In a mature organization, projects are clustered in programs (and portfolios) to ensure that strategic goals are met efciently. Organizing the projects into programs (and portfolios) allow the management to prioritize the projects based on various parameters such as risks, mding, and organization's strategic plan. Program consists of group of related projects managed in a coordinated way to leverage the benets of shared resources and funding. Projects in a program have similar nature of work and are interdependent. Hence, program management focuses on project interdependencies and harness the benets of these interdependencies. Alberta Energy (AE) has been authorized by Board of Directors to implement an Enterprise Resource Planning (ERP) system to improve the fmancial management of the company. Proposed ERP will have following modules: 0 Module 1: Financial Accounting Module 2: Management Accounting Module 3: Human Resources Module 4: Supply Chain Management Module 5: Project Management Program Team Organization: Following is the organization of Project Management (PND team which has been assembled to implement the ERP system: Project Sponsor- Brent K. (Vice President IT Projects) Program Manager Juan M. Project Manager 1- Roy H. (Project 1) Project Manager 2- Tracy A. (Project 2 &3) In addition to PM team, program has been assigned following resources (subject matter experts): IT specialist, change management specialist, business analyst, system support and testing, ERP domain expert and risk analyst. Both the PMs are working closely under the Program Manger to leverage the common resources. These resources have their roles and responsibility listed in PM Plan, which states that they will be responsible to support the implementation of the program. Current Program status Program consists of implementation of ERP system in three subsidiaries of AE and hence consists of three (3) distinct projects. Project 1: Alberta Transmission Lines Inc. G'roject Manager: Roy H.) Project 2: Alberta Gas Inc. G'roject Manager: Tracy A.) Project 3: Alberta Pipelines Inc. (Project Manager: Tracy A) Problem As a risk analyst you are tasked to implement the risk management on the program. A Risk Management Plan has already been approved by the program manager and the respective project managers. Next step in the process is to identify the risks on the projects. For this purpose you are required to put together a detailed strategy of risk identification on the projects. RM group has access to tools in place, which can help you in risk identification exercise (you may or may not use these tools depending upon your risk identification strategy): risk register template, lessons learned database (based on execution of IT projects), and risk checklist (list of risks which have occurred/identified on similar projects). You have been made aware by the program manager that the projects are part of a program. So as risk analyst, you are asked to ensure that, while risk identification, you draw upon the similarities between the projects, minimize the level of efforts (of project team members), and reduce redundant efforts by the project team members. The aim of the risk identification approach should be to: a. comprehensively identify the risks, b. identify the risks in an efficient manner, and c. reduce/eliminate redundant efforts by the project team members. In light of the Problem statement, answer the following questions. Q1. Provide a table identifying each of team member and his/her role in the risk identification exercise. Use the following Table for your answer (Marks 15) Name Role on Should the Team If answer is If answer is the member participate 'Yes': What 'No: Why that Project in the Risk value, he/she team member Identification will bring to should not exercise? (Answer in Risk participate in Yes/No) Identification the Risk exercise? Identification exercise? Brent K. Project Sponsor Juan M Program Manager Roy H. Project Manager and Tracy A N/A Subject Matter Experts N/A Risk Analyst