USING THE RISK REGISTER CASE STUDY 3.1 A primary project has a contractual requirement to be able to demonstrate to its customer that an Earned Value Management System (EVMS) is being used to manage the performance on the project. A subproj- ect has been established to conduct the earned value training for a primary project. The objective of the subproject has been established as: "To enable each manager to successfully demonstrate his/her knowledge and use of Earned Value Management policies, procedures, processes, software tools and their respective responsibilities in a formal review of the Project EVMS by the customer. A primary project time line includes the following activities: Day 01 - Contract "go-ahead Day 02 - 20 Develop EV Concepts Policy Day 02 - 20 Develop EV Concepts Training Plan Day 15-20 Identify and Assign fifty (50) managers Day 21 - 25 Review and Approve EV Concepts Training Plan Day 21 -60 Managers Implement EV Management System at lower WBS levels Day 16 - 30 Develop Software Tools Training Plan Day 31 - 35 Review and Approve Software Tools Training Plan Day 41 - 60 Develop EV Concepts Training Day 41 - 60 Develop Software Tools Training Day 41 - 60 Write EV Policy Guide Day 60 - 66 Review and Approve EV Policy Guide Day 65-66 Conduct EV Concepts Training for fifty (50) managers. Day 72 - 76 Conduct "practice" customer review Day 90 - 96 EVMS Review conducted by Customer Identify and enter into the Project Risk Register worksheet any significant risks to meeting the subproject objective. "Significant risks" are those risks that could be expected to be approved". Include in the regis- ter all risk information by the column headings. For the Risk Rating use the Likelihood times the highest Impact Continue the Risk Register form for your answers. The solution to this case study can be found on the Humphreys & Associates, Inc. web site. www.humphreys-assoc.com Risk ID 1 Risk Title Risk Type Description Poor manager Managers do training not understand attendance Eamed Value because they have not taken Threat training Project Risk Register Likelihood Performance Impact Quantitative Qualitativa Quantitative Qualitative Quantitative Qualitative Quantitative Qualitativa Schedule Impact Cost Impact 5 Managers have many 5 Unbrand managers 3 Additional manager Additional manager other job related will be unable to training classes training classes wim reasons to avoid understand of must be scheduled require additional training classes perfon manage resulting in detay project to suces duties and unable of customer's EV to pass manager review interview Puisk Rating USING THE RISK REGISTER CASE STUDY 3.1 A primary project has a contractual requirement to be able to demonstrate to its customer that an Earned Value Management System (EVMS) is being used to manage the performance on the project. A subproj- ect has been established to conduct the earned value training for a primary project. The objective of the subproject has been established as: "To enable each manager to successfully demonstrate his/her knowledge and use of Earned Value Management policies, procedures, processes, software tools and their respective responsibilities in a formal review of the Project EVMS by the customer. A primary project time line includes the following activities: Day 01 - Contract "go-ahead Day 02 - 20 Develop EV Concepts Policy Day 02 - 20 Develop EV Concepts Training Plan Day 15-20 Identify and Assign fifty (50) managers Day 21 - 25 Review and Approve EV Concepts Training Plan Day 21 -60 Managers Implement EV Management System at lower WBS levels Day 16 - 30 Develop Software Tools Training Plan Day 31 - 35 Review and Approve Software Tools Training Plan Day 41 - 60 Develop EV Concepts Training Day 41 - 60 Develop Software Tools Training Day 41 - 60 Write EV Policy Guide Day 60 - 66 Review and Approve EV Policy Guide Day 65-66 Conduct EV Concepts Training for fifty (50) managers. Day 72 - 76 Conduct "practice" customer review Day 90 - 96 EVMS Review conducted by Customer Identify and enter into the Project Risk Register worksheet any significant risks to meeting the subproject objective. "Significant risks" are those risks that could be expected to be approved". Include in the regis- ter all risk information by the column headings. For the Risk Rating use the Likelihood times the highest Impact Continue the Risk Register form for your answers. The solution to this case study can be found on the Humphreys & Associates, Inc. web site. www.humphreys-assoc.com Risk ID 1 Risk Title Risk Type Description Poor manager Managers do training not understand attendance Eamed Value because they have not taken Threat training Project Risk Register Likelihood Performance Impact Quantitative Qualitativa Quantitative Qualitative Quantitative Qualitative Quantitative Qualitativa Schedule Impact Cost Impact 5 Managers have many 5 Unbrand managers 3 Additional manager Additional manager other job related will be unable to training classes training classes wim reasons to avoid understand of must be scheduled require additional training classes perfon manage resulting in detay project to suces duties and unable of customer's EV to pass manager review interview Puisk Rating