Transcription
Risk Assessment MatrixAn Example for Project Managers All rights reserved. The Managers Resource Handbook by MHX Global LLPwww.ManagersResourceHandbook.com v1
What is A Risk Assessment Matrix? A Risk Assessment Matrix is a tool.––––––Helps organize concerns and risks you foresee with a given projectIncludes potential impacts to the projectIdentifies the person(s) responsible for managing each risk itemComputes the cost associated with each riskStates the likelihood a risk will occurSums the total potential risk for a project as a function of cost A Risk Assessment Matrix helps Project Teams plan for problems, managerisk, prioritize action, and communicate to others. The potential cost of risk value you calculate can be factored into yourfinancial model to build a stronger business case. All rights reserved. The Managers Resource Handbook by MHX Global LLPwww.ManagersResourceHandbook.comv1
Key Steps in Building a Risk Assessment Matrix1.2.3.4.5.6.Identify the RiskEvaluate the Impacts of Each RiskDefine Ways to Mitigate Each ItemCalculate the Total Cost of Each RiskDefine the Probability of Each ItemSum the Total Potential Risk Value of a ProjectFor Step-By-Step Instructions and to Download The roject-risk-matrix-template/ All rights reserved. The Managers Resource Handbook by MHX Global LLPwww.ManagersResourceHandbook.comv1
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk Category DefinitionCSCostScheduleRResourcesO OtherProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:CategoryNumberRisk DescriptionImpact of RiskC S R O1Customer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next year2-Reduction in total projected revenue-Business case may not be as strongCustomer seeks to renegotiate-Sales contribution from project may Xprice based on final designneed to be reduced-Cost reduction may be needed3Specialize software is neededbased on current projectrequirements4Produce Validation Testingmust be performed by 3rdparty5Product Parts List exceedsestimated value by more than10%6Customer IT system/formatscannot receive projectdeliverables-Purchase of additional softwarenecessary-Employees will need training-Efficiency loss due to learning curve-Need to identify potential suppliers-Added cost of paying 3rd party-Schedule impact due to logisticsXX X XX X-Recurring Cost in excess of businesscase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolvedMitigation StrategyRisk OwnerTotal RiskValueRisk ValuesProbability of PredictedOccurrence Risk Value-Add customer-driven delays to penaltiesclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween payments 45,00060% 27,000-Track detailed cost changes throughoutdesign evolution to show cost adjustmentsX-Seek funding for changes to help absorbnon-recurring costs impactsG. DuBois 33,05050% 16,525R. Nelson 77,00025% 19,250-Setup test program to use only internalequipmentXC. Jenkins-Work with customer to see what tests theycan perform on our behalf 113,00020% 22,600M. Hart 8,40030% 2,520R. Nelson 18,50070% 12,950-Negotiate with customer to use 'industrystandard' software-Charge customer for added cost of specialsoftware under scope change clause.-Negotiate component costs with suppliers-Renegotiate contract price with customerbased on customer-driven changes.-Test software export abilities within first90 days-Have customer provide list of formats toevaluate import capabilitiesTotal Potential Risk (Unweighted)Total Estimated Impact (Weighted) All rights reserved. The Managers Resource Handbook by MHX Global LLP42%41% 2.351M 1.595M68%75% 119,643 100,845 294,950 100,845www.ManagersResourceHandbook.comv1
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk Category DefinitionCSCostScheduleRResourcesO OtherCategoryNumber1234Risk Description6Createa HeaderRisk OwnerMitigation StrategyC S R OTotal RiskValue42%41% 2.351M 1.595M68%75% 119,643 100,845Risk ValuesProbability of PredictedOccurrence Risk Value-Add customer-driven delays to penaltiesclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween paymentsX 45,00060%Since a Risk AssessmentMatrix is used by a project teamandas 27,000areporting tool, create a header of key information about the project.-Reduction in total projected revenue-Track detailed cost changes throughout-Business case may not be as strongYouCustomer seeks to renegotiate may want to include:design evolution to show cost adjustments-Sales contribution from project may XXG. DuBois 33,05050% 16,525Customer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next yearprice based on final design Produce Validation Testingmust be performed by 3rd Specialize software is neededbased on current projectrequirementsparty5Impact of RiskProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:Product Parts List exceedsestimated value by more than10%Customer IT system/formatscannot receive projectdeliverablesneed to be reduced-Cost reduction may be neededProjectName-Purchase of additional softwarenecessaryX X XCustomer-Employees will need training-Efficiency loss due to learning curveProgramManager-Need to identify potential suppliers-Added cost of paying 3rd partyX XKeyDates-Schedule impact due to logistics-Recurring Cost in excess of businesscase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolved-Seek funding for changes to help absorbnon-recurring costs impactsProject InformationCustomerWatkins Smith Corporation-Negotiate with customer to use 'industryProjectRF-30 Upgradestandard' software-Charge customer for added cost of special R. Nelson 77,00025% 19,250ProjectManagerJessica Abramssoftware under scope change clause.Project Start DateMay 1, 2016-Setup test program to use only internalPlannedCompletion DateOctober 1, 2018equipmentXC. Jenkins 113,00020% 22,600-Work with customerto see whatDatetests theyEstimatedCompletionAugust 12, 2018can perform on our behalfReporting DateDecember 3, 2017-NegotiateStatuscomponent costs with suppliersProjectOn Track-Renegotiate contract price with customerbased on customer-driven changes. 8,40030% 2,520C-Test software export abilities within firstNumber90 daysRisk Description-Have customer provide list of formats toevaluate import capabilities1 All rights reserved. The Managers Resource Handbook by MHX Global LLPM. HartCR. Nelson 18,500Impact of Risk70%C 12,950Customer delays release of end -Delay in investment recoveryTotal Potential Risk (Unweighted) 294,950product into market Total Estimated Impact-ReducedSales next comv1
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:Risk Category DefinitionCSCostScheduleRResourcesO OtherCategoryNumber1Risk DescriptionImpact of RiskC S R OMitigation StrategyCreate a Header -Add(Continued)customer-driven delays to penaltiesCustomer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next yearXRisk OwnerTotal RiskValueclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween payments 45,000Since a Risk Assessment Matrix is used by a project team and as a-Reduction in total projected revenue-Track detailed cost changes throughoutreportingtool,createa headerof key informationabout the project.-Business casemay not be as strongCustomer seeks to renegotiatedesign evolution to show cost adjustments2-Sales contribution from project may XXG. DuBois 33,050price based on final design-Seek funding for changes to help absorbneed to be reducedYou maywant to include:non-recurring costs impacts-Cost reduction may be neededCS RSpecialize software is neededbased on current projectrequirements-Purchase of additional softwarenecessary-Employees will need training-Efficiency loss due to learning curveReturnon Sales(ROS)Risk CategoryDefinitionTotal Investment-Need to identify potential suppliersProduce Validation Testing-Added cost of paying 3rd party%ofBudgetSpent4must be performed by 3rd-Schedule impact due to logisticsCostpartyRiskValues -Recurring Cost in excess of businessSchedule3Product Parts List exceedsResourcesestimated value by more than10%O Other5Category6C S R OCustomer IT system/formatscannot receive projectdeliverablesX XX Xcase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolvedMitigation StrategyProject Financial Summary:Initial ROS:XR. NelsonCurrent ROS:Estimated Investment:-Setup test program to use only internalCurrentInvestment:equipmentXC. Jenkins-Workwith customerto see what tests they% BudgetSpendcan perform on our behalfEstimated % Complete:-Negotiate component costs with suppliersInitial Risk Value:-Renegotiate contract price with customerM. Hartbasedon customer-drivenchanges.CurrentRisk Value:-Negotiate with customer to use 'industrystandard' software-Charge customer for added cost of specialsoftware under scope change clause.Risk ValuesProbability of PredictedOccurrence Risk Value60% 27,00050% 16,52542% 77,00025%41% 2.351M 1.595M 113,00020%68%75% 119,643 8,40030% 100,845-Test software export abilities within first90 days-Have customer provide list of formats toevaluate import capabilitiesRisk Owner-Add customer-driven delays to penaltiesclause of contract All rights reserved. The Managers Resource Handbook by MHX Global LLPXX -Add milestone payments for Initial Concept T. FranklinTotal RiskValueRisk ValuesR. Nelson 18,50070%Probability of PredictedOccurrence Risk ValueTotal Potential Risk (Unweighted)Total Estimated Impact (Weighted) 45,00042%41% 2.351M 1.595M68%75% 119,643 100,845 19,250 22,600 2,520 12,950 294,950 100,84560%www.ManagersResourceHandbook.com 27,000v1
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:Risk Category DefinitionCSCostScheduleRResourcesO OtherCategoryNumber1Risk DescriptionImpact of RiskC S R OMitigation StrategyCreate a Header -Add(Continued)customer-driven delays to penaltiesCustomer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next yearXTotal RiskValueRisk Ownerclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween payments 45,000Risk ValuesProbability of PredictedOccurrence Risk Value60%Since a Risk Assessment Matrix is used by a project team and as a-Reduction in total projected revenue-Track detailed cost changesaboutthroughout the project. Youreportingtool,createof key information-Businessacaseheadermay not be as strongCustomer seeks to renegotiatedesign evolution to show cost adjustments2-Sales contribution from project may XXG. DuBois 33,05050%based on final design-Seek funding for changes to help absorbmay pricewanttoInformationinclude:need to be reducedProjectnon-recurring costs impactsustomerrojectSpecialize software is needed3based on current projectroject Managerrequirementsroject Start Dateanned Completion DateProduce Validation Testingstimated Completion4 Datemust be performed by 3rdpartyeporting Dateroject Status-Cost reduction may be neededWatkins Smith Corporation-PurchaseRF-30of ployeeswill needtraining-Efficiency Mayloss due1,to2016learning curve A Key or Legend of Definitionsumber1X XDecember 3, 2017-Recurring CostOnin excessTrackof businesscase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will needImpactto convertofformatsRisk DescriptionRiskinternallyCustomer IT system/formats-May require specialize conversion6cannot receive projectX Xsoftwaredeliverables-Schedule impact if formatting issuesCustomer delays release of end -Delayin investmentrecoverycannotbe resolved5Product Parts List exceedsestimated value by more than10%-Need toOctoberidentify potentialsuppliers1, 2018-Added cost of paying 3rd partyAugust 12, 2018-Schedule impact due to logisticsX X Xproduct into market-Reduced Sales next year All rights reserved. The Managers Resource Handbook by MHX Global LLP-Reduction in total projected revenue-Negotiate with customer to use 'industrystandard' software Risk Category Definition-Charge customer for added cost of special R. Nelsonsoftware under scope change clause.C-Setup test programCostto use only internalequipmentScheduleX S-Work with customer to see what tests theyR onResourcescan performour behalfO Other-Negotiate component costs with suppliers-Renegotiate contract price with customerbased on customer-driven changes.CategoryC S R OC. Jenkins 113,000M. Hart 8,400Mitigation Strategy-Test software export abilities within first90 daysR. Nelsonto-Add customer-driven delays-Have customer provide list of formats toclauseof contractevaluate importcapabilitiesX 77,000 18,500penalties42%41% 2.351M 1.595M68%75% 119,643 100,845 27,000 16,525Project Financial SInitial ROS:Current ROS:25%Estimated 19,250Investment:Current Investment:% Budget SpendEstimated% Complete:20% 22,600Initial Risk Value:Current Risk Value:30% 2,520Risk Owner70%Total RiskValue 12,950X -Add milestone payments for Initial Concept T. Franklinand Design ed) 294,950 100,845between payments Total Estimated Impact (Weighted)www.ManagersResourceHandbook.com 45,000v1RisPrO
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusNumberProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk DescriptionRisk Category DefinitionCSImpact of Risk1Customer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next year2-Reduction in total projected revenue-Business case may not be as strongCustomer seeks to renegotiate-Sales contribution from project mayprice based on final designneed to be reduced-Cost reduction may be needed3Specialize software is neededbased on current projectrequirements4Produce Validation Testingmust be performed by 3rdparty5Product Parts List exceedsestimated value by more than10%6Customer IT system/formatscannot receive projectdeliverablesProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value: -Purchase of additional softwarenecessary-Employees will need training-Efficiency loss due to learning curve-Need to identify potential suppliers-Added cost of paying 3rd party-Schedule impact due to logisticsCostScheduleRResourcesO Other42%41% 2.351M 1.595M68%75% 119,643 100,845Project InformationCustomerWatkins Smith CorporaCategoryRisk ValuesTotal RiskProbability of PredictedProjectRF-30 UpgradeC S R OMitigation StrategyRisk OwnerValueOccurrence Risk ValueProjectStepManagerJessica Abrams1:penaltiesIdentify The Risk-Add customer-drivendelays toclause of contractProject Start DateMay 1, 2016XX -Add milestone payments for Initial Concept T. Franklin 45,00060% 27,000and DesignAcceptanceto shorten time DatePlannedCompletionOctober 1, 2018betweenpaymentsMeetwithProjectTeamEstimated Completion DateAugust 12, 2018-Track detailed cost changes throughoutReportingBrainstormall Datepossible issues and concernsDecember 3, 2017design evolution to show cost adjustmentsXXG. DuBois 33,05050% 16,525-Seek fundingfor changesto help absorbProjectStatusOn TrackGroupthemintomain bucketsnon-recurring costs impactsX X XX X-Recurring Cost in excess of businesscase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolved-Negotiate with customer to use 'industrystandard' software-Charge customer for added cost of specialsoftware under scope change clause.R. Nelson 77,00025% 19,250-Setup test program to use only internalequipmentXC. Jenkins-Work with customer to see what tests theycan perform on our behalf 113,00020% 22,600NumberRisk DescriptionImpact of RiskCustomer delays release of end -Delay in investment recove1product into market-Reduced Sales next year-Negotiate component costs with suppliers-Renegotiate contract price with customerbased on customer-driven changes.M. Hart 8,40030% 2,520-Test softwareexport abilities within first but realistic! NOTE:Be thorough 90 days-Reduction in total projected-BusinesscaseR. Nelson 18,50070% 12,950 may not be as-Have customer provideCustomerlist of formats toseeks to renegotiate2 capabilities-Sales contribution from projevaluate importprice based on final designneed to be reducedTotal Potential Risk (Unweighted) 294,950 may be need-Cost reductionTotal Estimated Impact (Weighted) All rights reserved. The Managers Resource Handbook by MHX Global LLP 100,845www.ManagersResourceHandbook.comv1-Purchase of additional softw
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:Risk Category DefinitionCSCostScheduleRResourcesO OtherCategory42%41% 2.351M 1.595M68%75% 119,643 100,845Risk ValuesTotal RiskProbability of PredictedProjectInformationNumberRisk DescriptionImpact of RiskC S R OMitigationStrategyRisk OwnerValueOccurrence Risk Value-Add customer-driven delays to penalties Watkins Smith CorporationCustomerclause of contractCustomer delays release of end -Delay in investmentrecoveryProjectUpgrade60%1XX -Add milestone payments for Initial Concept T. FranklinRF-30 45,000 27,000product into market-Reduced Sales next yearand Design Acceptance to shorten timeProject ManagerJessica Abramsbetween paymentsProjectStartDateMay 1, 2016-Reduction intotal projectedrevenue-Track detailed cost changes throughout-Business case may not be as strongCustomer seeks to renegotiatedesign evolution to show cost adjustmentsPlanned Completion XDateOctober1, 201850%C2-Sales contribution from project may XG. DuBois 33,050 16,525price based on final design-Seek funding for changes to help absorbneed to be reducedStep 2:the ImpactEstimated Completionnon-recurringDateAugust 12, 2018Scosts Defineimpacts-Cost reduction may be neededReporting DateDecember 3, 2017R-Negotiate with customer to use 'industry-Purchase of additional softwareSpecialize software is neededstandard' softwareOn TrackOnecessary Project Status3based on current projectrequirements4Produce Validation Testingmust be performed by 3rdparty5Product Parts List exceedsestimated value by more than10%X X X-Charge customeradded cost of specialR. Nelson the 77,00025%If the risk became‘real,’howforwouldit affectproject?software under scope change clause.-Employees will need training-Efficiency loss due to learning curve-Need to identify potential suppliers-Added cost of paying 3rd party-Schedule impact due to logistics-Setup test program to use only internalequipmentXC. Jenkins-Work with customer to see what tests theycan perform on our behalf 113,00020% MoreTime? X XRisk DescriptionNumberImpact of Risk Added-RecurringCost in excessCost?of businesscase-Negotiate component costs with suppliers RequireMoreX Resources?-Reducedprofit margin if price-Renegotiate contract price with customerM. Hart 8,40030%remains unchangedbased on customer-driven ntrecovery-Potentialloss on effort Pricing Strategy? Change1product into market6Customer IT system/formatscannot receive projectdeliverables All rights reserved.-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolved 19,250Category 22,600C S R O 2,520X-Reduced Sales next year-Test software export abilities within first90 days-Have customer provide list of formats toevaluate import capabilitiesR. Nelson 18,50070%CoScReO 12,950-Reduction in total projected revenueTotal Potential(Unweighted) 294,950-Businesscase Riskmaynot be as strongTotal Estimated Impact (Weighted) 100,845Customer seeks to renegotiate2-Sales contributionfrom project may XThe Managers Resource Handbook by MHXpriceGlobal basedLLPwww.ManagersResourceHandbook.comon final designneed to be reducedv1-AclX -Aanbe-TdeX-S
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk Category DefinitionCSCostScheduleRResourcesO OtherProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:CategoryNumber1234Risk DescriptionImpact of RiskCustomer delays release of end -Delay in investment recoveryproduct into market-Reduced Sales next yearC S R OXMitigation StrategyRisk OwnerTotal RiskValue-Add customer-driven delays to penaltiesclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween paymentsRisk ValuesProbability of PredictedOccurrence Risk Value 45,00060% 27,000 113,00020% 22,600Project InformationCustomerWatkins Smith Corporation-Reduction in total projected revenue-Track detailed cost changes throughoutRisk CatProjectRF-30 Upgrade-Business case may not be as strongCustomer seeks to renegotiatedesign evolution to show cost adjustments-Sales contribution from project may XXG. DuBois 33,05050% 16,525price based on final design-Seek funding for changes to help absorbJessica AbramsProjectManagerneed to be reducednon-recurring costs impacts-Cost reductionmay beneededProjectStartDate1, 2016Step 3: Categorize theMayRisk-Negotiate with customer to use 'industry-Purchase of additionalsoftware DatePlannedCompletionOctober 1, 2018CCostSpecialize software is neededstandard' softwarenecessarybased on current lson 77,00025% 19,250EstimatedCompletionDateAugust 12, 2018SSchedule-Employees will needtrainingrequirementssoftwareunderscopechange clause.For egorizethe-Efficiency loss due to learningcurveReporting DateDecember 3, 2017RResources-Need to identify potential suppliers-Setup test program to use only internalProduce Validationrisk.TestingSomewaysyou can categorize:ProjectStatusOn TrackO Other-Added cost of paying 3rd partyequipmentmust be performed by 3rdparty-Schedule impact due to logisticsX XX-Work with customer to see what tests theycan perform on our behalfC. Jenkins Types caseof Impact-Negotiate component costs with suppliers-Reduced profit margin if priceX-Renegotiate contract price with customerM. HartNumberRisk DescriptionImpactof Risk 8,400remainsunchangedbased on customer-driven changes. ProductFamilies-Potential loss on effort-Will need to convert formats Customerinternally-Test software export abilities within firstCustomer IT system/formats-May require specialize conversion90 days projectRegionalLocationcannot receiveX X release of end -Delay in investmentR. Nelson recovery 18,500Customerdelayssoftware-Have customer provide list of formats toCategory-Recurring Cost in excess of business5642%41% 2.351M 1.595M68%75% 119,643 100,845Product Parts List exceedsestimated value by more than10%deliverables1-Schedule impactif formattingintoissues market evaluate import capabilitiesproduct-Reduced Sales next year30%70%cannot be resolved NOTE: Risks may have more than one categoryTotal Potential Risk (Unweighted)Total Estimated Impact (Weighted) All rights reserved. The Managers Resource Handbook by MHX Global LLPC S 2,520R O-Add customclause of co 12,950XX -Add milestoand Design A 294,950 between pa 100,845-Reduction in total -Track detai
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk Category DefinitionCSCostScheduleRResourcesO OtherProject Financial Summary:Initial ROS:Current ROS:Estimated Investment:Current Investment:% Budget SpendEstimated % Complete:Initial Risk Value:Current Risk Value:CategoryNumberRisk DescriptionImpact of RiskC S R OMitigation StrategyRisk OwnerTotal RiskValueRisk ValuesProbability of PredictedOccurrence Risk ValueProject Financial Summary:Customer delays release of end -Delay in investment recoveryorporationInitial ROS:1X 45,00060%product into market-Reduced Sales next yearRisk Category DefinitiongradeCurrent ROS:ramsEstimated Investment:-Reduction in total projected revenue-Track detailed cost changes throughout-Business case may not be as strongCustomer seeks to renegotiatedesign evolution to showCurrentcost adjustments016Investment:2-Sales contributionfrom project may X StrategiesXG. DuBois 33,05050%4: DefineMitigationprice basedStepon final design-Seek funding for changes to help absorbneed to be reduced2018CCost -Cost reduction may be needed%BudgetSpendnon-recurring costs impacts2018SScheduleEstimated-Negotiate with customerto use 'industry% Complete:-Purchase of additional softwareSpecializesoftwareis neededstandard' software Whatcanyoudotoinfluencetheoutcomeoftherisks,Risk Value:necessary3, 2017RResourcesInitial3based on current projectX X X-Charge customer for added cost of special R. Nelson 77,00025%-Employees will need .ormitigatetheirimpact?ckO Other -Efficiency loss due to learning curveCurrent Risk Value:-Add customer-driven delays to penaltiesclause of contractX -Add milestone payments for Initial Concept T. Franklinand Design Acceptance to shorten timebetween payments-Needto identify potentialsuppliers-Setup test program to use only internal WhatProducecanValidationyouTestingdo toprotecttheproject?-Added cost of paying 3rd partyequipment4Riskrecoveryyearmust be performed by 3rdCategorypartyCProductS PartsR OList exceeds56estimated value by more than10%-Schedule impact due to logisticsX X-Recurring Cost in excess of businesscase-Reduced profit margin if priceXremains unchanged-Potential loss on effort-Will need to convert formatsinternally-May require specialize conversionX Xsoftware-Schedule impact if formatting issuescannot be resolvedMitigation StrategyX-Work with customer to see what tests theycan perform on our behalfRisk Owner-Negotiate component costs with suppliers-Renegotiate contract price with customerbased on customer-driven changes.-Add customer-driven delays to penaltiesclause of contract-Test software export abilities within firstCustomerX IT system/formatsX -Add milestone payments for Initial ConceptT. Franklin90 dayscannot receive project-Have customer provide list of formats todeliverablesand Design Acceptance to shorten timeevaluate import capabilitiesbetween paymentsojected revenue All rights reserved.ot be as strong-Track detailed cost changes throughoutThe Managers Resource Handbook by MHX Global LLPC. JenkinsTotal RiskValueM. Hart42%41% 2.351M 16,525 1.595M68%75% 119,643 19,250 100,845 27,00020% 22,600Risk ValuesProbability of PredictedOccurrenceRisk Value 8,40030% 2,520 113,000 45,000R. Nelson42%41% 2.351M 1.595M68%75% 119,643 100,845 18,50060%70%Total Potential Risk (Unweighted)Total Estimated Impact (Weighted) 12,950 27,000 294,950 100,845www.ManagersResourceHandbook.comv1
CustomerProjectProject ManagerProject Start DatePlanned Completion DateEstimated Completion DateReporting DateProject StatusProject InformationWatkins Smith CorporationRF-30 UpgradeJessica AbramsMay 1, 2016October 1, 2018August 12, 2018December 3, 2017On TrackRisk Category DefinitionCSCostScheduleRResourcesO OtherProject Financial Summary:Initial ROS:Current ROS:Estimated Investme
Risk Values Project Financial Summary: 42% 41% 100,845 119,643 75% 68% 1.595M 2.351M Reporting Date Project Risk Category Definition Project Manager Current ROS: Estimated % Complete: Initial Risk Value: Current Risk Value: Total Potential Risk (Unweighted) Total Estimated Impact (Weight
