In a mature organization, projects are clustered in programs (and portfolios) to ensure that strategic goals are met efficiently. Organizing the projects into programs (and portfolios) allow the management to prioritize the projects based on various parameters such as risks, funding, and organizations strategic plan. Program consists of group of related projects managed in a coordinated way to leverage the benefits 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 benefits of these interdependencies.

Alberta Energy (AE) has been authorized by Board of Directors to implement an Enterprise Resource Planning (ERP) system to improve the financial management of the company. Proposed ERP will have following modules:

• 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 (PM) 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. (Project Manager: Roy H.)

Project 2: Alberta Gas Inc. (Project 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 following questions.

1. Provide a table identifying each of the team member and his/her role in the risk identification exercise. Use following Table for your answer (Marks 15)

Name	Role on the Project	Should the Team member participate in the Risk Identification exercise? (Answer in Yes/No)	If answer is Yes: What value, he/she will bring to Risk Identification exercise?	If answer is No: Why that team member should not participate in the Risk Identification exercise?
Brent K.	Project Sponsor
Juan M	Program Manager
Roy H. and Tracy A	Project Manager
N/A	Subject Matter Experts
N/A	Risk Analyst

2. Every project has systemic (or generic) risks and project specific risks. For this case study, what tools and activities will you use to identify the risks in both the categories? (15 Marks)

0. 3. In Question 1, you have identified the Team Members who will participate in the risk identification exercise. For each of the identified Team Member, provide a Table in which activities he/she will participate along with the time commitment for each of the activities. Table should give a clear understanding regarding:
1. What risk identification activities each team member will participate in (regarding risk Identification)
2. Time commitments for each of the team members (related to risk identification)

Note:

Assume that each team member (except Risk Analyst) has no more than total of 5 hours to spare for the risk identification exercise. So total time requirement should not increase 5 hours for each participant.

As a Risk analyst, there is no time limit on your time. You can spend as many hours on the project as you wish to (Marks 30)

4. In tabular form, provide a summary of Risk Identification Plan. This plan will provide summary of which (risk identification) exercise (or Tool) will be executed on which day, and who will participate in it. Assume that you have one working week to conclude the risk identification. Use April 20^th, 2020. as start of the week (20 marks)

5. How are you planning to organizae the risk register? Will you have one risk register or multiple? Give argument in favor of your decision (20 marks)