Tasks are all areas in green:

• Add a second opportunity as O-2,
• Calculate the cost for T-1 and R-1,
• Add a second threat as T-2 Add A second 50-50 Risk as R-2.
• Converts time etc. to equivalent dollar cost .
• In other risks, the 15% applies to both the opportunity side and the threat side.
• Respond to all Columns for opportunities, threats and other risks

Date last modified:	30-Sep-21
Planning Processes
Identification	Assessment	Response Planning
Opportunity(O-1) / Threat Number (T-1) / Risk (R-1)	Functional Area / Component	Responsible Person	Description format (Do to/As a result a/an may occur which could lead to .	Impact $ or Equivalent $ for Time	Probability %	P*I	Opportunity, Threat or Risk Response Strategy	What is plan to Implement the Strategy? (How)	Response Trigger (event or date that causes a response to be undertaken)	Estimate of Threat Management Cost at 30% of P*I
			Opportunities
O-1	Software		PMIS on an open database platform is a product we can sell. Sales of this program to other businesses could lead to $1M sales or more for the next few years, offsetting the total cost of development and adding profits.	1,000,000	80%	800,000				NA
O-2										NA
			Threats
T-1	Hardware	PM	HAL 9000 Old Technology and won't be stable, the same data may produce two or more different answers leading to incorrect answers.	About 1/2 of the Effort in Activities 5-10 will need to be reworked	10%		Escalate To Leadership because only leadership can change the platform	If leadership agrees we can use the UNIX system in the finance department	Week 14 Activity 11 Test Data Integrity
T-2
			Other Risks
R-1	Hardware	PM	Due to early or late arrival of the hardware, a change in the end date of Activity 10 could accelerate or delay the start dates for activities 11-19.	2 weeks +/-	15%
R-2

Story:

You are working for LeoSoft, Inc. (LSI), a multi-national software development company headquartered in Australia. The company's usual policy is to let local portfolio managers organize and run their operations independently. Recently, the company secured a large contract with The Republic of the Philippines. The contract required significant modification of the company's project management information system (PMIS). One key element is three Philippine managers (government employees) would have on-demand access to financial and schedule data for any of their projects.

Lea Fritz has been the project manager for the upgrade of the PMIS in your local office. She is a seasoned project manager and she also has several certifications for computer hardware and software. The local PMIS project was authorized about a week ago. We expect this project to be completed within five to six months. Today, Corporate in Australia notified Lea that she is needed for several months in Australia to manage the improvements needed there for other requirements for the Philippine contract.

That leaves a project management void locally. The leadership team (Local COO, Local CFO, and portfolio managers) has determined that you are the best qualified person to assume the role of project manager for the local PMIS upgrade. After all, you have an MBA with a concentration in project management with a PMP certification. You meet with Gary Gold, your local COO, Rose Rosada the project's portfolio manager, and Larry Tan, Local CFO. Even though you don't have the computer savvy that Lea has, your successful track record as a project manager is why you were selected. As the meeting wrapped up, Gary Gold said "Get used to getting the high-priority-tough projects. We assign those to our best project managers and train them for promotion to manage their own portfolios. You will be temporarily transferred to Rose Rosada's portfolio because the project is under her. Here's a list of your project team members."

Role	Name
Lead Software Architect	Dr. Jackson
Lead Database Architect	Nancy Blue
Lead Link Designer	Mike Green
Project Manager	Student's Name
Sr. Software Developer	Dave White
Sr. Database Developer	Emilio Blanco
Software Technician	TBD
Database Technician	TBD
Administrative Technicians (2)	TBD
PMO Advisor	Pam Black
Outsourced Staff	Firm
Training Developer	Soft Consulting
Cyber Security Analyst	Soft Consulting

Project status:

Right after your meeting, you meet with the lead people on the project team (Dr. Jackson, Nancy Blue, and Mike Green) to determine the current project status. You've asked them to bring copies of existing project documentation for your review.

You begin your project status meeting by welcoming the team and explaining why Lea was reassigned to Australia. About that time, Gary Green, local COO, enters the room. He gives a little speech.

"We all know this project was tailored around Lea's knowledge. She is needed for a higher priority project, and you know that this is the highest priority project locally. We won't get Lea back for a while, but this project must move forward. I and the leadership team looked at the best person to make this a successful project. We picked Lea's replacement based on these excellent qualifications: a successful track record as a project manager, who is a certified PMP and has an MBA with a concentration in project management. We're confident that strong project management skills can go a long way to make up for the loss of Lea's technical expertise. If any of you need something for this project, ask me directly and I'll see what I can do. Thanks, I'll let you get back to your meeting."

From the meeting, you drew a few conclusions. The technical side of the project performance seems fine for now. You consider that the management of the project is too loose; they don't even have a published schedule or a risk management plan. You look over the information that your team gave you. In addition to schedule and risk management, you put priority on baselines, scope, schedule, and budget. To get there, you want to formalize the information given to you. Your top priorities are Requirements Traceability Matrix, WBS visual diagram, activity network logic diagram to identify the critical path, Gantt Chart Schedule, Activity Budgets rolled up to the project budget, and Risk Register including the selected response strategy. You send this list to Rose and she agrees that these are excellent tools to start with to properly manage this project.

Lea is currently in route to Australia. You have a tentative teleconference set with her and the three key people at 5:30 pm tomorrow. For Lea, it will be at 7:30 am the next day in Australia due to the International Date Line.

The abbreviated charter was prepared by the organization's senior executives (Leadership Team) and Lea Fritz. This abbreviated project charter only contained the following scope statement:

PROJECT SCOPE

The project scope centers around the primary objective of the project which is to replace the Project Management Information System (PMIS) for our company, a major information management organization. The project scope includes the archiving and data transfer of the current system, hardware and software needed for the new system, loading applications, testing of the new system, software documentation, and User's Manual including training of 20 initial users of the new PMIS. The PMIS system also meets the needs of the following departments: IT, Finance, Operations, PMO, and Sales/Marketing. The project team will have weekly meetings and make monthly status reports.

In addition to the scope of the new PMIS system, the project charter identified the need to interview stakeholders to determine other requirements for the PMIS. The project team will make a Stakeholder Analysis, Requirements Traceability Matrix, project schedule, budget, WBS, any Make-or-Buy analyses, and risk management database. Since the Project Charter does not contain several elements, the final approval of the project is contingent on leadership approving these project management work packages. Last, the project plan, contracts, and all supporting documents will adhere to company procedures.

One of the groups of papers that you collected from the project team is "Requirements." You look through several pages of handwritten interview notes. At the end of the notes, you find one page called Summary of Stakeholder Requirements. Below is what the Summary of Stakeholder Requirements contained:

Stakeholder	Requirement	Priority
Charter	New PMIS	High
Charter	Transfer legacy data to New PMIS	High
Charter	Archive legacy data	Medium
Charter	Document software	High
Charter	User's Manual	High
Charter	Train 20 initial users	High
Charter	PM Documents: Stakeholder Analysis, Requirements Traceability Matrix, WBS, Activity Logic Diagram, Schedule, Budget & Risk Management Database	High
Charter	Weekly meetings with Minutes	Medium
Charter	Monthly Progress Reports Beginning in Week 8	High
IT Dir.	Hardware compatible with HAL 9000 computer	High
IT Dir.	Proprietary database	Medium
IT Dir.	Modular software architecture	Medium
Ops. Dir.	Open database	Medium
Fin. Dir.	Link to billing system	High
Fin. Dir.	Link to payroll system	High
PMO	EVM calculations on PM Dashboard	High
PMO	Customized project data reports	High
Sales Dir.	Link to Sales/Marketing database	High

This looks like a good start. Next, you find a note that the requirements are in five categories: 1. Project Management, 2. General, 3. Hardware, 4. Software and 5. Documentation & Training.

You look further into the file and find a sheet entitled "Charter Objectives." Listed are Project Management, PMIS, and Department needs.

Next is a draft list of milestones: Project Plan approved, Software and Database Architecture approved, Hardware Purchased, Software Documentation and User Manual, Data Transfer, Testing Requirements satisfied, User training, begin using PMIS, and Closeout.

The metrics for the deliverables will be demonstrating that the hardware and software function as required. Validation is performed by the requesting department to verify the deliverable meets project objectives. The PMO will validate the work packages based on the requirements listed in the Charter.

There are still four people to be assigned, but that should be fine because they will be supervised by the lead and senior people in that activity.

The last page of the packet had the following Project High level Deliverables: "Monthly Progress Reports, Meeting Minutes, Project Plan, Business Software Data Transfer, Software Architecture, Database Architecture, Hardware Purchase, Training, User Manual, Software Documentation, Legacy Archive, Load PMIS with legacy data, and New PMIS." You see a note that the subject matter experts (SMEs) must further decompose the high-level work products but initially leadership only wants to see the high-level WBS.

End.