Hello there is task 1 and task 2 which you have to doTask 2 – Risk Management Strategy Review ...

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Hello there is task 1 and task 2 which you have to do

Task 2 – Risk Management Strategy Review Instructions to Learners: • This summative assessment can be completed in class or at any other convenient location. • Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor. • Please use the following formatting guidelines to complete this assessment task: ▪ Font Size: 12; Line Spacing: Double; Font Style: Times New Roman • Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided. Instruction to Assessors: • You must assess student’s assessment according to the provided Marking Criteria. • You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission. • You must provide students with detailed feedback within 10 working days from submission. This assessment task requires you to populate a risk register for the program as outlined in Task 1. Using the information from the register: 1. Determine program residual risk. 2. Develop a management strategy for each residual risk identified. 3. Review and analyse program risk outcomes from the available information. 4. Summarise the lessons learnt in such a way that they may be applied to future programs. Compile a management report to outline each of the above points. Note: Use the risk register template attached as a basis for this assessment task and add a minimum of 10 risks. The risks may be identified through stakeholder engagement and this engagement may be role played. Risk Register as at File No.: REPORT FOR: (Optional) eg Steering Committee PROGRAM MANAGER: PROGRAM OBJECTIVE: As stated in the Program Business Plan. Rating for Likelihood and Seriousness for each risk L Rated as Low E Rated as Extreme (Used for Seriousness only) M Rated as Medium NA Not Assessed H Rated as High Grade: Combined effect of Likelihood/Seriousness Seriousness Likelihood low medium high EXTREME low N D C A medium D C B A high C B A A Recommended actions for grades of risk Grade Risk mitigation actions A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the program commences as a priority. B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during program execution. C Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit. D To be noted - no action is needed unless grading increases over time. N To be noted - no action is needed unless grading increases over time. Change to Grade since last assessment NEW New risk  Grading decreased — No change to Grade  Grading increased Id Description of Risk (including any identified ‘triggers’) Impact on Program (Identify consequen ces 1) A ss e ss m e n t o f Li ke lih o o d A ss e ss m e n t o f Se ri o u sn e ss G ra d e ( co m b in ed L ik el ih o o d a n d S er io u sn e ss ) Chang e Date of Revie w Mitigation Actions (Preventativ e or Contingency ) Responsib ility for mitigation action(s) Co st Timeli ne for mitiga tion action (s) Work Breakdown Structure

This is to indicate that the identified mitigation action has been included in the WBS (workplan). 1 Steering Committee unavailable. Identified triggers: • Steering Committ ee meeting s repeated ly reschedu led due to lack of availabili ty; • Member s do not attend despite prior confirma tion of attenda nce. Lack of availability will stall progress (ie. delayed decisions will defer output finalisation, extend program timelines and staff resources will be required for longer than anticipated) H H A NEW 15/02/ 06 Preventative: • Highlight strategic connection - link Program Objective to relevant Agency strategic objectives • Confirm 2006 meeting schedule in January • Confirm SC membershi p • Widen representat ion (include other Agencies) Program Manager NA 15/03/ 06 Y 1 In larger programs, the consequences of the threat may not be evident, and noting them under each risk or in a separate column can be useful in identifying appropriate mitigation actions. Id Description of Risk (including any identified ‘triggers’) Impact on Program (Identify consequen ces 1) A ss e ss m e n t o f Li ke lih o o d A ss e ss m e n t o f Se ri o u sn e ss G ra d e ( co m b in ed L ik el ih o o d a n d S er io u sn e ss ) Chang e Date of Revie w Mitigation Actions (Preventativ e or Contingency ) Responsib ility for mitigation action(s) Co st Timeli ne for mitiga tion action (s) Work Breakdown Structure 2 Inadequate funding to complete the program Identified triggers: • Funding is redirected; • Costs increase (poor quality materials/ inaccurate cost estimates) Budget blow out means cost savings must be identified – ie. reduced output quality, timeframes are extended, outcomes (benefits) will be delayed and/or reduced. M M B No change 15/02/ 06 Contingency: Re-scope program, focusing on time and resourcing Program Manager TB C TBC N 3 Staff reject new procedures Triggers include • Staff don’t participat e in training (not prepared for new roles); • New procedure s not applied (work- arounds still used). Rejection means additional time and resources required to achieve successful implemen tation - ie. outputs languish; more training is required (additiona l cost, time delays); potential for ‘falling back into old ways’ (more change mgt required); loss of credibility for program (perceptio n of failure). H H A NEW 15/02 /06 Preventativ e: High level reinforcem ent of policy changes; Provide opportunity for staff feedback prior to policy/proc edure finalisation ; Develop Training Plan that allows for repeat attendance (perhaps 2 stage training?); Identify staff ‘champions ’ to promote adoption of new procedures (buddy system); Circulate informatio n to staff that • promotes how new procedur es have improved processes (eg. 10 steps reduced to 4 steps etc); Sponsor Program Manager Consulta nt Program Manager Program Manager N A N A $3 ,0 00 N A N A 21/02 /06 21/02 /06 30/03 /06 30/03 /06 30/04 /06 Y Y N N N Id Description of Risk (including any identified ‘triggers’) Impact on Program (Identify consequen ces 1) A ss e ss m e n t o f Li ke lih o o d A ss e ss m e n t o f Se ri o u sn e ss G ra d e ( co m b in ed L ik el ih o o d a n d S er io u sn e ss ) Chang e Date of Revie w Mitigation Actions (Preventativ e or Contingency ) Responsib ility for mitigation action(s) Co st Timeli ne for mitiga tion action (s) Work Breakdown

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Hartirath · Accepted Answer

Project Management (
2
)
Student Name:
Unit Name:
University Name:
Date:
Contents
First project: Website hosting and redevelopment, and maintenance services for destination: Australia.	3
Overview	3
Second project: Re-development of intranet	11
Overview	11
Project scope management	11
Third project: Database for community engagement- SAAS CRM	18
Overview:	18
Project scope management	19
Risk Management Plan	25
Introduction	26
Analysis and Evaluation	26
Task 2	27
References	1
First project: Website hosting and redevelopment, and maintenance services for destination: Australia.
Overview
The purpose of the risk management plan is to record key information about the technical upgrade of the archive site Australia to ensure that the project will be effectively managed from the beginning to the implementation (Aryanto et al., 2014). In order to ensure that the main stakeholders understand and agree with the scope and methods of the project, recommend and approve the recommendations in this document. Some key information included in this risk management plan includes:
· Project Objectives
· Project scope management
· Project risk management
· Project schedule management
· Project change management
· Project communication management
· Project cost management
· Project procurement management
· Project personnel management
· Project stakeholder management
· Project governance
The objective of this risk management plan is to ensure a smooth transition from proprietary content management content (CMS) to commonly used CMS sites. The business value will be the data users contribute to the website (Aryanto et al., 2014). The expected result of the project is that website will be use as a data collection portal in Australia, and users can contribute information about photography collections to the website. The needs for the success criteria are that website requires to having modern interface, a friendly design suitable for each ages, English proficiency moreover computer literacy. Websites need to interact succesfully with available application programming interfaces (APIs) (Boesso & Kumar, 2016). Nevertheless, there is other option, which will be available until December 31, 2019.
Project scope management
The scope of project will be defined in WBS statement as the table below
Figure 1: The WBS roadmap of the project.
To measure the scope of the project, we will use 3 steps.
· Step 1: Collect requirements
The primary step is to examine the expectations and needs of the project stakeholders to achieve the project goals. The primary step is to find out the requirements as well as prospect of key project stakeholders to achieve the project goals (Chi et al., 2020). Therefore, the website wants to have ability to effectively conrol large amounts of information, the system should be completely operational in two weeks after proposed contract takes effect, and website can also be modernized in future.
· Step 2: Define the scope for the project
Step second is to develop a project scope report (esk, 2013). The project scope reports provide a detailed explanation of the whole thing included in project, as shown below.
· Description of product range.
· Criteria of Product acceptance.
· Project deliverables.
· Item excluded.
· Project constraints.
· Project vision.
After reaching agreement with major stakeholders, the PSS will become the basis for project decision-making.
· Step 3: Create the work breakdown structure
The last step is to make a WBS for project.
· The PM should be answerable for approving and managing the scope of the plan, or then sending it to each stakeholder to make clear the final decision.
Project risk management
· Risks will be reported in forms used to report risks, and will be monitored and evaluated through forms and communication channels (Jakhar, 2016). Each form that needs to be submitted and answered through communication channels can improve the efficiency of interaction and problem solving.
· In any case, the risk must first be reported to the team leader. If the team leader cannot resolve or has no decision-making authority, the risk is transferred to the project manager for resolution.
Project schedule management
There is a team role list and task schedule, and the main role of project team or individuals will assume these roles. The following list will be considered project roles.
· Project Manager
· System engineer.
· Software engineer.
· Test Engineer.
· Technical application support.
	Deliverable List
	Recipients
	Delivery Date
	Delivery Method
	Comments
	Design Database
	Software Engineer team
	Monday of the first week
	Online transfer + USB backup
	
	Design Complete
	System Engineer team
	Friday of the second week
	Online transfer + USB backup
	
	Development Complete
	Testing Engineer team
	Friday of the second week
	Online transfer + USB backup
	
	Website Complete
	Customer
	Monday of the fourth week
	Online transfer + USB backup
	
Figure 2: The deliverable list table.
Figure 3: The schedule table.
Project change management
· A change within the scope of project management is anything that will change or affect the project, task, process, structure, and job function (Jeong et al., 2011). Therefore, only the project manager can decide whether an item can be changed.
· Change requests need to be submitted, monitored and evaluated through communication channels.
Figure 4: The change requests process.
Project communication management
	Type of Communication
	Communication Schedule
	Typical Communication Mechanism
	Who Initiates
	Recipient
	
Status Report
	
Every 3 days
	
Team meeting
	
PM
	Project team and external stakeholders
	Effort Tracking and Schedule Report
	every day
	Email
	Team leader
	PM
	Project Review
	every day
	Face to face
	PM
	Project team
	Risk Mitigation Status
	As mitigation action are finished
	Email
	answerable team member
	PM
	Need Changes
	As changes are accepted
	Email or change control tool
	Both external and internal stakeholder
	Affected project applicants
Figure 5: The communication time table.
Project cost management
· The PM will be answerable for allocating the total budget to every project group, and the leader of each team will be answerable for controlling, monitoring and reporting the budget (Luna-Nevarez & Hyman, 2012).
· The budget report requires to monitoring in the communication channel.
· The program budget and expenditure are shown in the table below.
Project procurement management
· The team leader of each team in the project will post purchase orders to make the project.
· The technical application support team will collect purchase requests, be responsible for the relationship with suppliers, and handle contracts, purchases and other activities (Pennay, 2013).
· The project manager must clarify, evaluate, and accept before the technical application supports team actions.
Project staffing management
Each team will have 2 members and 1 leader; apart from the technical support team, there will be only 2 members (Bourgeon, 2007).
· Software engineer team requirements:
· Have 1 week to complete the work
· Have comprehensive skills in building a website platform.
· Become a professional software engineer when working with the team.
· Develop requirements for the engineer team:
· Has 1 week to complete the work
· Have comprehensive skills in building a website platform.
· Become a professional software engineer when working with the team.
· Test engineer team requirements:
· Has 1 week to complete the work
· Has a comprehensive website platform performance test capability.
· Become a professional software engineer when working with the team.
· Technical support team requirements:
· Need to support all other teams in the project team during the project.
· Will report directly to the PM.
Project stakeholder management
List of project stakeholders:
· Project manager.
· The organization is the owner of the website.
· Suppliers of related materials or other resources.
Employee: 
· The technical support team will be responsible for collecting and reporting stakeholder information for the project leader (Ponnappa, 2014).
· The strategies for managing stakeholders are as follows
 
	Name of key stakeholders
	Strategy to manage
	Interests
	The organization, who is the owner of the website.
	Keep informed
	Supporter
	Suppliers of related materials or other resources.
	Manage closely
	Supporter
	Employees.
	Monitor
	Supporter
Figure 7: The strategy to manage stakeholders of the project.
Project governance
· The project manager will be the person with the highest responsibility in the plan.
· The website owner will have the right to examine the behavior of project manager to ensure that the behavior of the PM is suitable for the scope of the project (Dalcher, 2009).
· The PM and team leader will meet every three days to talk about the task progress of each team and the problems faced by each team, and will communicate and review decisions through the communication channels.
· The project manager and website owner will meet on Fridays every week to discuss the progress of the project.
Second project: Re-development of intranet
Overview
The function of the risk management plan is to record key information about the clean energy regulator Intranet redevelopment to SharePoint 2013 to ensure that the project will be effectively managed from the beginning to the implementation. In order to ensure that the main stakeholders understand and agree with the scope and methods of the project (Lewis, 2013), recommend and approve the recommendations in this document. Some key information included in this risk management plan includes:
· Project Objectives
· Project risk management
· Project schedule management
· Project change management
· Project personnel managemen
· Project governance
The goal of the risk management strategy is to ensure that the development of clean energy regulator intranet is transferred to SharePoint 2013. The business value of this project is that internal employees can use the sharing point 2013 as safe location to organize, store, access and share information on some device (Lewis, 2013).
Project scope management
The scope of project will be defined in WBS statement as the table below
Figure 1: The project WBS roadmap 
To measure the scope of project, we will use 3 steps.
Step 1: Collect needs:
The initial step is to verify the expectations and needs of main project stakeholders to achieve the project goals (Lewis, 2013). Therefore, the project needs to ensure that internal personnel can use SharePoint 2013 as a safe location to store, manage, access, and share data from some device.
Step 2: Explain the scope of the project:
Step second is to develop a PSS. The PSS describes in detail all the content included in the project, as shown below.
· Description of product range.
· Project deliverables.
· Item excluded.
· Project constraints.
· Project vision.
After reaching agreement with major stakeholders, the project scope statement will become the basis for project decision-making.
Project risk management
· Risks will be reported in forms used to report risks, and will be monitored and evaluated through forms and communication channels. Each form that needs to be submitted and answered through communication channels can improve the efficiency of interaction and problem solving (Gladden, 2012).
· In any case, the risk must first be reported to the team leader. If the team leader cannot resolve and has no decision-making authority, the risk is transferred to the project manager for resolution.
Project schedule management
There is a team role list and task schedule, and the main project group roles as well as individuals will assume these roles. The following list will be considered project roles.
· Project Manager
· System engineer.
· Software engineer
· Test Engineer
· Technical application support.
	Deliverable List
	Recipients
	Delivery Date
	Delivery Method
	Comments
	Access to computer systems within the organization.
	Software Engineer team
	In the beginning of the first week
	Online transfer + USB backup
	
	Checking and complete installation Share Point 2013 program.
	System Engineer team
	At the end of the first week
	Online transfer + USB backup
	
	Complete system
	Testing Engineer team
	In the beginning of the first week
	Online transfer + USB backup
	
	Complete
	The organization
	At the end of the second week (Gladden, 2012)
	Online transfer + USB backup
	
Figure 2: The deliverable list table.
Figure 3: The schedule table.
Project change management
· A change within the scope of project management is anything that will change or affect the project, task, process, structure, and job function. Therefore, only the project manager can decide whether an item can be changed (Jakhar, 2016).
· Change requests need to be submitted, monitored and evaluated through communication channels.
· Both external and internal members of the project can issue change requests to make changes when essential, however they need to go throughout the following process.
Figure 4:

Task 2 – Risk Management Strategy Review Instructions to Learners: • This summative assessment can be completed in class or at any other convenient location. • Students are required to complete this...

Answer To: Task 2 – Risk Management Strategy Review Instructions to Learners: • This summative assessment can...

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