...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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...Young BUS 519 Project Risk Management May 13, 2012 Abstract This paper pertains to the Dabhol power project case regarding the risks and the causes of the risks that the project faced during this project. A Risk Breakdown Structure (RBS) was done to identify main project categories for further analysis. A Risk Breakdown Structure (RBS) includes all possible sources of risk listed as risk categories to make it easier to identify them to key stakeholders. From the RBS, a prioritized risk list was developed in order to identify those risks associated with the project that would require response plans. The methods for analyzing risks for prioritization include qualitative and quantitative risk analysis. This paper further explains quantitative and qualitative analysis. As a result of the analysis, a risk priority list was developed reflecting the top three risks from the RBS. Those top three risks are identified from the technical, management, and commercial categories of the RBS. And finally, this paper describes the nature of the three risks in addition to the significance of each one to the Dabhol project success. A Risk Breakdown Structure (RBS) includes all possible sources of risk listed as risk categories to make it easier to identify them to key stakeholders. The main categories of risks are assessed for the Dabhol project in the following RBS: RBS LEVEL 0 | RBS LEVEL 1 | RBS LEVEL 2 | 0. PROJECT RISK | 1. TECHNICAL RISKS | 1.1 Scope...
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...Risk Factor Analysis— A New Qualitative Risk Management Tool John P. Kindinger, Probabilistic Risk and Hazards Analysis Group, Los Alamos National Laboratory John L. Darby, Probabilistic Risk and Hazards Analysis Group, Los Alamos National Laboratory Introduction Project risk analysis, like all risk analyses, must be implemented using a graded approach; that is, the scope and approach of the analysis must be crafted to fit the needs of the project based on the project size, the data availability, and other requirements of the project team. Los Alamos National Laboratory (LANL) has developed a systematic qualitative project risk analysis technique called the Risk Factor Analysis (RFA) method as a useful tool for early, preconceptual risk analyses, an intermediate-level approach for medium-size projects, or as a prerequisite to a more detailed quantitative project risk analysis. This paper introduces the conceptual underpinnings of the RFA technique, describes the steps involved in performing the analysis, and presents some examples of RFA applications and results. project activity flow chart to help organize the RFA. The flow chart defines the tasks to be modeled and their interrelationships for the project schedule analysis. WBS and schedule tasks may be consolidated and/or expanded to explicitly highlight those tasks and influences that are expected to have a significant technical risk and/or significant uncertainty in schedule or cost performance. The flow chart is developed...
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...Name Course Institution Affiliated Difference between accountability and blame Human beings possess different ways of looking at things and therefore give different ideas non similar approaches due to their divergent points of view. People find it hard on the other hand to find their counterparts accountable since of difficulties in interpersonal communication. Another danger gets into the picture as people try hard avoiding situations where they blame other people and as a solution to this they tend to avoid communicating with the affected people. (Garrett, 1967).Problem causes should be pointed out therefore, without any adore and their root causes found out. This though will take time as serious conversations will need to be held in order to make them completely aware of their accountability roles and obligations. When accountability seeks to determine the objective of a given problem, blames ignores and do not undertake to find out the root cause of some problems. Accountability will therefore, undertake to align organizational objectives with some actions such as wanting some people out of the organization due to non accountability issues. Accountability will seek avoid countermeasure decisions that blames will encourage. (Garrett, 1967). Accountability will seek to find out the actual facts through understanding of the problem at hand. It also tends to disregard the reported or second hand information and data...
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...Applying Risk Management Table of Contents 1 Introduction 2 2 Aspect 1: Risk Analysis 2 3 Aspect 2: Risk Monitoring and Control Stage 3 4 Conclusion 5 5 Reference 6 1 Introduction In our attempt to cover all areas of the Risk Management process within such a small time frame, some areas of this Project Management principal were briefly covered or overlooked. In my opinion the following two key aspects could have been better managed by our group towards the contribution of the final presentation: • Risk Analysis Stage within the Risk Management Cycle (Refer to Figure 1 and 2) and, • Risk Monitoring and Control Stage (Refer to Figure 1 and 2). 2 Aspect 1: Risk Analysis In our final video submission we specifically focused on one of the two methods used to undertake Risk Analysis, which was qualitative. The qualitative approach is the most used method due to its usually rapid and cost effective means of establishing priorities for Risk Response Planning (PMBOK,2004), thus the reason for our focus. But there are two problems with this approach first their meaning can be widely interpreted and secondly you cannot do much with them except to have biased rules about combining them and taking this as an indicator of the overall significance of the risk.(Department of Commerce, 2004) The Quantitative method is the other technique used in Risk Analysis which was only briefly mentioned in the final presentation due to reasons discussed...
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...Sizing…………………………………………………………….…………..4 Stakeholder Analysis……………………………………………………….…….…5 RBS……………………………………………………………….………………….6 Probability-Impact Matrix……………………………………….…………………7 Risk Register…………………………………………………….….………………..8 Summary Risk Report……………………………………….…….………………..10 Conclusion…………………………………………………….…………………..…11 Reference Page………………………………………………….…………………...12 Appendices……………………………………………………………………..……13 Top Risk, Actions and Owners & Probability-Impact Matrix Prepared by: Adrian Martinez, George Ogaja, and Daniel Matos Approved by: Professor Festus Elleh Introduction This document is the Risk Management Plan for the Wi-Fi Service at DFW Terminals Project, defining the risk management process to be employed throughout the life of this project. The Dallas/Ft. Worth International Airport and AT&T have joined efforts to provide free Wi-Fi services across four DFW Terminals (Terminals A through D). Customers will be able to access the complimentary Wi-Fi service by the beginning of September 2015. Dallas/Ft. Worth International Airport has contracted out its infrastructure cable built out to Real Services Inc. DFW Airport, AT&T and Real Services Inc., will plan, execute and complete the backbone cabling within the allotted time. This document has been created to assist in ensuring that the project gets completed on time. The document also contains several methodologies that will be used and implemented by the team. Several risks will be identified and will be registered...
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...1.2 PROJECT PLANNING The software project management process begins with the set of activities that are collectively called project planning. The objective of software planning is to provide a framework that enables administrator to make reasonable estimates of resources, cost and schedule. • MILESTONES AND DELIVERABLES Management needs information as software is intangible, this information can only be provided as documents that describe the state of the software being developed without this information it is impossible to judge progress and schedules cannot be updated. Milestone is an end point of the software process activity Month Starting Date Ending Date Days Project Work Milestone 1 July 1/7/2015 10/7/2015 10 Search problems...
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...A Risk Analysis for Information Security and Infrastructure Protection Special Topics in Criminology and Criminal Justice Columbia Southern University January 03, 2012 A Risk Analysis for Information Security and Infrastructure Protection OBJECTIVE The sole purpose for performing a risk analysis for IT systems is to ensure businesses and or organizations, whether small or large to accomplish its missions by better securing the IT systems that store, process, or transmit organizational information. The primary function of risk analysis is to identify and correct the vulnerabilities and threats of an IT system. It enables management to make well-informed risk management decisions and justify the spending that is part of an IT budget. This also assists management in authorizing or accrediting the IT systems based on the performance results of a risk analysis. TARGET AUDIENCE Risk analysis will encompass a basic guide for experienced and inexperienced, technical and non-technical personnel who support or use risk analysis for their IT systems. This will included a detail listing and job description of personnel based on the National Institute of Standards and Technology (NIST) research: Senior management and mission owners make decisions about the IT security budget, and they ensure the implementation of risk management for agency systems and the security provided for the IT systems. The Designated Approving Authority (DAA) is responsible...
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...T e c h n i c a l n o T e s a n d M a n u a l s Operational Risk Management and Business Continuity Planning for Modern State Treasuries Ian Storkey Fiscal Affairs Department I N T e r N A T I o N A l M o N e T A r y F U N D INTerNATIoNAl MoNeTAry FUND Fiscal Affairs Department Operational Risk Management and Business Continuity Planning for Modern State Treasuries Prepared by Ian Storkey Authorized for distribution by Sanjeev Gupta November 2011 DISCLAIMER: This Technical Guidance Note should not be reported as representing the views of the IMF. The views expressed in this Note are those of the authors and do not necessarily represent those of the IMF or IMF policy. JEL Classification Numbers: Keywords: H12, H60, H63, H83 business continuity, disaster recovery, business continuity and disaster recovery plan, operational risk, operational risk management, treasury operations ian@storkeyandco.com Author’s E-Mail Address: TECHNICAL NoTEs ANd MANUALs Operational Risk Management and Business Continuity Planning for Modern State Treasuries Prepared by Ian Storkey This technical note and manual (TNM)1 addresses the following main issues: • What is operational risk management and how this should be applied to treasury operations. • What is business continuity and disaster recovery planning and why it is important for treasury operations. • How to develop and implement a business continuity and disaster recovery plan using a six practical-step...
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...Introduction Risk management is the process of identifying vulnerabilities and threats to information resources used by a company in reaching business objectives and deciding what measures to take in reducing risk to an acceptable level. An effectual risk management process is an essential component of a successful IT security program. The paramount goal of an organization's risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets. With that in mind, the risk management process should not be treated primarily as a technical function by IT experts, but rather as an essential management function of the organization. The objective of performing risk management is to enable the organization to accomplish its mission(s) (1) by better securing the IT systems that store, process, or transmit organizational information; (2) by enabling management to make well-informed risk management decisions to justify the expenditures that are part of an IT budget; and (3) by assisting management in authorizing (or accrediting) the IT systems on the basis of the supporting documentation resulting from the performance of risk management . “Effective risk management begins with a clear understanding of the organization's appetite for risk2. This drives all risk management efforts and impacts future investments in technology. Risk management encompasses four key elements: Risk identification, risk mitigation, risk acceptance...
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...It is the policy of Fay Servicing, LLC (“Fay”) to define the risk management requirements to protect the confidentiality, integrity and availability of its Information Resources. To accomplish this task, a formal Information Security Risk Management Program has been established as a component of the Organization's overall risk management policy and is an integral part of Fay’s Information Security Program to ensure that Fay is operating with an acceptable level of risk. The Information Security Risk Management Program is described in this Policy. 2. Overview Risk Management is the continuous process which allows Fay’s business owners to balance the operational and economic costs of protective measures while achieving gains in mission capability,...
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...SECURITIES ANALYSIS AND PORTFOLIO MANAGEMENT Centre Name: M S Ramaiah School of Advanced Studies Course Name: MBA in Finance and Accounting Name of the Student : Biju Govind M Student Registration No : HMB0909008 Module Leader at MSRSAS : Prof. Uday Kumar Jagannathan FULL TIME 2009 BATCH M. S. Ramaiah School of Advanced Studies New BEL Road, Gnanagangothri Campus, MSR Nagar, Bangalore-560 054 Tel: 23605539 / 23601983 / 2360 4759. Fax: 2360 1923 website: http://www.msrsas.org |M. S. Ramaiah School of Advanced Studies | |Postgraduate Engineering and Management Programme- Coventry University (UK) | |Assessment Sheet | |Department |Management Studies | |Course |MBA in Finance and Accounting |Batch |Full-Time 2009 | |Module Code |ACF 505 |Module Title |Securities Analysis and Portfolio Management | |Module Leader |Prof. Uday Kumar Jagannathan |Module Completion Date |23-07-2010 | ...
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...Analysis of external and internal risks in project early phase Authors: Alquier A.M. Cagno E. Caron F. Leopoulos V. Ridao M.A. Abstract During the early “conceptual” phase of a project life-cycle – considering for instance a competitive bidding process when a request for bidding has been received by an engineering & contracting company and the decision to bid has been made – the main objective of the proposal manager is to achieve an effective trade-off between the bid competitive value on the side of the client expectations and the project baseline in term of time/ cost / performance constraints on the side of the utilisation of the internal resources. Since project final performance depends primarily on risk analysis and management, a “risk driven approach” to Project Management appears to be necessary, particularly during the project early phase when only scarce information is available and contractual obligations are to be taken. In this context, both “internal” risk (e.g. probability of cost overrun) and “external” risk (e.g. probability of winning) must be taken into account. The paper presents the PRIMA (Project RIsk Management - IST-1999-10193) research project aiming at implementing such a “risk driven approach” to Project Management through the development of a Risk Management Corporate Memory and a Decision Support System allowing for collecting, storing, sharing, using company knowledge both in terms of data records and experts knowledge in order to improve...
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...Program Management Strategy Developed by: Brian James GenRay Inc. 2012- 2013 GenRay HRIS Program Management Strategy Developed by: Brian James Table of Contents GenRay’s hris project management tool Matrix Template 2 RMGT Task 1 - Section Overview 2 GenRay’s hris project management tool Matrix 2 GenRays Project Charter - HRIS project 2 genray HRIS Program Purpose 2 GEnRay HRIS Program Description 2 genray hris target state overview 2 GenRay HRIS PROGRAM BACKGROUND 2 Genray hris Success Criteria 2 GenRay hris Project Objectives 2 Genray estimated Funding 2013-2014 2 genray hris Acceptance Criteria 2 Genray HRIS Approval Requirements 2 Genray HRIS Project Manager 2 Genray HRIS Authorize Authority 2 Accountable Genray HRIS Executive 2 Genray hris goverance and decision bodies 2 genray hris Key External Processes 2 Genray HRIS Milestones and Deliverables 2 genray hris Milestone / Schedule 2 genray hris Charter Expiration 2 genray hris charter/ scope/ project plan Approval 2 GenRays HRIS Project Scope 2 Project Scope Description 2 genray hris target state overview 2 GenRay HRIS Integration Plan 2 Genray hris CUSTOMER REQUIREMENTS 2 Genray hris Statement of Work (sow) 2 genray hris Background 2 Genray hris Tasks and Deliverables 2 SOW Task 1 - Project Management 2 genray hris Project Management Deliverables - sow 2 SOW Task 2- Process Change Management 2 SOW Task 3 - Technical Infrastructure 2 Technical Infrastructure...
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