This presentation look into how to implement Agile risk management in a highly regulated industry. The presentation focus not only on project risk, but also compliance, legal and reputational risks.
Enterprise Risk Management for Projects, Programs and Portfolios: A PrimerSeshadri Venkataraman
This document provides an overview of enterprise risk management for projects, programs, and portfolios. It begins with definitions of projects, programs, and portfolios. It then discusses why risk is a non-negotiable factor and provides an overview of the basic constructs of risk management. The document outlines the main types of organizational approaches to risk management. Finally, it summarizes the key steps in the risk management process as defined by PMI.
This document discusses physical database design and project management planning. It covers scheduling project tasks using Gantt charts, estimating task timelines, assigning resources to tasks, and tracking progress. Milestones are defined and the project plan is reviewed periodically or when major changes occur. The document also touches on risk management, identifying and mitigating risks throughout the project lifecycle.
This document discusses project management processes and knowledge areas. It defines a process as a set of interrelated actions to achieve a result. There are 42 processes grouped into 5 process groups: initiating, planning, executing, monitoring/controlling, and closing. The 9 knowledge areas are: integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. Each process has inputs, tools/techniques, and outputs. Processes are iterative across the project life cycle and within each phase.
This document provides an overview of project management methodologies and certifications. It discusses how less than 1 in 3 software projects are completed on time and on budget, with communication issues often to blame for failures. It then summarizes several approaches that have been developed to improve project outcomes, including PRINCE2, Agile, PMBOK, Six Sigma, and ITIL. The document also lists certifications available in PRINCE2, Agile, and from PMI, and provides brief descriptions of PRINCE2 and Agile frameworks and principles.
The document outlines a framework for project management that includes processes for starting, initiating, directing, controlling, and closing projects. It describes key processes such as planning, risk management, and documentation. The framework is intended to provide a standardized yet flexible approach to delivering projects and realizing benefits.
This document provides an overview of the DMAIC methodology for Six Sigma improvement projects. It describes the five phases of DMAIC - Define, Measure, Analyze, Improve, and Control. Key aspects and tools covered include identifying the problem and goals, ensuring reliable measurement, understanding sources of variation, testing solutions, implementing improvements, and sustaining gains through control plans. The overall approach provides a structured process for problem solving and continuous process improvement.
This document discusses key aspects of project management including:
- A project is a temporary endeavor to create a unique product or service.
- Projects go through various phases from initiation to execution to transfer.
- All projects must undergo a rigorous selection process to ensure they are strategic and aligned with organizational goals.
- The four main constraints of a project are cost, time, quality, and scope. Successfully managing these constraints is important for project success.
This document provides an overview of project management. It defines a project as work with a beginning and end that creates a product or service with a defined schedule, scope and resources. It describes the project manager's role as using knowledge and tools to manage a project from start to finish to meet requirements. The project lifecycle is outlined as having five stages - initiate, plan, execute, control and close. Key aspects of project management covered include creating a project objective statement, making a project manageable by breaking it down into deliverables and tasks, managing risk, and closing the project with a post-mortem meeting.
Enterprise Risk Management for Projects, Programs and Portfolios: A PrimerSeshadri Venkataraman
This document provides an overview of enterprise risk management for projects, programs, and portfolios. It begins with definitions of projects, programs, and portfolios. It then discusses why risk is a non-negotiable factor and provides an overview of the basic constructs of risk management. The document outlines the main types of organizational approaches to risk management. Finally, it summarizes the key steps in the risk management process as defined by PMI.
This document discusses physical database design and project management planning. It covers scheduling project tasks using Gantt charts, estimating task timelines, assigning resources to tasks, and tracking progress. Milestones are defined and the project plan is reviewed periodically or when major changes occur. The document also touches on risk management, identifying and mitigating risks throughout the project lifecycle.
This document discusses project management processes and knowledge areas. It defines a process as a set of interrelated actions to achieve a result. There are 42 processes grouped into 5 process groups: initiating, planning, executing, monitoring/controlling, and closing. The 9 knowledge areas are: integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. Each process has inputs, tools/techniques, and outputs. Processes are iterative across the project life cycle and within each phase.
This document provides an overview of project management methodologies and certifications. It discusses how less than 1 in 3 software projects are completed on time and on budget, with communication issues often to blame for failures. It then summarizes several approaches that have been developed to improve project outcomes, including PRINCE2, Agile, PMBOK, Six Sigma, and ITIL. The document also lists certifications available in PRINCE2, Agile, and from PMI, and provides brief descriptions of PRINCE2 and Agile frameworks and principles.
The document outlines a framework for project management that includes processes for starting, initiating, directing, controlling, and closing projects. It describes key processes such as planning, risk management, and documentation. The framework is intended to provide a standardized yet flexible approach to delivering projects and realizing benefits.
This document provides an overview of the DMAIC methodology for Six Sigma improvement projects. It describes the five phases of DMAIC - Define, Measure, Analyze, Improve, and Control. Key aspects and tools covered include identifying the problem and goals, ensuring reliable measurement, understanding sources of variation, testing solutions, implementing improvements, and sustaining gains through control plans. The overall approach provides a structured process for problem solving and continuous process improvement.
This document discusses key aspects of project management including:
- A project is a temporary endeavor to create a unique product or service.
- Projects go through various phases from initiation to execution to transfer.
- All projects must undergo a rigorous selection process to ensure they are strategic and aligned with organizational goals.
- The four main constraints of a project are cost, time, quality, and scope. Successfully managing these constraints is important for project success.
This document provides an overview of project management. It defines a project as work with a beginning and end that creates a product or service with a defined schedule, scope and resources. It describes the project manager's role as using knowledge and tools to manage a project from start to finish to meet requirements. The project lifecycle is outlined as having five stages - initiate, plan, execute, control and close. Key aspects of project management covered include creating a project objective statement, making a project manageable by breaking it down into deliverables and tasks, managing risk, and closing the project with a post-mortem meeting.
How To Manage and Mitigate Risk in Medical Device New Product DevelopmentGreenlight Guru
A company’s ability to understand and manage risk can mean the difference between financial success and disaster.
(You can view the full webinar here: http://www.greenlight.guru/risk-in-medical-device-new-product-development-webinar)
In this webinar you'll learn:
- How to understand the true nature and impact of project and product risk
- How to effectively measure risk quantitatively
- How to use risk management as a tool to accelerate NPD
- What you need to know about the upcoming risk-based changes to ISO 13485 to ensure compliance
The document discusses auditing risk processes in ISO 9001:2015. It introduces the concept of risk and discusses why risk is an important but complex topic. It then covers auditing risk in the ISO standard, including the impact of outcomes, different audit methodologies, and how to apply auditing to risk threads. Finally, it discusses risk management processes and three perspectives on risk: within processes, related to products and services, and technical risks. The document provides information to help auditors understand and evaluate risk processes.
The purpose of the presentation is to safeguard the organization, its customers, reputation, assets, and stakeholders by identifying and managing risks to meet business objectives in a controlled, responsible, and sustainable manner. Risk assessment involves identifying exposures, assisting with risk-adjusted decisions, and considering the impact of risk management. Quality risk management establishes a common risk framework, defines roles and responsibilities, and provides transparency and oversight of risk practices. Sustainability reporting measures environmental, social, and economic performance indicators related to operations.
The presentation about Project Risk Management conducted by Mr. Mohamad Boukhari for the project management community in Lebanon during PMI Lebanon Chapter monthly lecture.
The document defines risk and risk-based thinking according to ISO 9001:2015. It discusses identifying risks and opportunities, both internal factors like strengths and weaknesses, as well as external factors like political, economic, social, and technological issues. It also covers tools for risk analysis like the risk register and risk assessment methods like the preliminary risk assessment and FMEA. The goal is to incorporate risk-based thinking into all aspects of the quality management system as outlined in ISO 9001:2015.
This document provides a summary of a workshop on ISO 31000, the international risk management standard. It discusses key components of ISO 31000, including what a risk register is, accountability, the risk management process, and the risk management framework. The workshop aims to help participants understand ISO 31000 by examining these components and rating their organization against them. Participants will learn what ISO 31000 covers and how to evaluate their risk management practices based on the standard.
Rohit Kumar Chawda has over 25 years of experience in risk, compliance, operations, and client servicing for major asset management companies in India. He developed a unique risk framework at Peerless Funds Management Company covering operational, regulatory, reputational, and financial risks across all departments. Riskindia.com provides cost-effective risk management support to asset management companies through training and consultations. They help create risk frameworks and inventories, standard operating procedures, risk assessments and controls, risk dashboards, and action plans to minimize residual risks through continuous engagement. Stakeholders in the risk framework include department heads, risk champions, management, and the risk management committee.
Adaptive RiskPro is a comprehensive solution for implementing risk and compliance aspects in any organization. This assists in ISO 27001 implementation.
The above presentation talks about the risk involved in any project. The project risk identification, quantification, response and its control is also thoroughly explained.
Dealing with Auditors: Helping Them Understand AgileTechWell
This document summarizes a presentation on helping auditors understand agile development processes. The presentation discusses how traditional audit models are not well-aligned with agile practices. It then outlines a 5-step process to create an agile auditable framework: 1) validate risks and controls, 2) inventory agile practices, 3) create parameters for practices, 4) determine control methods, and 5) establish operational parameters. The framework aims to better align controls and testing with agile ceremonies while reducing paperwork by 50% or more. Challenges include resource intensity and subjectivity, while benefits include improved quality and alignment.
Agile-Risk-Management in Project ManagementNajmul Hussain
Traditional risk management is done upfront to identify potential risks, quantify impact and likelihood, and create contingencies. Agile risk management identifies risks throughout the lifecycle using practices like transparency, collaborative planning, and customer involvement. Both approaches can be used together, with more traditional upfront risk management applied to longer, riskier or compliant projects and lighter application for simpler, shorter projects.
The webinar covers:
• Important changes in QMS
• Context of the organization
• Planning - Risk Assessment & Identification of Objectives
Presenter:
This live session was presented by Tariq Khan, PECB Partner and Trainer, who is also the country manager for IMS Reliance.
Link of the recorded session published on YouTube: https://youtu.be/MhDWbDPHMeA
Get to know What is PMI - RMP Certification? and The PMI - RMP certification training that will teach you how to manage risk, which is a structured and objective approach to managing uncertainty in projects. Learn the steps involved in managing risk, including identification, analysis, and responses, and controlling both known as well as unknown risks in projects. Click here to read in Detail.
The webinar discusses testing risk management. It defines risks as things that can negatively impact a project's outcomes. There are two types of risks: product risks like bugs that affect stability, and project risks like delays that affect schedule or cost. The presenter advocates that QA managers are well-suited to manage risks due to their end-to-end visibility and balanced perspective between technical and business concerns. Effective risk management involves keeping an up-to-date risk table, reviewing risks regularly, and ensuring meetings focus on mitigation rather than blame.
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Bill Dow
A Guide to Risk Management
Most Project Managers struggle with managing risks and issues. It is a daily struggle, project managers don’t track and understand the purpose of risk management well enough, so we see them either ignore it all together or do the bare minimum. In this presentation, we will walk through the purpose and tracking of risks on projects.
Key Takeaways:
Learn the purpose behind Risk Management
Discover the key steps in Risk Management
Uncover Risk Management tools and techniques
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
The document proposes a 360 Degree Risk Management Model to help organizations holistically manage risks. The model comprises people, processes, tools, and governance to 1) identify risks early, 2) mitigate negative risks, and 3) leverage learnings from risks to enhance competencies. Key aspects of the model include a corporate risk database, risk analytics dashboards, and knowledge sharing programs. The document argues the model can help organizations gain competitive advantages and improve outcomes by taking a more holistic view of risks.
The document outlines Peter Moore's presentation on creating value through enterprise risk management. It discusses barriers to success like poor frameworks and engagement. It also covers risk management frameworks, focusing on simplicity and intuitiveness. Other sections explain risk appetite and tolerance, integrating risk management into business processes, and using key risk indicators to monitor risks. The goal is to establish a clear risk framework that creates value by better informing decision-making and resource allocation.
Managing Risk in Agile Development: It Isn’t MagicTechWell
Has the adoption of agile techniques magically erased risk from software projects? When we change the project and product environment by adopting agile, have we tricked ourselves into thinking that risk has been abolished—when it hasn’t? Agile risk management is a continuous process that makes risk management part of how the team works so they get value from the activity. Thomas Cagley suggests that we develop user stories that specifically address risk so it is prioritized, planned, and executed as part of the normal agile cadence. Agile techniques—daily standups, demonstrations, retrospectives, and sprint-planning activities—provide a platform for monitoring and controlling risks. The built-in feedback loops act as a safety net to ensure eyes are continuously looking at what is happening and what could be happening. By constantly evaluating risk, agile processes avoid spending significant time analyzing risks that are not on the horizon, while making it very difficult for an unseen risk to sneak up on your project.
This document discusses how Six Sigma methodologies can help manage operational risk. Six Sigma provides structured methodologies for designing robust processes, fixing broken processes, and controlling ongoing processes. It uses tools like FMEA to analyze risks in key processes. Six Sigma also provides metrics like process sigma to measure variation and detect issues. The document advocates using Six Sigma tools in conjunction with an organization's operational risk management framework to identify, quantify, and reduce operational risks.
Big Data - Black Belt - Customer experience AnalysisMads Hermann
Customer experience analysis project aims to find key effects on customer satisfaction and propose a value-added cycle. The project is led by Mads Hermann, Global Manager at CSLD, and involves an intern David Seung Seok Oh focusing on customer satisfaction and quality.
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A company’s ability to understand and manage risk can mean the difference between financial success and disaster.
(You can view the full webinar here: http://www.greenlight.guru/risk-in-medical-device-new-product-development-webinar)
In this webinar you'll learn:
- How to understand the true nature and impact of project and product risk
- How to effectively measure risk quantitatively
- How to use risk management as a tool to accelerate NPD
- What you need to know about the upcoming risk-based changes to ISO 13485 to ensure compliance
The document discusses auditing risk processes in ISO 9001:2015. It introduces the concept of risk and discusses why risk is an important but complex topic. It then covers auditing risk in the ISO standard, including the impact of outcomes, different audit methodologies, and how to apply auditing to risk threads. Finally, it discusses risk management processes and three perspectives on risk: within processes, related to products and services, and technical risks. The document provides information to help auditors understand and evaluate risk processes.
The purpose of the presentation is to safeguard the organization, its customers, reputation, assets, and stakeholders by identifying and managing risks to meet business objectives in a controlled, responsible, and sustainable manner. Risk assessment involves identifying exposures, assisting with risk-adjusted decisions, and considering the impact of risk management. Quality risk management establishes a common risk framework, defines roles and responsibilities, and provides transparency and oversight of risk practices. Sustainability reporting measures environmental, social, and economic performance indicators related to operations.
The presentation about Project Risk Management conducted by Mr. Mohamad Boukhari for the project management community in Lebanon during PMI Lebanon Chapter monthly lecture.
The document defines risk and risk-based thinking according to ISO 9001:2015. It discusses identifying risks and opportunities, both internal factors like strengths and weaknesses, as well as external factors like political, economic, social, and technological issues. It also covers tools for risk analysis like the risk register and risk assessment methods like the preliminary risk assessment and FMEA. The goal is to incorporate risk-based thinking into all aspects of the quality management system as outlined in ISO 9001:2015.
This document provides a summary of a workshop on ISO 31000, the international risk management standard. It discusses key components of ISO 31000, including what a risk register is, accountability, the risk management process, and the risk management framework. The workshop aims to help participants understand ISO 31000 by examining these components and rating their organization against them. Participants will learn what ISO 31000 covers and how to evaluate their risk management practices based on the standard.
Rohit Kumar Chawda has over 25 years of experience in risk, compliance, operations, and client servicing for major asset management companies in India. He developed a unique risk framework at Peerless Funds Management Company covering operational, regulatory, reputational, and financial risks across all departments. Riskindia.com provides cost-effective risk management support to asset management companies through training and consultations. They help create risk frameworks and inventories, standard operating procedures, risk assessments and controls, risk dashboards, and action plans to minimize residual risks through continuous engagement. Stakeholders in the risk framework include department heads, risk champions, management, and the risk management committee.
Adaptive RiskPro is a comprehensive solution for implementing risk and compliance aspects in any organization. This assists in ISO 27001 implementation.
The above presentation talks about the risk involved in any project. The project risk identification, quantification, response and its control is also thoroughly explained.
Dealing with Auditors: Helping Them Understand AgileTechWell
This document summarizes a presentation on helping auditors understand agile development processes. The presentation discusses how traditional audit models are not well-aligned with agile practices. It then outlines a 5-step process to create an agile auditable framework: 1) validate risks and controls, 2) inventory agile practices, 3) create parameters for practices, 4) determine control methods, and 5) establish operational parameters. The framework aims to better align controls and testing with agile ceremonies while reducing paperwork by 50% or more. Challenges include resource intensity and subjectivity, while benefits include improved quality and alignment.
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Traditional risk management is done upfront to identify potential risks, quantify impact and likelihood, and create contingencies. Agile risk management identifies risks throughout the lifecycle using practices like transparency, collaborative planning, and customer involvement. Both approaches can be used together, with more traditional upfront risk management applied to longer, riskier or compliant projects and lighter application for simpler, shorter projects.
The webinar covers:
• Important changes in QMS
• Context of the organization
• Planning - Risk Assessment & Identification of Objectives
Presenter:
This live session was presented by Tariq Khan, PECB Partner and Trainer, who is also the country manager for IMS Reliance.
Link of the recorded session published on YouTube: https://youtu.be/MhDWbDPHMeA
Get to know What is PMI - RMP Certification? and The PMI - RMP certification training that will teach you how to manage risk, which is a structured and objective approach to managing uncertainty in projects. Learn the steps involved in managing risk, including identification, analysis, and responses, and controlling both known as well as unknown risks in projects. Click here to read in Detail.
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Presenter: Bill Dow
A Guide to Risk Management
Most Project Managers struggle with managing risks and issues. It is a daily struggle, project managers don’t track and understand the purpose of risk management well enough, so we see them either ignore it all together or do the bare minimum. In this presentation, we will walk through the purpose and tracking of risks on projects.
Key Takeaways:
Learn the purpose behind Risk Management
Discover the key steps in Risk Management
Uncover Risk Management tools and techniques
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
The document proposes a 360 Degree Risk Management Model to help organizations holistically manage risks. The model comprises people, processes, tools, and governance to 1) identify risks early, 2) mitigate negative risks, and 3) leverage learnings from risks to enhance competencies. Key aspects of the model include a corporate risk database, risk analytics dashboards, and knowledge sharing programs. The document argues the model can help organizations gain competitive advantages and improve outcomes by taking a more holistic view of risks.
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2. Agile Risk Management in Largest
Nordic bank
Executive Summary
- Complete digital
transformation program
- More than 680
employees working on
project
- 100 M EUR + project
Challenge
How do you implement
Agile Management and
still manage risk in a
highly regulated industry?
Solution
- Implementation of risk
log
- Implementation of Agile
risk management process
-Implementation of pre
release check points
Result
-Clear overview and
prioritization of risks
- All releases are
compliance tested before
release
3. What is Agile Risk Management?
• How does Agile Risk Management reduce risk?
• How do you incorporate Agile Risk management
into a highly regulated industry?
• What tools can you use on a day to day basis to
manage your risk?
4. Content
Background
How does Agile development reduce risk?
Key points from Agile Risk management transformation
Key learning points
11. Align Organisation &
People
Risk train
Teams
2nd LoD
11 •
Strategy
Process
Organisation
& People
Tools &
applications
Create a Risk Train to align
methodology
Define who is risk owner
Align metric & reporting
12. Align Tools &
applications
12 •
Strategy
Process
Organisation
& People
Tools &
applications
EA
Agile
Risk mgt
Have a (integrated) risk tool
17. Key learning points
Agile Risk Mgt team should have a mandate and be proactive
Follow the “Agile beat”
Make a “Agile Risk mgt Train”
Find the Agile trigger for risk process
Have a backlog
Use a public KANBAN board
Work in the same Agile tool
Define clear ownership of risks and mitigation actions
18. What is Agile Risk Management?
• How does Agile Risk Management reduce risk?
• How do you incorporate Agile Risk management
into a highly regulated industry?
• What tools can you use on a day to day basis to
manage your risk?
20. How to set risk appetite in Agile
Risk appetite is set by the
organization and should be
SMART
Risk Open
Risk Closed
21. How to identify risks in Agile?
Bottom up
Risk
identification
Daily Scrum
PI event
Risk
assessment
before
release
Product
Owner
meetings
22. How to identify risks in Agile?
Top Down
Risk
identification
Scenario
risk
assessment
Business
risk
assessment
Compliance
risk
assessment
23. How to identify risks in Agile?
- Daily Scrum
Bottom up
Risk
identification
Daily Scrum
PI event
Risk
assessment
before
release
Product
Owner
meetings
Agile name of meeting: “Daily stand up
meeting”
Duration: 0,5 - 1 hour
Participants:
Scrum master
Developers
Sometimes architect, business and PO
Scope is to identify:
Impediments (something that is slowing you
down)
Dependencies (Something that you are
dependent on to move forward)
Blockers (Roadblocks that makes it
impossible for you to to move on)
Risks (Things that you believe that impact
the project negatively in future)
Identify
• Make MOM
• Confirm with RTE and SM
Analyse &
Report
• Introduce in Risklog and Jira
• Evaluate risk picture
Mitigate
• Close follow up with risk owner
• Follow up in Jira
Risk management process
24. How to identify risks in Agile?
- Product Owner meeting
Bottom up
Risk
identification
Daily Scrum
PI event
Risk
assessment
before
release
Product
Owner
meetings
Agile name of meeting: “PO
meeting”
Duration: 1 hour
Participants:
Product owners
Sometimes architect and
business
Scope is to identify:
Understand specifications
Align features with business
Identify
• Make MOM
• Confirm with Product mgt and PO
Analyse &
Report
• Check if feature is in conflict with
compliance
• Evaluate risk picture
Mitigate
• Escalade to compliance (2nd LoD) if
needed
Risk management process
25. How to identify risks in Agile?
- Pre-release risk assessment
Bottom up
Risk
identification
Daily Scrum
PI event
Risk
assessment
before
release
Product
Owner
meetings
Agile name of meeting: NA
Duration: 1- 2 hours (at least 3 weeks
before release)
Participants:
2nd LoD (Business, compliance, legal, risk)
1st LoD
RTE (Should be able to invite)
Product manager
Product owners
Sometimes architect
Scope is to identify:
Get a risk overview where all aspects are
evaluated.
All potential risks related to the release
Identify
• Introduce main new features
• Structure session according to technical,
legal and business risk to identify risk
Analyse &
Report
• Look for critical risks and evaluate the
impact.
• Share with all who attended and mgt.
Mitigate
• Ensure mitigation or risk acceptance of
critical risks before release
Risk management process
26. How to identify risks in Agile?
- Planning event
Bottom up
Risk
identification
Daily Scrum
PI event
Risk
assessment
before
release
Product
Owner
meetings
Agile name of meeting: “PI”
Duration: 1-3 days
Participants:
All teams at all level
Scope:
Align planning between
teams
Identify Dependencies
Identify Risks
Vote of confidence
Identify
• Risk boards
• Walk the boards with mgt.
• Be proactive and have questions ready
Analyse &
Report
• Collect ALL risks
• Use categorization to get an overview
Mitigate
• Issues and Risk should mainly be solved
in the PI
• Make conclusions if possible.
Risk management process
27. How to analyse risks Agile?
Two risk logs
General risk log (see example)
Risk that can kill you (see example)
Use 4 categories to evaluate risks
Financial impact
Reputational impact
Process impact
Legal impact
Use algorithm to see what the SUM of less critical risks
28. How to share analysis in Agile?
Weekly report (see example)
Monthly report (see example)
29. How to set mitigation actions in
Agile?
Set mitigation strategy during the risk identification
Set a deadline
Set a owner (only one)
Make integrated alerts
Consider risk mitigation tool
31. Roadmap
31
Highlighting the current PI commits, PI forecast and subsequent prioritised backlog
• One liner
Prioritised backlogPI n
• One liner
Committed Forecast
PI n+1
• One liner
• One liner
------- Stretch objectives -------
• One liner
PI n+2
• One liner
Release
Milestone
Stopper
Release example
Milestone example
Stopper example
32. Logs
32
Main actions, risks and dependencies in release train
Action Action and impact description Status Raised date Due date Owner
Impacting Supplier Supplier delivery Required date Status Owner
sadfadsf
Risk/Issue Risk/Issue description and mitigating action Criticality Update date Owner
sadfadsf