Risk Management

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Create a Risk Management Plan for the project you selected in Unit 1. ● Create a risk register with at least ten identified risks, both positive and negative, and include a risk response strategy for each.


Please use the attachments to understand my companies warehouse project and then complete the assignment.

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Unit 5 [GM592] Unit 5 Assignment: Risk Management______________ In this Assignment, you will be assessed based on the following outcome: GM592-5: Plan risk management using qualitative/quantitative analysis. All projects must consider the risks involved in conducting activities resulting in the project’s product or service. This starts with the product description followed by the charter, the scope statement, the cost estimates, the schedule, and the quality standards to be met. Each of these tools identify some form of constraints that can adversely affect the project’s successful completion. This Assignment is designed to evaluate your ability to create a risk management plan and a risk register for the project that you select. You will take the role of the project manager. Locate templates from the internet to complete the following requirements: ● You will use the project from the Unit 1 Assignment for the Unit 5 Assignment. ● Create a Risk Management Plan for the project you selected in Unit 1. ● Create a risk register with at least ten identified risks, both positive and negative, and include a risk response strategy for each. ● Please go to the internet for templates or documents that can help you meet the requirements. ● The templates or documents that you use must meet all criteria specified in the grading rubric below. Components ● Title page formatted in APA 6th edition style with the following information: Title of the paper, your name, course number and section number, and date. ● A table of contents using the following headers: Introduction, Risk Management plan, Risk Register, Conclusion, and References. ● A minimum of three scholarly journal and textbook source references cited and credited according to APA 6th edition formatting style using a minimum of six intext citations. ● The paper should be focused and to the point, containing between 600–800 words specific to the table of content items (excluding references). Page 1 of 3 Unit 5 [GM592] Directions for Submitting your Assignment: To submit your Unit 5 Assignment, upload all Assignment documents to the Unit 5 Assignment Dropbox. Make sure that you have saved a copy of each of the tools to submit for this assignment. GM592 Unit 5 Assignment: Risk Management Points Possible Points Earned Content (0-50 points) 1. Risk Management Plan Discusses the risk strategy. Covers the methodology. Discusses the roles and responsibilities. Provides explanation for funding. Explains the timing. Discusses the risk categories. Explains the stakeholder risk appetite. Provides definitions of risk probability and impacts. Discusses the values related to the probability and impact matrix. Explains the reporting formats. Discusses the tracking of risk activities. 2. Risk Register Includes an identification code or reference for the risk (i.e., R12, R13, R14, etc.). Describes the identified risk. Specifies the risk owner. Provides a probability that the risk will occur (from 0% to 100%). Identifies the impact that the risk will occur (from 1 to 10). Computes the probability times impact (P x I). Identifies the risk response strategy for each risk. Describes the risk response in detail. Labels risks as “open” or “closed.” Provides additional comments, if necessary. Analysis (0-20 points) Response exhibits strong higher-order critical thinking and analysis (e.g., evaluation). Paper shows original thought. Analysis includes proper classifications, explanations, comparisons and inferences. Critical thinking includes appropriate judgments, conclusions and assessment based on evaluation and synthesis of information. 25 25 7 7 6 Page 2 of 3 Unit 5 [GM592] GM592 Unit 5 Assignment: Risk Management Writing (0-15 points) Grammatical skills are strong with typically less than one error per page. Correct use of APA 6th edition. Appropriate to the assignment, fresh (interesting to read), accurate, (no far-fetched, unsupported comments), precise (say what you mean), and concise (not wordy). Paper is in 12-point font, and double-spaced with a double space between. Paper is free of serious errors; grammar, punctuation, and spelling help to clarify the meaning by following accepted conventions. At least three scholarly journal and textbook sources are cited and referenced in APA 6th edition format. Content is between 600–800 words specific to the table of content items (excluding references). Total Points Possible Points Earned 5 5 5 85 Page 3 of 3 Scope Management and WBS Ryder-Pepsi Scope Management and Work Breakdown Structure Kevin Moseley Purdue University Global Dr. Jennifer Fleming GM 592 1 Scope Management and WBS Table of Contents Introduction Page 3 Project Scope Statement Page 3 Work Breakdown Structure (WBS) Page 5 Conclusion Page 5 References Page 7 2 Scope Management and WBS Introduction When conducting a project, Project Managers (pm) must keep track of the timeline and the responsibilities of the project. Enforcing the scope and creating a work breakdown structure will help the PM control the flow of the project from the beginning to the end. My plans is to work with Ryder System, Inc. to open warehouse services to Pepsi in Brampton, Ontario taking over their current third party logistics provider. Project Scope Statement Ryder System, Inc. currently is operating at a Pepsi warehouse facility as a third party in Tracy, California and we want to capture the market in Brampton, Ontario. By the end of the project we will fully take control of all warehouse operations including: • Project management • Inventory control 3 Scope Management and WBS • Staffing • Human resource • Shipping • Facilities • Finance Before we take full responsibility of the deliverables listed above, we will be responsible for getting current inventory from the current third party warehouse company over the facility and also doing a physical inventory of our own once we take possession of the warehouse. Our team needs to find out if the current staff works with the previous company or if they are Pepsi associates that can be convert over to Ryder. Our Legal team will have to study the laws of Canada and know how to address situations that differ from the United States of America (Baar & Jacobson, 2004). Our human resource team will aide in hiring and documentations for employees in Canada. Before we start our operation, we will need to build relationships with the freight carriers that are transporting the loads and find out contact information for scheduling appointments for drop offs and pickups. Ryder facilities team will need a blueprint of the warehouse to get utilities and signage set up. Lastly, we will need to gather a plan on finance metrics that Pepsi and Ryder agree on that are in regards of running their operations. There are a few constraints to this project startup such as: • Unit of measure and speed • Legal laws in Canada • Support team from United States of America These constraints could hold back the initiation or progression of the project. In America we use LBS and MPH but in Canada it is used at KG and KPH. This will need to be corrected for signage around the facility and for bills of lading information. Another constraint is understanding every Canadian law and statue 4 Scope Management and WBS there so we do not impose any fines or violations for the company. The last constraint will happen from the United States of America employees that are coming to Canada to help out with the project. Work Breakdown Structure Listed above in the WBS are the objectives to accomplish for the project to be successful. The seven deliverables are: Project Management, inventory control, staffing, human resource, shipping, facilities, and finance. The work packages would be administration, physical inventory check, training program materials, new hires, scheduling, equipment and supplies, and financial metrics. Once we successfully have each of those work packages completed we are closer to finishing off the project (Hauser, 1994). The elements in this WBS control accounts would be inventory control, shipping, facilities, and finance. Conclusion In conclusion, PM’s need to have control over every aspect of this project to ensure that we are delivering the service that was presented to the customer (Mansuy, 1991). Time management and 5 Scope Management and WBS finishing the project on time is imperative for the customer as well because it could cost us more money to operate longer than we expected (Postula, 1991). Creating a WBS is a great visual tool for stakeholders to view what we have planned and upcoming in regards to their project. Some may have suggestions to change some parts and that is fine because we want to deliver a good service to them. 6 Scope Management and WBS References Baar, J. E., & Jacobson, S. M. (2004). The keys to forecasting-#2 work breakdown structure. Cost Engineering, 46(3), 12-14. Hauser, M. A. (1994). WBS development for an $11 billion transportation project.Transactions of AACE International, 1994, 7. Mansuy, J. (1991). Work breakdown structure: A simple tool for complex jobs.Cost Engineering, 33(12), 15. Postula, F. D. (1991). WBS criteria for effective project control. American Association of Cost Engineers.Transactions of the American Association of Cost Engineers, , 7. 7 Ryder-Pepsi Warehouse Project Kevin Moseley Purdue University Global Dr. Jennifer Fleming GM 592 12/16/2018 1 Table of Contents Introduction Pg. 4 Responsibility Chart Pg. 4 Gantt Chart Pg. 6 Network Diagram Pg. 7 Conclusion Pg. 8 References Pg. 9 2 Introduction When conducting a project, Project Managers (pm) must keep track of the timeline and the responsibilities of the project. Creating responsibility charts, Gnatt charts, and a network diagram is a beneficial for the customer and team assisting in the project. Everybody involved in the project will know their roles and what task they are responsible for so there will not cause any confusion between team members. My plans is to work with Ryder System, Inc. to open warehouse services to Pepsi in Brampton, Ontario taking over their current third party logistics provider. Responsibility Chart As shown above, we are planning to have five major departments involved with the success of this project. The five departments are; The Project manager, Facilities team, Informational Technology (IT), Human Resources (HR), and the Safety team. Each department will have their own individual team members to assist with the tasks assigned (Herroelen, 2005). 3 The project manager responsibility will be to oversee the entire project and ensure that each department is getting their tasks done in a timely manner. The Project manager will also be in responsible for hiring the third party companies. The administration tasks will be handled by the project manager and they will keep track of all admins hours contributed to the project. They will also be responsible for sending out emails, filing paperwork, and facilitating travel schedules for all of the managers coming to assist in starting up the project. Lastly, they will be responsible for being the main person in communication with the customer and scheduling meeting to present to them. The Facilities team will be responsible for ordering and setting up in the warehouse our signs, forklifts, walkies, battery station, and switcher trucks. They also will be responsible for regular maintenance issues such as; the pallet racks being stuck, dock door or plate not working, or if the equipment is having issues. The Safety team will work alongside the facilities team to evaluate if the equipment is safe and if the signs are hanging in safe locations. Safety team will also be responsible for training new associates of safe practices in the warehouse and monitoring the safety on the day to day operations for all associates and managers. HR responsibility will be to hire new associates and if there was existing staff from the previous company they will convert them over to Ryder. They will also be responsible for training the associates on the clocking in and out procedures, culture of our company, and shift plans for each associate. Our IT team will be responsible for setting up the internet network and ordering all of our electronics such as; TV’s, computers, printers, mobile scanners, and installing the time clock for the associates. IT will also be responsible for trouble shooting the day to day technical issues within the warehouse or with the equipment. 4 Gantt Chart Figure 1.2 is a Gantt chart of the Ryder-Pepsi Warehouse WBS activities. This chart is a visual that shows the various tasks that we would need to complete in the recommended days to launch our warehouse project (Pankaja, 2005). According to our critical path, we will work on the tasks that would take the longest to complete first such as purchasing and receiving the forklifts, walkies, switchers, and hiring associates. Not only because the tasks take longer to complete but they are also the most important to keep up and maintain during our day to day operations. 5 Network Diagram 1 1 1 Start 1 1 58 25 25 A 0 25 8 E 53 3 I 0 = Critical Path ES LS 6 Duration Task Slack EF LF 26 26 8 9 25 62 3 2 61 69 21 46 B 0 46 27 27 7 F 53 15 10 68 69 2 J 0 5 1 70 71 14 60 C 0 60 28 28 3 18 G 53 71 1 2 K 0 7 1 72 73 72 14 D 0 74 74 3 H 53 21 2 L 0 9 74 74 Finish The Network Diagram is designed to show illustrations of the start of the project to the end of the project with incorporating the tasks associated with it (Jarsky, 2011). Listed above is the Network Diagram for the Ryder-Pepsi Project and the duration of task completion along with start dates. Within the network diagram it is preferred to start with the tasks that are going to take longer to complete and most relevant to the project. Conclusion It is imperative that Project Managers who are conducting a project must keep track of the timeline and the responsibilities of the project. Responsibility charts, Gnatt charts, and a 7 network diagram is definitely beneficial for the customer and team assisting in the project. Our plan is to start this project December 22nd and the estimated completion date is March 19th. 8 References Herroelen, W. (2005). Project scheduling-theory and practice. Production and Operations Management, 14(4), 413-432. Jarsky, C. (2011). On computer modelling of the building process in construction planning and management. Organization, Technology & Management in Construction, 3(2) Pankaja, P. K. (2005). Effective use of gantt chart for managing large scale projects. Cost Engineering, 47(7), 14-21. 9 Running Head: COST MANAGEMENT AND COST SCHEDULE Cost Management and Cost Schedule Kevin Moseley GM 592 Dr. Fleming 12/24/2018 1 COST MANAGEMENT AND COST SCHEDULE 2 Table of Contents Table of Contents ............................................................................................................................ 2 Introduction ..................................................................................................................................... 3 Cost Management Plan ................................................................................................................... 3 Cost Baseline .................................................................................................................................. 4 Conclusion ...................................................................................................................................... 6 References ....................................................................................................................................... 7 COST MANAGEMENT AND COST SCHEDULE 3 Introduction With the planning of the Cost management and Cost Scheduling for the Ryder-Pepsi Warehouse Project, the cost estimates, the sources of funding, controlling, and managing all the cost attributed to the project will be integrated within a budget (Kerzner, 2018). The cost management and cost schedule will enable the project team to set the procedures and policies for documenting the process of ensuring that the project is implemented within its cost constraints. The Cost Management and Cost schedule will outline the costs of the Ryder-Pepsi Warehouse Project from the beginning to the end to facilitate cost budgeting, cost control, cost estimating throughout the lifecycle of the project. The Project Manager will be accountable for presenting all reports of the project’s cost until the completion of the project. The Project Manager will also update the Pepsi managers and executives on the status of the cost management and performance of the project. Reports will be sent out weekly to recap the previous week and to forecast the cost and expectations for the next week. Cost Management Plan The Cost Management Plan for the Ryder-Pepsi Warehouse Project will cover cost definition of each element of cost to be incurred, the cost baseline, and the mode of managing all the costs throughout the lifecycle of the project. The short deadline means that the project must be implemented within the costs constraints (Harrison & Lock, 2017). While the total costs of the project stand at $242,550, the other costs relating to equipment, material, and other components have also been factored into this total costs. The WBS was used as the baseline for apportioning these cost while work will run from Monday to Friday with a break of two days of COST MANAGEMENT AND COST SCHEDULE 4 the weekend. Every cost element is estimated in US dollars and rounded off to the nearest 0.1 of a dollar. The cost management plan will help the manager to keep the cost of the project under their control and ensure effective utilization of all the resources. It will also restrict the implementation within the cost constraints to achieve better and quality performance. In order to ensure that the cost management plan serves the interests of all stakeholders in the project, they must be developed in the creation of the plan to ensure active participation in its implementation through the project lifecycle. Cost Baseline The cost baseline provides the process to be used to subject the costs of the project to control and minimize any changes to the costs to an acceptable level. A change control board will be set to approve any changes in the cost to avoid possible interference with the project deliverable (Kerzner & Kerzner, 2017). The project sponsor will then adopt the changes and then document the changes for future reference. Formal requests will be made for each deliverable to facilitate cost management and control. Below is a cost baseline that would be used for the purpose of the project. Using the cost baseline, the project managers will create a time-phased budget that is effective in monitoring and measuring the performance of every costs element in the project as it progresses through its lifecycle. There would be a provision for contingency costs to cater for the unidentifiable costs elements attributed to the implementation of the project. COST MANAGEMENT AND COST SCHEDULE Resource Name Ordering Signage and Decals Ordering Forklifts, Walkies, Recharge Stations, and Battery Setting Internet Networks and Phones Hiring and Converting Current Associates Installing TV’s, Printers, and Computers Purchasing Two Switcher Trucks Purchasing Two Miscellaneou s Office Supplies Installing Punch In/Out machine Safety 1 Project Manager 2 Facilities 3 Information Technology 4 Human Resource 5 5 Safety Team Total Hourly Rate Total Estimated Cost $650.00 50 520 80 $50.00 $32,500 $140.0 0 $29,400 $20.00 $3,200 $40.00 $8,800 $10.00 $6,000 $60.00 $90,000 $20.00 $10,000 $30.00 $80.00 $6,900 $32,000 $210.00 80 70 60 $160.00 80 80 $220.00 90 50 80 $600.00 600 $1500.0 0 600 700 $500.00 500 $230.00 100 50 80 400 $400.00 COST MANAGEMENT AND COST SCHEDULE Equipment Mobile Scanners Hiring Thirdparty Security Company Hiring Janitorial Staff TOTALS 6 200 $200 $15 $3,000 $10 500 300 600 1230 250 $800 $8,000 $15 1300 300 630 980 $6320 $12,750 $242,550 Conclusion In conclusion, the cost management and costs schedule for the Ryder-Pepsi Warehouse Project will provide a detailed cost management plan on how to implement the project within the cost constraints. It is for this reason that holidays that fall within the project schedule were negotiated for between the project managers and the stakeholders to ensure that the project does not go beyond the scheduled duration. In addition, costs relating to the project implementation was calculated on an hourly rate and there is no anticipated escalation in costs within the scheduled timeframe of the project. COST MANAGEMENT AND COST SCHEDULE References Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge. Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons. Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute. 7 Running Head: UNIT 4 ASSIGNMENT QUALITY MANAGEMENT Ryder-Pepsi Warehouse Project Kevin Moseley GM 592 1/7/19 Dr. Fleming 1 UNIT 4 ASSIGNMENT QUALITY MANAGEMENT 2 Table of Contents Introduction ....................................................................................Error! Bookmark not defined. The Quality Management Approach ............................................................................................... 3 Fishbone Diagram/Ishikawa ..........................................................Error! Bookmark not defined. Conclusion .....................................................................................Error! Bookmark not defined. References ..................................................................................Error! Bookmark not defined. UNIT 4 ASSIGNMENT QUALITY MANAGEMENT 3 Introduction The Quality Management Plan for the Ryder-Pepsi Warehouse Project will outline the procedures, process, and activities that can help the final product is of high quality and meets the end-user satisfactions (Kerzner & Kerzner, 2017). The quality management plan will help the project manager to implement the project according to the planed quality standard by defining the quality measurements, controls, assurance, and standards. The Quality Management Approach For the quality management plan at Ryder-Pepsi, we will continuously evaluate our processes, products, and associates to ensure to our customer and end users that they are getting the best quality. During the project for this new start up warehouse, our plans are to do a quality walk three times a day with the Ryder team and to send recaps to the Pepsi managers on how we will address the issues. The objective to doing the quality assessments would be to make sure the pallets of Pepsi products are being received, put away, or loaded on to the trailer without damage and with expired products. We also want to have quality associates to operate the forklifts and walkies to be safe and cautious of the products they are operating around. Our plan is to have the team leads observe the forklift operators to ensure they are following safety protocol. Also, they will audit the products in the system that are becoming aged to prevent giving a customer expired products. They will also audit loads for damages once the forklift operators off load it from the trailer on to the dock. We will create trailer entry forms, load evaluation sheets, and use our warehouse management software to send us locations and products that need to be audited for quality issues. Not only will products be go through a quality inspection when they enter the warehouse, they will also get checked prior to entering the yard. If we feel as if the trailer has damage inside UNIT 4 ASSIGNMENT QUALITY MANAGEMENT or outside of the trailer then we would refuse to bring the product into the building to be off loaded into the warehouse and putaway in our inventory. Prior to the product being placed in a location it would have had four quality checks before it enters into our inventory. Fishbone Diagram/ Ishikawa Analysis The biggest issue we will expect at the Ryder-Pepsi warehouse is having unsaleable product in our inventory. If our team allows unsaleable product then our customer will not be able to make money off of the product and will lose money. It will be a terrible look for us if our customer expects for us to take care of their product so they can produce profit and we fail them. We can 4 UNIT 4 ASSIGNMENT QUALITY MANAGEMENT avoid failure by properly taking care of our inventory by taking preventative measures. We can protect product from being unsaleable by ensuring that they will be damaged free and using a FIFO method for our aging inventory. Conclusion The Ryder-Pepsi Warehouse Project will be managed using a quality management plan that has complex procedures, process, and activities which will be carried out to ensure that the final product is of high quality and meets the end-user satisfactions. Each member of the project team will be assigned a unique role and responsibility in the quality management plan to ensure seamless flow of quality management and coordination of all the assessments and review process. The most significant thing is to ensure that there process and product quality are given priority in the implementation of the project. The quality management plan will follow the planed quality standard as defined by the quality measurements, controls, assurance, and standards. 5 UNIT 4 ASSIGNMENT QUALITY MANAGEMENT References Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute. Murray, J. (2017). Get to the root of the problem: Is training always the best method to meet the business goal? TD Magazine, 71(2), 26. Project Management Institute. (2018). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-(SIMPLIFIED CHINESE). Project Management Institute. 6
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Running Head: RISK MANAGEMENT PLAN AND RISK REGISTER

Ryder-Pepsi Warehouse Project,

RISK MANAGEMENT PLAN AND RISK REGISTER
Name
Institution
Course
Date

1

Table of Contents
1. Introduction ................................................................................................................................. 3
1.1 Purpose of the Risk Management Plan ............................................................................ 3
2.0 Risk Management Strategy ....................................................................................................... 3
2.1.Risk Management Methodology ........................................................................................... 3
2.2 Roles and Responsibilities ............................................................................................... 4
2.3 Risk Funding ......................................................................................................................... 4
2.4 Risk Timing .......................................................................................................................... 4
2.5 Risk Category........................................................................................................................ 5
2.6 Stakeholders Risk Appetite ................................................................................................... 5
2.7. Risk Probability and Impact Matrix ..................................................................................... 5
2.8 The Resultant Impact and Probability................................................................................... 6
Reporting Requirements and Formats ........................................................................................ 7
3: Risk Register ............................................................................................................................... 7
4. Conclusion ................................................................................................................................ 11
5. References ................................................................................................................................. 12

1. Introduction
1.1 Purpose of the Risk Management Plan
The purpose of this Risk management plan is to give a description of how risk
management activities inherent to the Ryder-Pepsi Warehouse project will be structured and
performed (Project Management Institute, 2013). This risk management plan comprises of the
qualitative and quantitate risk analysis and the key elements that would be used to identify risks,
responsibilities and a breakdown structure. It also outlines the risk register to be used in the
project to ascertain the likelihood and vulnerability of the project to various risk. Using this risk
management plan, the project team will identify, assess, prioritize and mitigate risks that are
likely to be en...


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