Project Scope and Risk Treatment methods, computer science homework help

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Question Description

Project Scope

Part 1:

Work with your supervisor at your Host Company, to identify a project that you can work on, i.e. a defined piece of work that you can plan, investigate, develop and deliver during your time at your internship.

Your project does not have to be big, but it cannot be routine, everyday work, such as working on help desk, assembling PC’s, fixing bugs in programs, and so on. You will use this project to produce an RMP (Risk Management Plan) in weeks 7 and 8 of the course

Now create a Scope Statement for your project, using the template provided and the separate instruction document for completing it. Please take care to enter information in ALL required fields. The information you write in your Scope Statement should be 200 - 300 words:

You should have at least 3 constraints, 3 assumptions and 3 risks. Write at least a paragraph (several sentences) for the Project Description and the Business Benefit.

Part 2:

Upload your completed Scope Statement to the forum for the others to read and comment on.

Compare your Scope Statement with at least 2 other classmates.

Question 2

Download the RMP (Risk Management Plan) template.

Complete Part 1: Project Context, using the information from your Scope Statement.

Upload the template to the forum.

You do not need to comment on the responses of any of your classmates here.

Question 3

Risk Treatment Methods
  1. The project team is developing an app for iOs, Android, and Windows phones. The development team lead identifies a risk with the Windows phones. She says that the team has little experience with the Windows mobile operating system; additionally Windows is not capable of performing many of the required functions without using commercial plugins and APIs. As Windows phones occupy just a tiny portion of the world market (0.7%), and are being deprecated by Microsoft, you recommend to the client that “Windows” compatibility be removed from the project. The client agrees. Which risk treatment method is this? Explain your answer.
  2. Which risk treatment method should be used when a section of the project is too difficult for the company to perform? Explain your answer.
  3. You are managing a project which uses subroutines and libraries from a number of different sources. You are concerned that the project might accidentally contravene the law. So you ask the HR department to employ someone with specialist knowledge in the area. Is this an example of “Transference”? Explain your answer.
  4. What is the difference between “Avoidance” and “Acceptance”?

1 1 1 Security Select Select 2 Select Select Select 3 Select Select Select 4 Select Select Select 5 Select Select Select 6 Select Select Select 7 Select Select Select 8 Select Select Select 1 Select 2 Select 3 Select 4 Select 5 Select 6 Select 7 Select 8 Select Jim Owens PMP PRINCE2 FACS CP 2011
Notes on completing the Project Scope Statement Project Prepared by: Enter your name Organisation: Your internship company (or where you are employed) Project Name: A short but meaningful name for the project. E.g. “Online market project” Business Benefit: Why are we proposing this project? What opportunity is it intended to realise, or what problems is it intended to fix? E.g. To create a new e-Commerce web site, which will increase sales Project Deliverables: The tangible outcomes the project should deliver. E.g. An e-Commerce web site. User manual. Project Acceptance Criteria: How will you know the project is working correctly? Out of Scope: Items that will NOT be delivered, but people might think they are part of the project E.g. Uploading the web pages to a server, testing the web page on MS Internet Explorer before version 8.0, and so on. Photographing the items for sale. Key constraints: Conditions that will limit your ability to manage the project. E.g: • An Internet connection is available only between 6am to 10am each day • There is no funding for travel or accommodation • Amandeep, a key resource, will be available only at weekends Key assumptions: Conditions that you believe to be true E.g: • Maryam will be able to drive us there and back every afternoon • Funding will be sufficient to complete the project Key Risks: The main things that can go wrong with the project. E.g: • The computer might break down • The team might become too busy to finish the project • The site might not work correctly on mobile devices. Key stakeholders: The main people with an active interest in the project (either positive or negative) as well as the project Manager and project team. For this question, put yourself, your supervisor and your tutor here. Estimated Duration: What dates do you think the project will start and finish? Estimated Level of Effort How many person hours of work do you think will be required? E.g. If you believe the project will require three people for 2 hours each week for 8 weeks, then the estimated Level of Effort will be 48 hours (i.e. 3 people x 2 hours x 8 weeks) Project team members: All people actively involved in the work of the project. The project Manager’s name should be followed by (PM). E.g. (PM), Lianhui Hua, Maheshpal Singh Authorisation Jim Owens FACS You can leave this area blank for this question Page 1 of 1
Organisation Date Project Description Key Stakeholders Jim Owens FACS CP
Risk Responses Avoidance “Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely.” (PMBOK guide, Fifth Edition, p343). This means changing the project plan (e.g. the scope statement, the schedule, etc) so that a particular risk can’t happen. For example, your company is developing a Web application that will run on all versions of Microsoft Explorer. But after some investigation you discover that it is very difficult catering for IE versions before V6, and so there is a significant risk that it will not work them. You consult with the clients and ask if they really need support for early versions of Explorer. The clients say they don’t have any computers with versions of Explorer earlier than V6. So with management approval you change the scope of the project to remove support for the earlier versions, and now this risk has been avoided, it can no longer happen. Mitigation “Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits.” (PMBOK guide, Fifth Edition, p345). It means taking action to reduce the likelihood and/or the impact of an identified risk. Transference “Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management—it does not eliminate it.” (PMBOK guide, Fifth Edition, p343). This usually means paying someone to take the risk on your behalf. For example you get another company to manufacture a risky part of the project deliverable (referred to as “outsourcing”). But it is vital to realise that the risk still exists, it is only the responsibility that you have attempted to transfer. Although be aware because now there is a (secondary) risk that: · The other company may be late to deliver, or deliver unacceptable quality. · You might end up in litigation with the other company over product scope arguments, or · The other company may become bankrupt and unable to produce the component and unable to refund your money, or · The other company may become bankrupt and sue you for bad business practices (unfair contract, etc). As you can see, you have not “removed” the risk from the project (that would be avoidance), you have simply changed the “owner” of the risk. Another common method of risk transference is purchasing insurance (which is why threats are also known as “insurable risks”). Acceptance “Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost-effective to address a specific risk in any other way.” (PMBOK guide, Fifth Edition, p343). You simply decide that you will accept the consequence of the risk if it occurs. This may be because you think: • • • There’s virtually no chance of it happening (e.g. a major earthquake in London), or The impact would be negligible, It is too expensive to deal with (e.g. the cost of insurance may be more than the impact of the risk event), or • You simply have no idea what you would do Some of the risks are going to materialise as the project progresses, so you will need a monitoring system to warn you of risk “triggers”, and you’ll need a Risk Management plan so that you’ll know what to if the risks occur. You can’t plan for everything, so usually the organisation creates special budgets (called reserves) to deal with risks for which you have not planned.

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