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Unit 3 Project Management Process Areas

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Title: Unit 3 Project Management Process Areas


1
Unit 3Project Management Process Areas
2
Project Management PAs
  • Project management process areas cover the
    activities related to planning, monitoring and
    controlling the project.
  • They are
  • Project Planning PP
  • Project Monitoring and Control PMC
  • Supplier Agreement Management SAM
  • Integrated Project Management for IPPD IPM/IPPD
  • Risk Management RSKM
  • Integrated Teaming IT
  • Integrated Supplier Management ISM
  • Quantitative Project Management QPM

3
Project Planning PP
  • Purpose Establish and maintain plans that define
    project activities.
  • SG1 Establish Estimates
  • Estimates of project planning parameters are
    established and maintained
  • SG2 Develop a Project Plan
  • A project plan is established and maintained as
    the basis for managing the project.
  • SG3 Obtain commitment to the Plan
  • Commitments to the project plan are established
    and maintained.

4
SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
Requirements Definition
  • SP 1.1-1 Estimate the scope of the project
  • Establish a top level work breakdown structure
    (WBS) to estimate the scope of the project
  • The WBS divides the overall project into a set of
    interconnected components. This provides a scheme
    for organising the logical units of work to be
    managed (Work Packages) to be used as the basis
    for assigning effort, schedule and
    responsibility. The WBS should allow risks to be
    identified and mitigated. Work products or their
    components that will be acquired externally can
    be identified as are those that can be reused.

5
SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
  • SP1.2-1 Establish Estimates of Work Product and
    Task Attributes
  • Establish and maintain estimates of the
    attributes of the work products and tasks.
  • Size and complexity are the main parameters for
    estimating effort, cost and schedule. These might
    include LOC or Function Points in software or
    expected cyclomatic complexity. Also factors such
    as the organisations familiarity with the
    requirements (relates to complexity) and
    understanding of the technology base are issues.
    In fact determining a high level technical
    approach for the project is an important
    sub-practice here because this is essential for
    appreciating complexity.
  • An example of a work product might be a software
    module and attributes of a software module might
    be LOC and complexity.
  • An example of a task might be maintenance and
    attributes of the maintenance task might be
    programmer familiarity with the problem space.

6
SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
Technical Solution PA
  • SP1.3-1 Define Project Life-Cycle
  • Define the project life-cycle phases upon which
    to scope the planning effort
  • Any project needs planned periods of evaluation
    and decision making. These are now defined so
    that logical decision points are identified where
    significant commitments of resources can be made
    and project course corrections determined.
  • For a software project this might be selection
    and refinement of a software development model to
    address sequencing of software project
    activities. (This is not the same as determining
    the high level technical approach mentioned in
    SP1.2-1)
  • An example of a Life Cycle for software might be
    Spiral model version of SSADM

7
SG1 Establish EstimatesEstimates of project
planning parameters are established and maintained
  • SP1.4-1 Determine estimates of effort and cost
  • Estimate the project effort and cost for the work
    products and tasks based on estimation rationale
  • Estimates of effort and cost should be based on
    analysis of historical data. For example, taking
    the software module mentioned earlier, we might
    have LOC and Cyclomatic complexity as our
    established work product estimates we must now
    use our historical data to estimate the effort
    required by us to create this module.
  • Of course it is not always the case that we have
    accurate historical data this will increase
    risk.
  • For example, we may have to maintain this module
    of software but our programmers have little
    familiarity with the problem space (no history)
    therefore making effort and cost predictions for
    this task difficult.

8
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
  • SP2.1-1 Establish the Budget and Schedule
  • Establish and maintain the projects budget and
    schedule
  • The budget and schedule are based on the
    determined estimates.
  • Subpractices include identifying milestones,
    schedule assumptions (for example, the
    maintenance task defined earlier may have a four
    week schedule but there may be a low confidence
    in this due to the lack of historical data),
    constraints (for example we might be constrained
    in our maintenance task with limited options for
    actually performing this work), task dependencies
    (optimal ordering is important through he use of
    Critical Path Analysis or Program Evaluation and
    Review Technique), budget and schedule with
    corrective action criteria.

9
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
Risk Management PA
  • SP2.2-1 Identify Project Risks
  • Identify and analyse project risks.
  • Identifying risks involves the identification of
    potential issues, hazard, threats etc that could
    negatively affect work efforts and plans. The use
    of Risk Taxonomies, Checklists, Brainstorming,
    Quality Factor Analysis are all ways of
    identifying and analysing risks. The results
    should be agreed upon by relevant stakeholders
    before being carefully documented.

10
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
  • SP2.3-1 Plan for Data Management
  • Plan for the management of project data
  • The data to support a project in all its areas
    (administration, technical, financial, quality,
    safety etc) may take any form (reports, manuals.
    specifications, files etc) and may exist in any
    medium.
  • Once the project data to be collected and
    distributed has been determined, mechanism to
    archive and access data might be established and
    indeed procedures for the privacy and security of
    such data.

11
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
  • SP2.4-1 Plan for Project Resources
  • Plan for necessary resources to perform the
    project
  • Defining project resources and determining
    quantities needed builds on the initial
    estimates.
  • The determination and acquisition of assets in a
    timely manner is crucial for project success.

12
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
  • SP2.5-1 Plan for Needed Knowledge and Skills
  • Plan for knowledge and skills needed to perform
    the project.
  • Assess the knowledge and skills available to the
    project after understanding the knowledge and
    skills needed by the project. Decide on the
    mechanisms to be used to plug the gaps (new hire,
    training etc).
  • These mechanisms must be incorporated into the
    project plan so that they can be scheduled and
    resourced.

13
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
  • SP2.6-1 Plan Stakeholder Involvement
  • Plan the involvement of identified stakeholders.
  • Stakeholders are identified by examining the type
    of functions and people who need to be
    represented in the project. A rationale for
    involvement and their respective roles and degree
    and type of interaction might be planned

14
SG2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project
PMC
  • SP2.7-1 Establish the Project Plan
  • Establish and maintain the overall project plan
    content
  • A documented plan that addresses all necessary
    planning items is necessary to achieve the mutual
    understanding, commitment and performance of
    stakeholders and organisations which must support
    the plan.

15
SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
  • SP3.1-1 Review Plans that Affect the Project
  • Review all plans that affect the project to
    understand project commitments
  • As there is a plan the process generic practice,
    it is reasonable that other Pas will have their
    own plans containing similar information to that
    in the overall project plan. The additional
    detailed guidance contained in these should be
    checked for compatibility with the overall plan.

16
SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
  • SP3.2-1 Reconcile Work and Resource Levels
  • Reconcile the project plan to reflect available
    and estimated resources.
  • It is important to reconcile differences in
    estimated and actual resources by lowering
    requirements, negotiating further resources,
    changing the schedule etc. If not reconciled this
    could be a serious obstacle to obtaining
    commitment.

17
SG3 Obtain Commitment to the PlanCommitments to
the project plan are established and maintained
  • SP3.3-1 Obtain Plan Commitment
  • Obtain commitment from relevant stakeholders
    responsible for performing and supporting plan
    execution.
  • Commitments should be negotiated with
    stakeholders and commitments both full and
    provisional (sometimes necessary before full
    commitment can be given) should be documented and
    signed.
  • Internal and external commitments might be
    reviewed with senior management
  • Well defined interface specifications should form
    the basis of commitments.

18
PP Generic Goals
19
GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
  • GP2.1 Establish an Organisational Policy
  • Establish and maintain an organisational policy
    for planning and performing the project planning
    process.
  • This policy sets expectations in the organisation
    for any project plan devised within the
    organisation
  • GP2.2 Plan the Process
  • Establish and maintain the plan for performing
    the project planning process
  • This plan relates to the planning for all the
    specific practices within the PPPA. i.e. In a
    sense you are required to plan the plan in
    contrast to the project plan which relates to the
    project effort itself. (The SPs need to be
    scheduled and staffed).

20
GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
  • GP2.3 Provide Resources
  • Provide adequate resources for performing the
    project planning process, developing the work
    products, and providing the services of the
    process.
  • Special expertise may be required such as that
    provided by experiences estimators. Project
    planning and scheduling tools may be required.
  • GP2.4 Assign Responsibility
  • Assign responsibility and authority for
    performing the process, developing the work
    products and providing the services of the
    project planning process
  • People need to be made responsible for example
    the creation and writing of the overall project
    plan and for other work products such as a
    stakeholder/function matrix (which might be used
    in SP2.6-1)

21
GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
GP 2.5 Train People Train the people performing
or supporting the project management process as
needed. GP 2.6 Manage Configurations Place
designated work products of the project planning
process under appropriate levels of configuration
management. Examples of PP related work products
include the WBS, the Stakeholder involvement plan
and the Project Plan itself. GP 2.7 Identify and
Involve Relevant Stakeholders Identify and
involve the relevant stakeholders of the project
planning process as planned This GP is different
from SP 2.6-1. This GP relates to the
identification and involvement of all those
groups and functions which pertain to Project
Planning. SP-2.6-1 relates to stakeholders
pertaining to the overall project itself. A
programming group may be a stakeholder in the
overall project but may not be a stakeholder in
relation to the project plan process
22
GG2 Institutionalise a Managed ProcessThe
process is institutionalised as a managed process
GP 2.8 Monitor and Control the Process Monitor
and control the project planning process against
the plan for performing the process and take
appropriate corrective action. GP 2.9
Objectively Evaluate Adherence Objectively
evaluate adherence of the project planning
process against its process description,
standards and procedures and address
noncompliance Examples of activities reviewed
include establishing estimates and obtaining
commitment to plans. Work products of the process
such as WBS and the Stakeholder Involvement Plan
may also be evaluated for compliance to
standards. GP 2.10 Review Status with Higher
Level Management Review the activities, status
and results of the project planning process with
higher level management and resolve issues.
23
GP3 Institutionalise a Defined ProcessThe
process is institutionalised as a defined process
  • GP3.1 Establish a Defined Process
  • Establish and maintain the description of a
    defined project planning process.
  • The point at which a managed process becomes
    defined is where it is an integral process, well
    understood and used by people across the
    organisation as appropriate. If a common PP
    process were used and understood across the many
    projects undertaken then it might well be
    institutionalised,
  • GP3.2 Collect Improvement Information
  • Collect work products, measures, measurement
    results and improvement information derived from
    planning and performing the project planning
    process to support the future use and improvement
    of the organisations processes and process
    assets.
  • As PP is now a defined process we need to capture
    information from the use of this process which
    may have an impact on other processes. Good
    practice in a sense which must be shared with
    other process assets. Further, measures that
    could be collected in relation to PP may have a
    direct impact on improving PP

24
GG 4 Institutionalise a Quantitatively Managed
ProcessThe process is institutionalised as a
quantitatively managed process
  • GP 4.1 Establish Quantitative Objectives for the
    Process
  • Establish and maintain quantitative objectives
    for the project planning process that address
    quality and process performance based on customer
    needs and business objectives.
  • We may have collected improvement information and
    act on it to improve the process assets and PP
    but here we need to specify quantitative
    objectives for PP, For example, the gap between
    estimated resources for a project and the actual
    resources consumed may be a measure that we take
    as for GP3.2. An organisation may have been
    alarmed at this and indeed taken action to
    address the problem by using different estimation
    techniques. However, in GP4.1 the organisation
    might well have defined a statistical objective
    such that there should be no more than a 10
    difference between the estimate and actual
    figures. In GP3.2 the company knew there was an
    issue that had to addressed but this is different
    from knowing quantitatively what is reasonable to
    target.

25
GG 4 Institutionalise a Quantitatively Managed
ProcessThe process is institutionalised as a
quantitatively managed process
  • GP 4.2 Stabilize Subprocess Performance
  • Stabilize the performance of one or more
    subprocesses to determine the ability of the
    project planning process to achieve the
    established quantitative quality and process
    performance objectives.
  • An organisation must be confident that the target
    quantitative objectives are reasonable and
    realistic given the existing PP. GP 4.2 is really
    about stabilizing subprocesses so that tests can
    be made of the process. For example, using the
    gap between estimated and actual resources used.
    An agreed approach for this calculation may be
    introduced and stabilized to test if it
    continually produces a gap of 10 or less on most
    occasions.

26
Understanding GG4
  • Apply the principles of statistical process
    control
  • address special causes of process variation

Identify the problem in the process
Control Chart With Special Causes
27
GG 5 Institutionalize an Optimizing Process
  • GP 5.1 Ensure Continuous Process Improvement
  • Ensure continuous process improvement of the
    project planning process in fulfilling the
    relevant business objectives of the organisation
  • There are now quantitative objectives for the PP
    process. Effort must be made to seek out
    continually, ways of improving on these process
    objectives. Taking the 10 gap measure it may be
    that the organisation maintains an improvement
    goal of reducing this gap every year for the next
    five years,
  • GP 5.2 Correct Root Causes of Problems
  • Identify and correct the root causes of defects
    and other problems in the project planning
    process
  • The organisation is not content with the odd
    problem in the process as depicted in the
    previous slide. The company seeks to remedy the
    root cause of such unusual problems

28
Understanding GG5
  • Identify and eliminate chronic causes of poor
    performance

Control Chart With Common Causes
Original zone of
quality control
Chronic waste
New zone of
quality control
Continuously improve the software process
29
Project Monitoring and Control PMC
  • Purpose To provide an understanding of the
    projects progress so that appropriate corrective
    actions can be taken when the projects
    performance deviates significantly from the plan
  • SG1 Monitor Project against Plan
  • Actual performance and progress of the project
    are monitored against the project plan
  • SG2 Manage Corrective Action to Closure
  • Corrective actions are managed to closure when
    the projects performance or results deviate
    significantly from the plan.

30
SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
PP
  • SP 1.1-1 Monitor Project Planning
    ParametersMonitor the actual values of the
    project planning parameters against the project
    plan
  • Periodically measure the actual completion of
    activities and milestones against the schedule in
    the project plan. Measure also the effort and
    cost expended and resources used. Monitor the
    attributes of the work products and tasks (for
    example LOC/complexity). Monitor training,
    assessing the knowledge and skills acquired.
  • In all cases seek to compare actual with planned!
    Document significant deviations in the project
    planning parameters

31
SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
  • SP 1.2-1 Monitor Commitments
  • Monitor commitments against those identified in
    the project plan.
  • Periodically review both internal and external
    commitments identifying those which are at risk
    of not being satisfied.
  • SP 1.3-1 Monitor Project Risks
  • Monitor risks against those identified in the
    project
  • Communicate risk status to stakeholders
  • SP 1.4-1 Monitor Data Management
  • Monitor the management of project data against
    the project plan
  • For example check regularly that privacy and
    security standards are not being breeched

RSKM
32
SG1Monitor Project against PlanActual
performance and progress of the project are
monitored against the project plan
  • SP 1.5-1 Monitor Stakeholder Involvement
  • Monitor stakeholder involvement against the
    project plan
  • The planned interactions must be occurring.
  • SP 1.6-1 Conduct Progress Reviews
  • Periodically review the projects progress,
    performance and issues.
  • Communicate status of assigned activities and
    work products to stakeholders. Review the results
    of collected measures (SP1.1-1).
  • Negotiate and track any change requests to the
    project plan.
  • SP1.7-1 Conduct Milestone Reviews
  • Review the accomplishments and results of the
    project at selected project milestones
  • These are typically formal reviews planned during
    project planning and involve discussing all
    project issues up to the milestone

33
SG2 Manage Corrective Action to
ClosureCorrective actions are managed to closure
when the projects performance or results deviate
significantly from the plan.
  • SP 2.1-1 Analyse Issues
  • Collect and analyse the issues and determine the
    corrective actions necessary to address the
    issue.
  • Issues are collected from the reviews and
    execution of other processes. These might
    include, commitments that have faultered, risks
    that have increased, security issues, stakeholder
    representation issues etc. Corrective action on
    all issues needs to be determined. (Corrective
    action criteria should be part of the project
    plan).
  • SP 2.2-1 Take corrective action
  • Take corrective action on identified issues.
  • Obtain agreement on the actions to be taken with
    stakeholders and negotiate any changes to
    commitments
  • SP 2.3-1 Manage Corrective Action
  • Manage corrective action to closure
  • Monitor and then analyse results of corrective
    actions. Correct any deviations from expected
    results.

34
Supplier Agreement Management SAM
  • Purpose To manage the acquisition of products
    from suppliers for which there exists a formal
    agreement
  • SG1 Establish Supplier Agreement
  • Agreements with the suppliers are established and
    maintained
  • SG2 Satisfy Supplier Agreements
  • Agreements with the suppliers are satisfied by
    both the project and the supplier

35
SG1 Establish Supplier AgreementAgreements with
the suppliers are established and maintained
  • SP 1.1-1 Determine Acquisition Type
  • Determine the type of acquisition for each
    product or product component to be acquired
  • Many different types of acquisition can be used
    to acquire products (contractual agreements,
    through in-house vendors, purchasing COTS
    products etc).
  • SP 1.2-1 Select Suppliers
  • Select suppliers based on an evaluation of their
    ability to meet the specified requirements and
    established criteria.
  • The subpractices are to document criteria for
    evaluation of supplier, identify and issue
    requirements, evaluate supplier proposals,
    evaluate the risks for each supplier, evaluate
    capability (Interestingly, many organisations
    specify that a supplier of bespoke systems must
    be CMMI assessed and be at a particular level of
    capability in software development before they
    can be a suppler of software) then select the
    supplier

Decision Analysis and Resolution
36
SG1 Establish Supplier AgreementAgreements with
the suppliers are established and maintained
  • SP 1.3-1 Establish Supplier Agreements
  • Establish and maintain formal agreements with the
    supplier
  • What the project will provide the supplier should
    be documented and understood by both parties. The
    agreement should include a statement of work, a
    specification, terms and conditions, a list of
    deliverables, a schedule, a budget and a defined
    acceptance process.

Requirements Development
37
SG2 Satisfy Supplier AgreementsAgreements with
the suppliers are satisfied by both the project
and the supplier
  • SP 2.1-1 Review COTS Products
  • Review candidate COTS products to ensure they
    satisfy the specified requirements that are
    covered under the supplier agreement
  • Similar to SP1.2-1 but in this case it is COTS
    products that are desired and so some
    subpractices might differ slightly (for example
    those concerning support for the product.
  • SP 2.2-1 Execute the Supplier Agreement
  • Perform activities with the supplier as specified
    in the supplier agreement.
  • Monitor supplier progress and performance.
    Conduct technical and managerial reviews with the
    supplier
  • SP 2.3-1 Accept the Acquired Product
  • Ensure that the supplier agreement is satisfied
    before accepting the acquired product.
  • Verify that the products satisfy their
    requirements and that all non-technical
    commitments have been met. Discuss and create
    action plan for products which fail test.
  • SP 2.4-1 Transition Products
  • Transition the acquired products from the
    supplier to the project
  • Ensure that the products are received, stored,
    used and maintained according to the terms and
    conditions specified in the supplier agreement
    and that all concerned with the products receive
    the appropriate training as necessary, in a
    timely manner

PMC
Verification
Product Integration
38
Basic Project Management Process Areas
Component Requirements Acceptance Reviews
Engineering and Support Process Areas
SAM
What to Build
What to do
Corrective actions
Reviews
Commitments
Plans
PP
What to monitor
PMC
Need for replanning
39
Risk Management RSKM
  • Purpose To identify potential problems before
    they occur, so that risk-handling activities may
    be planned and invoked as needed across the life
    of the product or project to mitigate adverse
    impacts on achieving objectives
  • SG1 Prepare for Risk Management
  • Preparation for risk management is conducted
  • SG2 Identify and Analyse Risks
  • Risks are identified and analysed to determine
    their relative importance
  • SG3 Mitigate Risks
  • Risks are handled and mitigated, where
    appropriate, to reduce adverse impacts on
    achieving objectives

40
SG1 Prepare for Risk ManagementPreparation for
risk management is conducted
  • SP 1.1-1 Determine Risk Sources and Categories
  • Risk sources (areas where risks originate), both
    internal and external to the project are
    identified. Possible sources include uncertain
    requirements, inadequate staffing, cost or
    funding issues, inadequate subcontractor
    capability etc. Categorisation is used as a means
    of collecting and organising risks and management
    attention can be drawn to categories of risk
    which represent the most significant threats to
    the project.
  • SP1.2-1 Define Risk Parameters
  • Define the parameters used to control the risk
    management effort
  • Parameters might include risk consequence and
    threshold to trigger management activities. For
    example, a code complexity metric might exceed
    the expected complexity by 20 or more thereby
    triggering senior programming management
    attention.

41
SG1 Prepare for Risk ManagementPreparation for
risk management is conducted
  • SP1.3-1 Establish a Risk Management Strategy
  • Establish and Maintain the strategy to be used
    for risk management
  • The risk management strategy is often documented
    in an organisational plan and will address items
    such as the scope of the risk management effort,
    methods and tools to be used for risk
    identification, monitoring, communication and
    mitigation. Risk measures may be defined to
    monitor the status of risks (for example, the 20
    threshold on the complexity of software mentioned
    earlier might be identified in the strategy).
    Mitigation strategies might include prototyping,
    simulation, alternative designs, use of design
    patterns etc.

42
SG2 Identify and Analyse RisksRisks are
identified and analysed to determine their
relative importance
  • SP 2.1-1 Identify Risks
  • Identify and document risks.
  • Risks must be identified and described in an
    understandable way in order that they can be
    analysed and managed. The context, conditions and
    consequence of each identified risk should be
    noted. The categories and parameters developed in
    the risk management strategy along with the
    identified sources of risk are the precursor to
    effective risk identification. The list of risks
    should be reviewed periodically as conditions may
    change. Methods for identifying risks include,
    interviewing experts, examining lessons learned
    from other projects, using a tried and tested
    risk taxonomy.

43
SG2 Identify and Analyse RisksRisks are
identified and analysed to determine their
relative importance
  • SP2.2-1 Evaluate, Categorise and Prioritise Risks
  • Evaluate and categorise each identified risk
    using the defined risk categories and parameters
    and determine its relative priority.
  • Collectively, the activities of risk evaluation,
    categorisation and prioritisation are sometimes
    called risk assessment or risk analysis.
  • Each risk should be evaluated and assigned values
    according to the defined risk parameters which
    may include thresholds and consequences which can
    be aggregated to assess risk exposure. For
    example, a particular risk source might be
    uncertain requirements (the categorisation
    mechanism employed might be the stages of the
    life-cycle so this source lies in the RCA stage).
    A threshold for this category of risk might be
    created on the basis of prior experience of
    creating systems incorporating the requirement.
    When a particular uncertain requirement is
    identified by a requirements review panel it
    might be noted that this is a high risk because
    it exceeds its threshold on the basis that it is
    a requirement for which the organisation has no
    previous experience. The consequences of this
    risk are classified as critical because it
    impacts on cost, schedule and performance in a
    very significant way. Hence it is assigned a very
    high priority and flagged to senior management.

44
SG3 Mitigate RisksRisks are handled and
mitigated, where appropriate, to reduce adverse
impacts on achieving objectives
  • SP 3.1-1 Develop Risk Mitigation Plans
  • Develop a risk mitigation plan for the most
    important risks to the project as defined in the
    risk management strategy.
  • Alternative courses of action need to be planned
    for each critical risk. The plan needs to
    consider the methods used to avoid, reduce and
    control the probability of occurrence of the
    risk. When risks exceed the established threshold
    it is the mitigation plans that are deployed. For
    risks which cannot be mitigated a contingency
    plan might be created. Both risk and contingency
    plans are generated only for risks with the most
    severe consequences. Others are simply monitored
    and mitigated on the fly.
  • For reduce the likelihood of uncertain
    requirements presenting a problem, prototyping
    and simulation might be used. If a particular
    uncertain requirement exceeds its threshold there
    may be several course of action depending on the
    when the issue was discovered. One such action
    might be to assign a small team of senior
    analysts to carry out further investigation in
    order to improve the overall understanding of the
    requirement for the project. Another alternative
    might be to renegotiate the requirement with the
    customer.
  • The mitigation plan should also consider the
    cost/benefit ratios for alternative solutions and
    identify groups responsible foe addressing each
    risk.

45
SG3 Mitigate RisksRisks are handled and
mitigated, where appropriate, to reduce adverse
impacts on achieving objectives
  • SP 3.2-1 Implement Risk Mitigation Plans
  • Monitor the status of each risk periodically and
    implement the risk mitigation plan as appropriate
  • Proactively monitor risks and the status and
    results of risk handling actions. When a risk is
    identified it should be checked against its
    threshold and if necessary the mitigation plan
    should be implemented. After implementation of
    the plan the risk should be monitored to closure.
    A schedule for performance of each risk handling
    activity is needed and sufficient resources
    committed for successful completion of the
    activity.

PMC
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