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Project Risk Management

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Project Risk Management. Colleen O’Donnell, MSW, PMP. Objectives. Understanding of the key roles of project planning and risk management in project success Evaluating your ideas about project management - do they support or undermine risk management? Utilizing a framework for risk management

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Project Risk Management

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  1. Project Risk Management Colleen O’Donnell, MSW, PMP

  2. Objectives • Understanding of the key roles of project planning and risk management in project success • Evaluating your ideas about project management - do they support or undermine risk management? • Utilizing a framework for risk management • Common barriers to implementing risk management

  3. Project manager role Some Misconceptions • It’s common sense – anyone can do it • This project is not that big and everyone knows what they are doing – why do we need a project manager? • If I have a project manager, I don’t need to be involved • It’s just a lot of unnecessary paperwork to show off to people

  4. Project manager role

  5. Project “success” Starts with clearly defined goals and objectives • Grant Requirements • Additional objectives identified in the response to the RFA Attained within the “triple constraints” • Time (project schedule) • Cost (budget) • Scope (activities/tasks)

  6. Project “risk” Any factor that threatens project success! • Time (project schedule) - Monitoring the timing for activity/tasks completion within the timeframe of the grant, using start and end dates, % complete, tracked to availability of resources as needed • Cost (budget) – Realistically estimating and then tracking the cost of resources and materials, both apparent and “hidden” (i.e., loss of revenue from billable staff hours when staff is engaged in implementation) • Scope (activities/tasks) – Giving priority to attaining the grant requirements first, RFP response objectives second

  7. Risk Management Proactive Anticipating and Planning for Probable Risks • Concept of “due diligence” • Manage, Mitigate, Avoid • Requires a Project Plan with the basic elements • Clearly identified Activities/Tasks • Organized in a logical hierarchy • With start and end dates • Tied to identified resources • With estimated costs • And the ability to track % complete

  8. Starts With Risk Identification Look at your project plan… • Does it have ALL the basic elements? • If no, that’s your first project risk! • Pick an Activity that has not yet started • Consider what is necessary to complete the associated tasks • Evaluate these needs in terms of six categories

  9. Category - Management • Management structure • IT Governance (Kickoff Webinar) • Communication Plan (who needs to get what information when?) • Too much in plan (can’t be accomplished in grant timeframe) • Poorly defined scope (vague outcomes, no milestones) • Change management plan (transitioning organization)

  10. Category - Technology • Technology includes • Hardware (outdated, insufficient) • Software (reliability, consideration of System Development Life Cycle, IT portfolio compatibility) • Infrastructure (Internet connectivity) • Policies and procedures (HIPAA Privacy and Security)

  11. Category - Resources • Human resources • Key staff identified (what happens if they leave?) • Necessary skill sets (computer literacy, ability to type vs peck) • Availability • Vendor reliability, vendor project manager skills

  12. Category - Timing • Activities/tasks • Realistic (or are you setting yourself up for failure?) • Contingencies identified (if this activity can’t be completed on time, what is the impact on other activities?) • Vendor time commitments (are these slipping?) • Vendor and organization reliability (are they following through on promises? Are you?) • Buffers built in?

  13. Category - Organization • Politics of the project • Time invested in change management (does everyone know how the project will affect their job?) • Management support (champion at executive level) • Staff support (end user buy-in, power users – is staff included?) • Deliberate or unintentional sabotage (is the staff being asked to over-perform? Can they do that? Will they do that? What are the implications to moral and quality of work in their ‘real’ jobs?)

  14. Category - External • Things you can’t control – does not mean you can’t manage the risk! • “Showstoppers” (What do you HAVE to accomplish by the end of the grant? Is it in your plan? In the vendor contract?) • Contingency planning (“What if…?”) • Decision gates (Go/No Go) • Persistence (find a way!)

  15. Break out groups… • Use template • Review plan Activity/Tasks • What can go wrong? (Identify) • What exactly is the nature of the risk? • Plan response

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