...School of Management WEEK 5 make up assignment Submitted in Partial Fulfillment of the Course Requirements for Project Risk Management PROJ 595 November 29, 2013 To ensure that risks remains effectively managed throughout the project, ATOM provides a series of risk reviews. These risk reviews are major and minor risk reviews. Major risk reviews usually takes place at key points during the project, either at the beginning of a new phase or a significant milestone within a phase, but they do not happen enough to ensure that assessment of risk exposure remains current. Minor risk reviews on the other takes place in line with the normal reporting regime of the project. The ATOM major review aims to review all current risks and any other risk raised since the last formal review, identify new risks, update the risk register, produce a full report and periodic reporting information for the project progress reports and progress meetings, and check the effectiveness of current risk management process. The ATOM minor review on the other hand aims to review the most significant current risks, and all draft risks raised since the last formal review, identify new risks, update the risk register, produce a summary risk report and periodic reporting information for project progress reports and progress meetings. Post project review is conducted to create a body of knowledge and experience on which the project team can draw in order to benefit future projects. It...
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...Course Project Paper Part II Salvage CSS Georgia Branden Pevear Keller Graduate School of Management PROJ 595 Willie “Alex” Hosch 11AUG15 Table of Contents Table of Contents 2 Introduction 3 Decision Tree Analysis 3 Discussion of Decision Tree 3 References 7 Introduction The expanding of the shipping waterway in Savannah, Georgia, won't be dredging up just mud, silt, and sand, it will be raising up a link to the past: an “iron-sided” ship that secured the city of Savanah during the Civil War. That was until the ship was deliberately scuttled so it would not fall into Union military hands at the end of the war. The raising and removal of the CSS Georgia is an essential federal, and state proposal that includes the increasing the channel depth to 50 feet. This increase of depth is to permit the larger cargo ships access to come into the harbor without relying on the schedule of the tides. In order for that channel depth increase, the CSS Georgia needs to be removed from its sunken position and moved to a salvagable location for furture use. U.S. Navy divers will need to take exceptional caution because of the strong likelihood that live ammunition and powder are still inside the wreckage. Risk Management Planning The program manager directing the slavage project group and the project stakeholders will, in accordance with ATOM (David Hillson, 2012), assure that the risks are recognized, and peoperly managed through the lifecycle of the salvage project. Hazards...
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...Course Project Paper Part I Project – State-of-the-art student union DeVry University / Keller Graduate School of Management PROJ-595-63126: Project Risk Management March 25th, 2016 Professor: Dr. Jayaram Madireddy Contents 1. Introduction 3 2. Risk Managment 4 3. RISK ACCESSMENT…….……………………………………………………..10 4. Conclusion 12 5. References 13 1. Introduction “This project is to introduce a new construction facility to house a state-of-the-art student union for MSOE, focusing on sustainability, green technologies, and renewable energy”. The Campus Center, or “CC” at Milwaukee School of Engineering (MSOE) is currently home to the student bookstore, administrative offices, a small café, a variety of classrooms for different disciplines, and a third-floor lounge area for students to gather to study or relax (Milwaukee School of Engineering, 2016). This aging building has served MSOE well for many years, but the growing school requires a proper student union to remain competitive with other top ranked schools in the Midwest. This project will provide a new construction facility to house a state-of-the-art student union for MSOE, focusing on sustainability, green technologies, and renewable energy sources to showcase the commitment of MSOE to the future health and well being of the Milwaukee area. 2. Risk Management Planning When analyzing the risks that takes place during the project planning phase. what is...
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...Risk Paper #2 Case Study – Tender Evaluation Marjorie Spitz Keller Graduate School of Management PROJ 595- Project Risk Management Instructor: Professor Bill Lewis Week 7 Date: April 20, 2013 Introduction In a tender evaluation process, it is vital to identify, assess and quantify risks that might be associated with the tender. According to Cooper, Grey, Raymond and Walker (2005), risk management is vital in the tender evaluation process, because risks associated with specific tender responses are identified at an early stage, so they can be addressed explicitly in the tender evaluation. The high-risk areas on which the greatest attention and effort should be focused in the evaluation of tender responses are identified. (Managing Risk in Large Projects and Complex Procurements.Ch.13, pg 148). The goal of this paper is to compare and contrast the two phases of the case study Tender Evaluation. “Phase 1 is concerned with establishing a baseline against which tenders can be assessed, prior to bids being received. Phase 2 compares each submitted tender offer with the baseline, to develop a comparative risk assessment for each one.”(Cooper, Grey, Raymond and Walker, 2005). Both phases are important in order to understand the risks during the tender evaluation process. ...
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...PM 595-Project Risk Management November 2010-Section A Project Part I Grayson Cash TCO A Identifying Project Risks The process for risk identification for a second Oresund Bridge would involve plan for risk management. This would involve first the secure risk management plan in place. This would involve meetings to clearly define the scope of the project. A second bridge and its usefulness, cost, and scheduling will be primary factors of interest. But another area would be in the enterprise environmental factors. These factors specifically are organizational structure, government/industry standards, infrastructure*, existing human resources, company work authorizations, stakeholder risks, and project information systems. The meetings would be to ensure that the risk management plan was consistent with the scope and in alignment with the desired results. It would also allow for brainstorming, document reviews, the Delphi technique, interviewing of key stakeholders, SWOT analysis, risks checklists, assumption analysis, diagramming techniques, cause and effect, and influence diagrams. Next, would be the process to meet to discuss the risks attributed with the management areas. The risks to scope, schedule, and cost. Considering the past project as a lessons learned, there were benefits that could be utilized that can limit the risks. The risks particularly associated with the second Oresund Bridge project is in its infrastructure. There are presently...
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...A Project Report On Chad-Cameroon Petroleum Development and Pipeline Project Submitted by Group 06 Madhukar Rathod -300683322 Ravi Joshi -300700707 Varin Furia -300698168 Under the Guidance of Prof. Farhad Moayeri Centennial College School of Business Academic Year 2012-2013 Letter of Transmittal Group 06 Centennial College, Section 102, PMGT-729 School Of Business Centennial College, Progress Campus Scarborough, Ontario M1G 3T8 November 27th, 2012 Prof. Farhad Moayeri Professor, PMGT-729 School Of Business Centennial College, Progress Campus Scarborough, Ontario M1G 3T8 Respected Farhad Moayeri, We submit herewith the term report of our project entitled “Chad and Cameroon Petroleum Development and Pipeline Project”. The report was performed in group and the main reason of doing the same was to understand, explore, analyze and compare the past international project. This report includes all the documents which we need to submit for our project. We received full cooperation from the Professor. We are thankful to you for giving us such a valuable project in which we can use our knowledge and skills which we learned from our course. Please accept the report as the fulfillment of the course activity. Sincerely, Group number 6: Madhukar Rathod 300683322 Varin Furia 300698168 Ravi Joshi ...
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...12150 E. Briarwood Ave., Suite 202 Centennial, CO 80112 USA Phone: (303)740-1999 FAX: (303)740-1990 www.geotech.com Data Management ( GIS ( Graphics ( Internet Implementing an environmental data management system (EDMS) or a geographic information system (GIS) is a business decision that will provide both tangible financial benefits as well as intangible technical and subjective benefits. This document highlights some of the benefits that our clients have seen from implementing Enviro Data and Enviro Spase. We will first report specific cost savings that have been reported by clients, and apply these financial benefits to several scenarios. We will then discuss the intangible benefits, both technical and subjective, of installing an EDMS or GIS system. Finally, we will help you calculate the specific financial benefits for your company, and provide thoughts about recovering the cost. Specific Cost Savings for Enviro Data Implementation One Enviro Data user at a large industrial company reported that her time to process electronic deliverables from laboratories decreased from 30 minutes to 5 minutes per file after they implemented and enforced a data transfer standard and a closed-loop reference file system so that the laboratories delivered clean data. Since the data administrator was handling about 300 files a year, this translates to 125 hours per year saved, for cost savings of almost $6,000 per year just for that one task. Additional...
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...Page Course Project Part II Military Retirement Ceremony Keller Graduate School of Management PROJ 595 – Project Risk Management Phillip Thatcher October 24, 2014 Edward Yerington TABLE OF CONTENTS Project Risks for Planning a Military Retirement Ceremony Course Project Part I ………………………………………………………………………………………….3,4,5,6,7,8,9 Introduction……………………………………………………………………………………………………………………………10 Decision Tree Analysis……………………………………………………………………………………………………………11 Discussion of Decision Tree…………………………………………………………………………………………………..12 Fault Tree……………………………………………………………………………………………………………………………….13 Discussion of Fault Tree………………………………………………………………………………………………………..14 Conclusions…………………………………………………………………………………………………………………………….15 Works cited…………………………………………………………………………………………………………………………….16 Introduction The Project Manager or the Commanding Officer of this project is responsible for the implementation of the Project Risk Management Plan. A formal detailed plan is required for these large complex and high-risk projects. These projects require a specified treatment plan to monitor and control risk. However, for smaller less complicated projects the risk plan is usually combined into the daily operations of the project tasks. In which I will assign to the appropriate sections. Such was the case for the planning a Military Retirement Ceremony. This report will discuss how risk were identified, prioritized and monitored for the project of planning of...
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...Risk Management Computer Network Charles Watson PROJ/595 James Hiegel Table of Contents Project Scope…………………………………………………… Pages 1-9 WBS…………………………………………………………….. Page 10 Risk Management Plan…………………………………………. Pages 10-14 References………………………………………………………. Page 15 Project Scope Project Scope Statement Project Name | Computer Network | Project Number | | Project Manager | Charles Watson | Prioritization | | Owner(s) | Charles Watson | Statement of Work—Project Description andProject Product | Updating the network will allow the company to have a more reliable network infrastructure as well as the ability to become more scalable. High deliverables for the project include; what software (NOS, Computer OS, anti-virus, and applications, firewalls) is needed, what hardware (computers, servers, cables, routers, VOIP, firewalls), is needed, documentation, budget, scheduling, planning. I plan on completing this project using a team of four people that are highly knowledgeable in computer networks as well as computer systems. 1. The first step is to determine what antivirus software is needed or if the current one is sufficient, but to just a newer version of what is already installed. To determine if the current one can be updated, it has to be compatible with updates to the server such as the OS, NOS. With confidential information, it is imperative that the antivirus/firewall software and firewall hardware can handle the possibility of network intrusions...
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...Table of Contents Executive Summary 2 1 The Major Problems in the Case 3 1.1 Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the...
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...International Journal of Project Management 26 (2008) 591–600 www.elsevier.com/locate/ijproman Managing public–private megaprojects: Paradoxes, complexity, and project design Alfons van Marrewijk a,* , Stewart R. Clegg b,1 , Tyrone S. Pitsis b,2 , Marcel Veenswijk a,3 a b Department of Culture, Organization and Management, Faculty of Social Science, Vrije Universiteit, De Boelelaan 1081, 1081 HV Amsterdam, The Netherlands ICAN Research Center, Faculty of Business, University of Technology, Sydney, PO Box 123, Broadway NSW 2007, Sydney, Australia Received 1 March 2007; received in revised form 25 July 2007; accepted 20 September 2007 Abstract Recent studies show that despite their growing popularity, megaprojects – large-scale, complex projects delivered through various partnerships between public and private organisations – often fail to meet costs estimations, time schedules and project outcomes and are motivated by vested interests which operate against the public interest. This paper presents a more benign and theoreticallygrounded view on what goes wrong by comparing the project designs, daily practices, project cultures and management approaches of two recent megaprojects in The Netherlands and Australia, showing how these projects made sense of uncertainty, ambiguity and risk. We conclude that project design and project cultures play a role in determining how managers and partners cooperate to achieve project objectives to a greater...
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...PROJ 595 | Table of Contents Introduction 2 Scope 2 Risk Identification 3 Negative Risk Analysis 4 Positive Risk Analysis 10 Decision and Fault Tree Introduction 17 Decision Tree 18 Decision Tree Discussion 18 Fault Tree 19 Fault Tree Discussion 20 Conclusion 20 Works Cited 22 Introduction I will be conducting a risk management plan for the construction of a large scale Ashley furniture store. This plan will identify both positive and negative risks, and will include their probability, impact, risk ranking number and color code and proactive ad reactive response plans. The process of how these risks were identified will be discussed as well as how they were ranked. With any large scale commercial project comes many risks. There can also be multiple strategies to mitigate or avoid certain risks for example and these plans will also be discussed in individual detail. Scope The project will consist of the construction of a 100k sq. ft. facility to house a new Ashley Furniture Store. The facility will be laid out into the following departments; master bedrooms, kids bedrooms, dining rooms, living rooms, entertainment rooms, kitchens, bedding, and foyer with a designated amount of space for each. Each section will have up to five ceiling lights and five receptacles. Two male, two female and two handicap restrooms will be located in the rear western corner, the front door will face south, and the storage area will be adjacent to...
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...11 Project risk management Planning for the unknown Gee whiz, Bobby! What if these ropes break? Don’t worry, Sally! I took care of it with risk planning. You can swing away without a care in the world! Even the most carefully planned project can run into trouble. No matter how well you plan, your project can always run into unexpected problems. Team members get sick or quit, resources that you were depending on turn out to be unavailable—even the weather can throw you for a loop. So does that mean that you’re helpless against unknown problems? No! You can use risk planning to identify potential problems that could cause trouble for your project, analyze how likely they’ll be to occur, take action to prevent the risks you can avoid, and minimize the ones that you can’t. this is a new chapter 543 risks might occur What’s a risk? There are no guarantees on any project! Even the simplest activity can run into unexpected problems. Any time there’s anything that might occur on your project and change the outcome of a project activity, we call that a risk. A risk can be an event (like a fire), or it can be a condition (like an important part being unavailable). Either way, it’s something that may or may not happen... but if it does, then it will force you to change the way you and your team will work on the project. If your project requires that you stand on the edge of a cliff, then there’s a risk that you could fall. If it’s very windy out or the ground is...
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...Includes Over Two Hours of Bonus Audio on the CD Includes Real-World Scenarios and Leading-Edge Exam Prep Software Featuring: Updated for the Project Management Body of Knowledge (PMBOK® Guide), Fourth Edition • Custom Test Engine • Hundreds of Sample Questions • Chapter Review in Audio Format • Electronic Flashcards • Entire Book in PDF PMP Fifth Edition SERIOUS SKILLS. ® Project Management Professional Exam STUDY GUIDE Kim Heldman Project Management Professional Exam Study Guide Fifth Edition PMP ® Project Management Professional Exam Study Guide Fifth Edition PMP ® Kim Heldman Acquisitions Editor: Jeff Kellum Development Editor: Alexa Murphy Technical Editors: Terri Wagner and Brett Feddersen Production Editor: Christine O’Connor Copy Editor: Judy Flynn Production Manager: Tim Tate Vice President and Executive Group Publisher: Richard Swadley Vice President and Publisher: Neil Edde Project Manager 1: Laura Moss-Hollister Associate Producer: Angie Denny Quality Assurance: Josh Frank Book Designers: Judy Fung, Bill Gibson Compositor: Craig Woods, Happenstance Type-O-Rama Proofreader: Publication Services, Inc. Indexer: Nancy Guenther Project Coordinator, Cover: Lynsey Stanford Cover Designer: Ryan Sneed Copyright © 2009 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-45558-6 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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