project managment.ppt
- 1. Jump to first page 1 9. Managing project risk Project risk management is the art and science of identifying, assigning, and responding to risk throughout the life of a project and in the best interests of meeting project objectives Risk management is often overlooked, but it can help improve project success by helping select good projects, determining project scope, and developing realistic estimates
- 2. Jump to first page 2 9. What is risk? A dictionary definition of risk is “the possibility of loss or injury” Project risk involves understanding potential problems that might occur on the project and how they might impede project success Risk management is like a form of insurance; it is an investment.
- 3. Jump to first page 3 9. Why take risks? Opportunities Risks Try to balance risks and opportunities
- 4. Jump to first page 4 9. Risk utility Risk utility or risk tolerance is the amount of satisfaction or pleasure received from a potential payoff Utility rises at a decreasing rate for a person who is risk-averse Those who are risk-seeking have a higher tolerance for risk and their satisfaction increases when more payoff is at stake The risk neutral approach achieves a balance between risk and payoff
- 5. Jump to first page 5 9. Risk utility function
- 6. Jump to first page 6 9. Common source of risks for IT projects Several studies show that IT projects share some common sources of risk The Standish Group developed an IT success potential scoring sheet based on potential risks McFarlan developed a risk questionnaire to help assess risk Other broad categories of risk help identify potential risks
- 7. Jump to first page 7 9. McFarlan’s risk questionnaire 1. What is the project estimate in calendar (elapsed) time? ( ) 12 months or less Low = 1 point ( ) 13 months to 24 months Medium = 2 points ( ) Over 24 months High = 3 points 2. What is the estimated number of person days for the system? ( ) 12 to 375 Low = 1 point ( ) 375 to 1875 Medium = 2 points ( ) 1875 to 3750 Medium = 3 points ( ) Over 3750 High = 4 points 3. Number of departments involved (excluding IT) ( ) One Low = 1 point ( ) Two Medium = 2 points ( ) Three or more High = 3 points 4. Is additional hardware required for the project? ( ) None Low = 0 points ( ) Central processor type change Low = 1 point ( ) Peripheral/storage device changes Low = 1 ( ) Terminals Med = 2 ( ) Change of platform, for example High = 3 PCs replacing mainframes
- 8. Jump to first page 8 9. Risk types Market risk: Will the new product be useful to the organization or marketable to others? Will users accept and use the product or service? Financial risk: Can the organization afford to undertake the project? Is this project the best way to use the company’s financial resources? Technology risk: Is the project technically feasible? Could the technology be obsolete before a useful product can be produced?
- 9. Jump to first page 9 9. Technology risk David Anderson, a project manager for Kaman Sciences Corp., shared his lessons learned from a project failure in an article for CIO Enterprise Magazine. After spending two years and several hundred thousand dollars on a project to provide new client-server based financial and human resources information systems for their company, Anderson and his team finally admitted they had a failure on their hands. Anderson admitted that he was too enamored by using cutting edge technology and took a high-risk approach on the project. He "ramrodded through" what the project team was going to do, and he admitted that he was wrong. The company finally decided to switch to a more stable technology to meet the business needs of the company. Hildebrand, Carol. “If At First You Don’t Succeed,” CIO Enterprise Magazine, April 15, 1998
- 10. Jump to first page 10 9. What is project risk? The goal of project risk management is to minimize potential risks while maximizing potential opportunities. Major processes include Risk identification: determining which risks are likely to affect a project Risk quantification: evaluating risks to assess the range of possible project outcomes Risk response development: taking steps to enhance opportunities and developing responses to threats Risk response control: responding to risks over the course of the project
- 11. Jump to first page 11 9. Identifying risk Risk identification is the process of understanding what potential unsatisfactory outcomes are associated with a particular project Several risk identification tools include checklists, flowcharts, and interviews
- 12. Jump to first page 12 9. Potential risk areas Knowledge Area Risk Conditions Integration Inadequate planning; poor resource allocation; poor integration management; lack of post-project review Scope Poor definition of scope or work packages; incomplete definition of quality requirements; inadequate scope control Time Errors in estimating time or resource availability; poor allocation and management of float; early release of competitive products Cost Estimating errors; inadequate productivity, cost, change, or contingency control; poor maintenance, security, purchasing, etc. Quality Poor attitude toward quality; substandard design/materials/workmanship; inadequate quality assurance program Human Resources Poor conflict management; poor project organization and definition of responsibilities; absence of leadership Communications Carelessness in planning or communicating; lack of consultation with key stakeholders Risk Ignoring risk; unclear assignment of risk; poor insurance management Procurement Unenforceable conditions or contract clauses; adversarial relations
- 13. Jump to first page 13 9. Quantifying risk Risk quantification or risk analysis is the process of evaluating risks to assess the range of possible project outcomes Determine the risk’s probability of occurrence and its impact to the project if the risk does occur Risk quantification techniques include expected monetary value analysis, calculation of risk factors, PERT estimations, simulations, and expert judgment
- 14. Jump to first page 14 9. Expected Monetary Value
- 15. Jump to first page 15 Bid the Best Project by utilizing EMV and your personal risk tolerance Project Chance of Outcome Estimated Profits Project 1 50% 50% $120,000 -$50,000 Project 2 30% 40% 30% $100,000 $50,000 -$60,000 Project 3 70% 30% $20,000 -$5,000 Project 4 30% 30% 20% 20% $40,000 $30,000 $20,000 -$50,000
- 16. Jump to first page 16 9. Simulation for quantifying risk McDonnell Aircraft Company used Monte Carlo simulation to help quantify risks on several advanced-design engineering projects. The National Aerospace Plan (NASP) project involved many risks. The purpose of this multi-billion dollar project was to design and develop a vehicle that could fly into space using a single-stage-to-orbit approach. A single-stage-to-orbit approach meant the vehicle would have to achieve a speed of Mach 25 (25 times the speed of sound) without a rocket booster. A team of engineers and business professionals worked together in the mid-1980s to develop a software model for estimating the time and cost of developing the NASP. This model was then linked with Monte Carlo simulation software to determine the sources of cost and schedule risk for the project. The results of the simulation were then used to determine how the company would invest its internal research and development funds. Although the NASP project was terminated, the resulting research has helped develop more advanced materials and propulsion systems used on many modern aircraft.
- 17. Jump to first page 17 9. Expert judgment Many organizations rely on the intuitive feelings and past experience of experts to help identify potential project risks The Delphi method is a technique for deriving a consensus among a panel of experts to make predictions about future developments
- 18. Jump to first page 18 9. Response to risk Risk avoidance: eliminating a specific threat or risk, usually by eliminating its causes Risk acceptance: accepting the consequences should a risk occur Risk mitigation: reducing the impact of a risk event by reducing the probability of its occurrence
- 19. Jump to first page 19 9. Risk Mitigation Strategies Technical Risks Cost Risks Schedule Risks Emphasize team support and avoid stand alone project structure Increase the frequency of project monitoring Increase the frequency of project monitoring Increase project manager authority Use WBS and PERT/CPM Use WBS and PERT/CPM Improve problem handling and communication Improve communication, project goals understanding and team support Select the most experienced project manager Increase the frequency of project monitoring Increase project manager authority Use WBS and PERT/CPM
- 20. Jump to first page 20 9. Risk planning A risk management plan documents the procedures for managing risk throughout the project Contingency plans are predefined actions that the project team will take if an identified risk event occurs Contingency reserves are provisions held by the project sponsor for possible changes in project scope or quality that can be used to mitigate cost and/or schedule risk
- 21. Jump to first page 21 9. Risk management questions Why is it important to take/not take this risk in relation to the project objectives? What specifically is the risk and what are the risk mitigation deliverables? How is the risk going to be mitigated? (What risk mitigation approach is to be used?) Who are the individuals responsible for implementing the risk management plan? When will the milestones associated with the mitigation approach occur? How much is required in terms of resources to mitigate risk?
- 22. Jump to first page 22 9. Response to risks Risk response control involves executing the risk management processes and the risk management plan to respond to risk events Risks must be monitored based on defined milestones and decisions made regarding risks and mitigation strategies Sometimes workarounds or unplanned responses to risk events are needed when there are no contingency plans
- 23. Jump to first page 23 9. Tracking risks Top 10 risk item tracking is a tool for maintaining an awareness of risk throughout the life of a project Establish a periodic review of the top 10 project risk items List the current ranking, previous ranking, number of times the risk appears on the list over a period of time, and a summary of progress made in resolving the risk item
- 24. Jump to first page 24 9. Example for risk tracking Monthly Ranking Risk Item This Month Last Month Number of Months Risk Resolution Progress Inadequate planning 1 2 4 Working on revising the entire project plan Poor definition of scope 2 3 3 Holding meetings with project customer and sponsor to clarify scope Absence of leadership 3 1 2 Just assigned a new project manager to lead the project after old one quit Poor cost estimates 4 4 3 Revising cost estimates Poor time estimates 5 5 3 Revising schedule estimates
- 25. Jump to first page 25 9. Tools for tracking risks Databases can keep track of risks Spreadsheets can aid in tracking and quantifying risks More sophisticated risk management software helps develop models and uses simulation to analyze and respond to various project risks
- 26. Jump to first page 26 9. Good project risk management Unlike crisis management, good project risk management often goes unnoticed Well-run projects appear to be almost effortless, but a lot of work goes into running a project well Project managers should strive to make their jobs look easy to reflect the results of well-run projects
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- 28. Jump to first page 28 9. Discussion questions Can you avoid risks? What are common sources of risk for IT projects? How does spreadsheet help to quantify risk? How does simulation help to quantify risk? What is the best way to plan for risks? What is the difference between contingency plan and contingency reserve?
- 29. Jump to first page 29 9. Discussion questions Read and comment on interview questions and answers at the end of this chapter. What question or which response do you find interesting and why? Which group of risks (internal, external) described in this chapter is more critical to an information system project? Why? What is the most critical risk for any information system project?
- 30. Jump to first page 30 9. Discussion questions Is user involvement important to risk management? Why? Comment on sources of risk: continued management support top management style alignment with organizational needs user acceptance shifting goals and objectives
- 31. Jump to first page 31 9. Discussion questions Comment on sources of risk: vendors consultants contract employees market and change fluctuation government regulation What are effective ways of avoiding the risk of losing internal talents to external providers?