Project Planning

PROJECT PLANNING
OUTLINE
PROJECT PLANNING
 RISK MANAGEMENT PLAN
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1. RISK IDENTIFICATION
2. RISK ASSESSSMENT
3. RISK RESPONSE PLAN
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Before commencement of any project, the first

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thing that we need to do is project planning. Any

reasonable project manager certainly
understands the importance of planning a
project well.
PROJECT PLANNING
 Is a part of Project Management which
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relates to the use of schedules such as Gantt

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Charts to plan and subsequently report the

progress of the project within the
environment.
 It is often used to organize different
areas of the project including project
plan.
WHY DO PROJECT PLANNING ?
“Planning is bringing the
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future into the present so that

you can do something about
it now.”
- ALAN LAKEIN
WHY DO PROJECT PLANNING ?
With well-planned project we can better
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equip ourselves to respond aptly to

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potential risks.
Thus, we are able to save on time, on

resources and as a result we can save on
cost too.
PROJECT RISK
 futuristic uncertainty that may occur during

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life of a project and can affect project
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deliverables.
THREATS - Negative Risks

OPPORTUNITIES - Positive Risks
RISK IDENTIFICATION
 the first and the foundational stage in risk

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management.
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 can be the trickiest to handle.

3 ELEMENTS IN RISK IDENTIFICATION PROCESS
SOURCES EVENTS THREATS

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Possible Negative
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Elements that
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are able to occurrences results of

trigger events that can end events
up negatively
impacting the
project
objectives
SOURCE EVENT THREAT
Weather Stormy conditions Losing control of
landing
There is no method that will ensure complete lists,

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but being mindful of a few points can be helpful.
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• risk identification should be focused on project
objectives
• do basic research
• keep the identification process well organized.

RISK ASSESSMENT
 the second and often the most

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straightforward step in risk management.
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 where the identified risks are organized
according to severity of threat and to
probability of occurrence.
COMPOSITE RISK INDEX CRI
 used to assign priority, with greater CRI being
higher priority.
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 this method is simple, straightforward,
and can generate a priority list very
quickly.
FORMULA:
CRI = SEVERITY OF THREATH * PROBABILITY OF OCCURRENCE

RISK RESPONSE PLAN
 the third and most dynamic step in risk

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management.
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 At this point, the risk manager has at his or her
disposal a priority list of threats and the
corresponding probability, severity, event, and
source of the risk. Using this information, the risk
manager should decide on how to deal with each
risk.
RISK RESPONSE STRATEGIES FOR THREATS
ACCEPTANCE
simply accepting the risk. Accepting a risk means
dealing with any of its consequences.
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AVOIDANCE
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removing the probability of occurrence of a risk by
avoiding an action or decision that could carry risk.
REDUCTION
sometimes called mitigation or contingency planning,
is reducing the severity of repercussions by having
some sort of contingency plan.
APPLICATION TO SENIOR PROJECT
Risk management is useful at any project scale.
For its senior design project, the Burgundy
Team has been working on a project to track the
location of devices in space in real time using RF.
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The Burgundy Team’s project, like any project,
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has risks that must be planned for in order to
ensure the successful and timely delivery of a
complete product. By using the three-stage
process, the Burgundy Team greatly increases its
chances of success.
SOURCES EVENTS THREATS
RISK
RISK MANAGEMENT PLAN
ZigBee device Networking failure Triangulation failure

IDENTIFICATION
MATRIX Battery
Total loss of power System’s shutdown
depletion
Main PC Hard drive failure Data and programs lost
RF traffic within
Environment Interference
frequency range
Software development delayed ;

Personnel illness
Testing delayed
CRI
DELAY
THREATS SEVERITY LIKELIHOOD PROBABILITY ( SEVERITY *
(DAYS)
PROBABILITY )
RISK ASSESSMENT TRIANGULATION

FAILURE
24.0 2.7 unlikely 0.3 0.8
DATA AND
PROGRAMS 7.0 0.8 Unlikely 0.3 0.2
LOST
SOFTWARE
DEVELOPMENT 5.0 0.6 Unlikely 0.3 0.2
DELAYED
TESTING
5.0 0.6 Unlikely 0.3 0.2
DELAYED
INTERFERENCE 10.0 1.1 Highly unlikely 0.1 0.1
TOTAL LOSS OF
0.0 0.0 Highly likely 0.8 0.0
POWER
CRI ( SEVERITY
THREATS STRATEGY DETAILS
* PROBABILITY )
RISK RESPONSE 0.8

TRIANGULATION
FAILURE
Reduction
Extensively research devices and
similar projects to ensure that
accurate triangulation is possible.
PLAN DATA AND

Keep a backup copy of all data
0.2 Reduction and programs on an external hard
PROGRAMS LOST
drive and/or on a cloud server.
SOFTWARE Sickness is unpredictable and

0.2 DEVELOPMENT Acceptance unavoidable.
DELAYED
Sickness is unpredictable and

0.2 TESTING DELAYED Acceptance
unavoidable.
In the unlikely case of interference,

0.1 INTERFERENCE Avoidance the project will be conducted in an
isolated environment.
This is easily fixed by replacing the

TOTAL LOSS OF
0.0 Acceptance batteries—essentially zero impact
POWER
on the project.
After a risk response plan is complete, it must
then be given approval by the appropriate
levels of management (dependent on the
project, risk, and mitigation strategies) who may
require the risk manager to revise the plan. An
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approved risk response plan is a milestone for
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the risk manager as completing the risk
management overall strategy. However, risk
management is dynamic and the risk manager
must reevaluate each stage the process
periodically to ensure relevance, adapt to
changes in risk and risk probability, and revamp
in response to changes in project objectives.
 The project planning is commonly perceived as
creating 'Gantt Chart' alone, which is incorrect.
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 There are several elements of project plan. One of
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its element is Risk Management Plan.
 Risk Management process usually includes four steps:

1. identifying possible risks (Risk Identification)
2. assessing their probability and impact on your project (Risk Assessment)
3. planning a risk response for each risk (Risk Response Plan)
4. monitoring the project (Risk Control Plan)
Reference: Risk Management by Ronald Hong

“ FAILING
TO PLAN, IS
PLANNING
TO FAIL ”
- ALAN LAKEIN

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Project Planning

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PROJECT PLANNING

Before commencement of any project, the first

thing that we need to do is project planning. Any

relates to the use of schedules such as Gantt

Charts to plan and subsequently report the

future into the present so that

equip ourselves to respond aptly to

Thus, we are able to save on time, on

 futuristic uncertainty that may occur during

THREATS - Negative Risks

 the first and the foundational stage in risk

 can be the trickiest to handle.

SOURCES EVENTS THREATS

are able to occurrences results of

There is no method that will ensure complete lists,

• keep the identification process well organized.

 the second and often the most

CRI = SEVERITY OF THREATH * PROBABILITY OF OCCURRENCE

 the third and most dynamic step in risk

ZigBee device Networking failure Triangulation failure

Main PC Hard drive failure Data and programs lost

Software development delayed ;

RISK ASSESSMENT TRIANGULATION

INTERFERENCE 10.0 1.1 Highly unlikely 0.1 0.1

RISK RESPONSE 0.8

accurate triangulation is possible.

PLAN DATA AND

SOFTWARE Sickness is unpredictable and

Sickness is unpredictable and

In the unlikely case of interference,

This is easily fixed by replacing the

 Risk Management process usually includes four steps:

Reference: Risk Management by Ronald Hong

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