Prasanna Moses

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n

Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Suggested solution:<\/strong><\/p>\n\n\n\n

We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n

Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n

Suggested solution:<\/strong><\/p>\n\n\n\n

We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n

Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n

Suggested solution:<\/strong><\/p>\n\n\n\n

We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n

Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

1.1 Risk avoidance:<\/p>\n\n\n\n

\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n

A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n

1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n

Risk trigger:<\/p>\n\n\n\n

Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n

\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n

\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n

\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n

1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Probability: High Impact: High Risk score: High<\/p>\n\n\n\n

Some risk response actions:<\/p>\n\n\n\n

2.1 Risk avoidance:<\/p>\n\n\n\n

2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n

\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n

\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n

user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n

2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n

\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n

2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n

Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n

How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n

You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n

have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n

Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n

Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n

Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n

Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n

Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n

Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n

Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n

Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n

Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n

Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n

Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n

Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n

Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
The Project Manager has come up with the following list of mitigation actions, the resultant reduced risk probability & risk impact and additional cost estimated for each mitigation action:<\/p>\n\n\n\n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
\u201cLack of expertise in the hospitality domain\u201d has been identified among the top risks in the project with a probability of 70% (Likely to occur) and potential impact of 80% (Very High impact on scope, schedule, cost and quality goals).<\/p>\n\n\n\n
The Project Manager has come up with the following list of mitigation actions, the resultant reduced risk probability & risk impact and additional cost estimated for each mitigation action:<\/p>\n\n\n\n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
You are reviewing the top risks in a project to substantially enhance an application in the hospitality domain \u2013 to be deployed world-wide in a major hotel chain. About 30% of the project work is envisaged to be at customer locations in the US and about 70% at the development facility in Hyderabad.<\/p>\n\n\n\n
\u201cLack of expertise in the hospitality domain\u201d has been identified among the top risks in the project with a probability of 70% (Likely to occur) and potential impact of 80% (Very High impact on scope, schedule, cost and quality goals).<\/p>\n\n\n\n
The Project Manager has come up with the following list of mitigation actions, the resultant reduced risk probability & risk impact and additional cost estimated for each mitigation action:<\/p>\n\n\n\n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
Here goes:<\/p>\n\n\n\n
You are reviewing the top risks in a project to substantially enhance an application in the hospitality domain \u2013 to be deployed world-wide in a major hotel chain. About 30% of the project work is envisaged to be at customer locations in the US and about 70% at the development facility in Hyderabad.<\/p>\n\n\n\n
\u201cLack of expertise in the hospitality domain\u201d has been identified among the top risks in the project with a probability of 70% (Likely to occur) and potential impact of 80% (Very High impact on scope, schedule, cost and quality goals).<\/p>\n\n\n\n
The Project Manager has come up with the following list of mitigation actions, the resultant reduced risk probability & risk impact and additional cost estimated for each mitigation action:<\/p>\n\n\n\n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
Enjoy!<\/p>\n","post_title":"CHOW #7\u2013 Support changes: what could be the risks?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-7-support-changes-risks","to_ping":"","pinged":"","post_modified":"2024-01-25 13:41:19","post_modified_gmt":"2024-01-25 13:41:19","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7207","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"}; \n
In this Challenge of the Week (CHOW), we present a not so difficult one for you to crack \u2013 the idea being not so much to tease brains but convey a message that may be described as \u201cBang for the Risk Mitigation buck\u201d!<\/p>\n\n\n\n
Here goes:<\/p>\n\n\n\n
You are reviewing the top risks in a project to substantially enhance an application in the hospitality domain \u2013 to be deployed world-wide in a major hotel chain. About 30% of the project work is envisaged to be at customer locations in the US and about 70% at the development facility in Hyderabad.<\/p>\n\n\n\n
\u201cLack of expertise in the hospitality domain\u201d has been identified among the top risks in the project with a probability of 70% (Likely to occur) and potential impact of 80% (Very High impact on scope, schedule, cost and quality goals).<\/p>\n\n\n\n
The Project Manager has come up with the following list of mitigation actions, the resultant reduced risk probability & risk impact and additional cost estimated for each mitigation action:<\/p>\n\n\n\n
Option<\/td> New Probability<\/td> New impact<\/td> Additional cost of mitigation<\/td><\/tr>
1.     Hire a domain expert offshore<\/td> 30%<\/td> 40%<\/td> $40,000<\/td><\/tr>
2.     Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 50%<\/td> 40%<\/td> $20,000<\/td><\/tr>
3.     Shift complex functionality work to the onsite team (for closer coordination customer)<\/td> 10%<\/td> 10%<\/td> $85,000<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
The questions are:<\/p>\n\n\n\n
a. How would you choose from among the three options above?<\/p>\n\n\n\n
b. Does it make sense to choose more than one? All? Any two? Which ones?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
As we said when we presented the Challenge of the Week back in May \u201916, the idea is to come up with a measure for the \u201cBang for the Risk Mitigation buck\u201d. In other words, for a given risk mitigation option, what are you spending and how much reduction are you likely to achieve in terms of a lower risk score (which is the product of risk probability and risk impact). The measure can be the reduction in risk score for a given mitigation option divided by the associated cost (Cost-Benefit). For ease of calculation, we will ignore the thousands in the cost figures and take just 40, 20 and 85 cost units.<\/p>\n\n\n\n
Option<\/td> Risk score before mitigation<\/td> Risk score after mitigation<\/td> Cost<\/td> Cost-Benefit<\/td> Order of preference<\/td><\/tr>
1. Hire a domain expert offshore<\/td> 0.7 x 0.8 = 0.56<\/td> 0.3 x 0.4 = 0.12<\/td> $40,000<\/td> (0.12 \u2013 0.56) \/ 40 = -0.011<\/td> # 2 choice<\/td><\/tr>
2. Adopt incremental delivery (to obtain early feedback & adapt)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.5 x 0.4 = 0.2<\/td> $20,000<\/td> (0.2 \u2013 0.56) \/ 20 = -0.018<\/td> # 1 choice<\/td><\/tr>
3. Shift complex functionality work to the onsite team (for closer coordination with customer)<\/td> 0.7 x 0.8 = 0.56<\/td> 0.1 x 0.1 = 0.01<\/td> $85,000<\/td> (0.01 \u2013 0.56) \/ 85 = -0.006<\/td> # 3 choice<\/td><\/tr>
4. Option 1 + 2<\/td> 0.7 x 0.8 = 0.56<\/td> 0.15 x 0.16 = 0.024<\/td> $40,000 + $20,000 = $60,000<\/td> (0.024 \u2013 0.56) \/ 60 = -0.009<\/td> ???<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
As you can see from the table above, if you have to pick the top option in terms of bang for the buck that would be option 2. Hope it is clear<\/p>\n\n\n\n
Now next question: should you be adopting more than one option \u2013 say 1 and 2 both?<\/p>\n\n\n\n
If you did, the new (lower) risk probability would be the combined probabilities of options 1 and 2 (30% and 50%) \u2013 0.3 x 0.5 = 0.15. Let us say risk impact also dramatically reduces (which is debatable!) to 0.4 x 0.4 or 0.16. So, the new risk score for options 1 + 2 is 0.15 x 0.16 = 0.024. The Cost-Benefit is (0.024 \u2013 0.56) \/ (40 + 20) = -0.536\/60 = -0.009. The \u201cbang\u201d for options 1 + 2 seems disappointing, is it not? Not better than individual option 1 and individual option 2. That\u2019s the way the numbers stack up! You can examine other combination options and see how the Cost-Benefit looks compared to pursuing options in isolation. You can then pick the top options depending on cost, stakeholder risk appetite, feasibility of mitigation options and other factors.<\/p>\n\n\n\n
In summary, do bear in mind sometimes the numbers tell you things which are counterintuitive. Secondly, despite just the numbers play, good sense and judgement should prevail (after all, where do the numbers come from?!). For example, if you pursued options 1 and 2 together, while risk probability may come down as shown above, does the risk impact really come down by that much? May be not. That is a matter of judgment.<\/p>\n","post_title":"CHOW #18\u2013 Bang for the Risk Mitigation buck","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-18-bang-risk-mitigation-buck","to_ping":"","pinged":"","post_modified":"2024-01-25 13:39:35","post_modified_gmt":"2024-01-25 13:39:35","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7227","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7213,"post_author":"22","post_date":"2016-04-04 15:33:32","post_date_gmt":"2016-04-04 10:03:32","post_content":"\n
Ramesh Tiwari was a Business Analyst with 8 years of experience. He was just back from meeting the clients for the last 3 weeks to understand the requirements for the next release of their order management system. He was excited as the clients were revamping their existing system and moving to a new technology platform using cloud. He was eager to meet the team and get the project started. He reached early to the office as his Delivery Manager Lakshmi Tyagi said that she wanted to meet him before she went off to her other scheduled meetings for the day. Ramesh knocked on the DM\u2019s door and was asked to come in.<\/p>\n\n\n\n
After a few minutes of enquiring about his trip and understanding the next product release requirements, she jumped straight to the point. The current PM, Vivek Suri was leaving with short notice as he had a personal crisis. Ramesh was expected to step in for this release as an acting PM. Vivek had a week to leave and will handover the responsibilities to Ramesh. This sounded pretty exciting to Ramesh until it slowly dawned on him that he had not much experience in managing a project all by himself. Sure he had helped Vivek on and off but that\u2019s not the same as taking on the entire responsibility. In addition, there were some difficult senior technical people in the team. He did not have to deal with their idiosyncrasies in the past because it was Vivek\u2019s responsibility. Now it\u2019s going to be his. This, on top of doing all the planning and getting work done. He was overwhelmed, excited, afraid all at the same time. Lakshmi watched him and asked him to meet her later in the afternoon to go over the details. She asked him to come up with a plan of action of what he would like to do.<\/p>\n\n\n\n
If you were Ramesh, what would be the top 5 actions for the next few days?<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
Since Ramesh has very limited time to pick up the ropes of project management, he would need to rely heavily on the collective knowledge that already exists in the project. If he takes the following steps, he has a great chance of succeeding with the project.<\/p>\n\n\n\n
\n
Meet with Vivek and get to understand the overall project scenario including the team, clients and other stakeholders.<\/li>\n\n\n\n
Meet with key stakeholders and introduce himself and get to know them, understand their expectations.<\/li>\n\n\n\n
Meet the team after the formal announcement and seek their collaboration in the changed circumstances. Meet team members individually as well, to get to know them.<\/li>\n\n\n\n
Meet with the senior and difficult team members and understand their approaches and expectations.<\/li>\n\n\n\n
Seek the DM\u2019s help and guidance on a regular basis by setting up formal meeting times to give an update and get direction. Request her to level set the expectations of the stakeholders.<\/li>\n\n\n\n
Get a crash course on project management, if possible. Understand the PM process expectations and seek team\u2019s assistance to help in some of the activities. Get DM\u2019s buy-in.<\/li>\n\n\n\n
Identify people from the team who could be possible second level leaders and discuss what kind of responsibilities they could help with. Discuss how the additional responsibilities could be of value to them.<\/li>\n<\/ol>\n\n\n\n
Sure these are more than five actions. But you may have got the drift by now, what his initial steps must be, in order to get to a good start in the project.<\/p>\n","post_title":"CHOW #11\u2013 New Challenges or New Possibilities?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-11-new-challenges-new-possibilities","to_ping":"","pinged":"","post_modified":"2024-01-25 13:40:42","post_modified_gmt":"2024-01-25 13:40:42","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=7213","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":7207,"post_author":"22","post_date":"2016-03-07 15:20:51","post_date_gmt":"2016-03-07 09:50:51","post_content":"\n
Your project is to manage the knowledge transition to take over application support and maintenance for a large Indian corporate house (called IndiaNow!). The application is a scaled-down ERP system, custom developed for IndiaNow! by a software provider (called Momentum Software) who is at present supporting the system. IndiaNow! has picked you for support & maintenance as they are unhappy with Momentum Software for a number of reasons. What risks do you see in this project and what would be your risk responses (avoidance, acceptance\/contingency action, mitigation and transfer). State any assumptions that you may be making.<\/p>\n\n\n\n
Suggested solution:<\/strong><\/p>\n\n\n\n
We will primarily look at the top two risks in terms of risk score (product of risk probability and potential impact).<\/p>\n\n\n\n
Risk 1: Risk that the Momentum Software (MS) staff may not be available as required resulting in impact to the project schedule and cost.<\/p>\n\n\n\n
Probability: High   Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
1.1 Risk avoidance:<\/p>\n\n\n\n
\u2013 Make IndiaNow! responsible for all co-ordination with MS for the transition project ensure availability (in other words, your removing a part from your scope)<\/p>\n\n\n\n
A question for you here: why is this not considered a risk transfer back to IndiaNow? Hint: Check the definition of risk transfer.<\/p>\n\n\n\n
1.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
1.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Escalate as and when risk materializes happens to IndiaNow!<\/p>\n\n\n\n
Risk trigger:<\/p>\n\n\n\n
Availability (such as hours logged by MS staff for the project) or any other progress measure (schedule, say) slipping beyond a tolerance limit trend crossing a threshold.<\/p>\n\n\n\n
\u2013 Get the project plan co-created by IndiaNow!, MS and your organization with key dependencies, resources identified<\/p>\n\n\n\n
\u2013 Set up a tri-partite (i.e., IndiaNow!, MS and your organization) project review board for monitoring, issue resolution etc.<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow!<\/p>\n\n\n\n
\u2013 Identify the most key people in MS for the transition and provide flexible time slots for them to choose and commit; this reduces the probability of key interviews slipping( but NOT the potential impact)<\/p>\n\n\n\n
\u2013 Provide for alternate channels of communication: face-to-face, skype, phone calls, and flexible hours \/ days (evenings, weekends etc as feasible)<\/p>\n\n\n\n
\u2013 Explore the possibility of recruiting key MS staff offering an attractive compensation package (how ethical is this??); is it perhaps less unethical to get IndiaNow! to recruit key MS staff?? May be there are contractual non-poach clauses between IndiaNow! and MS.<\/p>\n\n\n\n
1.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Risk 2: Risk that the quality of inputs from MS staff may not be up to mark resulting in impact to the transition project schedule, cost and quality. This could happen for many reasons \u2013 MS themselves may have lost their key staff due to attrition; or MS staff are not co-operative and sharing openly (only reacting tersely to questions from your organization)<\/p>\n\n\n\n
Probability: High Impact: High Risk score: High<\/p>\n\n\n\n
Some risk response actions:<\/p>\n\n\n\n
2.1 Risk avoidance:<\/p>\n\n\n\n
2.2 Risk acceptance with a contingency action & triggers identified:<\/p>\n\n\n\n
\u2013 No easy avoidance option! What do you think?<\/p>\n\n\n\n
\u2013 How do assess quality of inputs? What are the triggers for escalation?<\/p>\n\n\n\n
\uf0a7 You may perhaps rope in a power user (will she be available??) or an external domain expert (will she be neutral??) to be present in your interviews with MS to assess the quality of their inputs (such as the power<\/p>\n\n\n\n
user validating that the implemented system is actually conforming to what the MS interviewee is saying)<\/p>\n\n\n\n
2.3 Some possible risk mitigation actions:<\/p>\n\n\n\n
\u2013 Quality may be fully apparent only after the transition is complete; transition should, therefore, include a period when you support and MS is the back-up \u2013 You can record key sessions with MS for later reference and perhaps assessment of completeness and accuracy beyond the project- Including power users from IndiaNow! in the transition project could somewhat reduce the risk impact of MS staff not being up to mark \u2013 but may be not by much (as they may know only the functional aspects and not the design \/ implementation)<\/p>\n\n\n\n
\u2013 Explore the possibility of a financial incentive for MS with IndiaNow! to address MS staff motivation if not capability<\/p>\n\n\n\n
2.4 Risk transfer: No easy option here! Agree?<\/p>\n\n\n\n
Here is a possible positive risk \/ opportunity:<\/p>\n\n\n\n
MS staff may find the IndiaNow! employment a better long prospect than MS and apply for positions there! (note that IndiaNow! is not poaching \u2013 they are being approached by MS staff!)<\/p>\n\n\n\n
How can you increase the probability and impact of this positive risk? Any thoughts?<\/p>\n\n\n\n
There could be other risks in addition to the above \u2013 such as inadequacy of documentation, differences in the production baselines versus what MS delivered to IndiaNow! (IndiaNow! may have done some changes by themselves).<\/p>\n\n\n\n
You can think about analyzing these and other risks you may think of along the lines of what we<\/p>\n\n\n\n
have done above for Risk 1 and Risk 2.<\/p>\n\n\n\n
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Prasanna Moses

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CHOW #18– Bang for the Risk Mitigation buck

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