Transcript Risk Management - Seneca - School of Information

PRJ566 :
Project Planning and
Management
Project Initiation Document: Scope,
Constraints, Legal, Moral and Ethical
Issues, Risk Management
What is a project?
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temporary—specific timeframe
a goal: a product/service/result (scope)
activities (scope, plan)
resources (scope, plan)
Budget (CBA)
specifications (scope)
A project has:
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Scope
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A plan
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Includes activities/tasks, resources (who does what),
milestones, deadlines, quality assurance
A budget
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Includes the goal of the project
Describes the project perimeter (what deliverables the
project includes)
For human resources and other costs
Risks
Project Challenges
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Common Problems and Causes
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Scope too big (“scope creep”) or not well defined
Tasks take longer than planned (“effort creep”)—
usually due to poor estimating, planning and
management
Developers add “gold plating” (“feature creep”)
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E.g. very flashy user interfaces
Top Reasons for project failure…
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Poor specifications
Poor planning/estimating
Poor risk management of “use of new
technology” risk
Poor project management
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This includes poor communication
Poor risk management of “lack of skills”
risk
In PRJ566 and PRJ666…
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Poor specifications
Poor planning/estimating
Poor risk management of “use of new
technology” risk
Poor project management
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This includes poor communication
Poor risk management of “lack of skills”
risk
Examples
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Ontario’s Welfare Computer System
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“riddled with errors”
Incorrect actions and data (threatening letters
sent to innocent clients)
Very high down time
Workers developed new and creative ways to
“work around” the computer system in order
to get cheques mailed on time
Source: Toronto Star, July 10 & 13/2004
Examples cont’d
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Ontario’s Welfare Computer System
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Cost of down time?
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$2M in lost productivity (16 working days)
Cost of errors?
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$10M to Accenture (a global technology and
outsourcing company) PLUS cost to clients,
workers to fix error that did not allow increases
Source: Toronto Star, July 10 & 13/2004
Examples cont’d
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Ontario’s Welfare Computer System
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The total cost for this system to date--$500M
What it could have been built for--$5M
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(as per Robert Bernecky, Snake Island Research)
Real cost is100 x what it should have cost and far
over budget.
Source: Toronto Star, July 10 & 13/2004
Examples
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Canada’s Gun Registry System
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“significant strategic and management
problems”
Approximately 18 times per day system is
actually used by police forces across Canada –
although the claim is 13,000 per week.
No tracking of whether system has improved
public safety or not
Source: Wikipedia
Examples
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Canada’s Gun Registry System
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Development cost of $15 million website to
interface with firearms registry – hacked
within 30 minutes
Originally to have cost $119 million to
implement, $117 million generated from
licensing fees
Reported in 2002 that by 2004/2005 it would
cost $1 billion with only $140 million
generated from license fees Source: Wikipedia
The Project Life Cycle
Scope
Plan
Execute
Control
Close
The Project Life Cycle
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Scope
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Create a project plan
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Create a baseline “SCOPE” by gathering requirements,
doing analysis
Manage changes to SCOPE
Carry it out and manage it making changes as required
Finish the project
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Lessons learned?
You need to manage
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Scope
Time
Budget
Quality
COMMUNICATION
People
Risks
…and so on
The Pain Curve
Pain
Poor
Scope/Plan
Good
Scope/Plan
Time
Project Initiation Document
Date Submitted:
Team Number:
Team Members:
January 6, 2008
1
Tom Tank / Anna Ko / Connie Long / Lee McKinnon
Project Title:
Client
Information:
Target
Completion Date:
Ms. Freda Energy
(Owner)
Project Initiation Document
Scope of System
being developed:
Functions/features that the will computerize for the client
1. Generate specified forms and reports
 Echocardiography study form
 Vascular study form
Note: Your PID will be
slightly different
 Diagnostic report
 Billing status report
 Patients/physician report
 Pathology tracking report
2. Maintain patient and physician data
 Add/delete/view/print
3. Maintain system security and data integrity
 Maintain/add user access privileges
 Database backup
 Synchronize remote and local databases
 Read/store OHIP health card information
4. Static self-promotional Web site
Project Initiation Document
Scope of System
being developed
(cont’d):
Systems the new system is to be designed to interface with
 No current computerized system
 Manual form/report generation
 Manual storage of patient/physician data as Word 2000
documents
Any special requirements or processing
 OHIP card reader
 Self promotional Web site (targeted to US clients)
 Cross-referencing of data for medical studies (pathology
tracking)
 Mobile access (laptop) with system
Services the team will be providing (include everything that you
should do for the client to put the system into place (e.g. are there
any networking requirements? who will set the network up?)
 Will install the system at both client locations: 111 King Street
and 222 Bloor Street
 Will create a quick update function to allow the client to enter
initial data quickly.
 Will train the client
Constraints
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Constraint is a limitation imposed on motion
or action
Constraints that
apply to the
System
Constraints that apply to the system are factors that restrict how you run
your project, how you build your system, or what methods and tools
(hardware/software) you use. For example, the client might have specific
software that you must use (E.g. Microsoft Access).
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Must use Windows Vista operating system
Must use MySQL database
Software language will be based on the knowledge of the
developers
Risk Management
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A risk is some future happening that results
in a change, either positive or negative, to a
project
Risk is usually associated with a loss which
can be estimated
Estimation is a combination of two factors:
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The probability that the event will occur
The severity of the loss if the event occurs
Risk Management
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As a project manager, need to mitigate
(lessen or eliminate) the risk and reduce the
loss that could occur
Need to identify the risks, identify the
probability they will occur and determine
how the losses can be reduced or eliminated
Goes on throughout the whole life cycle of
the project.
Risk Management
Risk Management
Initiate
Plan
Estimate
Execute
(Re)Schedule
Carry out tasks
Monitor, adjust
For each phase of system development life
cycle (SDLC)
Close
Identifying Risks
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Lack of user involvement
Lack of management support
Poor definition of Scope
Lack of proper planning
Unrealistic expectations
Identifying Risks
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Too much new technology
Lack of required skills
Poor communication
Poor estimating
Poor project management
Risk Symptoms
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You know you are in trouble when:
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Scope starts creeping...
Time starts to slip…critical path!
“This isn’t what I asked for!” (client)
“I’m really busy…can we meet later?” (client)
“By the way…I can’t afford all
that stuff you said you
needed...” (client)
Risk Response Control
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What do you do?
Scope creeps
Time slips
Deliverable
unacceptable
Can’t get hold of
client
Client budget
gone
Review; negotiate
Review estimates, resources
Revise; re-plan
Negotiate; Give something for
client to critique – email?
Renegotiate scope
Risk Symptoms
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You know you are in trouble when:
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“I don’t want to work with HIM/HER…”
(team)
“Oops…this isn’t quite how I thought this
technology would work…”
“I’m too busy to attend the project
management meeting….”
I’m too busy to update the wbs, create the
meeting minutes, update the project
status…”
Risk Response Control
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What do you do?
Team
interaction
problems
Technology
problems
Team members
too "busy"
Revisit contract; team
rules/training; new team
members?
Consult an expert; review plan
Reinstate planning meetings;
Reinstate control;
New project manager?
Risk Response Control
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Risk tracking - part of project status
Risk Assessment
and Planning
In this section list all risks that you may encounter in carrying out
your project. For each risk list how you plan to address it (to either
minimize its impact or to eliminate it).
Note: A risk is a circumstance that exists, or for which there is
evidence that it may occur in the future, that has the potential of
affecting the delivery of the project on time, on budget and with the
agreed upon deliverables.
 Unfamiliar hardware (e.g. card reader)
Remedy: Arrange for training on how to use harware
 Team member inexperience with project scale, development
tools, etc.
Remedy: Provide training to team members and track progress
through weekly project status meetings
Risk Response Control
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Risk
tracking
- part of
project
status
Risk Management
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Can you think of possible risks that could be
encountered in the following types of
Projects?
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Implementing a new POS system in a national
retailer
Implementing a new online trading system for a
financial institution
Moral/Ethical/Legal Issues
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Moral
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Ethics
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concerned with the distinction between right and
wrong
treating of moral questions
science of human behaviour
Legal
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Recognized by law
Moral/Ethical/Legal Issues
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Ethics
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many professions have a code of ethics, e.g.
doctor’s, investment dealers, lawyers, accountants
CIPS standards: http://www.cips.ca/ethics
Ethics and software development:
http://www.ibm.com/developerworks/rational/libr
ary/may06/pollice/index.html
Moral/Ethical/Legal Issues
Moral, Ethical
and Legal Issues
These are issues to consider in minimizing moral or legal
complications during system creation or after system completion.
 All patient data will remain confidential
 Online user names/passwords will be encrypted
 Not responsible for post system implementation data
integrity/loss
 System ownership: System will belong to Super Solutions
Moral/Ethical/Legal Issues
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Can you think of possible moral/ethical/legal
issues that could be encountered in the
following types of Projects?
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Online Clinic
Implementing a new student records processing
system. (Move mainframe-based data to pc
servers available online)
Implementing a new online trading system for a
financial institution