Brief Overview Of Sponsor Organization And The Problem / Opportunity

Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting the change.

This investigative report is based on a tip from an employee of the Department of Transportation (DOT), MARY MARSHALL, regarding possible misconduct and illegal activities. Specifically, Ms. Marshall states that a site manager, JERRY JOHNSON, is conducting personal business on government time. The following information

To get a better handle on the options and the risks associated with them, the company estimates the severity of each event and calculates the level of risk (based on severity of the event and the probability of occurrence). The events are then ranked with those exhibiting the highest risks placed at the top of the list. Next, the source of high-risk events is investigated.

IT projects can have a lot of different components to them which creates the potential for more risks. These risks need to be identified, analyzed, and addressed as the project progresses (Schwalbe Ph.D., 2014). There are different types of risk that can affect the implementation of a system that will allow people to manage their own human resource information. A positive risks can produce a project under budget or ahead of schedule, while a negative risks can have adverse effects on a project such as going way over budget. There are also some risks that do not have a positive or negative impact on a project. Identifying risks and addressing them is mostly handled by the program manager.

As the Ground Station software lead for the Triton Unmanned Air Vehicle (UAV) program, I recognized that the review of software Contract Data Requirements List (CDRL) items was tying up valuable resources and incurring additional costs. Multiple review cycles were no value added to the program. Contractor preparation cost for each submission was almost $15,000 so reducing the number of review cycles was a cost savings goal. My ten person review team was responsible for the review of over 30 CDRLs. The team reviewed and provided comments for each submission. The contractor team would then provide a formal resubmission in response. My team would disagree with the response so the process would start again. This process needed improvement to save both time and money.

The purpose of this document is to address possible security risks associated with the completion of SR-ht-001. This service request is in regard to the “development and installation of a benefits election system to support the tracking and reporting of employee (union and non-union) benefits” ("Smith Services Consulting", 2011). On March 22, 2004 Graham Grove (Vice President of Industrial Relations, Huffman Trucking) sent a memo to Kenneth Colbert (Director of Human Resources, Huffman Trucking) sharing benefit information for non-union represented employees so that Kenneth could use the information to “rationalize health care costs for our

A planning analysis is needed to ensure diverse financial support and implement a fundraising plan. A detailed plan provides a yearlong plan to identity potential avenues of support and assignment for staff to complete. WVMPHP appears to have not developed a strategy for annual revenue support and an analysis will target income sources. Fundraising strategies to explore can include quarterly direct mail newsletters, e-mail and social media updates. Since WVMPHP is a statewide organization events should be

Therefore, the risk process places a high emphasis on risk workshops, initial risks, and how risks are identified throughout the course of the project. The next two sections describe different methods of identifying risks.

Risk identification more disciplined process involves using checklists of potential risks and evaluating the likelihood that those events might happen on the project. Some companies and industries develop risk checklists based on experience from past projects. These checklists can be helpful to the project manager and project team in identifying both specific risks on the checklist and expanding the thinking of the team. The past experience of the project team, project experience within the company, and experts in the industry can be valuable resources for identifying.

With help of input provided from experts such as PBM and ADPACs and other survey results, the organization can make a sound final decision on which product will be selected and how the implementation will proceed. Although the VA budget is predetermined by the Congress, details such as amount of full time equivalent (FTEs) allowed for this project and proposed implementation processes will need to be ultimately authorized by the senior

date, and that a new risk management plan must be developed. Because of the importance of risk

The Washington Metropolitan Area Transit Authority (WMATA) is the second largest transit authority in the country. The transit authority handles billions of dollars in grant money; however, the Federal Transit Administration (FTA) does not trust management’s ability to manage the funds received from the government. Unfortunately, because WMATA cannot properly manage their grants, the FTA restricted Metro’s ability to draw federal funds. Without access to governmental funds the WMATA relies on short-term financing to fund its operations. The WMATA hopes to be able to offer increased confidence to lenders and their bondholders by obtaining a clean audit report. An unqualified report will help WMATA gain long-term financing to relieve them from “living paycheck

Before Risk Assessment can be addressed we must first briefly discuss Risk Management (RM), the framework of which is where risk assessment resides for the United States Army. The Army uses RM to ensure mission accomplishment in current as well as future operations and applies to operations and non-operational activities (Department of the Army [ATP 5-19], 2014, p. 1-1). The Army process of RM utilizes five steps as part of its holistic approach to mitigate risks, but because this paper’s focus in on the Risk Assessment of the management solutions identified last week, it will only focus on the first two steps of RM, Identify the hazard and Assess the hazard.

231). It is important to analyze project risk to improve project performance. Therefore as part of this case research and recommendations, an exploration of PMI’s six-stage risk process as outlined in the PMBOK Guide (2008) will be conducted as it relates to risk management alternatives involved with the DIA development with a specific focus on its implementation of an automated area-wide baggage handling system. To evaluate the success of proposed solutions, each stage of the process is presented as an alternative analysis to establish a basic framework of how risk management is approached for this project and the suggested tools utilized to accomplish its overall structure as: (1) risk management planning; (2) risk identification; (3) risk qualification; (4) risk quantification; (5) risk response planning; and (6) risk monitoring and control. Finally detailed recommendations are specified and conclusions drawn that should be implemented with an evaluation process to measure the success of the case review based on the risk analysis presented.

Advancing from level 2 to level 3 requires using a risk register. 'The Risk Register is a tool to assist Project Managers in identifying likely sources of risk and the impact they may have on achieving objective. ' (Government office from the North West,2008). The first step is a brainstorm session to identify risk that may affect the project. It is important that the risks are clearly defined so that the risk is understood clearly and can be tackled. Secondly, consequence and probability of risks need to be rated (e.g. 1-5) and define each rating by their impact or likelihood. Finally, multiply the ratings of consequence and impact, rank the risks from highest severity to lowest severity. (Government office from the North West,2008). Every risks should be assigned to a risk owner which is responsible for managing the risk, a risk response to minimise both the likelihood and impact of the risk and a target completion date for the mitigation. Regular risk reviews need to be done because risks might emerge or become no longer relevant constantly. However, the impact