold Point above which a stakeholder or organization is no longer willing to accept the level of uncertainty or impact This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Example Think about Northern Gateway, a proposed oil pipeline in northern British Columbia Risk appetite may be greater for the stakeholders who anticipate personal gain, or who value economic benefits more highly Risk tolerance and threshold may be very low for those concerned about impact on wildlife, particularly if they do not see the value of the anticipated benefits in economic activity. On a personal level Is there any level of uncertainty you will accept for your child’s safety? Note that there are also risks for “do nothing” This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Plan Risk Management (process) Make an overall plan of how the project will identify, track an respond to risks Inputs: Project plan, project charter, shareholder register, enterprise environmental factors, organizational process assets Tools: Analytical techniques Expert judgment Meetings Outputs Risk Management Plan (note that this becomes input to the other four risk management processes: Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses) Comment: The complexity of the Risk Management Plan will vary with the complexity of the overall project. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Identify Risks (process) Inputs Most of the other documents you already have regarding the project Enterprise environmental factors and Organizational Process Assets Tools and Techniques Fact finding: Documentation reviews, etc. Risk Breakdown Structure Diagramming techniques SWOT Expert judgment Outputs Risk Register This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk Breakdown Structure Groups and categorizes risks Identifies Response (Mitigation) This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk Breakdown Structure Example This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk Register List of identified Risks List of potential Responses Over the life of the project will add: Updates to probabilities of the risk occurring Information on occurrences, if any Information on actual responses and the success or lack of success of those responses This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Qualitative Risk Analysis Should always be done Considers what are the risks, what can be done about them Categorization of risks Urgency of risks May vary through the project; Most concern for imminent risks at some point a risk may no longer be an issue Updates the risk register: New information about risk probability and impacts New rankings or scores New assumptions This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Probability and Impact Matrix This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Series 1 Category 1 Category 2 Category 3 Category 4 Series 2 Category 1 Category 2 Category 3 Category 4 Series 3 Category 1 Category 2 Category 3 Category 4 90 Impact Probability (Likelihod) Probability and Impact Matrix Place identified risks on the matrix The closer to top-right, more important to try to identify how to move down and/or to the left. This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Quantitative Risk Analysis Quantitative Risk Analysis attempts to use published data to quantify the risks: Industry data about probabilities Data about typical costs Uses a variety of tools Data gathering Sensitivity Analysis Expected monetary value analysis Modeling and simulation Expert judgment May be expensive; usually is cost-justified for large, complex projects May NOT be cost-justified on smaller projects Would also update the risk register with the new information This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning In-class activity Consider a major proposed project locally, the replacement of the Patullo Bridge With your group, identify at least ten things that could happen to impact the success of a bridge replacement project. Place each of the ten items on your Probability and Impact Matrix On another colour of post-it, identify things that could be done about the risk. Draw an arrow toward “reduced probability” or “reduced impact” or both Be ready to explain to the instructor or to members of another group, and at that point, if your explanation is accepted, you may MOVE your risk to the left or DOWN Get a group member to take a photo of your matrix to post to the class website This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Controlling Risks Throughout the project, the project manager must continue to update the risk register, as new risks are identified, and the project retires consideration of risks that are no longer possible Risk reassessments and risk audits can be used to monitor and control the risk management processes There are costs associated with the contingency reserve, so if it can be identified that some portion of this reserve can be released, it is a benefit to the organization and to the project This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Project Change Management Identification of a risk or occurrence of a risk may create a need for a Project Change. Change Management is part of the Project Integration Management knowledge group Reminder of a typical change management process: Identify a change request Consider the impacts and costs (may have a committee for this) Make a decision Identify what plans must be updated Inform affected stakeholders of the decision Proceed The PMO may have forms and template procedures available for project use This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk throughout the project The levels of risk change throughout the project The risk-over-time profile may be typical to certain project types: Early for projects that use new technology Late for politically sensitive projects During procurement where this is a large portion of the budget This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk Management - Summary Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost and quality A risk may have one or more causes one or more impacts …continued on next slide This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Risk Management – Summary (continued) Risk Management Processes Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Control Risks This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Project Risk Management (PMBOK 5) Risk Management Process in the Planning Process Group Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Risk Management Processes in the Monitoring and Controlling Process Group Control Risks This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning Questions? This work is licensed under a Creative Commons Attribution 3.0 Unported License (CC-BY). Project Management Chapter 16: Risk Management Planning 25