This document provides an overview of project risk management. It defines project risk as an event that could have a positive or negative impact on a project. Risk management involves identifying risks and developing plans to minimize their effects. The key steps in risk management are risk identification, analysis, response planning, monitoring and control. Managing risks helps improve project success rates, schedule and cost performance by moving from reactive to proactive decision making.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
This document provides an overview of project risk management. It discusses what project risk is, the risk management process, and tools for risk identification, analysis, response planning, monitoring and control. The risk management process involves planning risk management, identifying risks, analyzing their probability and impact, developing response plans, monitoring risks throughout the project, and using tools like risk logs and templates. Managing risks proactively helps improve project success rates.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
The document discusses project risk management. It defines risk as uncertainty that could negatively or positively impact a project's objectives. There are various types of risks like schedule, budget, operational, technical, and programmatic risks. Risk management involves identifying, analyzing, and responding to risks throughout the project life cycle to help meet objectives. The key aspects of risk management are planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and monitoring and controlling risks. The overall goal is to minimize threats and maximize opportunities related to project risks.
Webinar - Building Team Efficiency and EffectivenessInvensis Learning
Wouldn’t it be great if you could get to better ideas faster? If you learn to master just two thinking skills, you can! Many of the PMI supported tools have origins in creativity. As such, these tools are best leveraged when you apply divergent thinking (to generate) or convergent thinking (to narrow). This session will explore the principles of divergent and convergent thinking and provide examples of techniques to maximize their power in decision making, problem solving and performance feedback.
Risk management involves identifying potential risks to a project, analyzing their likelihood and impact, and developing plans to mitigate negative risks. Some key risks include staff turnover, requirements changes, and underestimating the time or resources needed. It is important to identify risks early, communicate about them, assign ownership, prioritize risks, and regularly monitor risks and mitigation strategies. Effective risk management can help promote the success of software projects by focusing resources and preventing potential problems.
Risk management involves identifying potential risks, assessing their probability and impact, prioritizing risks, developing strategies to mitigate high-priority risks, and continuously monitoring risks throughout the project. There are different categories of risk including project risks, technical risks, business risks, known risks, and unpredictable risks. Effective risk management requires proactively identifying risks, tracking them over time, taking steps to reduce impact or likelihood, and open communication across teams.
Risk management is important for software projects to identify risks that could impact cost, schedule or quality and put mitigation plans in place. The key steps in risk management are risk identification, analysis, planning, monitoring. Risks can be project risks, product risks, technical risks or business risks. It's important to identify both known/predictable risks as well as unpredictable risks. The goal of risk management is to anticipate issues and have contingency plans to minimize negative impacts.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
This document provides an overview of project risk management. It discusses what project risk is, the risk management process, and tools for risk identification, analysis, response planning, monitoring and control. The risk management process involves planning risk management, identifying risks, analyzing their probability and impact, developing response plans, monitoring risks throughout the project, and using tools like risk logs and templates. Managing risks proactively helps improve project success rates.
This document provides an overview of project risk management. It discusses the goals of risk management, including identifying and planning for risks to help projects succeed. The key aspects covered are identifying risks, analyzing their probability and impact, planning responses, and continuously monitoring risks. Qualitative and quantitative approaches to analysis are outlined. The overall process aims to move projects from reactive "firefighting" to proactive risk-based decision making.
The document discusses project risk management. It defines risk as uncertainty that could negatively or positively impact a project's objectives. There are various types of risks like schedule, budget, operational, technical, and programmatic risks. Risk management involves identifying, analyzing, and responding to risks throughout the project life cycle to help meet objectives. The key aspects of risk management are planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and monitoring and controlling risks. The overall goal is to minimize threats and maximize opportunities related to project risks.
Webinar - Building Team Efficiency and EffectivenessInvensis Learning
Wouldn’t it be great if you could get to better ideas faster? If you learn to master just two thinking skills, you can! Many of the PMI supported tools have origins in creativity. As such, these tools are best leveraged when you apply divergent thinking (to generate) or convergent thinking (to narrow). This session will explore the principles of divergent and convergent thinking and provide examples of techniques to maximize their power in decision making, problem solving and performance feedback.
Risk management involves identifying potential risks to a project, analyzing their likelihood and impact, and developing plans to mitigate negative risks. Some key risks include staff turnover, requirements changes, and underestimating the time or resources needed. It is important to identify risks early, communicate about them, assign ownership, prioritize risks, and regularly monitor risks and mitigation strategies. Effective risk management can help promote the success of software projects by focusing resources and preventing potential problems.
Risk management involves identifying potential risks, assessing their probability and impact, prioritizing risks, developing strategies to mitigate high-priority risks, and continuously monitoring risks throughout the project. There are different categories of risk including project risks, technical risks, business risks, known risks, and unpredictable risks. Effective risk management requires proactively identifying risks, tracking them over time, taking steps to reduce impact or likelihood, and open communication across teams.
Risk management is important for software projects to identify risks that could impact cost, schedule or quality and put mitigation plans in place. The key steps in risk management are risk identification, analysis, planning, monitoring. Risks can be project risks, product risks, technical risks or business risks. It's important to identify both known/predictable risks as well as unpredictable risks. The goal of risk management is to anticipate issues and have contingency plans to minimize negative impacts.
This document discusses risk management for engineering projects. It defines risk as potential problems that could impact a project's budget, timeline or deliverables. The risk management process involves identifying risks, analyzing their likelihood and impact, planning strategies to avoid or minimize risks, and monitoring risks throughout the project. Common risk types are technology, people, organizational, tools and requirements risks. Risk analysis assesses the probability and consequences of each risk. Risk planning develops avoidance, minimization and contingency strategies. Risk monitoring tracks risks and determines if their likelihood or impact changes over time.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
The document discusses risk planning and management for projects. It defines key risk management terms and outlines various types of risks that may be encountered on projects, such as computer-related risks, human-related risks, and risks specific to software projects. The document also discusses risk identification techniques, qualitative and quantitative risk analysis, developing risk responses, and creating a risk register to document identified risks and related information.
This document provides an overview of project risk management. It defines risk as the possibility of suffering loss and discusses how risk changes throughout a project's life. Key aspects of risk management are identified, including risk identification, assessment, response planning, monitoring and control. Various risk management techniques are described, such as risk maps, hazard control matrices, and defining risk ownership. The document emphasizes that effective risk management can help improve project success.
This document provides an overview of project risk management. It defines risk management as identifying, evaluating, and preventing or mitigating risks that have the potential to impact project outcomes. It also discusses the benefits of risk management, which include helping achieve project success with fewer obstacles by saving resources, money, and time. Additionally, the document outlines the main categories of project risk as technical, external, organizational, and project management risks. It explains the difference between risks, which can be predicted and managed, and uncertainties, which cannot be predicted or quantified.
As per PMBOK - "The whole point of undertaking a project is to achieve or establish something new, to venture, to take chances, to risk. Risk may have positive effects or negative effects on the project “Schedule” and/or “Cost”. Positive risks are Opportunities and negative risks are losses or threats; remember both risks are uncertain “percentage of occurrence less than 80%”. Risk Management purpose is to manage (Plan and implement) these uncertainties.
The document discusses risk management strategies for projects. It identifies four types of risks: schedule, budget, operational, and technical. Schedule risks can occur due to wrong time estimation or resource issues. Budget risks include wrong cost estimation and overruns. Operational risks stem from priority conflicts and process impacts. Technical risks involve changing requirements, unavailable technology, complexity, and integration difficulties. External risks outside a project's control include funding issues, market changes, and shifting strategies or government rules. The key is to identify risks early to minimize costs and impacts through avoidance, transfer, acceptance, or mitigation approaches.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
This document discusses various types of risks in project management. It identifies different categories of risk like stakeholder risk, regulatory risk, external risk, execution risk, scope risk, scheduling risk, resource risk, and technology risk. It also describes risk management and techniques to incorporate risk factors in projects, including using a risk adjusted discount rate, certainty equivalent coefficient, sensitivity analysis, probability assignment, standard deviation, coefficient of variation, and decision tree analysis.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This document discusses risk management in project management. It explains that risk identification, probability assessment, and impact estimation are important activities for risk analysis. Risks can be proactively or reactively managed. Proactive management involves formal risk analysis and addressing root causes, while reactive management involves responding to risks as they occur. Key aspects of risk management include identifying risks, analyzing their probability and impact, developing a risk table to plan mitigation strategies, and continuously monitoring and managing risks throughout the project lifecycle.
Paper on risk management by Samuel Obino MokayaDiscover JKUAT
The document discusses project risk management. It defines risk and explains that identifying and addressing risks is important for project success. The risk management process involves identifying, analyzing, planning for, and monitoring risks. Key risks should be prioritized and contingency plans developed. Potential project risks include those related to technology, people, organizations, and estimations. Thorough risk assessment during project planning and regular risk monitoring are emphasized.
Mastering Information Technology Risk ManagementGoutama Bachtiar
This is the presentation slide as part of the courseware utilized when delivering Information Technology Risk Management training - workshop on May 2013.
Risk management involves identifying potential problems before they damage a project. There are three main types of risks: project risks relating to budget, schedule, or personnel; technical risks regarding specifications or implementation; and business risks like building an unnecessary product. To manage risks, the probability and impact of each potential risk must be analyzed. Contingency plans are then developed to minimize disruption if risks occur. Finally, risks are controlled through avoiding, transferring, or reducing their impact on the project.
This document discusses risk management in software projects. It covers identifying risks through checklists and questionnaires, estimating the probability and impact of risks, and developing contingency plans. Key aspects include identifying risks proactively, analyzing each risk's likelihood and consequences, prioritizing high probability/high impact risks, and monitoring risks and triggers to mitigate potential issues. The overall goal is to anticipate problems before they occur and control risks in order to reduce disruption and keep projects on track.
This lecture provides short and comprehensive view of software project and risk management. It has basic examples and calculations which is main concern of software project manager. This lecture helps to understand basics of risk management.
This document provides an overview of project risk management. It defines risk and discusses key concepts like risk appetite, tolerance, and threshold. It also categorizes examples of risks as external, internal, technical, and management-related. The chapter outlines the process for planning risk management, including inputs like the project management plan, charter, and stakeholder register. Tools and techniques for planning risk management include analytical methods and expert judgment. The main output is a risk management plan that defines the methodology, roles, budget, risk categories, and risk matrix to be used to manage project risks.
1) Risk management is the process of identifying, analyzing, and responding to risks that could negatively impact a project. It aims to minimize threats and maximize opportunities.
2) A risk is any uncertain event that could prevent a project from meeting its objectives. Effective risk management requires commitment from the project team to identify potential risks and their consequences.
3) Benefits of risk management include predicting threats before they occur, enabling contingency planning, improved decision making, and creating a "no surprises" environment for stakeholders. While initially costly, risk management saves money compared to dealing with unanticipated issues later.
This document discusses selecting an optimal maintenance strategy for a factory using multiple criteria decision making techniques. It proposes integrating DEMATEL-ANP, IT2F, and TOPSIS to address limitations of single techniques. The objectives are to identify evaluation criteria and alternative strategies, develop an ANP model to determine criteria weights, and prioritize strategies. A literature review found limitations in existing MCDM methods for uncertainty and inability to filter criteria or change qualitative to quantitative data. Experts will provide pairwise comparisons of criteria, sub-criteria, and alternatives through questionnaires. Data analysis will determine influential criteria, criteria/sub-criteria weights, and strategy prioritization.
This document outlines a thesis proposal for a study on mapping and analyzing the value chain for AMIMTDE, an Ethiopian company that manufactures machinery. The proposal includes background on the company, definitions of key terms like value chain, problem statements for AMIMTDE like delays and limitations, and objectives for identifying gaps and solutions. It will analyze AMIMTDE's current situation compared to benchmarks and recommend technologies and systems to fill gaps. The study aims to increase AMIMTDE and Ethiopia's production and productivity in the technology sector. Literature on Porter's value chain model and value chain analysis purposes will inform the methodology.
This document discusses risk management for engineering projects. It defines risk as potential problems that could impact a project's budget, timeline or deliverables. The risk management process involves identifying risks, analyzing their likelihood and impact, planning strategies to avoid or minimize risks, and monitoring risks throughout the project. Common risk types are technology, people, organizational, tools and requirements risks. Risk analysis assesses the probability and consequences of each risk. Risk planning develops avoidance, minimization and contingency strategies. Risk monitoring tracks risks and determines if their likelihood or impact changes over time.
Episode 25 : Project Risk Management
Understand what risk is and the importance of good project risk management.
Discuss the elements involved in risk management planning and the contents of a risk management plan.
List common sources of risks in engineering and information technology projects.
Describe the risk identification process, tools, and techniques to help identify project risks, and the main output of risk identification, a risk register.
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
The document discusses risk planning and management for projects. It defines key risk management terms and outlines various types of risks that may be encountered on projects, such as computer-related risks, human-related risks, and risks specific to software projects. The document also discusses risk identification techniques, qualitative and quantitative risk analysis, developing risk responses, and creating a risk register to document identified risks and related information.
This document provides an overview of project risk management. It defines risk as the possibility of suffering loss and discusses how risk changes throughout a project's life. Key aspects of risk management are identified, including risk identification, assessment, response planning, monitoring and control. Various risk management techniques are described, such as risk maps, hazard control matrices, and defining risk ownership. The document emphasizes that effective risk management can help improve project success.
This document provides an overview of project risk management. It defines risk management as identifying, evaluating, and preventing or mitigating risks that have the potential to impact project outcomes. It also discusses the benefits of risk management, which include helping achieve project success with fewer obstacles by saving resources, money, and time. Additionally, the document outlines the main categories of project risk as technical, external, organizational, and project management risks. It explains the difference between risks, which can be predicted and managed, and uncertainties, which cannot be predicted or quantified.
As per PMBOK - "The whole point of undertaking a project is to achieve or establish something new, to venture, to take chances, to risk. Risk may have positive effects or negative effects on the project “Schedule” and/or “Cost”. Positive risks are Opportunities and negative risks are losses or threats; remember both risks are uncertain “percentage of occurrence less than 80%”. Risk Management purpose is to manage (Plan and implement) these uncertainties.
The document discusses risk management strategies for projects. It identifies four types of risks: schedule, budget, operational, and technical. Schedule risks can occur due to wrong time estimation or resource issues. Budget risks include wrong cost estimation and overruns. Operational risks stem from priority conflicts and process impacts. Technical risks involve changing requirements, unavailable technology, complexity, and integration difficulties. External risks outside a project's control include funding issues, market changes, and shifting strategies or government rules. The key is to identify risks early to minimize costs and impacts through avoidance, transfer, acceptance, or mitigation approaches.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
This document discusses various types of risks in project management. It identifies different categories of risk like stakeholder risk, regulatory risk, external risk, execution risk, scope risk, scheduling risk, resource risk, and technology risk. It also describes risk management and techniques to incorporate risk factors in projects, including using a risk adjusted discount rate, certainty equivalent coefficient, sensitivity analysis, probability assignment, standard deviation, coefficient of variation, and decision tree analysis.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
This document discusses risk management in project management. It explains that risk identification, probability assessment, and impact estimation are important activities for risk analysis. Risks can be proactively or reactively managed. Proactive management involves formal risk analysis and addressing root causes, while reactive management involves responding to risks as they occur. Key aspects of risk management include identifying risks, analyzing their probability and impact, developing a risk table to plan mitigation strategies, and continuously monitoring and managing risks throughout the project lifecycle.
Paper on risk management by Samuel Obino MokayaDiscover JKUAT
The document discusses project risk management. It defines risk and explains that identifying and addressing risks is important for project success. The risk management process involves identifying, analyzing, planning for, and monitoring risks. Key risks should be prioritized and contingency plans developed. Potential project risks include those related to technology, people, organizations, and estimations. Thorough risk assessment during project planning and regular risk monitoring are emphasized.
Mastering Information Technology Risk ManagementGoutama Bachtiar
This is the presentation slide as part of the courseware utilized when delivering Information Technology Risk Management training - workshop on May 2013.
Risk management involves identifying potential problems before they damage a project. There are three main types of risks: project risks relating to budget, schedule, or personnel; technical risks regarding specifications or implementation; and business risks like building an unnecessary product. To manage risks, the probability and impact of each potential risk must be analyzed. Contingency plans are then developed to minimize disruption if risks occur. Finally, risks are controlled through avoiding, transferring, or reducing their impact on the project.
This document discusses risk management in software projects. It covers identifying risks through checklists and questionnaires, estimating the probability and impact of risks, and developing contingency plans. Key aspects include identifying risks proactively, analyzing each risk's likelihood and consequences, prioritizing high probability/high impact risks, and monitoring risks and triggers to mitigate potential issues. The overall goal is to anticipate problems before they occur and control risks in order to reduce disruption and keep projects on track.
This lecture provides short and comprehensive view of software project and risk management. It has basic examples and calculations which is main concern of software project manager. This lecture helps to understand basics of risk management.
This document provides an overview of project risk management. It defines risk and discusses key concepts like risk appetite, tolerance, and threshold. It also categorizes examples of risks as external, internal, technical, and management-related. The chapter outlines the process for planning risk management, including inputs like the project management plan, charter, and stakeholder register. Tools and techniques for planning risk management include analytical methods and expert judgment. The main output is a risk management plan that defines the methodology, roles, budget, risk categories, and risk matrix to be used to manage project risks.
1) Risk management is the process of identifying, analyzing, and responding to risks that could negatively impact a project. It aims to minimize threats and maximize opportunities.
2) A risk is any uncertain event that could prevent a project from meeting its objectives. Effective risk management requires commitment from the project team to identify potential risks and their consequences.
3) Benefits of risk management include predicting threats before they occur, enabling contingency planning, improved decision making, and creating a "no surprises" environment for stakeholders. While initially costly, risk management saves money compared to dealing with unanticipated issues later.
This document discusses selecting an optimal maintenance strategy for a factory using multiple criteria decision making techniques. It proposes integrating DEMATEL-ANP, IT2F, and TOPSIS to address limitations of single techniques. The objectives are to identify evaluation criteria and alternative strategies, develop an ANP model to determine criteria weights, and prioritize strategies. A literature review found limitations in existing MCDM methods for uncertainty and inability to filter criteria or change qualitative to quantitative data. Experts will provide pairwise comparisons of criteria, sub-criteria, and alternatives through questionnaires. Data analysis will determine influential criteria, criteria/sub-criteria weights, and strategy prioritization.
This document outlines a thesis proposal for a study on mapping and analyzing the value chain for AMIMTDE, an Ethiopian company that manufactures machinery. The proposal includes background on the company, definitions of key terms like value chain, problem statements for AMIMTDE like delays and limitations, and objectives for identifying gaps and solutions. It will analyze AMIMTDE's current situation compared to benchmarks and recommend technologies and systems to fill gaps. The study aims to increase AMIMTDE and Ethiopia's production and productivity in the technology sector. Literature on Porter's value chain model and value chain analysis purposes will inform the methodology.
This document describes a research project that aims to optimize agricultural cropping resource allocation in South Gondar Farta Worda, Ethiopia using fuzzy-lexicographic goal programming. The research will develop a mathematical model to maximize crop production and net profits while minimizing costs, negative environmental impacts of fertilizer and pesticide use, and labor requirements. Data will be collected through farmer interviews and documents to inform the model and analyze the optimal solutions compared to the existing system. The goal programming approach will prioritize four objectives to find the best satisfying allocation of land for different crops under limited resources.
This document provides an overview of project implementation and procurement for a training course. It discusses key topics like the introduction, time management, expectations, modes of delivery, learning principles, drivers of project management, what is project implementation, implementation choices, implementation drivers, project procurement procedures and principles, procurement cycle, basic procurement rules and regulations. The document is intended to educate participants about important concepts and best practices in project implementation and procurement.
This document discusses key concepts in project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. Project management involves managing goals of performance, cost, and time. Projects go through various life cycles and require skills like planning, flexibility, and conflict resolution. Projects are selected using both numeric methods like discounted cash flow analysis and non-numeric methods. Uncertainty is inherent in projects and can be managed through risk analysis. The project portfolio process involves identifying, prioritizing, and selecting projects to fund. An aggregate project plan tracks resources across all projects.
Book Chapter Review of the Title 01.pptxBetshaTizazu2
This chapter reviews a book that discusses potential causes of underdevelopment in Africa and lessons from Korea's economic development model. Some key points:
- Colonialism, ethnic divisions, weak institutions, and lack of state commitment have hindered Africa's development.
- Korea achieved growth by prioritizing agriculture through rural reforms, investments in food production, and developing agro-industries.
- For Africa to develop, countries should focus on mechanizing farming, increasing arable land usage, strengthening agro research, and promoting agro-processing industries, as Korea did.
The Prospects Of Economic Growthhhh...pptxBetshaTizazu2
The document summarizes a review of two sources on the economic prospects after war destruction. It discusses how civil wars negatively impact economic growth through resource destruction, disruption, diversion and depletion. Wars can also bring technological advances and human capital gains. The recovery of Bosnia and Herzegovina is examined, noting the significant role of agriculture revival, enabling community strategies, and applying the SCOPE model of reconstruction. While international aid was substantial, sustainable growth required weaning the economy from dependence on aid and developing innovation.
The document summarizes Rwanda's post-conflict reconstruction policy following the 1994 genocide. The key aspects of the policy included establishing security, guaranteeing governance and participation through elections, pursuing justice and human rights, relying on humanitarian aid for development, mobilizing resources from the diaspora and international community, and empowering women's participation in reconstruction. The long-term goals of Rwanda's policy focused on developing the nation, rule of law, human resources, private sector, infrastructure, agriculture, and empowering women. Lessons for Ethiopia include prioritizing security, national dialogue, mobilizing diaspora, replacing lost crops and fertilizers, developing rule of law, education, justice systems, infrastructure, and modernizing
Soft Skills 2011 Secretariat of the House of Federation .pptBetshaTizazu2
This document outlines an agenda for a two-day training on attitudinal change and team building. The training will be facilitated by Temesgen Dagne and cover various soft skills topics including work ethics, emotional intelligence, attitude, critical thinking, commitment, and team building. The objectives of the training are for trainees to understand key concepts and appreciate teamwork. The training will include presentations, exercises, reflections, brainstorming, group discussions and group presentations.
This document provides a summary of a lecture given by Professor Daniel Abebe (Ph.D.) on strategies for improving student performance. Some key points:
1. The lecture discussed ways to help students focus on their studies such as limiting distractions and managing time effectively.
2. Common challenges facing students were identified, including lack of focus, poor time management, and insufficient practice.
3. Suggestions were provided to address these challenges, such as using a study planner, seeking tutoring help, and spending at least 5 hours per week practicing outside of class.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
Project crashing is a method to shorten a project's duration by reducing critical activities' times using more resources. While this cuts the completion time, it increases costs. The document discusses balancing this tradeoff by determining how many weeks can be crashed from critical paths while keeping costs reasonable. Crashing activities reduces their times proportionally to added resources, following a linear time-cost relationship. Managing this relationship between time and money is key to effective project crashing.
This document discusses project crashing techniques to reduce a project's completion time. It begins by introducing the concept of project crashing by allocating more resources to critical activities. An example is then provided to illustrate how crashing can shorten the critical path duration. However, crashing has a trade-off of increasing costs. The relationship between time and cost is examined, showing that crashing incurs a linear increase in expense as completion time decreases. Methods for determining the optimal balance of time versus cost when crashing a project are explored.
The document discusses feasibility analysis for potential business or project ideas. It describes four key areas of feasibility that should be tested: operational feasibility, technical feasibility, economic feasibility, and schedule feasibility. Various questions are provided to evaluate each area, such as assessing whether a proposed solution will work effectively within an organization (operational), whether required technical resources and expertise are available (technical), performing cost-benefit and payback analyses (economic), and evaluating project timelines (schedule). The document advocates comparing multiple candidate solutions using a matrix that scores each candidate based on the various feasibility criteria and their associated weights.
This document provides an overview of production costing and cost control concepts. It discusses 1) introduction to engineering economics, 2) production costs including cost elements and cost accounting, 3) production cost estimation methods, and 4) cost and budget control. Specific topics covered include the time value of money concept using examples, different depreciation methods like the straight-line method, and the sum-of-the-years digits method. Formulas for calculating depreciation, book value, and present/future values are presented.
Walmart has achieved success through low prices, good customer service, and efficient operations. It keeps costs low through supply chain management and vendor partnerships. Walmart uses advanced inventory systems to track stock levels across stores and warehouses. Inventory is categorized and replenished regularly. Suppliers manage their own inventory through access to Walmart's systems. Inventory performance is measured through turnover, stock-outs, and inventory size.
Hard Rock Cafe differentiates itself through a full rock and roll dining experience. It focuses on quality and customizing its menu for each location. Operations decisions include location selection, layout, hiring passionate staff, and supply chain management. Inventory includes unique merchandise for each cafe. Scheduling and maintenance help meet forecasted
This document appears to be a thesis submitted by Biruk Bekele to Dr. Betsha Tizazu for a Master of Science degree in Manufacturing Engineering. The thesis analyzes the strategic operations management of Caterpillar's heavy equipment service and Southwest Airlines' high aircraft utilization.
The first part discusses Caterpillar's values in action, which include integrity, excellence, teamwork, commitment, and sustainability. Innovation is highlighted as Caterpillar's competitive advantage.
The second part focuses on operations management strategies that enable Southwest Airlines' high aircraft utilization. Key factors that maximize flight schedules and reduce turnaround times between flights are examined.
This document provides a step-by-step solution to a project management problem involving determining the critical path of a project. It begins by constructing a network diagram of the project activities and their durations. It then calculates the earliest and latest start and finish times of each activity using forward and backward pass computations. This allows it to identify the critical path - the longest chain of activities where each activity finishes as late as possible. It also calculates the total float of each activity, which is the amount of time it can be delayed without delaying project completion. The critical path identified has a total project duration of 14 weeks.
This document provides an overview of the concept selection process, including both concept screening and concept scoring. It describes Stuart Pugh's perspective on why a structured concept selection method is important. The key steps of concept screening and scoring are outlined, including preparing selection matrices, rating concepts, ranking concepts, combining/improving concepts, and selecting one or more concepts. An example of applying these steps to select a syringe concept is also presented.
This document defines and discusses key aspects of food supply chain management (FSCM). FSCM aims to ensure food quality and safety along the supply chain until consumption. It involves strategic coordination between stakeholders to efficiently manage supply and demand. Critical factors in FSCM include quality control, logistics, demand and supply management, efficiency, and sustainability. Effective FSCM requires collaboration between organizations to reduce costs while maintaining food safety and quality.
Decolonizing Universal Design for LearningFrederic Fovet
UDL has gained in popularity over the last decade both in the K-12 and the post-secondary sectors. The usefulness of UDL to create inclusive learning experiences for the full array of diverse learners has been well documented in the literature, and there is now increasing scholarship examining the process of integrating UDL strategically across organisations. One concern, however, remains under-reported and under-researched. Much of the scholarship on UDL ironically remains while and Eurocentric. Even if UDL, as a discourse, considers the decolonization of the curriculum, it is abundantly clear that the research and advocacy related to UDL originates almost exclusively from the Global North and from a Euro-Caucasian authorship. It is argued that it is high time for the way UDL has been monopolized by Global North scholars and practitioners to be challenged. Voices discussing and framing UDL, from the Global South and Indigenous communities, must be amplified and showcased in order to rectify this glaring imbalance and contradiction.
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4. 4
What is Project Risk?
An event that, if it occurs, causes either a
positive or negative impact on a project
Keys attributes of Risk
– Uncertainty
– Positive and Negative
– Cause and Consequence
5. 5
Risk Management
Risk management is concerned with
identifying risks and drawing up plans to
minimise their effect on a project.
A risk is a probability that some adverse (or
positive) circumstance will occur
– Project risks affect schedule or resources;
– Product risks affect the quality or performance of
the software being developed;
– Business risks affect the organization developing
or procuring the software.
6. 6
Risk Management Process
PMBOK ® Definition
– “The systematic process of identifying, analyzing,
and responding to project risk”
Steps
Risk Management Planning
Risk Identification
Qualitative/Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring & Control
7. 7
Value From Managing Risks
Opportunity to move from “fire-fighting” to proactive
decision making on the project.
Better chance of project success.
Improved project schedule and cost performance.
Stakeholders and team members better understand
the nature of the project.
Helps define the strengths and weaknesses of the
project.
8. 8
Why Not Risk Management?
With so much benefit to managing risk, why is it
often overlooked? :
1. The organization is too busy with real problems to worry
about potential ones,
2. There is a perception that there is not too much that can go
wrong, or
3. They have a fatalistic belief that not much can be done
about risks, or
4. “Shoot the messenger mentality”; fear that disclosure of
project risks will be seen as an indication of project
weakness.
9. 9
All projects have risks, denial does not make them
go away, it just makes you unprepared for them if
they occur.
Risk in itself is not bad, it is how well the project
plans for and reacts to risks that counts.
Formal risk management is a cornerstone of good
project management. Stakeholder visibility into
project risks makes it easier to get additional
resources and organizational support when risks do
occur.
Won’t identified risks make the project
look bad?
10. 10
Risk Management Planning
Plan for the Planning
– Risk planning should be appropriate for the
project
– Question you should ask:
1. How risky is the project?
2. Is it a new technology or something your organization
is familiar with?
3. Do you have past projects to reference?
4. What is the visibility of the project?
5. How big is the project?
6. How important is the project?
11. 11
The Risk Management Plan
What should it include?
– How you will identify, quantify or qualify risk
Methods and tools
– Budget…yes budget
– Who is doing what
– How often
– Risk categories, levels, and thresholds for action.
– Reporting requirements
– Monitoring, tracking and documenting strategies
12. 12
The Risk Management Process
Risk identification
– Identify project, product and business risks;
Risk analysis
– Assess the likelihood and consequences of these
risks;
Risk response planning
– Draw up plans to avoid or minimize the effects of
the risk;
Risk monitoring
– Monitor the risks throughout the project;
14. 14
Identifying Risk
Continuous, Iterative Process
What is it and what does it look like
The sooner the better
The more the merrier
A fact is not a risk (it’s an issue).
Be specific
Don’t try to do everything at once
16. 16
Risks and Risk Types
Risk type Possible risks
Technology The database used in the system cannot process as many transactions
per second as expected.
Software components that should be reused contain defects that limit
their functionality.
People It is impossible to recruit staff with the skills required.
Key staff are ill and unavailable at critical times.
Required training for staff is not available.
Organizational The organization is restructured so that different management are
responsible for the project.
Organizational financial problems force reductions in the project budget.
Tools The code generated by CASE tools is inefficient.
CASE tools cannot be integrated.
Requirements Changes to requirements that require major design rework are proposed.
Customers fail to understand the impact of requirements changes.
Estimation The time required to develop the software is underestimated.
The rate of defect repair is underestimated.
The size of the software is underestimated.
17. 17
Software Risks
Risk Affects Description
Staff turnover Project Experienced staff will leave the project before it is
finished.
Management change Project There will be a change of organizational management
with different priorities.
Hardware unavailability Project Hardware that is essential for the project will not be
delivered on schedule.
Requirements change Project and
product
There will be a larger number of changes to the
requirements than anticipated.
Specification delays Project and
product
Specifications of essential interfaces are not available
on schedule
Size underestimate Project and
product
The size of the system has been underestimated.
CASE tool under-
performance
Product CASE tools which support the project do not perform
as anticipated
Technology change Business The underlying technology on which the system is
built is superseded by new technology.
Product competition Business A competitive product is marketed before the system
is completed.
18. 18
Risk Analysis
Assess probability, seriousness, and urgency
of each risk.
Probability may be very low, low, moderate,
high or very high.
Risk effects might be catastrophic, serious,
tolerable or insignificant.
Urgency might be immediate, short term, or
long term.
19. 19
Analyzing Risk - Qualitative
Subjective
Educated Guess
High, Medium, Low
Red, Yellow, Green
1-10
Prioritized/Ranked list of ALL identified risks
First step in risk analysis!
20. 20
Risk Analysis - Quantitative
Numerical/Statistical Analysis
Determines probability of occurrence and
consequences of risks
Should be focused to highest risks as determined by
Qualitative Risk Analysis and Risk Threshold
21. 21
Risk Analysis (i)
Risk Probability Effects
Organizational financial problems force reductions in
the project budget.
Low Catastrophic
It is impossible to recruit staff with the skills required
for the project.
High Catastrophic
Key staff are ill at critical times in the project. Moderate Serious
Software components that should be reused contain
defects which limit their functionality.
Moderate Serious
Changes to requirements that require major design
rework are proposed.
Moderate Serious
The organization is restructured so that different
management are responsible for the project.
High Serious
22. 22
Risk Analysis (ii)
Risk Probability Effects
The database used in the system cannot process as
many transactions per second as expected.
Moderate Serious
The time required to develop the software is
underestimated.
High Serious
CASE tools cannot be integrated. High Tolerable
Customers fail to understand the impact of
requirements changes.
Moderate Tolerable
Required training for staff is not available. Moderate Tolerable
The rate of defect repair is underestimated. Moderate Tolerable
The size of the software is underestimated. High Tolerable
The code generated by CASE tools is inefficient. Moderate Insignificant
23. 23
Probability & Impact Analysis
Risk Probability Impact Expected Value
1 25% $45,000 $11,250
2 50% $2,000 $1,000
3 30% $100,000 $30,000
24. 24
Risk Response Planning
“What are we going to do about it?”
Techniques/Strategies:
– Avoidance – Eliminate it
– Transference – Pawn it off
– Mitigation – Reduce probability or impact of it
– Acceptance – Do nothing
Strategy should be commensurate with risk
– Hint: Don’t spend more money preventing the risk than the
impact of the risk would be if it occurs
The Risk Response Plan/Risk Response Register
25. 25
Risk Management Strategies (i)
Risk Strategy
Organizational
financial problems
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Recruitment
problems
Alert customer of potential difficulties and the
possibility of delays, investigate outsourcing work.
Staff illness Reorganize team so that there is more overlap of work
and people therefore understand each other’s jobs.
26. 26
Risk Management Strategies (ii)
Risk Strategy
Requirements
changes
Derive traceability information to assess requirements
change impact, and maximise information hiding in the
design.
Organizational
restructuring
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Database
performance
Investigate the possibility of buying a higher-
performance database.
Underestimated
development time
Investigate outsourcing components, investigate use of
a program generator
27. 27
Risk Monitoring
Assess each identified risk regularly to
decide whether or not it is becoming less or
more probable.
Also assess whether the effects of the risk
have changed.
Each key risk should be discussed at
management progress meetings.
28. 28
Risk Monitoring & Control
Continuous, Iterative Process
Done right the risk impact will be minimized:
– Someone IS responsible
– Watch for risk triggers
– Communicate…Communicate…Communicate
– Take corrective action - Execute
– Re-evaluate and look for new risk constantly
Tools:
– Risk Reviews
– Risk Audits
29. 29
Risk indicators
Risk type Potential indicators
Technology Late delivery of hardware or support software, many
reported technology problems
People Poor staff morale, poor relationships amongst team
member, job availability
Organizational Organizational gossip, lack of action by senior
management
Tools Reluctance by team members to use tools, complaints
about CASE tools, demands for higher-powered
workstations
Requirements Many requirements change requests, customer
complaints
Estimation Failure to meet agreed schedule, failure to fix reported
defects
30. 30
Tools & Tricks
Risk Identification Spreadsheet
Risk log Spreadsheet
Templates
Make your own
31. 31
Helpful Links
Project Management Institute (PMI)
– www.pmi.org
CMMI
– www.sei.cmu.edu/cmmi/
PMI Government SIG
– www.pmi-govsig.org
NIH Project Management Center of Excellence
– http://irm.cit.nih.gov/cio/PMExcellence/