Simple approach to managing preparedness projects
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Disruptions don't have to bring your organization to full halt. A little planning makes a big difference.
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Simple approach to managing preparedness projects
- 1. Managing Preparedness Projects SIMPLE APPROACH to YouTube Presentation available at https://youtu.be/rQk4RYGH99U
- 2. Sections • Obstacles • Interdependencies • The approach • Resources Anita Y Mathis Project Management Advocate, Preparedness Coordinator BS, MS, MA, PMP 2
- 3. 3 What preparedness projects accomplish? Preparedness projects position your organization to deal effectively with a variety of risk scenarios. • Many businesses never reopen after a disaster • Customers will go to a competitor when you can’t provide the services they need • Small businesses are major job creators and when they fail, communities fail
- 4. Obstacles Time – Not enough Money – Not enough JIT approach – Unlikely Skills – Short-term crisis 4
- 7. The Approach • Choose complexity • Gather resources • Use project management 7 YouTube Presentation available at https://youtu.be/rQk4RYGH99U
- 8. Choose Complexity 8 Basic Advanced • Existing plan • Incorporate testing • More mitigation activities • No previous plan • Smaller business • Self-employed
- 9. Gather Resources Equipment SoftwareContact numbers Records Critical processes Confidentiality 9
- 11. 5 Process Groups Initiating Planning Executing Monitoring Closing 11 YouTube Presentation available at https://youtu.be/rQk4RYGH99U
- 12. Initiating Business needs assessment is the driving force Assign project manager Project charter is key milestone 12
- 13. Initiating Assigning the project coordinator Preparednes s projects Project styles: Functional or weak matrix style.Sponsor authority: Maintains authority over decision making and the use of resources. Project manager/coordinator authority: Less than traditional projects. Research, coordination and communication are key responsibilities. Traditional projects Project styles: Variety. Project coordinator/manager authority based on whether functional, matrix, projectized, or other style. Sponsor authority: Gives project manager the right to make decisions and use resources. Project manager/coordinator authority: May be assigned significant authority, shared authority, or information sharing authority only. 13
- 14. • Project purpose or justification • Measurable project objectives and related success criteria • High-level requirements • Assumptions and constraints • High-level project description and boundaries • High-level risks • Summary milestone schedule • Summary budget • Stakeholder list • Project approval requirements (what constitutes success and who signs off) • Assign project manager, responsibility, and authority level • Name and authority of sponsor or other person authorizing the charter • PMBOK v 5 p 72 The Project Charter Legitimizing the project 14
- 15. Planning Risk identification & assessment Consider risk attitudes Define scope of each plan Define requirements Identify risk responses Create WBS Identify activities Identify resources Assign resources 15
- 16. Knowledge Areas Scope Mgt Communication Mgt Risk Mgt Schedule Mgt Integration Mgt Stakeholder Mgt Procurement Mgt 16
- 17. Scope Mgt Communication Mgt Schedule Mgt Integration Mgt Stakeholder Mgt Procurement Mgt Risk Mgt Building the plan Communication s Plan Technology Plan Business Continuity Plan Emergency Response Plan 17
- 18. Planning Risk Management Threats Natural Human Technolog y Utilities Tornado Flood Fire Illness Loss of key staff Strike Sabotage Human error Hardware Software Storage Data /information Power Communication s Water Security Information Network Building Equipment 18 YouTube Presentation available at https://youtu.be/rQk4RYGH99U
- 19. Planning Business Disruption Scenarios Lack of Access - Natural threats - Security related Utility Outage - Internet - Power - Water Supply Chain - Strike - Financial Unauthorized Access - Human error - Sabotage - Lack of security Staff - Flu - Employee departure 19
- 20. Risk Targeting Scope Management List of Risk Threats Probability/Severity Business Impact Analysis 20
- 22. Executing Implement the plan Mitigation activities Coordinate and lead the team 22
- 23. Monitoring Response to the event Mitigation activities 23
- 24. Closing Plan approved Consolidate plans Make accessible on and offline Develop schedule for review and testing Lessons learned 24
- 26. Image acknowledgements: Icon made by Freepik from www.flaticon.com References Open for Business Ready.gov documents Ready Rating Basic Ready Rating Advanced Ready.gov Business Continuity Planning Suite Photo by Unknown Author is licensed under CC BY- SA 26 YouTube Presentation available at https://youtu.be/rQk4RYGH99U
- 27. Ms. Anita Y. Mathis, Project Management Advocate, Preparedness Coordinator BS, MS, MA, PMP https://www.linkedin.com/in/anitaymat his For assistance with your preparedness or other projects, visit: https://anitaymathis.Wixsite.Com/request- info 27