Organizational Culture and Its Effects on
Project Management
Sunil Raikhanghar - January 7, 2010
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Topics: Change Management, Resource Management, Talent Management, Knowledge Shelf
Organizational culture is made up of the attitudes, values, beliefs, and behaviors of its employees and
underlying assumptions. In addition, “the importance of culture is that it forms the foundation of the
business logic brought to any specific decision or problem; there is little chance something will be done
that violates the culture, as it would mean contradicting fundamental beliefs” (Kleinbaum, 2009). If an
organization’s culture is not supportive of project management, project management tends to be viewed as
an additional burden and interference to the daily work. If there is no effective project management office
(PMO) and no standard processes, procedures, measurement, and organization culture across projects,
projects will operate differently from one project to the next as well as from one department to the next.
Project culture within an organization can essentially can make or break the projects undertaken by that
organization.
One of the most important components of organizational culture is values—namely, the values defined by
the executive management. They need to be promoted and touted at every opportunity, and whenever
any employee displays those values, he or she should be recognized and/or rewarded. Most organizations
have a written statement of values, but some of these get lost in day-to-day activities.
Changing an organization’s culture to support project management could be an uphill battle and one of the
toughest tasks anyone will ever face. Organization culture seems to form over time. Management typically
hires direct reports with similar thoughts and beliefs. While the deep recession of 2008–2009 has brought
down some of the big established organizations, it has had one silver lining from the perspective of project
management: Many organizations have turned to project management in order to get a handle on projects,
resources, and expenditure, among other things. This change in the economic climate has resulted in a
number of significant events in many organizations. The high rate of unemployment has caused a shift in
the mindset of many employees, thus acting as a catalyst for a change in organizational culture. However,
it should be remembered that it works only as a catalyst for such change, and not as the change itself.
Change itself remains difficult to undertake. Some organizations change their organizational culture only
after they have “near-death experiences.” But should an organization need to have a near-death
experience to change its organizational culture? I think not.
I believe organizations should change to support project management. This change must be handled as a
project itself. The change should be planned in, and should determine the current state, future state, and
the gap between these two states. Next, steps should be taken to bridge this gap. Some of these steps could
be training, executive managementsupport, hiring the right people (people who have come from
organizations that are currently in the “future state” to which this organization wants to go), and
rewarding people who embrace the change. In addition, tools, processes and procedures such as effective
communication practice, reviewing the organization’s structure to support the future state, reviewing and
matching the compensation to the desired results, as well as performance management will aid in the
change of the organizational culture’s support of project management. Again, it should be emphasized that
employees who accept the change should be rewarded. A rewards and recognition system reinforces that
the organization is serious about achieving a change in its culture and the future direction of the
organization.
During the hiring process, one of the questions least-asked by job candidates is what the culture of the
organization is in the area of project management. Some project managers do not realize the effect that
organizational culture has on project management as a whole. The culture can have a positive or negative
effect, depending on the culture and on the various stages of project management of initiation, planning,
execution, monitor and control and closing.
Whenever organizational culture needs to be changed, the change needs to be recognized and agreed upon
by the leadership of the organization. This should be followed by an action plan (similar to project plan),
executed, monitored, and controlled as an initiative of its own.
At project initiation, for example, organizations new to project management may question the need for
the project charter. Such organizations are used to getting their “pet” projects done by the individuals with
power and influence. These may or may not be tied to the corporate goals and objectives and may not be a
strategic fit to the vision of the organization.
On a similar note, organizations that are not using one of the more powerful project management
techniques, work breakdown structure (WBS), may find it difficult to estimate and control projects. I have
noted that such projects are often based on the knowledge and expertise of the individuals with several
years of experience with the organization. An organizational culture that is not used to defining tasks and
activities and their dependencies may find it difficult to manage projects to the expected completion dates,
especially the ones given by the customer. On some occasions, the project completion date becomes a
moving target.
Organizations that do not have a culture of collecting information on how resources are spent will find it
difficult to estimate a project. Such a culture does not encourage accountability of the work to be done and
the costs associated with the work and the projects. Not surprisingly, there are no data on the performance
of individuals, projects, or the costs. This creates a situation in which it becomes nearly impossible to fire
someone over poor performance. Such an organizational culture limits the progress of the organization.
As I have mentioned, values shape the organizational culture. I recently came across an interesting article,
“Retooling GM” by Rob Kleinbaum, managing director of RAK & Co. (Kleinbaum, 2009). As this article
shows, organizational culture is best described by Samuel Huntington in his book Culture Matters (2001).
Huntington describes some specific traits of cultures that influence progress:
1. Progressive cultures emphasize the future; static cultures emphasize the present or past.
Organizations new to project management will attempt to use previous results as a way of
predicting the future. While this may work in situation where the future is intended to be
similar to the past, most often the future is radically different from the past. Such organizations
also lack vision and goals. If the goals are present they are credenzaware. There is no execution
plan put in place to achieve these goals.
2. Work is central to the good life in progressive cultures but is a burden in static
cultures. Organizations with a static culture see project management as a burden and as
providing nonvalue-added activities. Organizations with progressive cultures, on the other
hand, use project management to manage resources and projects that align with the corporate
vision, goals, objective, and strategic direction.
3. Frugality is the mother of investment and financial security in progressive cultures but is a
threat to the “egalitarian” status quo in static cultures. Organizations without project
management and missing accountability of the costs of the resources and material to get the
job done will see project management as a “threat” to their status quo and their management
style. Such organizations, without the right project management practice, seem to have a zerosum view of the resources, costs, right use of employees, etc.
4. Education is the key to progress in progressive cultures but is of marginal importance in static
cultures. Organizations with progressive culture see continuing education as a way to grow
their people,even at the lowest level of the organization’s structure. This in turn helps grow
the organization as people grow. Organizations with static culture typically have the education
only for the “elite” employees. Static organizations typically cut education expenses at the first
sign of trouble.
5. Merit is central to advancement in progressive cultures; connections and family are what
count in static cultures. Static organizations use connections to move ahead their “pet”
projects, while progressive organizations uses PMO, program management and portfolio
management to decide on the right projects based on return on investment, net present value,
cost-benefit analysis, internal rate of return, etc., and to measure what aligns with the
organization’s vision, goals, and strategic direction.
6. In progressive cultures, people identify with groups well beyond family and in society at large.
Static organizations view project management as an isolated function, typically within PMO, if
PMO exists. In static organizations, projects may be executed without portfolio management.
Progressive organizations use PMO and portfolio management to see the effects of the
selection, execution and dependencies between projects. As such, progressive organizations
will try to obtain synergies between and across projects.
7. Progressive cultures have more rigorous ethical codes. I believe rigorous ethical codes are the
“ticket to the game.” Without them, projects should not be initiated, regardless of whether or
not they involve contractors and vendors.
8. Progressive cultures have authority that tends to be horizontal and decentralized, while static
cultures have centralized and vertical authority. Progressive organizations provide appropriate
authority to the project manager to make decisions in the best interests of the customer and
project needs. In a static culture, even minor decisions need to be approved by a higher
authority. In such a culture, the decisions are made by someone sitting in an “ivory tower”
instead of someone who is close to the project. Due to the number of level of authorities,
communications get lost more often and are more susceptible to wrong decisions.
9. Static organizations are dogmatic, whereas progressive organizations provide more
freedom. Static organizations tend to have large influence on the projects because of their
dogma, or the “unchangeable,” fundamental, unwritten beliefs of the organization. Progressive
organizations, on the other hand, have very little influence on projects by means of such
imperatives, as project managers are given general direction and more freedom
(empowerment) to manage and execute the project. This tends to get the best results for the
project, customer, and the organization as a whole.
References
1. Kleinbaum, R. (2009). Retooling GM’s culture. RAK & Co. Retrieved March 3, 2009,
from http://www.umtri.umich.edu/content/RetoolingGM.pdf
2. Huntington, S. (2001). Culture matters: How values shape human progress. New York: Basic
Books.
About the Author
Sunil Raikhanghar has over 15 years of experience in IT and over 6 years as project manager. He has
managed a variety of projects, including infrastructure, application development, and business process
reengineering,
PROJECT MANAGEMENT PLAN
SAFE SPACE SHELTER: START-UP
THE REKS
TABLE OF CONTENTS
INTRODUCTION .................................................................................................................................... 3
Scope Management………………………………………………………………………………………..………………………...2
Schedule Management………………………………………………………………………………………………………………3
Cost Management……………………………………………………………………………………………………………………..6
Procurement Management……………………………………………………………………………………………………....7
Stakeholder Management……………………………………………………………………………………………………..….7
Communication Management…………………………………………………………………………………………………14
Risk Management………………………………………………………………………………………………………………..….15
Quality Management………………………………………………………………………………………….……………………17
Change Management……………………………………………………………………………………………………..……….18
Project Management Plan Acceptance And Approval……………………………………………………..……….19
INTRODUCTION
Safe Space Shelter (SSS) is designed to be a haven and rehabilitation center for women and
children who are victims of domestic violence and abuse. With the establishment of this
shelter, we strive to empower the victims of domestic violence. SSS is the organization
sponsoring this project start-up.
This project will deliver a physical shelter location for domestic violence and abuse victims, help
for victims to progress seamlessly back into society, access to previously inaccessible resources
for the victims, and education materials about the facts of domestic violence for the shelter to
regularly hand out to increase prevention of violent domestic situations.
This project was needed in the area of Orlando because every 1 in 3 women have been abused
and every minute twenty people are abused by a partner in the U.S. (Harbor House, 2019).
There is a need for these women and innocent children to have somewhere to escape and seek
shelter and safety while we help them to move forward and help them get back on their feet so
they can be successful on their own.
Specific project activities include finding a reliable space to rent, enlisting the help of regular
volunteers and setting up a volunteer system, finding stakeholders in the community and
rallying support, connecting to donors, establishing relationships with other local shelters and
organizations, renovating the rented space, hiring permanent staff, and connecting to practical,
day-to-day resources and developing a system of organization.
The SSS will benefit victims of domestic violence and abuse by providing a place for them to go
when they encounter dangerous domestic situations. It will also benefit the local community by
giving them another resource to turn to when their situation calls for more aid. It will benefit
non-profit workers looking for employment by creating new jobs to apply for.
SCOPE MANAGEMENT
The purpose of scope management is to define and control what is and is not included in the
project. This process of project management ensures that all the work that is being done for the
project is only the work required for the project to be successful. After developing a detailed
description of the project and product, staff members can easily identify what’s not supposed
to be in the project.
PROJECT SCOPE DESCRIPTION
The project will accomplish providing a safe place for the women and children that are victims
of domestic violence for a specific amount of time. The project will also aid them with an
opportunity to connect with other organizations and other programs to help them get back on
their feet.
PROJECT ACCEPTANCE CRITERIA
For the project to be considered complete and a success, the budget must be managed
effectively with the donations received, a physical location for the shelter must be found, we
must find and connect with donors and other organizations, permanent staff members must be
hired, and a system for managing volunteers must be established.
PROJECT EXCLUSION CRITERIA
The shelter will not be offering financial help to the victims beyond that of giving them a bed,
food, and clothing. It will not provide counseling to the victims or be in charge of finding a new
home and/or steady work for them.
PROJECT CONSTRAINTS
The project will depend on our budget. This will be how much money is donated from our
financial donors and any other anonymous monetary donations we may receive. In regards to
time, the project cannot be started until money is raised. This means we cannot purchase a
location, do renovations, hire staff, etc. until we receive financial donations. The space
constraints are whatever space is available in the location we choose for the shelter to be in.
SCHEDULE MANAGEMENT
PROJECT ACTIVITIES
The key project activities will consist of renting out a reliable building for our shelter,
reconstructing this building to fit the shelter's needs, and hiring staff and volunteers. After
those activities are done, we will start accepting donations for the shelter. After accepting
donations for the shelter, we will buy whatever supplies is still needed including beds, furniture,
clothing, toiletry etc. After we have everything, we will open the shelter and work on creating
relationships with the citizens and other non-profit organizations so that people will know
about the organization and utilize it if needed.
Table 1. Project Activity List and Sequencing
Activity Letter
Activity
A
B
C
D
E
Select building to rent
Reconstruct shelter
Hiring staff and volunteers
Accept donations for shelter
Buy supplies that were not
donated but are needed
Create relationships with
other shelters and
organizations so citizens know
about the shelter
F
Immediate
Predecessor
A
B
C
D
Estimated
Duration
1 week
1 month
2 weeks
Ongoing
2 days
E
1 week
G
Open shelter
D
1 day
PROJECT MILESTONES
A milestone is a significant event that normally has no duration. In our project, there are four
major milestones that are very significant to us knowing that we are achieving our ultimate
goal. Each of these milestones that we accomplish will get us closer and closer to opening our
shelter.
Table 2. Milestone List
Milestone
Renting a location for
the shelter
Renovation of the
workplace
Hiring volunteers and
staff
Connecting with nonprofit organizations
Open shelter
Description
Finding a reliable space to rent for
domestic violence and abused
victims
Reconstruct and prepare the
building into a shelter ready to
help and house the victims of
domestic violence. This includes
renovation materials and day-today supplies such as beds,
blankets, food, etc.
Hiring three permanent staff and
volunteers to help manage and
organize the facility.
Establish relationships with other
local shelters and organizations to
educate the victims and help fund
the shelter.
The shelter will officially be open
for local community member in
need of help.
Stakeholder
Responsible
SSS Staff
Date
Aug/2020
SSS Staff,
vendors, and
contractors
Nov/2020
SSS Staff
May/2021
SSS Staff and
local
organizations
Aug/2021
SSS Staff
Nov/2021
WORK BREAKDOWN STRUCTURE
The work-breakdown structure is a required input to the cost budgeting process since it defines
the work items. This process includes dividing project deliverables and project work into smaller
components. In a WBS, each descending level depicts smaller pieces of the work but increasing
detail.
Figure 1. Work Break Down Structure
Safe Space
Shelter
Physical
Workplace
Renovation
Staff
Networking
Open Shelter
Pick location
Discuss how
shelter will be
set up
Decide how many
staff & volunteers
are needed
Create list of local
organizations that
might help
Registration of
people that come in
Sign contract
Contact
vendors and
contractors
Conduct
interviews
Reach out and set
appts with
organizations
Have staff member give
tour of space
Pay monthly
bills
Get quotes
and set up
appts
Reach out to
those qualified
Confirm
organizations that
will sponsor shelter
Explain rules and
regulations
Begin
renovation
Explain rules &
regulations to
newly hired staff
PROJECT SCHEDULE
The purpose of developing a project schedule is to identify the specific activities that the
project team members and stakeholders must do to produce the project deliverables. Project
scheduling helps to estimate how many resources and the amount of time that is needed in
order to complete the project activities. Lastly, it helps with time management and controlling
and managing changes to the project schedule.
Table 3. GANTT
Activity
Decide on the location of
the shelter and sign
contract.
Begin to do all renovations
and buy material for the
shelter.
Create and finalize interview
questions. Conduct
interviews with potential
volunteers and staff.
Fall
2020
Winter2020 Spring Summer
2021
2021
Fall
2021
Winter
2021
Connect with various local
organizations in order to
help fund the shelter.
Open shelter for victims of
abuse and domestic
violence.
COST MANAGEMENT
We used the approach of bottom-up estimation – also known as Activity Based Costing – to
estimate our project costs. This meant finding the cost of each individual activity and adding
them together to get the total project estimated cost. The purpose of estimating these project
costs is to ensure that everyone involved with the project is aware of the budget and so has a
greater ability to not overspend. Estimating project costs also ensures that the project team
does not go in blind to what their project will take financially to kick off the ground. The cost of
the project can be the catalyst for success or failure depending on the awareness the project
team has for it.
Our main project costs will be in renting out a physical space for the shelter location, renovating
the space to the desired standards, hiring and paying new staff members once the renovations
are complete, and paying for supplies to create educational material on domestic violence for
the public once the shelter is opened. The costs of each item are represented in Table 4 below.
Table 4. Estimated Resources and Costs
Activity
Resources Needed & Cost Justification
Physical Shelter Finding a reliable space to rent for domestic
location
violence and abused victims
Cost
$25,000 / YEAR
Renovation of
the rented
space
$65,000
Salary of staff
Educational
material
Reconstruct and prepare the building into a shelter
ready to help and house the victims of domestic
violence. This includes renovation materials and
day-to-day supplies such as beds, blankets, food,
etc.
Hiring three permanent staff to help manage and
organize the facility. They will also seek dependable
volunteers for the shelter to aid the victims of
domestic violence in the local community.
Establish relationships with other local shelters and
organizations to educate the victims about domestic
violence in hopes of giving them an opportunity to
restart their lives.
$8,000 / MONTH
$12,000
Table 5. Budget
This budget is for the first year of the project before, during, and directly after renovations are
completed and the shelter first opens.
Activity
Placing safety deposit and first year’s worth of rent for the shelter’s
physical location
Hiring three employees
Cost
$25,000
Creating educational material
$12,000
Renovating the rented space (flooring, paint/wallpaper, furniture,
appliance installation, bathrooms, kitchen, offices,
bedrooms/bunking rooms, day-to-day supplies, etc)
Total Cost
$65,000
$96,000
$198,000
PROCUREMENT MANAGEMENT
We will be seeking the service of renovation for the physical location from an outside, privatesector vendor. We will be requiring a Request for Proposal (RFP). We are looking for proposals
that include flooring, walls, bathrooms, kitchen, and bunk-room renovations as well as
providing proposals for possible furniture, appliances, and other large-item renovation things.
Additionally, we will be purchasing day-to-day items such as blankets, office supplies, toilet
paper, food for the kitchen, toiletries for those staying at the shelter, and any other items that
may come up. We will search out local stores and businesses to buy these items in bulk to save
money. We will source this via a Request for Quote (RFQ).
We will also be purchasing supplies and any software needed to create the educational
materials the shelter will provide upon opening. For these supplies, we will also look into
purchasing in bulk from local businesses via a Request for Quote (RFQ).
STAKEHOLDER MANAGEMENT
Our stakeholders fall into two general categories, the public and those behind-the-scenes. For
the public, we have the local community where the shelter will be erected and the victims of
domestic violence and abuse. These stakeholders have no decision-making power, but they are
the ones that the project was made for and will affect the most after the project is completed.
The behind-the-scenes stakeholders include the main project team, contractors, financial
donors, and potential employees for staff. These stakeholders have a main interest and
investment in getting the project off of the ground and completed successfully and effectively.
Most of them have some level of decision-making power and have effects on the project before
its completion.
Table 6. Stakeholder Identification
Category
Stakeholder(s)
Who is affected by the project?
The local community, victims of domestic abuse in the area, those looking for employment in the non-profit sector,
local renovation contractors, and financial donors will all be affected by the project.
Who is involved in carrying out the
project activities?
The project team members are the primary forces behind project activities. Also heavily involved are the contractors
and financial donors. The local community and potential employees from the non-profit field play a more indirect part
in project activities.
The victims of domestic violence and abuse will be the primary users of the project’s deliverables. The local community
may use the educational content on domestic violence the shelter plans to deliver as well.
Who will use the deliverables from the
project?
Table 7. Stakeholder Assessment
Stakeholder Name
Project Team
Members
Renovation
Contractors
Victims of
Domestic Abuse
Role and Responsibility
Owners and managers of the
shelter. Responsible for
handling the shelter duties dayto-day and making sure it runs
smoothly.
Reconstruct and prepare our
building into a shelter that is
ready to help and house victims
of domestic violence.
Victims of domestic violence
will turn to us when they need
help and seek shelter with us so
that we can help them through
this difficult time and provide
as much assistance as possible.
Unaware, Resistant,
Neutral, Supportive
or Leading (C. & D)
Level of Power
(High, Medium,
Low)
Level of Impact
(High, Medium,
Low)
Level of Interest
(High, Medium,
Low)
Level of
Influence (High,
Medium, Low)
C: Leading
D: Leading
High
High
High
High
C: Supportive
D: Leading
Low
High
Medium
High
C: Unaware
D: Supportive
Low
Low
High
Medium
The Local
Community
People Looking For
Work in the NonProfit Field
Financial Donors
Support and accept the shelter
in their area. They can help us
by donating things that they no
longer need that can be utilized
at the shelter.
Supply dependable volunteers
as well as long-term workers
who share the same ideas as
the shelter and will help run the
shelter with the project
members.
To support the project with
funding and allow us to help as
many victims as we can with
their support and funding.
C: Unaware
D: Supportive
Low
Medium
Medium
Medium
C: Supportive
D: Leading
Low
Medium
High
High
C: Supportive
D: Leading
Medium
High
High
Medium
POWER/INTEREST GRID
The purpose of Power/Interest Grid is used as a way to easily identify which stakeholders hold
power and how that interacts with their level of interest in the project. This classification helps
the project team know how much communication is needed for each stakeholder.
The project team members and the financial donors were placed in the high power & interest
portion because they have the greatest need to be kept in-the-know and to be managed with
the most care. The project team holds the primary deciding power and the greatest interest in
the project, so naturally they need to be informed quite a bit. The financial donors need to be
closely involved because they need to know precisely where their money is going and they have
some say in the project as a result.
The local community was placed in the low/low section because they need to be monitored
lightly to be aware of their engagement with the project, but they have no direct interest or
power in the project’s actions.
The renovation contractors are in the low power/high interest because they don’t have a lot of
decision-making power, but their level of concern in the project is heavily-involved due to their
role. Victims of domestic abuse were placed here because they don’t have decision-making
power, but their interest is high because the project was created to help them. Potential staff in
the non-profit field are here because they don’t have any power until they get hired, but they
are interested in regard to looking for a job with the shelter. All these stakeholders need to be
kept informed on the general progress in the aspect of the project they hold the greatest
interest in.
Figure 2. Power/Interest Grid
POWER
High
Project Team Members
Financial Donors
Low
The Local Community
Renovation Contractors
Victims of Domestic Abuse
Staff Looking For Work In Non-Profit Field
Low
High
INTEREST
POWER/INFLUENCE GRID
Power indicates the level of authority a stakeholder has, while their influence indicates their
level of involvement. This table classifies both aspects in relation to each other to help the
project team identify which stakeholder needs to be updated with what information.
The project team members and the financial donors have high power and influence because
they have a high level of authority and involvement in the project’s decisions. They need to be
managed closely and kept in most-informed loop.
The victims of domestic abuse as well as the local community have low power and low
influence due to their lack of authority and involvement in project decisions. Their engagement
simply needs to be monitored.
The renovation contractors and potential staff looking for non-profit work have low power and
high influence because they have little to no authority in making project decisions. However,
they still have a high level of involvement in different aspects of the project. They need to be
kept informed on sections of the project relevant to their involvement.
Figure 3. Power/Influence Grid
POWER
High
Project Team Members
Financial Donors
Renovation Contractors
Staff Looking For Work In Non-Profit Field
Low
Victims of Domestic Abuse
The Local Community
Low
High
INFLUENCE
COMMUNICATION MANAGEMENT
This project requires frequent communication with relevant stakeholders on the progress of
different aspects of the project. Budget updates, building and renovations updates, general
progress documentation, and job interviews all need to be addressed and sent out to the
appropriate people. These will be communicated on a daily, weekly, monthly, and on an asneeded basis depending on the specific communication. This will be done via emails, in-person
meetings, and phone calls. The public also needs to be informed of general milestone updates
via our social media platforms.
Table 8. Communication Plan
Communication
Type (e.g., weekly
status report,
meeting, etc.)
General Project
Status Report
Budget Meeting
Description
A report
detailing all
progress of the
project, how
much time and
are left, what
has been
accomplished,
and what still
needs to be
done. Given to
financial donors
so they know
that regular
progress is
being made
with their
money; and
given to
contractors so
they have a
clear
understanding
of the expected
timetable.
A regular
meeting on
current funding
Frequency
(e.g.,
weekly,
monthly)
Weekly
Monthly
Mode
(e.g.,
email, inperson)
Stakeholder
Responsible for
Sending
Communication
Project Team
Members
Financial
Donors;
Renovation
Contractors
Email
In-Person
Stakeholder(s)
Receiving
Communication
Project Team
Members;
Financial
Donors;
Renovation Design
Updates
Social Media
Updates
Job Interviews
so that donors
know where
their money is
going and
contractors
know how
much money
they have left
to work with
Renovation
contractors
give the project
team updates
on their
renovation
designs and
progress on
construction so
the team can
have input and
approve or
reject
Updates on the
general status
so the public
retains interest
Job Interviews
to hire staff will
be conducted.
They will be
interviewed inperson and be
notified about
acceptance or
rejection via
phone call
Financial
Donors
Renovation
Contractors
Renovation
Contractors
Weekly and
As-Needed
Email &
In-Person
Daily and/or
Weekly
Social
Media
Platforms
Project Team
Members;
Financial Donors
Project Team
Members
The Local
Community;
Victims of
Domestic Abuse
Project Team
Members
As-Needed
In-Person
& Phone
Potential Staff in
Non-Profit Field
RISK MANAGEMENT
The approaches taken to identify our risk were data analysis, using the SWOT analysis to
identify our projects problems and threats to discover our positive and negative risks. We also
used expert judgement, data gathering and meetings with the key stakeholders to brainstorm
and discover any risk we may have missed.
Risk Scenario
Likelihood
Consequence
Risk Rating (low,
medium, or high)
High
A violent person
could come to the
shelter looking for
partner
Medium
Could harm their
partner or others
in the shelter
The shelter could
run out of funding
Low
Not enough
volunteers
Low
More victims
needing the shelter
than we have room
for
Medium
Could have to
High
close down the
shelter
Cause the shelter Medium
to be short
staffed causing
everyday
activities to take
longer
Will not be able to High
help these victims
of domestic
violence
Figure 4. Risk Breakdown
Safe Space Shelter
Technical Risk
The internet and
computers being down
the first week the
shelter is officially open
Market Risk
The project team is
struggling to connect with
different non-profits and
organizations to sponsor and
fund the shelter.
Figure 5. Risk Probability/Impact Grid
Financial Risk
Materials for renovation
and shelter cost more
than anticipated, thus
causing increase in project
cost.
Human Risk
The project manager has a
family emergency during the
crucial aspect of recruiting
volunteers and staff
members for the shelter.
Medium
A violent person could come
to the shelter looking for
their partner
Not enough volunteers
The shelter could run out of
funding
Low
PROBABIILTY
High
More victims needed the
shelter than we have room
for
Low
Medium
High
IMPACT
QUALITY MANAGEMENT
Quality management is a process that involves measuring quality, updating changes and
processes, and managing each activity so that deliverables are successfully met. This process is
essential in just managing the project as a whole. In other words, it looks at each activity to the
smallest detail to secure that everything is going smoothly. The main purpose of quality
management is to ensure the project will meet the stakeholder's needs and expectations.
Table X. Quality Management Baselines
Deliverable
Physical Workplace
Acceptable Success Criteria
A building that will be optimal for creating a shelter
Renovation
Staff
Renovating the building up to code and regulation
Finding staff who are passionate and motivated to make a
difference
Contacting businesses around our shelter and making our
shelter known to the city of Orlando
Open shelter and make it accessible to the people in need
of shelter
Networking
Open Shelter
CHANGE MANAGEMENT
We will manage change by using expert judgment and meeting with the key stakeholders of the
organization when we approach changes in scope, scheduling or costs. The key stakeholders
will discuss and come up with a solution that will work best for our Shelter. After deciding on
the solution, we will decide the best way to implement the changes and make sure that the
staff understands the changes being made.
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