Assignment

Putting your new knowledge into practice Risk Identification and Qualitative analysis BELT The Volkswagen emissions scandal, RECALL sometimes known as "Dieselgate" The recall has become a slow-motion or "Emissionsgate", began in catastrophe since it started last November As of January 28, 2010, Toyota had September 2015, when the United 2020. That was when GM identified 50,930 announced recalls of approximately States Environmental Protection Bolt EVs from model years 2017 through 5.2 million vehicles for the pedal Agency (EPA) issued a notice of violation 2019 that might have defective cells. The entrapment/floor mat problem, and an of the Clean Air Act to German total recall now numbers 141,000 electric additional 2.3 million vehicles for the automaker Volkswagen Group. The vehicles over six model years, every Bolt the accelerator pedal problem. agency had found that Volkswagen had company has built since sales began in Approximately 1.7 million vehicles are intentionally programmed turbocharged December 2016. No schedules have been subject to both. The next day, Toyota direct injection (TDI) diesel engines to given for any cell replacements. Roughly a widened the recall to include 1.8 million activate their emissions controls only dozen fires in Bolt EVs have been publicly vehicles in Europe and 75,000 in China. during laboratory emissions testing, identified. To date, no injuries or deaths are By then, the worldwide total number of which caused the vehicles' NOx output attributed to the problem. Toyota... Defects and non-reporting cars recalled by Toyota stood at to meet US standards during regulatory While GM has committed to replacing Volkswagen... Diesel fuel efficiency 9 million. testing, while they emitted up to 40 affected battery modules, it says it won't do Sales of multiple recalled models times more NOx in real-world so until it's confident it has identified the GM Bolt explosive batteries were suspended for several weeks as a driving. Volkswagen deployed this root causes of the defects. It believes they result of the accelerator software in about 11 million cars e in the manufacturing process, but it recall, with the vehicles awaiting worldwide, including 500,000 in the hasn't ruled out design defects. Meanwhile, replacement parts. As of January 2010, United States, in model years 2009 all Bolt production has been suspended 21 deaths were alleged due to the pedal through 2015. and new Bolt models are not available to problem since 2000, but following the buy. January 28 recall, additional complaints Added together, the three recalls are brought the alleged total to 37. expected to cost GM about $1.8 billion. #Dieselgate Above are three (3) scenarios that all have great risks associated with them. Read each of the three (3) scenarios above and select one to use for your assignment. You are considering each as a lesson learned for your own organization who is dealing with a similar or potentially similar scenario. You should also make sure that you research each topic further to ensure that you have enough information to work the assignment. Why Assessing Risk is the key to the project's success? Instructions: 1. In reviewing the three (3) scenarios presented before, select one scenario to research further and generate a list of risks for scenario. . Please provide this list of risks in a proper Excel risk register template. Note: Expectations are that you have at least 25 negative risks listed when you are done with this process. In addition, you should try to identify at least 1 opportunity. The opportunity should be CLEARLY identified from the rest of the risks and included in the register. A risk matrix properly configured needs to be used consistently and provided as reference to support the work. Risks should be clearly stated and actionable. A helpful approach is to think in terms of an "if condition", then consequences (i.e. if the vendor does not supply us with XXX, we will not be able to complete xxx DO DURHAM OD COLLEGE SUCCESS MATTERS PROJ2205 - Project Risk Management Individual Assignment portion of the work). Remember that a lot of these risks will develop based on assumptions you will make around the scenario (Something for the purpose of planning that you believe to be true, real and certain until proven otherwise). Each risk should be categorized but you do not need to create a RBS. . Once identified provide for each risk a numeric assessment of high, medium and low in terms of probability and impact based on your matrix. Your matrix should also be provided as a reference for the work. Based on the results of this assessment, you can then order or prioritize the risks in your register. 2. Your risk register will now contain a prioritized list of risks for the scenario that you chose to evaluate. For the purpose of this assignment, this is where your analysis will end. You DO NOT need to complete the rest of the risk register fields. 3. In a separate document, please answer the following questions: (Please provide examples, samples and clear references when you are doing the research on these questions. The responses for these questions are to be researched and not based on your opinion alone.) a. We have spent a good amount of time explaining the importance of risk identification as it relates to the entire risk management process on a project. What more likely be the outcome if risk identification was not performed properly? Explain. b. What are the reasons for ensuring that your risk register is prioritized and sorted? Name a situation that might happen if the register was to not be sorted and prioritized. Explain. c. Once you have used your probability and impact matrix to qualify each of your risks in the register, to further clarify where the project stands overall, specific chart / graphic can be created for better communication. What is that chart / graphic called and what does it show your stakeholders? Explain. d. Why is it often important to use graphical representations when communicating risks to your stakeholders? What is the most common graphical representation used in risk management