Getting Started — Risk Management

Description

Select a case study to use for your course project and write a project proposal explaining the case study you have selected. Complete the required sections in your project plan template.
Introduction
Common tools used to manage risks in technology-related projects include a project plan with integrated risk-identification questions, a risk breakdown structure (RBS), a RACI matrix, a risk matrix, a risk stakeholder roles and responsibilities table, and a risk management process and activities table.

Note: The assessments in this course build upon each other, so you are strongly encouraged to complete them in sequence.

Preparation
The following resources are required to complete the assessment.

Project Plan Template [DOCX].

Microsoft Software

Visit Capella’s Microsoft Azure for Education (Formerly Microsoft Imagine) page for instructions on obtaining free Microsoft software.
Identify the version of MS Project that is compatible with your operating system.
Download and install.

If you encounter any difficulties in the download and installation process, post a detailed question in the Ask Your Faculty Discussion in the menu dropdown when you click the image of your faculty.
Case Study
Select a case study to use for your course project. You are encouraged to select your own scenario. The case study must use an IT-based scenario. The Assessment 1 Context [PDF] document contains additional important information on the following topics:

Choosing your own case study.
Risk identification.
Objectives.

Examples of cases studies include the following:

Planning and implementing new software or updating existing software for a business.
Planning and implementing a new system or updating a legacy system for a business.
Migrating and integrating a new component into an existing network component for a business.
Planning and implementing an expansion to an IT system.
Moving an IT system to a new location.

Directions
Complete the following.
Project Proposal
Write a project proposal explaining the case study you have selected for your project plan. Submit this separately from the project plan template you will also submit in this assessment.
Your proposal must include a professional cover page with your name, project case study title, and course title and number. (Cover page templates are available in Microsoft Word.) Within the body of the document, explain the project plan scenario and answer who, what, where, why, when, and how.
Best practice is to support your proposal with current research. You may find the provided resources and the Project Management Research Guide useful for this purpose.
Project Charter Section
Use the Project Plan Template found under Preparation throughout the course for the project; you will complete parts of the template in each assessment. You will then submit the completed sections of the document, reusing and re?ning it in each assessment.
Suggestion: You may want to download two copies of the Project Plan Template, leaving one blank for future reference if you need to refer back to the original comments and guidance in the document.
The ?rst project component is the project charter. Use the Project Plan Template and modify as needed to develop a project charter for your particular project. You may include more sections if you feel this is necessary, but the minimum requirements are to ?ll in all the sections provided.
Remember that the charter is a high-level look at the project that tells the project’s story. Complete the following for your project charter:

Use the Project Plan Template.
Provide an overall project-budget amount.
Define project objectives that are achievable and stated in terms of the expected outcomes and critical success factors.
Do not fill in the SWOT Analysis; Known Project Risks, Constraints, and Assumptions; or Role and Responsibilities subsections of the charter yet. You will complete these in upcoming assessments.

Best practice is to support your decisions with references to current research.
Team Contract Section
The purpose of a contract is to ensure all project team members are aware, and in agreement with, the guidelines of their roles within the project. A template is provided for you to complete. Fill out the template as if you were actually working with a team on a project. You may use ?ctitious names for the team members, but the job titles must be grounded in reality. For example, “Project Manager,” “Lead Programmer,” “Graphic Designer,” “Database Administrator,” “Network Administrator,” et cetera, would be realistic job titles for members of a project management team.
Complete the following for your team contract:

Use the Project Plan Template. There are suggestions for additional information you may include in the document to clarify the particular project you are working on.
Identify tools, skills, and norms of a project team.
Establish team norms about decision making, communication, and other key areas related to teaming and collaboration.
State clearly and concisely the team commitments and provide reliable ground rules for project success.

Best practice is to include tools and skills for contributing to this project team.
Risk Identification Questions Section
This is your preliminary walk-through of the Risk Identi?cation Questions section. You will return to it in a subsequent assessment.
In this section, complete the following:

Decide which questions apply to your project case study in the Answer column (answer Yes), ones which do not (answer No), and ones you are not sure about (answer TBD, for to be determined).
Replace the Examples Preliminary Action column with preliminary actions that need to be taken at the start of the project.
Leave the Mitigation Assigned columns blank. You will complete them in a subsequent assessment.

Best practice is to support your decisions with references to current research.
Additional Requirements

Submit the project proposal, explaining the case study you have selected for your project plan.
In the Project Plan Template, add sections as necessary to complete your project charter, team contract, and risk identification questions (There are comments and guidance in the template to assist you in this endeavor.). Provide at least two references from the Internet or the Capella University Library in the development of your project charter. Record the references in APA format in the References section of the Project Plan Template.
Upload the complete document with the Project Charter, Team Contract, and Risk Identification Questions completed and the References section updated. The rest of the document may be left in its original condition.
Microsoft Project is provided for your use to develop your project plan as needed. See the instructions under Preparation for this assessment.

Resources- 
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The Project Management Research Guide can help direct your research.

Walker, L. (2012). It’s the sponsor stupid! Engage, involve, and listen! 2012 PMI EMEA Congress Proceedings.
Hillson, D. (2009). Managing risk in projects. Gower.

Chapter 1, “Uncertainty and Risk.”
Chapter 2, “Risk and Projects.”
Chapter 3, “Managing Risk in Practice: Risk Identification.”

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management. Newtown Square. PA. 2021.

Section 2.8, “Uncertainty Performance Domain,” pages 163–172.

Section 2.8.5.1, “Threats,” pages 169–170.0
[Type in Project Plan Title]
[Type in Project Plan Title]
[Type the document subtitle]
[Type a brief summary of what the project plan is all about. Example: a plan that
will improve our IT infrastructure]
1
[Type in Project Plan Title]
[Executive Summary Description]
[GUIDANCE – EXECUTIVE SUMMARY
Executive summaries are exactly what they imply, a brief description of the project that a busy executive
may read to understand the purpose, main points, and deliverables of a project. They are tailored so
upper management understands how the project fits into the mission and goals of the organization.
Unlike the aforementioned templates in this document the executive summary is known for its brevity.
However, the importance of this template is to be able to recognize and report the most important
things the executives need to know so there are no “surprises” during the project run.]
[Insert Executive Summary narrative here.]
2
[Type in Project Plan Title]
Table of Contents
Executive Summary……………………………………………………………………………. Error! Bookmark not defined.
Version Control …………………………………………………………………………………………………………………………… 3
Project Charter ……………………………………………………………………………………………………………………………. 3
Risk Identification Questions ………………………………………………………………………………………………………… 5
Technical Risks ………………………………………………………………………………………………………………………… 5
Management Risks…………………………………………………………………………………………………………………… 8
Commercial Risks …………………………………………………………………………………………………………………… 11
External Risks ………………………………………………………………………………………………………………………… 12
SWOT Analysis (Strengths, Weaknesses, Opportunities, & Threats)……………………………………………… 14
Known Project Risks, Constraints, & Assumptions ……………………………………………………………………… 14
Roles and Responsibilities:………………………………………………………………………………………………………. 14
Team Contract…………………………………………………………………………………………………………………………… 16
Project Scope ……………………………………………………………………………………………………………………………. 19
In scope ………………………………………………………………………………………………………………………………… 19
Out of scope ………………………………………………………………………………………………………………………….. 19
Work Breakdown Structure (WBS) …………………………………………………………………………………………… 21
Risk Breakdown Structure (RBS) ………………………………………………………………………………………………. 24
Budget ……………………………………………………………………………………………………………………………………… 25
Communications Matrix……………………………………………………………………………………………………………… 26
Stakeholder Communications Analysis …………………………………………………………………………………………. 26
Glossary [Description of Glossary] ………………………………………………………………………………………………. 27
RACI Matrix ………………………………………………………………………………………………………………………………. 27
Risk Matrix ……………………………………………………………………………………………………………………………….. 28
Risk Stakeholder Roles and Responsibilities ………………………………………………………………………………….. 30
Risk Management Process and Activities ……………………………………………………………………………………… 31
Project Schedule ……………………………………………………………………………………………………………………….. 32
References ……………………………………………………………………………………………………………………………….. 33
Appendices……………………………………………………………………………………………………………………………….. 34
3
[Type in Project Plan Title]
Version Control
[Description of Version Control]
Version Number
1.0
Assignment
Unit 1
Date
[GUIDANCE – VERSION CONTROL: Any change should be documented. For example if I (the instructor)
send this document back to you for revisions, the revision should be number and dated. So if I send it
back to a learner after the learner submits this template the first time, it should have a second row of
1.1, Unit 1, date of submission.]
Project Charter
[Description of Project Charter]
[Type in Project Plan Title]
4
[GUIDANCE – PROJECT CHARTER:
Charters establish the project within the organization and recognize the project manager as the person
in charge of resources (human resources, money, procurement and so forth) and the ability to utilize
those resources. It defines what is known at the beginning of the project such as the title, time frame,
starting budget, project manager, approach, and roles and responsibilities of the team members. Many
projects experience “progressive elaboration” or in other words, more is known about the project as it
moves along.]
Project Title: [Enter the project plan title here.]
Project Start Date:
Project Finish Date:
Budget: [This is an overall amount that was set at the beginning of the project. However any known
specifics should be put in as well.]
Project Manager: [Your name]
Project Objectives: [Put in what are the deliverables to the project. This may include the end product
or service. There may be training of employees involved or other follow-ups at the end of the project.
The documents and documentation of the project are deliverables as well.]
Approach: [A description on HOW the Project Objectives (from above) will be accomplished.]
•
•
•
•
•
[Individual items and how they are to be implemented.]
[Individual items and how they are to be implemented.]
[Individual items and how they are to be implemented.]
[Individual items and how they are to be implemented.]
[Individual items and how they are to be implemented.]
5
[Type in Project Plan Title]
Risk Identification Questions
[Description Risk Identification Questions]
[GUIDANCE – RISKS IDENTIFICATON QUESTIONS:
Risk identification reveals possible events that may have impact on the project within the organization or from external sources. This series of questions gives
the project manager a standard checklist to ask questions of herself/himself, the project team members, management, users, and stakeholders. (Hillson &
Simon, pp. 205–210; Hillson, p. 33; Pcubed).]
RBS ID
Question
Answer
Mitigation
Assigned
Examples Preliminary Action
Technical Risks
1.1 Scope
Definition
Scope of the project and the
duration of the project have
been clearly defined?
1.2
Requirements
Definition
Project deliverables or
requirements been clearly
identified?
1.3
Estimates,
Assumptions &
Constraints
Have all estimates,
assumptions, and
constraints been vetted?
[for
each
item in
this
column,
write
“yes,”
“no”,
“DNA,”
or
“TBD”]
•
•
•
•
Scope changes may arise during project.
Redundant scope may be discovered.
Duration may be too optimistic
Duration may be over-estimated.
•
Client may introduce significant change
during project (positive or negative).
Internal inconsistencies may exist within
requirements.
Key requirements may be missing from
formal requirement specification.
Client may not know what they want.
Basis of estimating may be wrong.
Planning assumptions may be invalidated
during project.
Imposed constraints may be relieved or
removed
Subject matter experts not consulted.
•
•
•
•
•
•
•
Capella University PM-FP4060 | Confidential
6
[Type in Project Plan Title]
RBS ID
1.4
Technical
Processes
Question
Are the current support
facilities and infrastructure
sufficient for successful
completion of the project?
Answer
Mitigation
Assigned
Examples Preliminary Action
•
•
•
•
Standard processes may not meet
requirements of specific solution.
New processes may be required.
Processes may be improved and made
more effective.
There are no standard processes.
Capella University PM-FP4060 | Confidential
7
[Type in Project Plan Title]
1.5
Technology
Will current IT systems
support or integrate with
this project?
•
•
•
•
•
1.6
Technical
Interfaces
Do other projects or
systems depend on this
project?
1.7
Design
Is the design aligned with
the requirements,
constraints, and
assumptions?
•
Will the project deliverables
meet performance
requirements?
•
1.8
Performance
•
•
•
•
•
•
•
1.9
Reliability &
Maintainability
How stable with the
solution be and is it easily
maintainable?
1.10
Safety
Is the solution within safety
guidelines?
•
1.11
Security
Will the new system or
product keep information
secure?
•
•
•
•
•
•
New technology may be developed during
project lifetime.
Technology changes may invalidate
design.
Technology not updated to current version.
Legacy technology in use
Unexpected interactions may occur at key
interfaces.
Data inconsistencies across interfaces
may require rework.
Key interfaces may be reduced or
expanded.
It may prove impossible to meet some
requirements within design limitations.
Reuse of existing design elements may be
possible.
Current system design documentation not
available or incomplete.
Final solution may not meet performance
requirements.
Some performance requirements may be
mutually exclusive.
System infrastructure may be inadequate.
Target reliability criteria may be
unattainable with chosen solution.
The use of innovative technology may
improve or degrade reliability.
Maintainability requirements may impose
unacceptable design constraints.
A low-cost solution may impose additional
cost.
Changes in safety regulations may require
significant redesign.
Security implications may be overlooked
during design.
Government regulations may change
during project.
Current infrastructure not secure.
Capella University PM-FP4060 | Confidential
8
[Type in Project Plan Title]
1.12
Test and
Acceptance
Is there a standardized test
regimen in place?
•
•
•
•
Test protocols may reveal significant
design error requiring rework.
User acceptance testing (UAT) not
conducted.
Test is only conducted at the end of the
project.
Client may withhold final acceptance for
reasons outside contract.
Management Risks
2.1
Project
Management
Is the discipline of project
management part of the
organization?
•
•
•
•
•
•
2.1.1
Project
Manager
Has a full-time project
manager been identified?
2.1.2
Project
Manager
Does the project manager
have knowledge of both the
business and project scope?
•
2.1.3
Project Team
Have the project team and
their responsibilities been
clearly defined and
accepted?
Has a corporate project
sponsor been identified?
•
2.1.4
Project
Sponsor
•
•
•
•
•
Project management systems may not be
adequate to support project requirements.
Poor decision-making may result in
inappropriate task allocation.
Adoption of best practice risk process may
improve project performance.
Is project management standardized?
Are “best practices” documented and
implemented in subsequent project?
Is there a pool of trained project
managers?
Will the project manager be an outside
contractor?
Has the project manager worked for the
organization on past projects?
Does the project manager have a track
record with the organization?
Does the project manager have
experience with the departments within the
organization?
Have team members worked with the
project manager in the past?
Have team members worked on a project
before?
Has the sponsor have a track record with
the organization?
Capella University PM-FP4060 | Confidential
9
[Type in Project Plan Title]
2.1.5
Project
Manager/Sponsor
2.2
Program/Portfolio
Management
2.2.1
Project Repository
2.3
Operations
Management
2.4
Organization
2.4.1
Executive
Management
2.4.2
Organization
Structure
2.4.3
Organizational
Morale
2.4.4
Operational
Managers
Is there a good working
relationship between the
corporate project sponsor
and project manager?
Does the project have a
high priority to get
completed?
•
Is historical information
available for project
estimates?
Will this project impact
upon the day-to-day
operations of the
organization?
Is the organization’s
management structure and
processes stable?
Does execute management
support the project?
•
•
Is there a keen interest in the project
succeeding?
Is your organization’s
current structure adequate
to support this initiative?
Does the organization have
excellent employee morale?
•
Is the management structure aligned for a
“projectized” solution?
•
Is there general support for the mission
and goals of the organization?
Has there been labor unrest?
Have all managers for the
project been designated?
•
•
•
•
•
•
•
•
•
•
Has the sponsor worked with the project
manager?
What type of relationship? Egalitarian?
Manager Direct Report?
Project may be given inappropriate
priority within the program.
Other projects may divert key resources.
Other projects may be cancelled and
release resources.
Has this kind of project been done
before?
Design may expose weaknesses in
existing products or processes.
Business-as-usual demands may reduce
project funding or contingency.
Reorganization may impact project
organization (negatively or positively).
Changes in corporate structure may
affect project (negatively or positively).
Is it clear who will be supplying human
resources to the project?
Capella University PM-FP4060 | Confidential
10
[Type in Project Plan Title]
2.4.5
Organizational
Departments
2.4.6
Project &
Operational
Managers
2.5
Resourcing
Have all conflicting
organizational objectives
been identified and
resolved?
Have management
authority and
responsibilities been clearly
defined and accepted?
Is there appropriate skillsets
available for the project?
•
•
•
•
•
•
•
2.5.1
Budget
2.6
Communication
2.6.1
Communication
Managers
2.7
Information
Are the necessary funds
available to make this
project a success?
Is there a clear
communications plan in
place?
•
Do all managers
communicate in a timely
and effective manner both
up and down the
organizational structure?
Is all project information
available and vetted for the
project to start?
•
•
•
•
•
•
•
•
Are there other projects that may be
attempting the same outcomes?
Are there other projects that may be
attempting other outcomes?
Is there commitment from department
managers for the project?
Are there competing interests between
managers?
Key resources may be unavailable when
required.
Specific skills may not be available when
required.
It may be possible to recruit existing
subcontract staff permanently.
Are there contingency funds available to
address risks?
Is the budget based on confirmed data?
The client’s requirement may be
misunderstood.
Project reporting needs may change
during project.
Key stakeholder interests may change
(positively or negatively).
Have the appropriate communication
channels and mediums been
established?
Is there a communications matrix
available?
Client may fail to provide required
information on time.
Client-supplied information may be
inadequate to support project.
Capella University PM-FP4060 | Confidential
11
[Type in Project Plan Title]
2.8
Health Safety &
Environmental
2.9
Quality
2.10
Reputation
Have all environmental
factors been taken into
account?
Is there an acceptable rate
of errors? Does the project
need to be error-free at
launch?
•
What impact will the
success or failure of this
project have on the
organization’s reputation?
•
•
•
•
•
•
•
Health & safety legislation may change
during the project.
An accident or incident may occur
delaying the project.
The number of defects found during
integration may not match expectations
(higher or lower).
Quality circles may result in significant
effort reduction.
Effective quality management may
reduce rework.
Corporate reputation incident may
damage support for the project.
Senior management may lose confidence
in project team.
Improved reputation may increase
availability of funds and resources.
Commercial Risks
3.1
Contractual Terms
& Conditions
What type of contract is it?
Fixed-price? Costreimbursable? Time and
material?
•
3.2
Internal
Procurement
Can internal departments
supply skillsets needed for
the project?
•
3.3
Suppliers &
Vendors
Is the supplier or vendor
stable? Is there an
established relationship?
•
•
•
•
•
•
•
Client standard terms may prove
unacceptably onerous.
Contractual terms may contain internal
inconsistencies.
Harmonized client/subcontractor terms
may reduce risk exposure.
Other departments may not deliver as
expected.
Required skills may not be available from
other departments.
Internal support may increase as the
project progresses.
A key supplier may go out of business.
Mergers between suppliers may erode
competitiveness.
Vendors may be able to deliver ahead of
schedule.
Capella University PM-FP4060 | Confidential
12
[Type in Project Plan Title]
Does the organization have
control over vendor
subcontracting?
•
3.5
Client/Customer
Stability
Is there commitment by the
client for the completion of
the project?
•
3.6
Partnerships &
Joint Ventures
Is this a partnership or joint
venture with another
organization?
•
Is there pending
government legislation that
will impact the project?
•
4.2
Exchange Rates
Will monetary exchange
rates impact the project?
•
4.3
Site/Facilities
Is the site or facilities
available for the project?
•
3.4
Subcontracts
•
•
•
•
•
Key subcontractors may refuse to work
together.
Subcontract staff may take industrial
action (strike).
Collaborating with selected
subcontractors may improve working
relationships.
Client may change business focus and
withdraw support for project.
Changes in client personnel may require
additional project management effort.
Client may be bought out or merge with a
more supportive company.
Our partner may have competing
commercial interests.
The joint venture may break up.
External Risks
4.1
Legislation
•
•
•
•
4.4
Environmental /
Weather
Will the weather affect the
project? Are there seasons
to consider?
•
•
•
Changes in legislation may impose
changes in the solution (positive or
negative).
Legal requirements may add unforeseen
design requirements.
Exchange rates may change during the
project (favorably or unfavorably).
Key suppliers may invoice in foreign
currency.
Site access may prove more difficult than
expected.
Required facilities may not be available
on site.
New transport arrangements may ease
project logistics.
Weather may be unseasonable (better or
worse than expected).
Unexpected environmental conditions
may affect progress (positively or
negatively)
Is there a rainy season?
Capella University PM-FP4060 | Confidential
13
[Type in Project Plan Title]
4.5
Competition
Are there competing
organizations in the
marketplace?
•
4.6
Regulatory
Are there regulations
pending that could impact
the project?
•
4.7
Political
Are there political
movements, parties, or
candidates that may affect
the project?
Will the host country impact
the project?
•
4.8
Country
•
•
•
•
•
•
•
4.9
Social /
Demographic
4.10
Pressure Groups
4.11
Force Majeure
Is there a social movement
or public perception that
may affect the project?
Do pressure groups exist
who may have impact on
the project?
Is there insurance or
contract language that
addresses “force majeure?”
•
•
A key competitor may launch a competing
product and invalidate the project.
Key staff may be poached by competitors.
Key competitor may withdraw from the
market.
Regulatory requirements may impose
unexpected design constraints.
Significant changes in regulation may
occur during the project (positive or
negative).
Political factors may influence senior
management support for the project.
A change in government may result in
changed priorities or legislation (positively
or negatively).
Local resources may lack the required
skills.
Currency instability may undermine the
business case for the project.
Local government interest in the project
may change (positively or negatively).
Changing social imperatives may impose
additional requirements.
Public perception of the project may
change (positively or negatively).
•
•
Extremists may disrupt project progress.
Lobby groups may promote the cause of
the project.
•
Force majeure event may occur, disrupting
the project.
Occurrence of force majeure may create
an opportunity to address underlying
issues.
•
Capella University PM-FP4060 | Confidential
14
[Type in Project Plan Title]
SWOT Analysis (Strengths, Weaknesses, Opportunities, & Threats)
[General statement about the critical success factors (CSFs) that will make the project a success]
•
Strengths: [What things is the organization very good at? Examples: well-trained staff, previous
project management experience, leadership in the field.]
•
Weaknesses [What things is the organization need improvement on? Examples: running over
budget, talent skill sets not up to par, little or no project management experience.]
•
Opportunities [What market forces is the organization taking advantage of? Examples: First to
market, new technology, one of a kind.]
•
Threats [What outside market forces are threats to the organization? Examples: A competitor
developing the same product or service, new technology that is a “game changer,” does not
comply with government mandates.]
Known Project Risks, Constraints, & Assumptions
•
Risks [What types of risks are known at the beginning of this project? Brief – Bulleted List]
•
Constraints [What resources (human, materials, capital) are limited for this project? Brief –
Bulleted List]
•
Assumptions [What can we assume to be a standard part of this project? Brief Bulleted List]
Roles and Responsibilities: [Description on the how the roles and responsibilities have been
divided amongst the project team members.]
Name
Role
Position
Contact Information
15
[Type in Project Plan Title]
[TIPS: Moving Toward Distinguished Performance on the Project Charter
Please add this additional information in the appropriate places in the body of the section above. Here
are some additional things that may be added to the template to customize it or elaborate on
information that is known about the project:
•
•
•
•
Key Milestones (Examples: Key deliverables such as the design of a Web site or the coding
behind the Web site.)
Describes a changing marketplace that justifies the project. (If we don’t do it, our competition
will!)
Expansion on the roles and responsibilities of team members. (Name, role, responsibilities,
delegation of authority, and so forth.)
Assigning authority to the project manager so she/he may expend organizational assets (human
resources, money, equipment, software, and so forth)]
Capella University PM-FP4060 | Confidential
16
[Type in Project Plan Title]
Team Contract
[Description of Team Contract]
[GUIDANCE – TEAM CONTRACT:
Team contracts define how the team members interact with each other. In other words, these are the
rules of engagement for the team. For larger size teams this document may become quite extensive in
order to make sure everyone understands meeting etiquette so that the team meetings flow smoothly.
Beyond the rules of a meeting it may show delegation of authority to subject matter experts (SME) or
group leaders who are responsible for a part of the project. Bear in mind that the project manager is
ultimately responsible for the success or failure of a project.
This outlines the project manager’s expectations of the team members and may also include the project
sponsor, the client or customer, and other stakeholders who may be impacted or have a concern with
the project’s deliverables.]
Project Name:
Project Manager:
Team Members.
A. Commitments.
1.
As a project team we will:
1.
B. Team Meeting.
The participation ground rules include:
1.
The communication ground rules include:
1.
The problem-solving ground rules include:
1.
The decision-making ground rules include:
1.
Capella University PM-FP4060 | Confidential
17
[Type in Project Plan Title]
The conflict-handling ground rules include:
1.
C. Meeting Guidelines.
1. Meetings will be held every number days/weeks/months.
2. Meetings will be called by name of person.
3. Agendas will be issued every number days/weeks in advance by name of
person.
4. Meetings will be facilitated by name of person.
5. Evaluations of meetings will be conducted every number of meetings.
6. Name of person will issue minutes within number days of the meeting.
D. Meeting Procedures.
1.
Team Member Signatures:
_______________________________________________________
Project Manager: [Enter Your Name Here]
_______________________________________________________
[Title: Name]
_______________________________________________________
[Title: Name]
_______________________________________________________
[Title: Name]
Capella University PM-FP4060 | Confidential
18
[Type in Project Plan Title]
[TIPS: Moving Toward Distinguished Performance on the Team Contract
Please add this additional information in the appropriate places in the body of the section above. Here
are some additional things that may be added to the template to customize it or elaborate on
information that is known about the project:
•
•
•
•
•
•
•
•
•
•
•
•
Team members names AND job title AND department/area
Code of Conduct (new section)
Collaboration tools (new section)
Collaboration skills (new section)
War Room (new section)
o Separate team room for project
o Features
o Availability
Add an overview of the team goals
Will there be any offsite meetings? If so, what are the rules?
Is there a need for training?
o On a new tool?
o On new equipment?
o Certification?
Are there sub groups or smaller teams feeding into the main project?
Are there contractors? How do they fit into the team contract?
What are the team rules when dealing with outside contacts?
o Clients?
o Vendors?
o Other Organizations?
Adding additional information about each section in the document. (Example: Commitments
and what that means within the context of the project.)]
Capella University PM-FP4060 | Confidential
19
[Type in Project Plan Title]
Project Scope
[Description of Project Scope]
[GUIDANCE – PROJECT SCOPE
Scope statements succinctly define what exactly is going to be achieved in the project. They also define
what is NOT going to be done as well. For example, a computer lab at a university may upgrade the
operating system of the computers but will not be upgrading the machines. ]
Project Overview
[Project Overview Description]
GUIDANCE: Describe the background and context for the project and why it is being undertaken.
Discuss the business value of the work being performed.
GUIDANCE – In scope, out of scope: This section is where you clearly define the logical boundaries of
your project. These statements are used to define what is within the boundaries of the project and what
is outside those boundaries. Data, processes, applications, or business areas are items that could be
examined. The following might be helpful to include:
•
•
•
•
•
•
The types of deliverables that are in scope and out of scope (business requirements, current
state assessment).
The major life cycle processes that are in and out of scope (analysis, design, testing).
The types of data that are in and out of scope (financial, sales, employee).
The data sources (or databases) that are in scope and out of scope (billing, general ledger, and
payroll).
The organizations that are in scope and out of scope (human resources, manufacturing,
vendors).
The major functionality that is in scope and out of scope (decision support, data entry,
management reporting).
In scope:
•
•
•
•
Deliverable that will be performed in this project.
Deliverable that will be performed in this project.
Deliverable that will be performed in this project.
Deliverable that will be performed in this project.
Examples:
Out of scope:
•
Deliverable that will NOT be performed in this project.
Capella University PM-FP4060 | Confidential
20
•
•
•
[Type in Project Plan Title]
Deliverable that will NOT be performed in this project.
Deliverable that will NOT be performed in this project.
Deliverable that will NOT be performed in this project.
Examples:
Capella University PM-FP4060 | Confidential
21
[Type in Project Plan Title]
Work Breakdown Structure (WBS)
[Description of Work Breakdown Structure (WBS)
[GUIDANCE – WORK BREAKDOWN STRUCTURE
A work breakdown structure (WBS) is included in the Scope Statement documentation. Usually there
are two views.
The first view is a hierarchical one that is usually worked upon by the project manager and team to
discover exactly what tasks need to be done and in what order. (You will have to show more detail or
levels than these examples.)
WBS hierarchy example (Created in Microsoft VISIO, saved as a jpeg picture, inserted into this Word
document)] If you have difficulty displaying the WBS on these pages or as an embedded VISIO object,
you may submit it separately with your project plan.
Project
Building a Garage.
1.0 Initiate.
2.0 Plan.
3.0 Execute.
4.0 Monitor and
Control.
5.0 Close.
1.1 Need a garage?
2.1 What type of
garage?
3.1 Pour the
foundation.
4.1 Observe the
cement workers.
5.1 Inspect the
garage.
Et cetera.
Et cetera.
Et cetera.
Et cetera.
Et cetera.
Capella University PM-FP4060 | Confidential
22
[Type in Project Plan Title]
The second view is a list view or outline of the WBS.
Project: Building a garage
1.0
2.0
3.0
4.0
5.0
Initiate
1.1
Need a garage?
1.2
Et cetera.
Plan
2.1
What type of garage?
2.2
Et cetera.
Execute
3.1
Pour the foundation
3.2
Et cetera.
Monitor and Control
4.1
Observe the cement workers
4.2
Et cetera.
Close
5.1
Inspect garage
5.2
Et cetera.
Note that the hierarchy view and the list view have the same tasks and are numbered the same.
The graphic view may be achieved by using MS VISIO, MS Word (Draw Feature), or MS PowerPoint
Organization Template.
Capella University PM-FP4060 | Confidential
23
[Type in Project Plan Title]
[TIPS: Moving Toward Distinguished Performance on the Project Scope
Please add this additional information in the appropriate places in the body of the section above. Here
are some additional things that may be added to the template to customize it or elaborate on
information that is known about the project:
•
•
•
•
A thorough explanation of
o What is in Scope
o What is NOT in Scope
Adding color to the WBS to further clarify a phase or layer
Making sure the numbers match the tasks between the hierarchy WBS and the list WBS.
Project deliverables also include project documentation (team contract, project charter, scope
document, and so forth)
Capella University PM-FP4060 | Confidential
24
[Type in Project Plan Title]
Risk Breakdown Structure (RBS)
[Description of Risk Breakdown Structure]
[GUIDANCE – RISK BREAKDOWN STRUCTURE
A risk breakdown structure (RBS) is included in the Scope Statement documentation. This figure is one
that is usually worked upon by the project manager and team to discover exactly what tasks need to be
done and in what order. (You will have to show more detail or levels than these examples.)
RBS hierarchy top level (Created in Microsoft VISIO, saved as a jpeg picture, inserted into this Word
document)] 3rd and deeper levels will be transferred from the Risk Identification Questions on pages 5
thru 12 eliminating those risks that do not apply. If you have difficulty displaying the RBS on these pages
or as an embedded VISIO object, you may submit it separately with your project plan.
Risk Breakdown
Structure (RBS).
1.0 Technical.
1.1
Scope definition.
2.0 Management.
3.0 Commercial.
4.0 External.
1.2
Requirements
definition.
Capella University PM-FP4060 | Confidential
25
[Type in Project Plan Title]
Budget
[Description of Budget]
Microsoft Excel
Worksheet
[GUIDANCE – PROJECT BUDGET
Budgets need to be complete and detailed enough so there is no question on how the money is being
spent. Organizations are different on what they include on their project budgets because many of the
human resources are already on the payroll being paid for operational work.
However, some organizations want a full accounting of the project and will include the costs of the
personnel even though they are already on the payroll. It is expected that you will include personnel in
this assignment budget or offer an explanation on why these monies are not tracked. ]
Capella University PM-FP4060 | Confidential
26
[Type in Project Plan Title]
Communications Matrix
[Description of Communications Matrix]
[GUIDANCE – COMMUNICATIONS MATRIX
Communications matrices assist the project manager in making sure all information is being distributed
to the correct personnel whether it is the project team, sponsor, upper management, customer or
stakeholders.]
Information
Status Report
Provider
PM
Recipient(s)
Sponsor
Frequency
Bi-weekly
Medium
Email
Location
SharePoint
Stakeholder Communications Analysis
[Description of Stakeholder Communications Analysis]
[GUIDANCE – STAKEHOLDER COMMUNICATION ANALYSIS
Stakeholder communications analysis assists the project manager in specifically spelling out delivery of
specific reports for the project. The communications matrix above helps guide this more specific section
in determining who is receiving project information.]
Stakeholders
Top Management
Document Name
Status Report
Document Format
Hard Copy
Contact Person
Sheila Thompson
Due
1st Monday
Month
Capella University PM-FP4060 | Confidential
of
27
[Type in Project Plan Title]
Glossary
[Description of Glossary]
[GUIDANCE – GLOSSARY
Glossaries are used to explain terms specific to the project and to the discipline. For example if you are
installing a network you may need to define terms like “switch,” “fiber optics,” and “domain name.”
Also you should define terms that are indigenous to project management such as “WBS” or work
breakdown structure, gold plating and the like. ]
[TIPS: Moving toward Distinguished Performance on the Glossary
Please add this additional information in the appropriate places in the body of the section above. Here
are some additional things that may be added to the template to customize it or elaborate on
information that is known about the project:
•
•
•
An example explaining the term
Make sure the term is in layman’s terms
May pull terms from dictionary or PMBOK® or textbook but make sure to cite them.
RACI Matrix
[Overview of RACI Matrix]
[GUIDANCE – RACI Matrix
RACI matrices clarify who are responsible, accountable, consulted, and informed. In some cases, a
person who is a subject matter expert (SME) may be consulted with and then will need to be informed
to inspect the completed task. In other words, there may be one or more letters associated with a
person.
This template has the basic project lifecycle phases in it. Tasks will have to be transferred from the
Work and Risk Breakdown Structures as well as additional personnel for the specific project.
RACI Chart
Capella University PM-FP4060 | Confidential
[Type in Project Plan Title]
28
Risk Matrix
[Type in overview of Risk Matrix here]
[GUIDANCE – RISK MATRIX
Risk Matrices are at the core of solving problems before they have an impact on the project scope, cost, schedule, and product quality. Clearly
one may categorize risks on what they are going to impact or the type of risk. For example there may be risks because of the personnel on the
team (they may need training on a new technology or if one team member is sick, his or her contribution and expertise will be lost) or there
have been problems in the past with a certain vendor and so forth.
However another way of looking at it is whether the risks may fit into three different scenarios:
•
•
•
Known, knowns (It is known when the risk may occur and what it is.)
Unknown, knowns (It is unknown when the risk may occur but it is a known entity.)
Unknown, Unknowns (Neither the timing nor the risk is known, a surprise.)
There are many ways to categorize and order risks so that the project manager and the team will be on top of the situation and will be able to
mitigate or control the risks when they occur. The important part of the risk matrix is to make sure that most of the risks are identified and that
there are defined actions to deal with them.]
ID
Rank
Risk
1.
10.
Team skill sets not up to par
Probability
(Low, Medium, High)
Severity (L,M,H)
Mitigation Approach
MEDIUM
HIGH
Train team members on
new technology
LOW
STATUS
Category
Watch
List?
Personnel
NO
Choose
an item.
29
[Type in Project Plan Title]
Choose
an item.
Choose
an item.
Choose
an item.
KEY
HIGH (RED) – 67% to 100% Chance of Occurring or Impact
MEDIUM (ORANGE) – 33% to 66% Chance of Occurring or Impact
LOW (YELLOW) – 1% to 32% Chance of Occurring or Impact
Status
Green = O.K.
Yellow = Look At
Red = In Trouble
Possible Categories – Budget, Cost, Equipment, Logistics, Quality, Personnel, Scope, Technical, Time, (PMBOK ®
Knowledge Areas, or Make Up Your Own)
Capella University PM-FP4060 | Confidential
30
[Type in Project Plan Title]
Risk Stakeholder Roles and Responsibilities
[Description of Risk Stakeholders and Responsibilities]
[GUIDANCE – RISK STAKEHOLDER ROLES AND RESPONSIBLITIES
Risk Stakeholder Roles and Responsibilities assist the project leaders in knowing who has been assigned to general and specific risks. This is
helpful because there are now more eyes overseeing risks that could affect project progress. As with all matrices this one can be expanded as
“progressive elaboration” appears during a project. In order to create more table rows, simple place your cursor in the last cell in the lower right
corner of the table and press the Tab Key. ]
Role
Risk Management Responsibility
Project Manager
The project manager is responsible
for the project risk management plan
being implemented and for reporting
to the project sponsor and
management group.
Specific Risks
•
Team member
unavailable
•
Updating risks
statuses
Assignment
Notes
Loran Walker
The project manager
typically oversees all
risks in a project.
Capella University PM-FP4060 | Confidential
31
[Type in Project Plan Title]
Risk Management Process and Activities
[Risk Management Process and Activities Description]
[GUIDANCE – RISK MANAGEMENT PROCESS AND ACTIVITIES
Risk management process and activities assist the project leaders in knowing how to approach project risks processes. For example there may
be a need to update the risk watch list or it may be helpful to have a procedure in place if a negative risk does occur so that everyone knows the
process and who should be involved. As with all matrices this one can be expanded as “progressive elaboration” appears during a project. In
order to create more table rows, simple place your cursor in the last cell in the lower right corner of the table and press the Tab Key. ]
Risk Management
Activity
Risk Management Task
Description
Ownership (Participants)
Notes
[Risk identification]
[Identify the techniques that are used
to identify risk factors at the beginning
of the project and on an ongoing
basis. This may involve a formal risk
assessment workshop, a
brainstorming session, and interviews
at the beginning of each major
milestone phase.]
[Identify project team members
and key stakeholders to be
involved.]
[Additional detail on the
process.]
Review risk watch list
Update the risk priorities
Project sponsor, project
manager, project team, subject
matter experts (SMEs)
Contact appropriate SMEs for
input. Can be done by phone
or e-mail.
Capella University PM-FP4060 | Confidential
32
[Type in Project Plan Title]
Project Schedule
[Description of Project Schedule]
[GUIDANCE – PROJECT SCHEDULE
Schedules are used throughout the project. Usually a project manager is told how much time is
available to complete a project. Many times a project manager has to make the project “fit” into the
time allotted. However, when a detailed schedule is created the project manager may have to go back
to the sponsor to discuss a more realistic schedule to achieve the product of the project.
A detailed schedule is not put in place until the scope statement and work breakdown structure (WBS) is
discussed and created by the project team. The schedule emanates from the scope statement and
work breakdown structure.
Part of the reason for introducing students to Microsoft Project software is to enable them to use this
tool to effectively create a project schedule for their assignment. Do not be afraid to use features
introduced in the MS Project Labs such as hyperlinks to relevant websites or using notes or comments to
clarify the milestones or tasks.
Embedded below is a blank Microsoft Project document:]
Microsoft Project
Document
[TIPS: Moving toward Distinguished Performance on the Project Schedule
Please add this additional information in the appropriate places in the body of the section above. Here
are some additional things that may be added to the template to customize it or elaborate on
information that is known about the project:
•
•
•
•
•
•
•
•
•
Separate Word document explaining and clarifying the schedule.
If the Task is greater than 8-10 working days, it may need to be broken down into smaller tasks
Schedule shows predecessors to tasks.
Use of the Note feature in MS Project.
Use of the Comment feature in MS Project.
Use of the Hyperlink feature in MS Project.
Add resources to the tasks.
Customize the look of the Gantt chart.
Create a callout on a specific task that will need attention.]
33
[Type in Project Plan Title]
References
Risk Identification Questions – Pages 5 thru 12 draws from the 3 following books and Template:
1. Hillson, D., & Simon, P. (2012). Practical project risk management: The ATOM methodology (2nd
edition). Vienna, VA: Management Concepts
2. Hillson, D. (2009). Managing risks in projects. Burlington, Vermont. Page 33.
3. Pcubed. (2004). Risk identification questionnaire [Microsoft Word template]. Retrieved from
http://office.microsoft.com/en-us/templates/risk-identification-questionnaireTC001142331.aspx
Capella University PM-FP4060 | Confidential
34
[Type in Project Plan Title]
Appendices
Capella University PM-FP4060 | Confidential
35
[Type in Project Plan Title]
Reflections: What I Learned
[Within your reflections narrative, answer the following questions:
•
•
•
•
What did you learn from the project?
What was the most important thing you learned?
Is this information immediately helpful to you now?
How are you able to apply these skills to future IT projects?
•
Do you have any other relevant thoughts or comments on the course subject matter?]
Capella University PM-FP4060 | Confidential

Purchase answer to see full
attachment

Why Choose Us

• 100% non-plagiarized Papers
• 24/7 /365 Service Available
• Affordable Prices
• Any Paper, Urgency, and Subject
• Will complete your papers in 6 hours
• On-time Delivery
• Money-back and Privacy guarantees
• Unlimited Amendments upon request
• Satisfaction guarantee

How it Works

• Click on the “Place Your Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
• Fill in your paper’s requirements in the "PAPER DETAILS" section.
• Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
• Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
• From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.