Transcript Chapter 1: The Nature of Information Technology Projects

Information Technology
Project Management
by Jack T. Marchewka
Power Point Slides by Richard Erickson, Northern Illinois University
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Chapter 8 – Managing Project Risk
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Chapter 8 Objectives
• Describe the project risk management
planning framework introduced in this chapter.
• Define risk identification and the causes,
effects, and integrative nature of project risks.
• Apply several qualitative and quantitative
analysis techniques that can be used to
prioritize and analyze various project risks.
• Describe the various risk strategies, such as
insurance, avoidance, or mitigation.
• Describe risk monitoring and control.
• Describe risk evaluation in terms of how the
entire risk management process should be
evaluated in order to learn from experience
and to identify best practices.
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The Baseline Project Plan is
based on:
• Our understanding of the current
situation
• The information available
• The assumptions we make
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“Although no one can predict the
future with 100 percent accuracy,
having a solid foundation , in
terms of processes, tools, and
techniques, can increase our
confidence in these estimates.”
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Common Mistakes in Managing
Project Risk
• Not Understanding the Benefits of Risk
Management
• Not Providing Adequate Time for Risk
Management
• Not Identifying and Assessing Risk
Using a Standardized Approach
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Effective and successful project
risk management requires:
• Commitment by all stakeholders
• Stakeholder Responsibility
– each risk must have an owner
• Different Risks for Different Types of
Projects
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PMBOK Processes of Risk
Management
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Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
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IT Project Risk Management
Planning Process
• PMBOK definition of Project Risk
– An uncertain event or condition that, if it occurs, has
a positive or negative effect on the project
objectives.
• PMBOK definition of Project Risk Management
– The systematic process of identifying, analyzing, and
responding to project risk. It includes maximizing the
probability and consequences of positive events and
minimizing the probability and consequences of
adverse events.
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IT Project Risk Management Process
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IT Project Risk Management
Planning Process
• Risk Planning
– Requires a firm commitment to risk
management from all project stakeholders
– Ensures adequate resources to plan for and
manage risk
– Focuses on preparation
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IT Project Risk Management
Planning Process
• Risk Identification of:
– Threats and opportunities
– Causes and effects of each risk
– Effective strategies for and responses to
risk
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IT Project Risk Management
Planning Process
• Risk Assessment
– What is the likelihood of a particular risk
occurring?
– What is the impact on the project if it
does occur?
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IT Project Risk Management
Planning Process
• Risk Strategies
– Accept or ignore the risk
– Avoid the risk completely.
– Reduce the likelihood or impact of the
risk (or both) if the risk occurs.
– Transfer the risk to someone else (i.e.,
insurance).
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IT Project Risk Management
Planning Process
• Risk Monitoring and Control
• Risk Response
• Risk Evaluation
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–
–
–
How did we do?
What can we do better next time?
What lessons did we learn?
What best practices can be incorporated in
the risk management process?
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IT Project Risk Framework
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Identifying IT Project Risks
• Tools and Techniques
–
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Learning Cycles
Brainstorming
Nominal Group Technique (NGT)
Delphi Technique
Interviewing
Checklists
SWOT Analysis
Cause and Effect Diagrams
Past Projects
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Identifying IT Project Risks
• Nominal Group Technique (NGT)
– a. Each individual silently writes her or his ideas on a piece of
paper
– b. Each idea is then written on a board or flip chart one at a
time in a round-robin fashion until each individual has listed all
of his or her ideas.
– c. The group then discusses and clarifies each of the ideas.
– d. Each individual then silently ranks and prioritizes the ideas.
– e. The group then discusses the rankings and priorities of the
ideas.
– f. Each individual ranks and prioritizes the ideas again.
– g. The rankings and prioritizations are then summarized for the
group.
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SWOT Analysis
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Cause and Effect Diagram
• Identify the risk in terms of a threat or
opportunity.
• Identify the main factors that can cause
the risk to occur.
• Identify detailed factors for each of the
main factors.
• Continue refining the diagram until
satisfied that the diagram is complete.
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Cause and Effect Diagram
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Risk Analysis and Assessment
• Qualitative Approaches
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Expected Value – probability weighted sum
Payoff Table
Decision Trees
Risk Impact Table
Tusler’s risk classification scheme
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Expected Value of a Payoff Table
Schedule Risk
A
Probability
B
Payoff (in 000s)
A+B
Prob. * Payoff
Project completed
20 days early
5%
$200
$10
Project completed
10 days early
20%
$150
$30
Project completed
on schedule
50%
$100
$50
Project completed
10 days late
20%
$ --
$ --
Project completed
20 days late
5%
$ (50)
$ (3)
100%
$88
Expected Value
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Decision Tree Analysis
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Tusler’s Risk Classification Scheme
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Risk Analysis and Assessment
• Quantitative Approaches
– Discrete Probability Distributions
• Binomial
– Continuous Probability Distributions
• Normal
• PERT
• Triangular
– Simulations
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Binomial Probability Distribution
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Normal Distribution
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Normal Distribution
• shape is determined by its mean (µ) and
standard deviation ()
• Probability is associated with area under the
curve.
• Since the distribution is symmetrical, the
following probability rules of thumb apply
– About 68 percent of all the values will fall between
+1  of the mean
– About 95 percent of all the values will fall between
+2  of the mean
– About 99 percent of all the values will fall between
+3  of the mean
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PERT Distribution
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PERT Distribution
• PERT distribution uses a three-point
estimate where:
– a denotes an optimistic estimate
– b denotes a most likely estimate
– c denotes a pessimistic estimate
• PERT Mean = (a + 4m + b) / 6
• PERT Standard Deviation = (b - a) / 6
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Triangular Distribution
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Triangular Distribution
• uses a three-point estimate similar to the
PERT distribution where:
– a denotes an optimistic estimate
– b denotes a most likely estimate
– c denotes a pessimistic estimate
• weighting for the mean and standard deviation
are different from PERT
– TRIANG Mean = (a + m + b) / 3
– TRIANG Standard Deviation =
[((b-a)2 + (m-a)(m-b)) /18]1/2
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Simulations
• Monte Carlo
– a technique that randomly generates
specific values for a variable with a specific
probability distribution.
– goes through a specific number of iterations
or trials and records the outcome.
– @risk
• Sensitivity Analysis
– Tornado Graph
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Risk Simulation Using @Risk for
Microsoft Project
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Output from Monte Carlo Simulation
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Cumulative Probability Distribution
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Sensitivity Analysis Using a
Tornado Graph
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Risk Strategies
• Function of:
– The nature of the risk itself
– The impact of the risk on the project’s MOV
and objectives
– The project’s constraints in terms of scope,
schedule, budget, and quality
– requirements
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Risk Strategy Alternatives
• Accept or Ignore
– Management Reserves
– Contingency Reserves
– Contingency plans
• Avoidance
• Mitigate – Reduce likelihood and/or
impact
• Transfer – e.g. insurance
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Risk Response Plan should include:
• The project risk
• The trigger which flags that the risk has
occurred
• The owner of the risk (i.e., the person or
group responsible for monitoring the risk and
ensuring that the appropriate risk response is
carried out)
• The risk response based on one of the four
basic risk strategies
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Risk Monitoring and Control
• tools for monitoring and controlling
project risk
– Risk Audits by external people
– Risk Reviews by internal team members
– Risk Status Meetings and Reports
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Project Risk Radar
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Risk Response and Evaluation
• lessons learned and best practices help us to:
– Increase our understanding of IT project risk in
general.
– Understand what information was available to
managing risks and for making
– risk-related decisions.
– Understand how and why a particular decision was
made.
– Understand the implications not only of the risks but
also the decisions that
– were made.
– Learn from our experience so that others may not
have to repeat our mistakes.
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