风险评估RiskAssessmentQuestionn精选re

化工作室编码[XX968T-XX89628-XJ668-XT689N]风险评估RiskAssessmentQuestionn精选reStateofMinnesota(InsertAgencyNameHere)RiskAssessmentQuestionnaireProjectName:___________________________Preparedby:___________________________Date:______________InstructionsforusingthisdocumentSectionIRiskAssessmentQuestionnaireUseSectionIofthistemplatetoidentifyrisksthatwillimpacttheprojectandthelevelofthreattheyposetotheproject’ssuccess.Inthissection,characteristicsaregroupedintypicalcategoriesofprojectrisk.High,mediumandlowriskratingsareassignedtodescriptionsofeachprojectcharacteristic.Thelistofprojectcharacteristicsisnotexhaustiveandisintendedtoprovideastartingpointonly.Customizethequestionnairebyaddingtothelistspecificriskcharacteristicsorcriteriathatapplytoyourorganizationorproject.Tocompletethequestionnaire,foreachcharacteristic,choosethephrasethatbestdepictsyourprojectatthetimeofassessment.Thecompletedquestionnairewillidentifytheproject’sriskfactors.Theresultsfromthecompletedquestionnaireshouldbeusedasguidelines;theremaybeotherfactorsthatwilllowerorraisetherisklevel.Forinstancealargeprojectcarrieswithitaninherentlyhigherrisk.Thisriskmaybereducedifanexperiencedprojectmanagerleadstheproject.Havingmanyhigh-riskcharacteristicsdoesnotnecessarilymeantheprojectwillfail.However,itdoesmeanthataplanmustbeintoplacetoaddresseachpotentialhigh-riskfactor.SectionIITypicalHigh-riskProblems/ResponseActions:UseSectionIIofthistemplatetoanalyzeidentifiedrisksandplanappropriateresponses.Earlywarningsignsandexamplesofproblemsthatmayresultfromcertaintypesofhighrisksarelistedalongsideexamplesofactivitiesthatmaybeundertakentomitigateorrespondtoeachrisk.Foreachhigh-riskfactoridentifiedinSectionI,createaresponseplantoensurethattheriskismitigatedanddoesnotimpactprojectsuccess.ConsidertheexampleactivitiesinSectionIIaspotentialresponses.Theprojectteammaysuggestadditionalresponseactions.Aftercreatingresponseplansforallthehigh-riskfactors,lookatthemedium-levelriskstodetermineiftheimpactissevereenoughtowarrantariskresponseplancreatedforthemaswell.Ifso,createaresponseplanforthemedium-riskfactors.Low-riskfactorsmaybeconsideredassumptions,thatis,thereisapotentialforproblems,butbecausetheriskislow,youare“assuming”thattheconditionwillnotoccur.Theactivitiesassociatedwithrespondingtothehighandmediumriskfactorsshouldthenbecapturedintheriskresponseplan.Theriskresponseplanisusedthroughouttheprojecttomonitorandcontrolrisks.SectionI-RiskAssessmentQuestionnaire:CharacteristicsLowriskMediumriskHighriskA.ScopeA1Thescopeoftheprojectis:Welldefined&understoodSomewhatdefined,butsubjecttochangePoorlydefinedand/orlikelytochangeA2.Thebusinessrequirementsoftheprojectare:UnderstoodandstraightforwardVeryvagueorverycomplexA3.Thesystemavailabilityrequirementsinclude:WindowsofavailabilityanddowntimeAvailabilityona24/7basisA4.Thetotalestimatedefforthoursare:Lessthan1,000Greaterthan5,000A5.Thequalityofcurrentdatais:WelldefinedandsimpletoconvertPoororcomplextoconvertA6.Ifapackageimplementation:No(orminimal)customizationisneededHeavycustomizationisneededA7.Ifapackageimplementation:TheproductorreleaseisstableTheproductorreleaseisnewtothemarketB.ScheduleB1.Aretheproject’smajormilestonesandoperationaldates:Flexible-maybeestablishedbytheprojectteamandrecipientpersonnelFirm-pre-establishedandmisseddatesmayaffectthebusinessFixed-pre-establishedbyaspecificoperationalcommitmentorlegalrequirementsbeyondtheteam’scontrolB2.Projectdurationisestimatedat:Lessthan3months3monthsto12monthsGreaterthan12monthsC.BudgetC1.Theprojectbudgetisbaseduponuseofaprovensuccessfulcostestimationprocessusedbypersonnelwithestimationexperience:Yes–ProvenestimationprocesswithexperiencedpersonnelSomeexperienceorprocessNo–EstimatesnotestablishedbypersonnelwithanyexperiencenoranyprovenprocessC2.Projectfundingmatchesorexceedstheestimatedcostandisstable.Fundingisgreaterthanestimatedneedand/orisexpectedtobestable.Fundingismarginallyadequateandexpectedtoremainrelativelystable.Fundingislessthanestimatedneedand/oritsstabilityishighlyuncertain.D.ProjectLinkagesD1.Thisproject’sdependenciesonlinkageprojectscouldbestbedescribedas:Slightlydependent,canbesuccessfulwithoutlinkageprojectdeliverablesSomewhatdependent,withoutlinkageprojectdeliverables,scheduledelayspossibleHighlydependent,cannotproceedwithoutdeliverablesfromlinkageprojectsE.HumanResourcesE1.TheProjectManager’sexperienceandtrainingis:RecentsuccessinmanagingprojectssimilartothisoneRecentsuccessinmanagingaprojectnotsimilartothisoneortrainedandnoactualexperienceNorecentexperienceorprojectmanagementtrainingE2.Describetheexperienceofprojectpersonnelwiththetoolsandtechniquestobeused.ExperiencedinuseoftoolsandtechniquesFormaltraininginuseoftoolsandtechniquesbutlittleornopracticalexperienceNoformaltrainingorpracticalexperienceinuseoftoolsandtechniquesE3.Theprojectteamis:LocatedtogetherDispersedatmultiplesitesF.Management/SeniorLeadershipSupportF1.Theprojectsponsoris:Identified,committed,andenthusiasticNotidentifiedornotenthusiasticG.BusinessorOrganizationalImpactsG1.Theprojectparticipant(s)providingcontentknowledgeontheproject:ArenotrequiredontheprojectorareveryknowledgeableAresomewhatinexperiencedMaynotbeavailableasneededorareunknownatthistimeG2Businessprocesses,procedures,policiesrequire:LittleornochangeOccasionaltofrequentchangesSubstantialchangeG3.Describetheimpactonbusinessprocedure,process,ororganizationalchangesasaresultofthisproject:Eithernoneoronlyminorchangesofprocedural,process,ororganizationModerateprocedural,process,ororganizationalchangesMajorprocedural,process,ororganizationalchangesorunknownatthistimeG4.Thenumberoforganizationsthiswillaffectis:OneortwoThreeorfourMorethanfiveG5.HowwouldyouratethereadinesslevelwithintheprojectrecipientandstakeholderorganizationsforchangesthisprojectwillcreateHighreadiness(Passionateandenthusiastic)ModeratereadinessLowreadiness(Passiveandhardtoengage)H.TechnologyH1.Thetechnologybeingutilizedconsistsof:Mature(Existingsoftware,hardware,languages,databases,andtools)EmergingLeadingEdge(Newsoftware,hardware,languages,databases,ortools(ornewreleases))H2.Thetechnicalrequirementsare:SimilartoothersinthecompanyNewandcomplexH3.Thesubjectmatteris:WellknownbytheprojectteamNotwellknownbytheprojectteamI.VendorI1.Ifapackageimplementation:ThevendorisfamiliarinthismarketThevendorisnewtothismarketI2.ArecontractorsrequiredandcommittedtotheprojectNo–ContractorsarenotrequiredYes–Somecontractorsarerequired(lessthan50%)andareexpectedtobesignedbeforestartofprojectYes–Projectwillbestaffedbyover50%contractorsand/orcontractors’commitmentisnotexpectedtobecompletepriortostartofprojectJ.Other(Addasappropriatetoproject)J1.SectionII—Typicalhigh-riskProblems/ResponseActions:High-riskfactors/PotentialproblemsRiskResponseActionsA.ScopeA1.ThescopeoftheprojectispoorlydefinedHardtoprovidesoundestimatesMayspendtimeandcostonareasoutofscopeHardtogatherconciserequirementDifficulttowriteprojectdefinitionandworkplanHardtoinvokescope-changeproceduresProjectdeliverablesarepoorlydefinedFocusonfirmingupscopeintheplanningprocessDefinevariouscomponentsofscope,suchaswhatorganizationsareaffected,whatdeliverablesareexpected,whattypeofinformationisrequiredClearlydefinewhatisoutofscopefortheprojectBegintodefinebusinessrequirementsatahighlevelandthenworkupwardtodefinescopeAskprojectsponsortomakedecisiononconflictingscopestatementsDocumentallscopeassumptionswhenprovidingestimatesofwork,cost,ordurationUsepicturesordiagramstocommunicatescopeandoptionsEstablishfirmscope-changeproceduresupfrontEnsuretheprojectdefinitionandbusinessrequirementsareformallyapprovedandsignedoffonDistributescopestatementstoallstakeholdersforconfirmationDonotbeginprojectuntilscopeisclearA2.ThebusinessrequirementsoftheprojectarevagueorcomplexDifficulttodocumenttherequirementproperlyDifficulttousetoolstodocumenttherequirementsDifficulttounderstandwhattheexpectationsoftheprojectareChancethattheresultingsolutionwillnotmeetbusinessneedMaybeasignofalackoffocusfromthecustomerUsejointapplicationdesign(JAD)sessiontogatherrequirementsfromallstakeholderstogetherUtilizeprototypinganditerativedevelopmenttechniquestoassistusersindiscoveringtherequirementsofthenewsystemGetaccesstothesponsorandtoseniormanagementtoprovideoverallguidanceProvidetrainingtothecustomersonhowtothinkaboutandexpressbusinessrequirementsEnsurethatthefinalbusinessrequirementsareapprovedinwritingandthatachange-managementprocedureisenforcedafterthatA3.Thesystemavailabilityrequirementsare24/7DowntimeproblemsmayresultinproductivitydecreasesorlossofrevenueRedundancymaybeneeded,whichincreasessystemcomplexitiesNeweradvancedtechnologymayberequiredMoreproceduresandprocessesareneededtomaintainthesystemenvironmentAllocatemoretimetoanalysis,design,testing,andoverallqualityassuranceactivitiesFocusextratimeandenergyontechnologyarchitectureFocusmoretimeandenergyondatabasedesignUseindustrybestpracticesforalltechnologyandprocesscomponentsProvideappropriatetrainingtotheteamsotheyunderstandthe24/7implicationsontheprojectDetermineexactlywhatportionsofthesystemhavea24/7requirementLookforinternaloroutsideexpertstovalidateoveralltechnicaldesignandarchitectureDevelopsoliddisasterrecoveryproceduresDevelopastrongpartnershipwiththehardwareandsoftwarevendorsA4.HighnumberofestimatedefforthoursImplicationofahighnumberofefforthoursisthattherearemanypeopleinvolvedandmorecomplexityHardertocommunicateeffectivelywiththeteamBottleneckscanoccurwhendecisionsareneededquicklyMorechanceofpeopleproblemsIncreasedchanceofturnoverMorepeopletotrainUseaprojectmanagementtooltocontrolresourceutilizationHaveteammembersutilizeweeklystatusreportstoreportonprogressagainsttheirassignedworkplanactivitiesUtilizeteamleaderstomanagesubteamsOrganizeteam-buildingactivitiestobuildcohesionSchedulestatusmeetingstokeeppeopleinformedofprojectstatusUtilizestructuredinternalproceduresforscope,issue,quality,andriskmanagementBreaktheprojectintosmaller,shortersubprojectsReduceavailableprojectworktimeperperson,perdaytorecognizeadditionalpeopleandteam-relatedactivitiesA5.ThequalityofcurrentdataispooranddifficulttoconvertMoreworktoconverttheolddatatothenewsystemScrubbeddatamaystillcauseproblemsinthenewsystemDataconversionproblemscancausesignificantprojectdelaysMakesurethatalltheolddataelementsarecorrectlymappedtothenewsystemTesttheconversionprocessoutrigorouslybeforeproceedingwithfinalconversionDetermineifthecostandtroubleassociatedwiththeconverteddataisworththevalue.Askwhetherthenewsystemcanstartwithnewdataonly.KeeptheoldsystemaroundforsomeperiodtoaccesstheolddataSpendtheefforttomanuallycleanuptheolddataasmuchaspossiblebeforeconversionA6.PackageimplementationrequiresheavycustomizationCustomizationbringsaddedcomplexitytotheprojectMakingmodificationsmayresultinsomethingelsebreakingCustomizationcanleadtopoorperformanceCustomizationcancomplicatemigratingtonewerreleasesHeavycustomizationmaymeanthatthewrongpackagewasselectedPackagewillprobablytakelongertoimplementCustomizationwillrequiremorerelianceonthevendorConsiderotherpackagesConsidercustomdevelopmentCutbackonthebusinessrequirementssothatcustomizationsarenotrequiredGetafirmestimateofthecostanddurationofthemodificationsfromthevendorandbuildintoyouroverallworkplanManagethevendorrelationshiptoensureallneededworkiscompletedonscheduleMakesurethesponsorhasapprovedthecustomizationsbeingproposedThoroughlytestthemodifiedpackageforfunctionalityandperformanceMaintainavendorlogtotrackissuesandmilestonesA7.PackageimplementationisanewproductorreleaseGreaterchanceofproblemssurfacingMorerelianceonthevendortoensureproblemsarecorrectedquicklyInstallation,testing,anddeploymentwilltakelongerHardtoknowupfrontwhetherthepackagemeetsallthebusinessrequirementsScheduletrainingonthepackageasearlyintheprojectaspossibleAddaninternalresource,oraconsultant,withpriorproductexperienceontotheprojectScheduleapilottestoraprototypetogainfamiliaritywiththepackagebeforefullimplementationEstablishagreementswiththevendorstipulatingsupportlevelandproblemresolutiontimesSeeiftheprojectcanbedelayeduntilothercompanieshaveutilizedtheproductSeekoutothercompaniesthathaveusedtheproductfortheirfeedbackandkeylearningsB.ScheduleB1.Theprojectsmajormilestonesand/oroperationaldatesarefixed.Theywerepre-establishedbyanoperationalcommitmentorlegalrequirementsbeyondcontroloftheprojectteam.WorkmustbescheduledtofitwithinthisscheduleconstraintGivenschedulewindowmaybeimpossibletoaccommodaterequiredactivitiesMostlikelytheschedulerequirementswillbeimpossibletomeetHurriedactivityandschedulepressuresarelikelytocauseinadvertenterrorsinworkRe-negotiateschedulerequirementtofitrequiredactivities.Re-negotiatescopetolimittoactivitiesdeemeddoableinallottedtime.EstablishnewagreementswithCustomer/Owner/SponsorbaseduponrealisticestimatesPutaggressiveprojecttrackingandmonitoringplansinplaceCommunicatestatusreportsonregularbasisB2.LongestimatedprojectdurationHardertomanagethescheduleEasierfortheteamandthecustomertodriftorlosefocusMorechancethatprojectwillloseorganizationalcommitmentMorechancebusinessrequirementswillchangeMorechanceofchangeinsoftwareorhardwareversionsDifficulttoinstillsenseofurgencyatthebeginningofprojectMorechanceofteamandcustomerturnoverBreaktheprojectintosmaller,shortersubprojectsIdentifyclearmilestonestocheckthattheprojectisonscheduleBediligentusingformalchangemanagementproceduresRotateteammembersintodifferentrolestokeepuptheinterestlevelStrivetogetaheadofscheduleasearlyaspossible.InstillasenseofurgencyfromthestartoftheprojectOrganizeteam-buildingactivitiestobuildcohesionandreducefrictionEnsureallmajordeliverablesareformallyapproved,sothatchangemanagementcanbeinvokedafterwardMaketechnicaldesignandarchitecturedecisionsasflexibleaspossibletoaccountforpotentialchangesC.BudgetC1.Projectbudgetwasnotestablishedwithanyproventoolorbyanyexperiencedperson.BudgetwillmostlikelynotbeaccurateBudgetwillnotbestructuredinmanortofacilitatetrackingandcontrol.Therewillbeunrealisticexpectationsforwhatcanbeaccomplishedwithinthebudget.Re-estimatetheprojectusingproventoolsandexperiencedpersonnelRevisescopetofitwithinthefundingavailableDon’tstarttheprojectuntilabetterbudgetcanbeestablishedC2.Projectfundingislessthantheestimatedcostandisunstable.ProjectwillbeunabletofulfillexpectationsProjectwilllikelyexceedit’sfundingRenegotiatescopetofitwithinthefundingavailableDon’tstarttheprojectuntilanadequatebudgetorlesserscopeisestablishedD.ProjectLinkagesD1.TheprojectishighlydependentuponandcannotproceedwithoutfirstreceivingcompleteddeliverablesformanotherseparatelinkageprojectThingsoutthecontrolofthisprojectcanadverselyaffectthisproject’soutcomeandabilitytobesuccessfulDelaysinlinkageprojectdeliverablesarelikelytocausesimilardelaysandincreasedprojectprobabilityordelaysinthisproject’sschedulePursuerevisingeitherorbothprojectschedulestoallowforalignmentofprojectdeliverables.Re-negotiatescopeand/orscheduleEstablishagreementwiththelinkagesitetofulfillthisproject’sneedsanddocumenttheagreementClosemonitoringandcoordinationofbothprojectsneedstobeperformedtominimizeimpactoftheconflict.E.HumanResourcesE1.ProjectmanagementexperienceislightMaytakelongertodefinetheprojectandbuildworkplanMaymakemoremistakesinjudgment,causingreworkandprojectdelaysMoredifficultyorganizingandmanagingacomplexprojectMaynotbefamiliarwithsoundprojectmanagementpracticesMaynotknowwhentocallforhelpProvideup-frontprojectmanagementtrainingDesignateamoreseniorpersontocoachandmentortheprojectmanagerBreaktheprojectintosmallerpiecesthatareeasiertomanagePutastrongquality-assuranceprocessinplacetoensuretheprojectisontherighttrackMakesurethemajordeliverablesareformallyapprovedUtilizestrongteamleadersandteammemberstobringadditionalexperiencetobearE2.ProjectmanagementprocessesareunfamiliarorwillnotbeusedTeammayhaveadifficulttimeunderstandinghowtoraiseissues,scopechanges,andrisksProjectmaygetoutofcontrolastheinternalprocessesbecomemorecomplexandhardertomanageCommunicationwilltendtobepoorerProjectdeliverablesmightbecompletedindifferentformatsIssuesmaynotbeaddressedinatimelymanner,scopechangesmaybeadoptedwithoutthoughtofimpacttotheproject,risksmaybeignored,andqualitymaybecompromisedChancethattheprojectmaybeintroublebeforeitisrecognizedProvidetrainingtotheprojectmanagerandprojectteamonsoundprojectmanagementprocessesandproceduresAssignanexperiencedprojectmanagementcoachormentortotheprojectBreaktheprojectintosmallerpiecesthatcanbemanagedwithless-rigorousprojectmanagementDefineandgainapprovalforasetofprojectmanagementproceduresbeforetheprojectstarts,includingissuesmanagement,changemanagement,riskmanagement,andqualitymanagementCreateasolidcommunicationplantoensureeveryoneknowswhat’sgoingonandcanprovidefeedbackSolicitinputonissues,risk,scopechange,andqualityconcernsonanongoingbasisE3.ProjectteamislocatedindispersedlocationsHardertocommunicateeffectivelyLessteaminteractionandcohesionHardertobuildpersonalrelationshipwiththeentireteamSomemembersmayfeelisolatedandnotapartoftheteamTechnologyproblemsmayresultinproductivitydecreaseTrytogettheteamintoonelocation,atleastforthelengthoftheprojectCreateanaggressivecommunicationplantoensuretheteamcommunicateseffectivelyHoldregularmeetingswheretheentireteammeetsface-to-faceScheduleteam-buildingactivitieswheretheentireteammeetsface-to-faceHavebackupmethodstocommunicateiftheprimarytechnologyfailsMaintainfrequentcontactbyphonewithremoteteammembersCreateacentralrepositorytoholdtheprojectdocumentationthatallteammemberscanaccessF.Management/SeniorLeadershipSupportF1.TheprojectsponsorisnotidentifiedornotenthusiasticProjectmaynotgettheresourcesitneedsProjectmaynothavethelong-termcommitmentneededPoliticalbattlesmaydelaytheprojectIssuesandchangerequestsmaynotberesolvedinatimelymannerEstablishastrongsteeringcommitteetohelpguidetheprojectEstablishaprocessforresolvingdisputesbetweenorganizationsTrytoidentifyadifferentsponsorAskthesponsortodelegatefullauthoritytoanotherpersonwhocanactontheirbehalfDon’tstarttheprojectG.BusinessorOrganizationalImpactsG1.Theprojectparticipant(s)providingcontentknowledgeareeithernotavailableornotidentifiedatthistime.LackofcontentknowledgeavailabletotheprojectwilladverselyaffecttheabilitytoaccuratelycompletetheprojectProjectrecipientswillnotbepleasedwiththeprojectRe-negotiateresourcecommitmentstomakecontentknowledgeavailabletotheproject.Re-negotiatescheduletoobtainrequiredcontentknowledgeDon’tstarttheprojectG2.BusinessprocessesandpoliciesrequiresubstantialchangePolicychangescoulddelaytheprojectPeoplewillbeconfusedwithnewprocesses,whichwillaffecttheirabilitytoutilizethesolutionPossibilitythatnewprocesseswillnotbefullyintegratedatfirstPossiblevoidifnewprocessesdon’tfullycoverallcontingenciesSystemfunctionsmaynotbeusedifnotsupportedbycorrectproceduresSubstantialchangeinprocessesmayresultindestructivebehaviorDocumentallcurrentpoliciesandprocessesandensurethattheyarecorrectCommunicatepreciselyhowthenewprocessesdifferfromtheoldonesCommunicatepotentialchangesasfarinadvanceaspossibleEnsurethecustomersaredefiningtheprocessandpolicychangesHaveonepersonresponsibleforallprocessandpolicychangesCreateanaggressivecommunicationplantokeepcustomersengagedandinformedUsethenewprocessesinapilottestorprototypefirsttoensuretheyareworkableandcorrectIncludethesuccessfulimplementationofnewpoliciesandprocessesaspartoftheperformancecriteriaformanagersBeopentocustomerinputonprocesschanges—forbetterideasandtoallowthemtofeeltheyhaveimpactG3.ChangestoorganizationstructurearesubstantialOrganizationaluncertaintycancausefearintheorganizationPeoplemaynotfocusonprojectiftheyhaveorganizationalconcernsPeoplemayfearlossofjobsinaneworganizationPeoplemaynotusethesystemiftheyareunhappywiththeorganizationalchangeUncertaintymaycausedecisionstobedelayedOrganizationalchangemayresu