Risk management should first take place during project planning. The key project risk management processes that occur during planning include developing a risk management plan, identifying risks, performing qualitative risk analysis, and planning risk responses.
This document provides an overview of project risk management processes. It discusses the six key processes: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. For each process, it provides a brief explanation of why the process is performed and how it is conducted. The document also includes diagrams illustrating the flow and interactions between the different risk management processes.
The document discusses risk planning and management for projects. It defines key risk management terms and outlines various types of risks that may be encountered on projects, such as computer-related risks, human-related risks, and risks specific to software projects. The document also discusses risk identification techniques, qualitative and quantitative risk analysis, developing risk responses, and creating a risk register to document identified risks and related information.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project risk management. It defines project risk as an event that could have a positive or negative impact on a project. Risk management involves identifying risks and developing plans to minimize their effects. The key steps in risk management are risk identification, analysis, response planning, monitoring and control. Managing risks helps improve project success rates, schedule and cost performance by moving from reactive to proactive decision making.
NCV 4 Project Management Hands-On Support Slide Show - Module5Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
This document provides an overview of project risk management. It discusses what project risk is, the risk management process, and tools for risk identification, analysis, response planning, monitoring and control. The risk management process involves planning risk management, identifying risks, analyzing their probability and impact, developing response plans, monitoring risks throughout the project, and using tools like risk logs and templates. Managing risks proactively helps improve project success rates.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
This document provides an overview of project risk management processes. It discusses the six key processes: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. For each process, it provides a brief explanation of why the process is performed and how it is conducted. The document also includes diagrams illustrating the flow and interactions between the different risk management processes.
The document discusses risk planning and management for projects. It defines key risk management terms and outlines various types of risks that may be encountered on projects, such as computer-related risks, human-related risks, and risks specific to software projects. The document also discusses risk identification techniques, qualitative and quantitative risk analysis, developing risk responses, and creating a risk register to document identified risks and related information.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project risk management. It defines project risk as an event that could have a positive or negative impact on a project. Risk management involves identifying risks and developing plans to minimize their effects. The key steps in risk management are risk identification, analysis, response planning, monitoring and control. Managing risks helps improve project success rates, schedule and cost performance by moving from reactive to proactive decision making.
NCV 4 Project Management Hands-On Support Slide Show - Module5Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
This document provides an overview of project risk management. It discusses what project risk is, the risk management process, and tools for risk identification, analysis, response planning, monitoring and control. The risk management process involves planning risk management, identifying risks, analyzing their probability and impact, developing response plans, monitoring risks throughout the project, and using tools like risk logs and templates. Managing risks proactively helps improve project success rates.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
The document discusses project risk management. It defines risk as uncertainty that could negatively or positively impact a project's objectives. There are various types of risks like schedule, budget, operational, technical, and programmatic risks. Risk management involves identifying, analyzing, and responding to risks throughout the project life cycle to help meet objectives. The key aspects of risk management are planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and monitoring and controlling risks. The overall goal is to minimize threats and maximize opportunities related to project risks.
Online PMP Training Material for PMP Exam - Risk Management Knowledge AreaGlobalSkillup
Risk Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
The document discusses the key aspects of project risk management according to the Project Management Body of Knowledge (PMBOK). It begins by mapping the risk management processes to the five process groups. It then provides details on each process, including inputs, tools and techniques, and outputs. The major processes covered are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and monitor and control risks. The goal of risk management is to increase the probability and impact of positive events and decrease the probability and impact of negative events on a project.
The document discusses risk management for projects. It begins by defining what a risk is and listing the benefits of risk management. It then outlines the key processes in risk management: plan risk management, identify risks, perform qualitative and quantitative risk analysis, plan risk responses, and monitor and control risks. Examples are provided for each step, including how to create a risk registry to track identified risks. The document emphasizes that risk management should be integrated throughout the project and communicate risks to stakeholders. It concludes with rules for effective risk management.
Андрій Мудрий «Risk managemnt: Welcome to Risk World»Lviv Startup Club
Kyiv Project Management Day 2017 Spring
-------------------------
Андрій Мудрий «Risk managemnt: Welcome to Risk World»
-------------------------
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Андрій Мудрий “Risk managemnt: Welcome to Risk World” Lviv Project Managemen...Lviv Startup Club
The document discusses risk management for projects. It begins by defining what a risk is and listing the benefits of risk management. It then outlines the key processes in risk management: plan risk management, identify risks, perform qualitative and quantitative risk analysis, plan risk responses, and monitor and control risks. Examples are provided for each step, including how to create a risk registry to track identified risks. The document emphasizes that risk management should be integrated throughout the project and communicate risks to stakeholders. It concludes with rules for effective risk management.
1. Identify potential risks using techniques like a risk breakdown structure, brainstorming, or reviewing historical data. Key risk categories include technical, schedule, budget, and regulatory compliance.
2. Analyze the probability and impact of identified risks using a risk matrix. Prioritize risks based on their probability and potential impact.
3. Develop risk responses such as contingency plans, risk mitigation actions, and risk monitoring procedures. Assign roles for risk monitoring and response implementation.
4. Create a risk register/log to track identified risks, analysis results, assigned roles, and ongoing status. Meet regularly to
This document discusses project risk management. It defines risk management and outlines the key processes: planning, identification, analysis, response planning, and monitoring. It describes performing qualitative risk analysis to assess the likelihood and impact of identified risks. This involves using tools like probability and impact matrices to prioritize risks. The output is an updated risk register containing the qualitative analysis results.
This document provides an overview of project risk management. It defines risk as the possibility of suffering loss and discusses how risk changes throughout a project's life. Key aspects of risk management are identified, including risk identification, assessment, response planning, monitoring and control. Various risk management techniques are described, such as risk maps, hazard control matrices, and defining risk ownership. The document emphasizes that effective risk management can help improve project success.
The document discusses risk management processes for a project management professional certification. It covers identifying risks, performing qualitative and quantitative risk analysis to prioritize risks, planning risk responses, and monitoring risks. The key steps involve developing a risk management plan, identifying and documenting risks in a risk register, analyzing the probability and impact of risks, prioritizing high-priority risks, planning response strategies, and updating project documents to address risks.
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 provides information on project risk management processes and concepts. It discusses the seven processes of project risk management according to PMBOK, including plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also covers key concepts such as different types of risks, risk thresholds, and considering stakeholder risk tolerance levels. Additionally, it provides an overview of uncertainty as a performance domain and describes what a tornado diagram is and how it can be used to determine the impact of various risks.
This document discusses identifying and managing risks in business process reengineering projects. It identifies categories of project risk including technology, people, and project-related risks. It emphasizes the importance of developing a formal risk management plan that identifies risks, assesses their likelihood and impact, develops mitigation strategies and contingency plans, and monitors risks continuously throughout the project. The key takeaway is that risk cannot be avoided, so projects should not take chances but rather proactively manage risks.
The document discusses project risk management and outlines the key steps: plan risk management, identify risks and opportunities, perform qualitative and quantitative risk analysis, plan risk responses, implement responses, and monitor risks. It defines risks as uncertain future events that could negatively impact objectives and opportunities as uncertain future events that could positively impact objectives. The risk assessment process determines the probability of a risk occurring and its potential impact. A risk matrix is provided as an example to assess risks based on probability and impact. The goal of risk management is to reduce risks and exploit opportunities to increase the likelihood of project success.
This document discusses project risk management for an IT project management course. It defines risk management and identifies key risk management processes: planning, identification, analysis, response planning, and monitoring/control. Various risk analysis techniques are described like probability/impact matrices and decision trees. The goal of risk management is to minimize negative risks while maximizing positive opportunities through risk avoidance, acceptance, transference, or mitigation strategies.
This document discusses project risk management. It defines project risk as an uncertain event that may positively or negatively impact project objectives. There are various types of risks including external risks outside a manager's control, cost risks, schedule risks, technology risks, and operational risks. The document outlines qualitative and quantitative approaches to risk analysis and describes methods for risk identification, response planning including risk avoidance, transfer, mitigation and acceptance, monitoring and control. Regular risk management is important to identify uncertainties and minimize their impacts to help projects meet their objectives on time and on budget.
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.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
This document outlines the agenda for a 6-day PMP exam preparation course. Day 6 includes topics on professional and social responsibility, Agile methodologies, MS Project, exam tips, and a 120 minute exam simulation. Resources mentioned include the PMBOK Guide, lecture notes, Rita Mulcahy's PMP Exam Prep book, and Agile training materials. The document provides details on course structure, topics covered each day, and example questions and answers to practice for the exam.
Strengthen data center building to withstand hurricanes
Secondary Risk: Increased construction costs
Acceptance:
Do nothing, accept loss if hurricane hits
Residual Risk: Loss of data center still possible
Situation: Company’s data center is in a hurricane zone.
Risk: Loss of data center after major storm.
Options: What are they?
Strategies for Negative Risks (Threats)
39
Strategies for Positive Risks (Opportunities)
Exploitation:
Sharing:
Enhancement:
Acceptance:
Situation: New technology may reduce project costs
Risk: Cost savings opportunity
Options: What are they?
40
Strategies
The document discusses project risk management. It defines risk as uncertainty that could negatively or positively impact a project's objectives. There are various types of risks like schedule, budget, operational, technical, and programmatic risks. Risk management involves identifying, analyzing, and responding to risks throughout the project life cycle to help meet objectives. The key aspects of risk management are planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and monitoring and controlling risks. The overall goal is to minimize threats and maximize opportunities related to project risks.
Online PMP Training Material for PMP Exam - Risk Management Knowledge AreaGlobalSkillup
Risk Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
The document discusses the key aspects of project risk management according to the Project Management Body of Knowledge (PMBOK). It begins by mapping the risk management processes to the five process groups. It then provides details on each process, including inputs, tools and techniques, and outputs. The major processes covered are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and monitor and control risks. The goal of risk management is to increase the probability and impact of positive events and decrease the probability and impact of negative events on a project.
The document discusses risk management for projects. It begins by defining what a risk is and listing the benefits of risk management. It then outlines the key processes in risk management: plan risk management, identify risks, perform qualitative and quantitative risk analysis, plan risk responses, and monitor and control risks. Examples are provided for each step, including how to create a risk registry to track identified risks. The document emphasizes that risk management should be integrated throughout the project and communicate risks to stakeholders. It concludes with rules for effective risk management.
Андрій Мудрий «Risk managemnt: Welcome to Risk World»Lviv Startup Club
Kyiv Project Management Day 2017 Spring
-------------------------
Андрій Мудрий «Risk managemnt: Welcome to Risk World»
-------------------------
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
Андрій Мудрий “Risk managemnt: Welcome to Risk World” Lviv Project Managemen...Lviv Startup Club
The document discusses risk management for projects. It begins by defining what a risk is and listing the benefits of risk management. It then outlines the key processes in risk management: plan risk management, identify risks, perform qualitative and quantitative risk analysis, plan risk responses, and monitor and control risks. Examples are provided for each step, including how to create a risk registry to track identified risks. The document emphasizes that risk management should be integrated throughout the project and communicate risks to stakeholders. It concludes with rules for effective risk management.
1. Identify potential risks using techniques like a risk breakdown structure, brainstorming, or reviewing historical data. Key risk categories include technical, schedule, budget, and regulatory compliance.
2. Analyze the probability and impact of identified risks using a risk matrix. Prioritize risks based on their probability and potential impact.
3. Develop risk responses such as contingency plans, risk mitigation actions, and risk monitoring procedures. Assign roles for risk monitoring and response implementation.
4. Create a risk register/log to track identified risks, analysis results, assigned roles, and ongoing status. Meet regularly to
This document discusses project risk management. It defines risk management and outlines the key processes: planning, identification, analysis, response planning, and monitoring. It describes performing qualitative risk analysis to assess the likelihood and impact of identified risks. This involves using tools like probability and impact matrices to prioritize risks. The output is an updated risk register containing the qualitative analysis results.
This document provides an overview of project risk management. It defines risk as the possibility of suffering loss and discusses how risk changes throughout a project's life. Key aspects of risk management are identified, including risk identification, assessment, response planning, monitoring and control. Various risk management techniques are described, such as risk maps, hazard control matrices, and defining risk ownership. The document emphasizes that effective risk management can help improve project success.
The document discusses risk management processes for a project management professional certification. It covers identifying risks, performing qualitative and quantitative risk analysis to prioritize risks, planning risk responses, and monitoring risks. The key steps involve developing a risk management plan, identifying and documenting risks in a risk register, analyzing the probability and impact of risks, prioritizing high-priority risks, planning response strategies, and updating project documents to address risks.
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 provides information on project risk management processes and concepts. It discusses the seven processes of project risk management according to PMBOK, including plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also covers key concepts such as different types of risks, risk thresholds, and considering stakeholder risk tolerance levels. Additionally, it provides an overview of uncertainty as a performance domain and describes what a tornado diagram is and how it can be used to determine the impact of various risks.
This document discusses identifying and managing risks in business process reengineering projects. It identifies categories of project risk including technology, people, and project-related risks. It emphasizes the importance of developing a formal risk management plan that identifies risks, assesses their likelihood and impact, develops mitigation strategies and contingency plans, and monitors risks continuously throughout the project. The key takeaway is that risk cannot be avoided, so projects should not take chances but rather proactively manage risks.
The document discusses project risk management and outlines the key steps: plan risk management, identify risks and opportunities, perform qualitative and quantitative risk analysis, plan risk responses, implement responses, and monitor risks. It defines risks as uncertain future events that could negatively impact objectives and opportunities as uncertain future events that could positively impact objectives. The risk assessment process determines the probability of a risk occurring and its potential impact. A risk matrix is provided as an example to assess risks based on probability and impact. The goal of risk management is to reduce risks and exploit opportunities to increase the likelihood of project success.
This document discusses project risk management for an IT project management course. It defines risk management and identifies key risk management processes: planning, identification, analysis, response planning, and monitoring/control. Various risk analysis techniques are described like probability/impact matrices and decision trees. The goal of risk management is to minimize negative risks while maximizing positive opportunities through risk avoidance, acceptance, transference, or mitigation strategies.
This document discusses project risk management. It defines project risk as an uncertain event that may positively or negatively impact project objectives. There are various types of risks including external risks outside a manager's control, cost risks, schedule risks, technology risks, and operational risks. The document outlines qualitative and quantitative approaches to risk analysis and describes methods for risk identification, response planning including risk avoidance, transfer, mitigation and acceptance, monitoring and control. Regular risk management is important to identify uncertainties and minimize their impacts to help projects meet their objectives on time and on budget.
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.
This document provides a summary of a course on risk management. It outlines the course objectives, expected outcomes, skills developed, required materials, instructional methods, schedule, assessment criteria, resources, and instructor contact information. The course objectives focus on planning, identification, analysis, responses, monitoring and control of risks on a project. It will be taught through lectures, demonstrations, discussions, and projects. Assessment will include weekly assignments, projects, quizzes, and a final exam. The instructor can be contacted by email or during posted office hours.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
This document outlines the agenda for a 6-day PMP exam preparation course. Day 6 includes topics on professional and social responsibility, Agile methodologies, MS Project, exam tips, and a 120 minute exam simulation. Resources mentioned include the PMBOK Guide, lecture notes, Rita Mulcahy's PMP Exam Prep book, and Agile training materials. The document provides details on course structure, topics covered each day, and example questions and answers to practice for the exam.
Strengthen data center building to withstand hurricanes
Secondary Risk: Increased construction costs
Acceptance:
Do nothing, accept loss if hurricane hits
Residual Risk: Loss of data center still possible
Situation: Company’s data center is in a hurricane zone.
Risk: Loss of data center after major storm.
Options: What are they?
Strategies for Negative Risks (Threats)
39
Strategies for Positive Risks (Opportunities)
Exploitation:
Sharing:
Enhancement:
Acceptance:
Situation: New technology may reduce project costs
Risk: Cost savings opportunity
Options: What are they?
40
Strategies
This document provides an overview of communications management for a project management course. It discusses planning communications, managing communications during a project, and monitoring communications. The document includes definitions of key terms, models of communication flow, and methods and channels of communication. Examples of project documents and reports that are part of communications management are also listed.
This document provides information on schedule network analysis techniques including critical path method, schedule compression, modeling, and critical chain method. It discusses benefits like focusing on critical areas and acceptable delays. Other topics covered include Monte Carlo analysis, resource optimization, trends in adaptive and agile scheduling, and schedule management processes. Cost management topics include cost estimating, earned value management, forecasting, and performance reviews.
1. The document outlines the course structure for PMP certification exam preparation. It covers 6 days of topics including introduction, processes, integration, stakeholders, schedule, cost, quality and risk.
2. Day 3 focuses on schedule and cost management. Schedule management topics include defining activities, sequencing activities, estimating durations, developing the schedule, and controlling the schedule.
3. Estimating activity durations is a key part of developing the project schedule. Various estimation techniques can be used including analogous, parametric, and three-point estimation. Contingency and management reserves should be included in the schedule to account for unknown risks.
The document discusses scope management processes for projects. It describes the key processes of scope management which include planning scope management, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. Various terms related to scope management are also defined, such as requirements documentation, requirements traceability matrix, and validation. The importance of the WBS for project visualization, stakeholder buy-in, and change management is emphasized.
This document provides an overview of an upcoming project management training course. It outlines the vision, goals, resources, audience, evaluation process, and course structure. The course structure lists the topics that will be covered each day, including integration management, stakeholders, scope, schedule, cost, quality, risk, procurement, ethics, Agile, and exam preparation. Sample project charter examples and integration management concepts are also discussed in detail throughout various slides. The document aims to inform participants about what to expect from the training to help them become certified in project management.
This document discusses project management topics including:
- The differences between waterfall and agile approaches
- The roles of the program, portfolio, and project management office (PMO)
- Key inputs to project management processes like organizational process assets (OPAs) and enterprise environmental factors (EEFs)
- Project lifecycle versus project management process groups
- Ensuring project alignment with organizational strategy and success
- The competencies required of a project manager
This document outlines the structure and content of a Project Management Professional (PMP) certification preparation course. The course spans six days and covers key PM topics including methodologies, processes, and exam preparation. Day one focuses on an introduction to certification, PM basics like the project lifecycle, and an overview of the PM processes map. Evaluation includes a 21 question test at the end to be completed within 30 minutes using course materials and dictionaries.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
4. Day 5
# Time (min) Topic
1 120 Risk
2 90 Procurement
3 120 Project
4
5. Definitions
RISK - an occurrence that may affect the project for good or bad.
UNCERTAINTY - the absence of any information related to a desired outcome.
RISK APPETITE - the degree of uncertainty an entity is willing to accept in anticipation of a
reward
RISK TOLERANCES - the degree, amount, or volume of risk that an organization or
individual will withstand
RISK THRESHOLD - a measure of uncertainty or impact at which a stakeholder may have
an interest
CONTINGENCY RESERVES - time or money added to the plan to handle “known
unknowns”
MANAGEMENT RESERVES - time or money added to the plan to handle “unknown
unknowns”
5
6. Project Risk Management Objectives
Increase the probability & impact of opportunities
Decrease the probability & impact of threats
Simple & Clear-cut goals!
6
7. Why is Risk Management Necessary?
Projects are:
New, Unique
Under Time Pressures
Uncertain
Under Budget Constraints
7
8. Six Step Approach to Handling
Project Risk
1. Make a plan
2. Identify – Create a comprehensive list of risks
3. Screen or Qualify risks
4. Analyze only the screened risks and the overall project
5. Plan individual responses
6. Monitor the risks that have response plans and execute the responses.
8
9. Knowledge Area
Project Management Process Groups
Initiating Planning Executing Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6
Implement
Risk
Responses
11.7 Monitor Risks
Plan Risk Management Process
9
11. Example Set of Risk Categories
Technical/Quality/Performance
Unproven or complex technology
Expected changes (standards, technology)
Project Management
Poor allocation of time and resources
Inadequate project plan quality
Organizational
Inconsistent objectives (scope, cost, time)
Lack of prioritization
Inadequacy/Interruption of funding
Resource conflicts
External
Shifting legal, regulatory, environmental requirements
Labor issues
Force Majeure (natural disasters, war, LOTTO)
11
12. 11.1 Plan Risk Management Facts
Fact:
The Risk Management Plan does not address responses to
individual risks – that is done in the Risk Response Plan.
Fact:
Organizational assets are improved by lessons learned
updates.
Fact: Good Risk Management depends on good communications.
12
19. Risk Types
Business
Normal risk of doing business. Includes threats and
opportunities.
Threat Risk that presents a possible loss.
Opportunity Risk that presents a possible gain.
Pure (Insurable) Risk Risk that presents a possible loss & no possible gain!
Known Risk
Risks that were identified. Can be handled in a variety of
ways, including contingency reserve
Unknown Risk
Risks that were not identified
These can not be handled proactively
It is prudent to allocate management reserves for these
risks
19
20. Initiate Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availabilit
y
Unable to
meet
project
schedule
Brian 15-Jun
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
Note: Register Updates in Amber
20
21. Perform Qualitative Risk Analysis Process
Knowledge Area
Project Management Process Groups
Initiating Planning Executing Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6
Implement
Risk
Responses
11.7 Monitor Risks
21
23. 11.3 Perform Qualitative Risk
Analysis Definitions
EVENT – Something that happens, an occurrence, an outcome.
PROBABILITY – How likely the event is to occur?
IMPACT – The event’s impact on objectives should it occur.
“POP QUIZ”
Project Risk is greatest in the _____ phase of the project & why?
Amount at stake is greater in the _____ phase of the project & why?
23
24. 11.3 Perform Qualitative Risk
Analysis Commentary
QUALITATIVE approach expresses probability and/or impact using an
ordinal rating system to denote order.
Adjectives: high, medium, low
Colors: red, yellow, green
Ranking 1-10
Qualitative Approach: The Good, The Bad & The Ugly
Good – it’s fast and easy to administer & understand
Bad – it’s subjective, “invites” bias
Ugly – it requires definitions, rules, standards, and process
24
25. Example of Ordinal Scale
Rank Probability Impact
High
Risk event is very likely to occur,
high probability
If risk occurs, a significant impact to
cost, schedule, quality, or customer
satisfaction will occur
Medium
Risk event is likely to occur,
medium probability
If risk event occurs, a moderate
impact to cost, schedule, quality or
customer satisfaction will occur
Low
Risk event is unlikely to occur,
low probability
If risk event occurs, a small impact to
cost, schedule, quality, or customer
satisfaction will occur
25
26. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availabilit
y
Unable to
meet
project
schedule
Brian 15-Jun
Mod
impact to
sched
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
Mod
impact to
goals
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
Signif
impact to
cost
Note: Register Updates in Amber
26
27. Perform Quantitative Risk Analysis
Knowledge Area
Project Management Process Groups
Initiating Planning Executing Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6
Implement
Risk
Responses
11.7 Monitor Risks
27
29. 11.4 Perform Quantitative Risk
Analysis
QUANTITATIVE risk analysis is a numerical analysis of the
probability and/or impact of the highest risks. e.g.:
80% probability of occurrence
$10,000 impact or three week delay
Helps to determine the most critical risks
Less subjective than qualitative
More time consuming; requires estimation
Substantially more valuable in developing risk response
strategies and reserves
29
30. The probability of Task E starting on time decreases as the
number of parallel predecessors increases.
Task A
Start
Task B
Task C
Task D
Task E
Finish
Sensitivity Analysis
Shows which risks have the most impact.
30
31. Risk Probability of X Impact = Expected Value
Event Occurrence
1 10% $500,000 overrun $50,000
10 week delay 1 week delay
2 50% $100,000 overrun $50,000
16 week delay 8 week delay
3 75% $10,000 overrun $7,500
2 week delay 1.5 week delay
EMV = Probability x Impact
Expected Monetary Value (EMV) Analysis
31
32. Probability x Outcome = EMV
Aggressive Uncertain P = .20 +100,000 = + $20,000
Schedule Outcome
(EMV = $4,000)
Decision
P = .80 x - $20,000 = - $16,000
Uncertain P = .30 x - $20,000 = - $6,000
Outcome
Conservative
Schedule
(EMV = $1,000)
P = .70 x + $10,000 = + $7,000
X
x
Decision Tree Example
32
34. Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signif
impact to
cost
Note: Register Updates in Amber
Update Risk Register
34
35. Plan Risk Responses Process
Knowledge Area
Project Management Process Groups
Initiating Planning Executing Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6
Implement
Risk
Responses
11.7 Monitor Risks
35
37. Secondary and Residual Risks
Secondary Risks
Risks that arise as a direct result of implementing a risk response.
Example: Request new project resources to replace poor performers –
what can happen?
Residual Risks
Risks that remain after risk responses have been implemented.
Example: You execute a risk response strategy for a project during
hurricane season but a hurricane may still occur.
37
39. Avoidance:
Move data center
Secondary Risk: longer response times
Transference:
Insurance is only monetary it wont keep the data center up
Outsource the data center & hold the contractor responsible
Residual Risk: Outsourcer’s disaster recovery plan does not work
Mitigation:
Create disaster recovery plans (e.g.: spare hardware for the most critical elements
of the data center, or backup data center located elsewhere)
Acceptance:
Passive: Do nothing now. Develop a workaround on the fly if it happens.
Active: Do nothing now but have a contingency plan and the funding to implement it
Situation: Company’s data center is in a hurricane zone.
Risk: Loss of data center after major storm.
Options:
Strategies for Negative Risks (Threats)
39
40. Exploit:
Share:
Enhance:
Accept:
Situation: Define a situation
Risk: Define Positive Risks (Opportunities)
Options: Think about it - what are they?
Strategies for Positive Risks or Opportunities
Homework / Self Study
40
41. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
Avoid,
extend
sched
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
Transf
er risk
with
contrct
Fixed
Price
Cont
Limits
Addtl
Risk
PM
Jeff
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signf
impact to
cost
Accept
use
Cont
Resrv
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
Note: Register Updates in Amber
41
42. Control Risks Process
Knowledge Area
Project Management Process Groups
Initiating Planning Executing Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6
Implement
Risk
Responses
11.7 Monitor Risks
42
46. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
Avoid,
extend
sched
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
Projct
on
sched
Risk
Closed
31 -
Oct
Tech
Tasks
Cmplt
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
Transf
er risk
with
contrct
Fixed
Price
Cont
Limits
Addtl
Risk
PM
Jeff
Cont
Cmplt
Risk
Closed
16 -
Aug
Cont
Cmplt
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signf
impact to
cost
Accept
use
Cont
Resrv
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
No
Chg
25 -
Nov
Proj
within
revised
budget
Note: Register Updates in Amber
46
47. Risk Fact Review
Risk The most important item to cover at team meetings.
Project Risk
Response Audits
Risk auditors examine and document the effectiveness of the risk response in
avoiding, transferring, or mitigating risk occurrence as well as the effectiveness of
the risk owner. Done throughout project life cycle.
Earned Value
Analysis
Used for monitoring overall project performance against a baseline plan.
Deviations from the project baseline may be risk triggers.
Contingency
Reserves
Time and money for known unknowns.
Added on top of the estimate.
Made part of the cost baseline.
Management
Reserves
Time and money for unknown unknowns.
Added on top of the estimate.
Made part of the project budget, not the baseline.
Some organizations have policies on management reserves.
Fallback Plans A plan of action if contingency plans are not effective. “Plan C”
Workarounds
Unplanned responses to emerging project risks that were previously accepted
(passively) or unidentified. Must be documented and incorporated into the project
plan and risk response plan.
47
48. When should risk management first take place?
When is corrective action most costly?
When is “scope” risk highest?
When is “cost” risk highest?
Are product defects a project risk?
Who is responsible for risk?
Who is accountable for risk?
Risk Question Review
48
51. Risk Breakdown Structure (RBS) -
Sample
IT Project
Business
Competitors
Suppliers
Cash flow
Technical
Hardware
Software
Network
Organizational
Executive
support
User support
Team support
Project
Management
Estimates
Communication
Resources
51
57. Initiate Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availabilit
y
Unable to
meet
project
schedule
Brian 15-Jun
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
Note: Register Updates in Amber
57
58. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availabilit
y
Unable to
meet
project
schedule
Brian 15-Jun
Mod
impact to
sched
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
Mod
impact to
goals
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
Signif
impact to
cost
Note: Register Updates in Amber
58
59. Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signif
impact to
cost
Note: Register Updates in Amber
Update Risk Register
59
60. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
Avoid,
extend
sched
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
Transf
er risk
with
contrct
Fixed
Price
Cont
Limits
Addtl
Risk
PM
Jeff
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signf
impact to
cost
Accept
use
Cont
Resrv
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
Note: Register Updates in Amber
60
61. Update Risk Register
Identify Risks Perform Risk Analysis Plan Risk Responses Control Risks
# Category Risk
Potential
Result
Defined
By
Date Impact Prob Score
Qualtve
Impact
Risk
Strat
Notes Owner Status Date Notes
1 Tech
IT
Resource
Availability
Unable to
meet
project
schedule
Brian
15-
Jun
0.4 Y 0.6 0.24 Y
Mod
impact to
sched
Avoid,
extend
sched
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
Projct
on
sched
Risk
Closed
31 -
Oct
Tech
Tasks
Cmplt
2 Contracts
Project
contract
negotiate
Inability to
complete
project
goals
Wendy
22-
Jun
0.3 M 0.9 0.27 M
Mod
impact to
goals
Transf
er risk
with
contrct
Fixed
Price
Cont
Limits
Addtl
Risk
PM
Jeff
Cont
Cmplt
Risk
Closed
16 -
Aug
Cont
Cmplt
3 Cost
Scope
Creep
Project
Budget
Overrun
Jeff
30-
Jun
0.8 M 0.7 0.56 M
Signf
impact to
cost
Accept
use
Cont
Resrv
With
Apprvd
Sponsor
Chg
Rqst
PM
Jeff
No
Chg
25 -
Nov
Proj
within
revised
budget
Note: Register Updates in Amber
61
62. 0. Introduction
1. Plan Procurement Management
2. Conduct Procurements
3. Control Procurements
62
63. Centralized Contracting:
Decentralized Contracting:
PM Roles:
Nondisclosure Agreement
Special Provisions:
Assignment:
Dispute resolution:
Indemnification التعويض:
Breach :
Material Breach :
Intellectual Property:
Time is of the essence:
Waiver:
Privity :
Non competitive Procurement:
Seller Proposals:
Bidder Conferences:
Proposal Evaluation Techniques :
Independent Estimate :
Advertisement:
63
Terms
Contract Change Control System:
Procurement Performance Review:
Payment System:
Claims Administration:
Records Management System:
Procurement audits:
64. Contract Types
1- Fixed Price (FP)
1.1 Firm Fixed Price (FFP):
1.2 Fixed Price Incentive Fee (FPIF):
1.3 Fixed Price Economic Price Adjustment (FP-EPA)
2- Cost Reimbursable Contracts (CR)
2.1 Cost Plus Fixed Fee (CPFF):
2.2 Cost Plus Incentive Fee (CPIF):
2.3 Cost Plus Award Fee (CPAF)
3- Time and Material Contracts (T&M)
64
66. TT Make-or-Buy Analysis:
Reasons for Making:
• Need of direct control over the product
• Intellectual property concerns
• Cost considerations
• You have idle plant or workforce
Reasons for Buying:
• Lack of technical experience
• Supplier's expertise on technical area
• Cost considerations
• Brand preferences
66
67. O Procurement Management Plan:
• Types of contract to be used
• Risk issues that need to be transferred or mitigated
• Required performance bonds and insurance
• Constrains and assumptions that could affect procurement
• Time schedules and long lead times
• Prequalified sellers
O Source Selection Criteria:
• Financial stability
• Understanding needs
• Technical ability
• Price / lifecycle cost
• Past performance
• Ability to finish on time
67
68. O Procurement Statement of Work:
Describes the work the seller is required to do. It must be clear & complete
Procurement Statement of Work Types:
1. Performance: What the final product should be able to accomplish
مثال
:
يعيش مبنى
100
سنة
–
ل سرعتها تصل سيارة
300
كم
/
س
2. Functional: Convey the end purpose / result
مثال
:
مبنى
30
دور
–
يسع مبنى
250
موظف
–
تنقل حافلة
65
راكب
3. Design: Convey precisely what work is to be done
مثال
:
المخططات و المواصفات و بالتصميم مبنى
Note: Procurement statement of work can include drawings, specs, wording,
quantities, quality level, work location, … etc.
68
69. O Procurement Documents:
Request for Proposal (RFP):
Invitation for bidding (IFB):
Request for Quotation (RFQ):
Other documents:
• Terms & Conditions
• Procurement statement of work
• Instructions for sellers
69
74. 1. For Fixed Price Contract:
• Seller may cut scope or quality
• Seller may overpriced change orders
• check scope misunderstanding
2. For Time & Material Contract:
• Provide day-to-day direction to seller
• Be careful that project length not extended
• No. of hours spent in work is reasonable
3. For Cost Reimbursable Contracts:
• Audit each invoice
• ensure that all costs are applicable and chargeable to your
project.
• Seller may bring less experienced resources
• verify that work is progressing efficiently
74
75. Notes:
• Closing procurements involves finalizing open claims, updating records to
reflect final results, and archiving such information for future use.
• Procurements are closed when completed or terminated.
• Administrative closure (close project or phase) differs from procurement
closure. There may be many procurements in one project.
• All procurements must be closed before closing the project.
• Procurement closing activities:
• product verification, procurement audit
• settlement of all negotiations and final payments
• archiving procurement documents such as contract, changes, submittals,
reports, inspection reports, …etc.
75
Remember what Rita says: up to 90% of threats identified in the risk mgmt process can be eliminated – wow!!!
A good risk = an opportunity.
A bad risk = a threat.
Contingency reserve - This is your fund for “known-unknowns“.
That means you’ve already identified the risk; you just don’t know how much it will impact your project.
This can be estimated based on the sum of all of your risks’ expected values.
Management reserve - This is for the “unknown-unknowns“.
Basically, you didn’t even identify the risk until it has occurred.
This may be derived from using percentage of the overall project budget.
Positive events = opportunities
Negative events = threats
Examples of Opportunities:
“A” team (i.e. the best) resources are assigned to your project
Conservative cost estimates are REALLY conservative
Excess hardware is found!
Examples of Threats:
“D” team (i.e. the worst) resources are assigned to your project
Cost estimates are not realistic and cannot cover actual costs
Scope creep!
This is time to emphasize that even on a moderately-sized project there are many risks.
Some are significant and others are not.
While it is important to address Risk, a PM could blow his funding and spend all our time chasing down all the uncertainties.
By the way, over-zealous risk management is also a risk.
This slide presents an algorithm that will allow project management to cover many risks and, more importantly, focus attention and recourses on the ones that have the most effect on project success.
A Six Step Approach to Handling Project Risk is a pre-introduction to the six risk processes.
Be aware of the progression of Identifying, Qualifying, Quantifying and Response Planning of risks.
The goal is to reduce the number of Risks considered so that you can investigate the remainder in greater detail.
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which of these is NOT an input to Plan Risk Management.
Plan Risk Mgmt tells the stakeholders how risk will be managed. We are building a plan, to build a plan.
Here are some Risk Category Examples … what others might you consider?
Many risks can impact a project … including the possibility that your #1 resource hits LOTTO and leaves the project:
Potential impact: HIGH
Potential probability: LOW
Should this be a major area of project focus: PROBABLY NOT
Possible test question: what output of Plan Risk Management is an input for Identify Risks?
Answer: Risk Management Plan
From Rita’s book: when asked who should be involved in risk management, what’s the answer?
EVERYONE, the more people the more perspectives you’ll get to identify threats and opportunities.
Possible test question: which of these is not a type of risk (from above)?
Management Reserve:
is used to manage unknown risks or unknown unknowns
Is not included in the baseline costs and often requires a change request
May be estimated as a percentage of project budget
Contingency reserve
is used to manage known unknowns
You already identified the risk, but you just don’t know how much it will impact your project.
this can be estimated based on the sum of all of your risks’ expected values.
Potential test question: what output of the Identify Risks process is an input to the Perform Qualitative Risk Analysis process?
Answer: Risk Register.
Remember:
Risk mgmt is expensive
not because PMs make too much
but because it takes time and $$$ to complete risk mgmt
Therefore we want to qualify (i.e. reduce) risks and only focus on those most likely to occur w/greatest impact!!!
Project Risk is greatest in the early/planning phase of the project because… there are many unknowns.
Amount at stake is greater in the closeout phase of the project because… there is little, if any, time to recover.
Instructor can draw a sample Probability-Impact matrix to demonstrate how to rank risks qualitatively
And to show how high probability, high impact risks should be attended to first …
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which if these is NOT an input to Plan Risk Management.
Summarize where we are at this step, we:
developed our risk plan
identified our risks
qualified them
Now we’re going to further analyze, measure the potential impact from them
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which if these is NOT an input to Plan Risk Management.
The positive outcomes represent opportunities: $100,000 bonus (e.g. for meeting the schedule)
The negative outcomes represent threats: $20,000 penalty (e.g. for missing the schedule)
An additional (airline fee) exercise is available on page 390 in Rita’s book.
Notice that the value for IMPACT has been normalized into a value that can be mathematically combined with the probability of each risk, ina consistent manner, to develop a Risk Score.
Present scenario to class and ask for responses
After a few minutes show next slide for answers.
Similar to example for threats – do for homework, self study.
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which if these is NOT an input to Plan Risk Management.
Note: new risks can still be identified here, although it’s not the primary phase to identify them
Note: the risk register is an input and out to this process … could be a potential test question
A review of definitions to know for the test
Answers:
When should risk management first take place? – Project Planning
When is corrective action most costly? – At the end/closeout phase
When is “scope” risk highest? – At project start
When is “cost” risk highest? – At project end
Are product defects a project risk? – Yes, known unknowns.
Who is responsible for risk? – Everyone.
Who is accountable for risk? – The Project Manager.
120
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which if these is NOT an input to Plan Risk Management.
Notice that the value for IMPACT has been normalized into a value that can be mathematically combined with the probability of each risk, ina consistent manner, to develop a Risk Score.
Reiterate standard PMI format:
Inputs, Tools & Techniques, Outputs
You need to know all of these
Also know that the outputs of some processes become the inputs of others
A typical test question: which if these is NOT an input to Plan Risk Management.