Project Name

Project Name Project Name

Project Manager Project Manager

Document Change History

Version Date (dd/mm/yyyy) Prepared by Reviewed by

1 1-Jun-09 Mohamed
AbuSen
oject Name

Reasons for Change

Initial document
 Transition Team Charter

Project Name Project Name

Project Manager Project Manager

Transition Team Transition Team Remarks

No. Track Area of Expertise
Stream Owner Tel / Mobile Email Stream Owner Tel / Mobile Email
1 All Streams The Transition Owner (Sponsor) Sponsor
2 All Streams Transition Manager Program Manager
3 All Streams Transition Project Manager - Onsite Might be the onsite CEM
4 All Streams Transition Project Manager - Offsite Might be the offsite CEM
5 All Streams Service Design Architecture / Process Mngmt ITO - TBD
6 All Streams HR Stream Mngmt Magdy Kamal to nominate
7 Transition Streams
8 Data Center Services Systems - UNIX, WINDOWS & Storage ITO - TBD
DBMS - Oracle (9, 10 & 11), SQL, MySQL,
9 Data Center Services ITO - TBD
Sybase, ...

Please Contact
Satyajeet Grover
For Any Queries
 Requirement Traceability

Project Name Project Name

Project Manager Project Manager

Req Offshorability
No Track Stream Requirement Description (Deliverable) Source Scope Comments
Admin Operation

The following OS might be retired after

Solaris 9, 10 , RedHat AS 5.x, RedHat AS 4.x, AIX 5.3, SuSE Linux SLES 8 completing the Enetrprise Applications
1 Data Center Services Systems - Unix and VERITAS Cluster Proposal In Offsite Onsite Architecture phase (RedHat AS 5.x, RedHat AS
4.x, AIX 5.3, SuSE Linux SLES 8)

2 Data Center Services Systems - Windows Ms Windows Server Proposal In Offsite Onsite
3 Data Center Services Systems - Storage Storage SAN EMC, and Tape Libraries Proposal In Offsite Onsite
The following DBMS might be retired after
4 Data Center Services DBMS Oracle (9, 10 & 11), SQL Server 2005 Proposal In Offsite Onsite completing the Enetrprise Applications
Architecture phase (MySQL, Sybase, …)

Mail System, Active Directory, DNS, DHCP servers, File & Printer Server,
5 Data Center Services Enterprise Systems Proposal In Offsite Offsite
Internet, Antivirus server and clients, Citrix
 Requirement Traceability

Project Name Project Name

Project Manager Project Manager

HR - Resources Recruitment Knowledge - Acquisition

DD and Facility &
Design & Execute Parallel
Req No Track Stream Technical Technology Lead time Process & Wis Training Execute Comments
Planning Recruitment Selection Client Run
Interviews Acquisition for Hiring Design & Doc Manuals Training
Training

1 Data Center Services Systems - Unix 10 10 10 10 40 20 10 20 40

2 Data Center Services Systems - Windows 10 10 10 10 40 20 10 20 40
3 Data Center Services Systems - Storage 5 5 10 10 40 20 10 20 40
 Assumptions Register

Project Name Project Name

Project Manager Project Manager

No Stream Category Assumption Source Owner Implied Risk Remarks

Change request might be received from NG

Data Center Disaster Recovery Data The disastier recovery datacenter is completely
1 TM asking to add the disaster recovery center to
Services Center out of the transiton and operation scope
the scope at any point of time

2 Data Center Data Center facilities Maintaining the environmental systems (eg, TM Any malfunction of the env systems will
Services A/C’s, UPS’s, etc.) are out of scope impact the ITO Services and SLA
 Assumptions Register

Project Name Project Name

Project Manager Project Manager

No Stream Category Assumption Source Owner Implied Risk Remarks

 Constraints Register

Project Name Project Name

Project Manager Project Manager

No Stream Category Constraint Source Owner Implied Risks Remarks

1 All Support Window Nigeria working hours (8:00 AM – 5:00 PM, Monday - Proposal
Friday)
 Risk Register

Project Name Project Name

Project Manager Project Manager

Risk Description of Risk PI Urgent Response Containment Actions

No
Stream Category Source Impact Prob % Score
Status Owner Strategy
There is a Risk that…. 

There is a risk that the operation might be impacted due to the

misalignment between / in handling the following activities:
1 Data Center Operation · Procurement of software licenses or software documentation Proposal M 0.2 H 0.7 0.14 Open Mitigate Define process for handling/requesting …. These services
Services · Procurement of consumables and supplies with clear communication and escalation plan
· Maintaining the environmental systems (eg, A/C’s, UPS’s, etc.)

WAN of Nigeria is equipped by 6 Checkpoint IPS, Cisco 515,525 pix, The knowledge of Checkpoint is not available in Cairo, so
we should start as early as possible to aquire this
Network & one Cisco 3800 Router at ZHOUSE and 3 Checkpoint IPS, Cisco 535 Pix
2 Security HR to ensure protection against security threats and attacks on the IT Proposal A 0.8 V 0.9 0.72 Open Mitigate knowledge.
Or recommend replacing this product,
systems
Or transfer the current adminstrator to ITO.

Identtify the critical systems and check the redundant

design at the micro DD,
Network & Redundant network connectivity is provided for the enterprise systems Proposal, Apply the agreement, Starting first of May till 3 months
3 Connectivity A 0.8 H 0.7 0.56 Open Mitigate (May, june and Jully) there is no SLA penalities,
Security to complement high availability of the systems P8 the 1st month is a gather period for the critical systems
availability,
define a roadmap to achieve the targeted SLA

4 - 0 - 0 0 Open
5 - 0 - 0 0 Open
6 - 0 - 0 0 Open
7 - 0 - 0 0 Open
8 - 0 - 0 0 Open
9 - 0 - 0 0 Open
10 - 0 - 0 0 Open
11 - 0 - 0 0 Open
12 - 0 - 0 0 Open
13 - 0 - 0 0 Open
14 - 0 - 0 0 Open
15 - 0 - 0 0 Open
16 - 0 - 0 0 Open
17 - 0 - 0 0 Open
18 - 0 - 0 0 Open
19 - 0 - 0 0 Open
20 - 0 - 0 0 Open
21 - 0 - 0 0 Open
22 - 0 - 0 0 Open
- 0 - 0 0 Open
Maximum Risk Exposure (Current $K) 
 Risk Register

Project Name Project Name

Project Manager Project Manager

Risk Description of Risk PI Urgent Response Containment Actions

No
Stream Category Source Impact Prob % Score
Status Owner Strategy
There is a Risk that…. 
Total Contingency
Total Contingency Allocated ($K) 
Used ($K) 
0 0
Total Time Contingency Allocated   Total Time
Contingency Used 
0 0
 Clarifications & Pending Issues

Project Name Project Name

Project Manager Project Manager

No Stream Category Assumption/Constraint Source Owner Inquires Clarifications Remarks

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
 Impact Definitions

Timescale extends
Level Weight Cost increases by Customer/ Reputation
by

Slight 0.05 <5% <5% Annoyance

Low 0.1 5 - 10% 5 - 10% Customer Annoyance

Dissatisfaction, oft
Mod 0.2 10 - 15% 10 - 15% temporary reputation
damage with this customer

Formal notice of
dissatisfaction. oft
High 0.4 15 - 25% 15 - 25% reputation permanently
damaged with this
customer

Grounds for Breach of

contract, oft reputation
Alarm 0.8 25 - 40% 25 - 40%
damaged in this
marketplace

Probable Termination,
Emergency 1.6 >40% >40% Overall oft reputation
severely damaged.

Choose the level corresponding to the highest impact type

finitions

Scope/Requirements

Minor deviations from deliverables. No effect on Payment

milestones, Service Cred.
Deviations from deliverables. No effect on Payment
milestones, Service Cred.

Shortfall in meeting minor acceptance criteria. Temporary

Service Credit impact with minor effect on revenue.

Significant shortfall in meeting acceptance criteria. Payment

Milestone slippage within quarter. Service Cred more than
one quarter, minor effect on revenue.

Failure to meet acceptance criteria. Payment Milestone

slippage into next quarter. Service Cred more than one
quarter, major effect on revenue.

Solution cannot meet business requirement. Payment

Milestone slippage by more than one quarter. Ongoing effect
on Service Cred with significant impact on revenue.

g to the highest impact type

 Probability/Impact (PI) Grid
This shows how Red/Amber/Green priority is assigned to any risk
Probability
From% 0 5 16 30 40
To% 4 15 29 39 95
Slight Low Moderate High VHigh
0.1 0.3 0.5 0.7 0.9
Emergency 1.6 0.16 0.48 0.80 1.12 1.44
I Alarm 0.8 0.08 0.24 0.40 0.56 0.72
m High 0.4 0.04 0.12 0.20 0.28 0.36
p
Moderate 0.2 0.02 0.06 0.10 0.14 0.18
a
c Low 0.1 0.01 0.03 0.05 0.07 0.09
t Slight 0.05 0.01 0.02 0.03 0.04 0.05

For each risk determine it's PI score. Use it to determine how important the risk is:
0.3 <= High
0.08=Medium<= 0.29
Low <= 0.07
Use this to rank the risks and produce the top 10 risks.
 Probability Impact
Definition Score Definition Score
- 0 - 0.0
S 0.1 Zero 0.0
L 0.3 S 0.1
M 0.5 L 0.1
H 0.7 M 0.2
V 0.9 H 0.4
E 1.0 A 0.8
E 1.6

-', S, L, M, H, V, E -', Zero, S, L, M, H, A, E

Analyse Risk Attributes
-         Taking each of the Priority risks from the preliminary assessment, the other attributes must now be considered an
For all risks with a PI score in the red banding in the PI table, these steps are mandatory. For all risks in the amber b
issues must be fully managed and it is strongly recommended that all steps are followed as for red banded risks.
-         For each risk in the Risk Response Plan, the key attributes should be considered and the values inserted or updat
each cycle of the risk process, values are likely to change as the risks mature. When triggered the risks become issue
the planned contingency actions.

-         The key attributes for analysis of priority risks are:

o        The Probability and Impact values should be verified.
o        The main causes of the risk should be defined.
o        The most appropriate owner should be identified, normally the person who is best positioned to manage the risk.
o        The trigger of the risk should be assessed, this being the event or set of circumstances that will cause the risk to become a
happening//is active.
o        The containment actions require to be considered. These are activities that
effective in limiting or removing the causes of the risk, the risk trigger, the risk
should the risk happen (or all four).
o        The cost of the chosen containment actions (in financial and time terms) must be estimated as accurately as possible and
Project Plan and the business Profit and Loss Account (above the line – not in the contingency provision). Clearly, where a con
than the valuation (in all respects) of the impact of the risk occurring, then common sense will dictate that such action is waste
managing the risk considered.
o        The residual impact must be considered. This is the impact severity assuming that the containments have been as effectiv
manage the effects of the risk occurring must be considered and agreed. These form the basis of the contingent or fallback ac
the containment actions; these must be costed in financial and time terms.
o        The values for each risk’s probability, impact, and maximum cost of residual risk should be carefully assessed, with the
such that a realistic pattern on triggers is arrived at.
o        The Risk “Drivers” are the root causes of the risks. These are effectively “root causes” of a number of the risks that have
achieving effective minimisation or elimination of the risk drivers; many of the risks may be favourably reduced.They 'thread'
are causes of most of the risks. The risk drivers of all risks within this project can be listed as:
Baseline/Requirements
Customer resources, finances
Timescales/dates
Expectations of Customer
Resources of oft
Subcontractors/third parties
Technical
External or politics
Finance
o        In a similar way – the common impacts should be considered and categorised into “outcomes”, which allow more effectiv
fallback actions.
o        Consider the category/deliverables that demand the focus of risk management attention to achieve the business objective
deliverables/categories for this project (note these are examples; change it for your project):
Client Engagement
Project Management
Requirements
Design
Construction
Quality
Transition (Delivery, UAT and Warranty)
Operation (SLA)
Personnel and Training
Support
o        Finally, consider the event(s) or point when it is clear that this risk is not going to happen at all. This is the “Risk Passed”
to be closed and any associated contingency funds or time to be reallocated to cover newly emerging or worsening risks, or pe
circumstances allow.
o        The above is repeated for each new or existing risk within the plan.
o        By the conclusion of these Steps, a fully populated risk response plan will exist in current form and reflect the status of th
risk contingency provision will have been reviewed by updating the model(s) and the project plan.
B
C
D
E
R
S
T
X
$

E
P
R
D
C
Q
T
O
PT
S