Risk Management & Project Scheduling

Risk Management & Project

Naval

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 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 organisation
Risk Management & Project Scheduling Naval

Risks (Software)

Risk Management & Project Scheduling

Naval

The risk management process
• Risk identification
– Identify project, product and business risks;

• Risk analysis
– Assess the likelihood and consequences of these risks;

• Risk planning
– Draw up plans to avoid or minimise the effects of the risk;

• Risk monitoring
– Monitor the risks throughout the project;
Risk Management & Project Scheduling Naval

The risk management process
Ris k identification Ris k monitoring

Ris k analys is

Ris k planning

Lis t of potential ris ks

Prioritis ed ris k lis t

Ris k avoidance and contingency plans

Ris k as s es s ment

Risk Management & Project Scheduling

Naval

Risk identification
• • • • • Technology risks. People risks. Organisational risks. Requirements risks. Estimation risks.

Risk Management & Project Scheduling

Naval

Risks and risk types

Risk Management & Project Scheduling

Naval

Risk analysis
• Assess probability and seriousness of each risk. • Probability may be very low, low, moderate, high or very high. • Risk effects might be catastrophic, serious, tolerable or insignificant.

Risk Management & Project Scheduling

Naval

Risk analysis (i)

Risk Management & Project Scheduling

Naval

Risk analysis (ii)

Risk Management & Project Scheduling

Naval

Risk planning
• Consider each risk and develop a strategy to manage that risk. • Avoidance strategies
– The probability that the risk will arise is reduced;

• Minimisation strategies
– The impact of the risk on the project or product will be reduced;

• Contingency plans
– If the risk arises, contingency plans are plans to deal with that risk;
Risk Management & Project Scheduling Naval

Risk management strategies (i)

Risk Management & Project Scheduling

Naval

Risk management strategies (ii)

Risk Management & Project Scheduling

Naval

Risk monitoring
• Assess each identified risks 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.

Risk Management & Project Scheduling

Naval

Risk indicators

Risk Management & Project Scheduling

Naval

Project scheduling
• Split project into tasks and estimate time and resources required to complete each task. • Organize tasks concurrently to make optimal use of workforce. • Minimize task dependencies to avoid delays caused by one task waiting for another to complete.
Risk Management & Project Scheduling Naval

The project scheduling process

Identify activities

Identify activity dependencies

Es timate res ources for activities

Allocate people to activities

Create project char ts

Software requirements

Activity char ts and bar char ts

Risk Management & Project Scheduling

Naval

Scheduling problems
• Estimating the difficulty of problems and hence the cost of developing a solution is hard. • Productivity is not proportional to the number of people working on a task. • Adding people to a late project makes it later because of communication overheads. • The unexpected always happens. Always allow contingency in
Risk Management & Project Scheduling Naval

Bar charts and activity networks
• Graphical notations used to illustrate the project schedule. • Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two. • Activity charts show task dependencies and the the critical path. • Bar charts show schedule against calendar time.
Risk Management & Project Scheduling Naval

Task durations and dependencies

Risk Management & Project Scheduling

Naval

Activity network
14/7/03 8 da ys T1 4/7/03 s tar t 15 da ys T2 10 da ys T4 18/7/03 M5 25 da ys T8 19/9/03 Finish 25/7/03 M2 M1 15 da ys T3 5 da ys T6 20 da ys T7 10 da ys T5 11/8/03 M7 15 da ys T10 4/8/03 M4 15 da ys T9 25/8/03 M6 7 da ys T11 5/9/03 M8 10 da ys T1 2 25/7/03 M3

Risk Management & Project Scheduling

Naval

Activity timeline
4/7 11/7 Star t T4 T1 T2 M1 T7 T3 M5 T8 M3 M2 T6 T5 M4 T9 M7 T1 0 M6 T1 1 M8 T1 2 Finis h 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

Risk Management & Project Scheduling

Naval

Staff allocation
4/7 F red T4 T8 Jane T1 T3 T9 Anne T2 T6 Jim Mary T7 T5 T1 0 T1 1 T12 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

Risk Management & Project Scheduling

Naval

Key points
• Good project management is essential for project success. • The intangible nature of software causes problems for management. • Managers have diverse roles but their most significant activities are planning, estimating and scheduling. • Planning and estimating are iterative processes which continue throughout the course of a project.
Risk Management & Project Scheduling Naval

Key points
• A project milestone is a predictable state where a formal report of progress is presented to management. • Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. • Risk management is concerned with identifying risks which may affect the project and planning to ensure that
Risk Management & Project Scheduling Naval

Sign up to vote on this title
UsefulNot useful