Week 7: Risk Management and Human Resource Management PlansSubmit Assignment Due Sunday by 11:59pm Points 50 Submitting a file uploadNR631 W7 Risk Management and Human Resource Management Plan Guid

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Project Plan Phase 2: Week 6

Risk Management and Human Resource Management Plans

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Introduction

Projects neither big nor small can be an undertaking to the project team. With a lot of processes involved, things to consider, and steps to accomplish- it easy for one to loose track and get overwhelmed with the flow of things. Part of project management is the incorporation of planning tools that enable the project leaders and team members to conquer and divide tasks, as well as, anticipate and minimize risks. The RACI chart, which stands for Responsible Accountable Consulted Informed chart is instrumental in directing team members to perform specific job functions. The Risk Register, on the other hand, enables the project team to anticipate possible constraints and the likelihood of occurrences. Although directed for two completely purposes, the RACI chart and Risk register when synergistically employed can maintain and improve people and project processes. With improved people and project processes, the success of the project is highly likely.

RACI Chart

One of the common problems encountered in project management involve people process rooting from ambiguity of roles and responsibilities. With major tasks identified and sub tasks involved, not having roles and responsibilities assigned can be make a difference in staff engagement and accountability. RACI chart is an important project management tool that clarifies, identifies and assigns roles; responsibilities and accountabilities that yield improved team productivity and performance (Tartell, 2017). The four major roles presented in the ‘RACI’ chart include: “Responsible,” which refers to the person who does the work; “Accountable,” the person who makes the final decision and approves the step in the project plan; “Consulted,” the person who provides advice or information to those who are responsible and accountable, and “Informed,” the person made aware after the result and decision has been made (Tartell, 2017). The RACI chart presented in Appendix A is constructed using a matrix. The vertical axis list the project tasks, which are broken down to major and minor tasks, while the horizontal axis list the different roles assigned to the team members involved.

Risk Register

Another project management tool that aid in productivity and facilitate project success is the Risk Register. The Risk register is an organized document that contains data results of risks identified, along with its quality and quantity analyses (Chang Han, Su Yuong, Minsuk, 2016). It allows project managers and team members identify possible contingencies that can be encountered and plan for course of action- which makes it a great instrument in preventing issues involving project processes (Chang Han et. al, 2016). The risks on the register are identified using analysis of previous data, interview and lists (Uzulans, 2016). An ID number is assigned to managed individual risks and gain consistency (Uzulans, 2016). The tabular form of a risk register presented in Appendix B is constructed to present the qualitative risk analysis detailing the probability of identified risks occurring, its level of impact to the project. It also illustrates the quantitative analysis with data regarding risk description, risk category and identified triggers. The section on the risk register labeled response enumerates proposed reaction and solutions in the event the risks do present and occur.

Conclusion

To sum things up, project management involves a variety of processes that can overwhelm the project leaders and its team members. Thus, proper utilization of project management tools is important. Two tools presented include the RACI chart and the Risk Register. The RACI chart specializes in clarification of team member roles and responsibilities. It aids in problems with people processes by preventing ambiguous division of labor or tasks and fostering accountability. The Risk register on the other hand, is a tool use to improve the project planning process. It helps identify project risks and provides both quantitative and qualitative analysis to help project managers and their team members prepare and formulate solutions in the event of occurrences. Both RACI chart and Risk register are useful tools in improving project management processes. With appropriate and synergistic use, they can increase the likelihood of project success.

Appendix A: Responsible. Accountable, Consulted, Informed (RACI) Chart

R=Responsible A=Accountable C= Consulted I=Informed

Project tasks- Major	Project Manager	SurgiNet team	Biomed	Go-live team
Project initiation	RA
Project Planning	RA	CI	CI
Site preparation	CI	RA
Device Installation	CI	RA
Application Construction	CI	RA
Implementation	RI	RA

Project tasks- Minor	Project Manager	SurgiNet team	Biomed	Go-live team
Identification of project through evaluation and recommendation	RA
Development of project scope document	RA
Construction of project charter	RA
Obtaining signature and approval for the project charter	RA
Selection and formation of the project team	RA
Identification of resources and budget proposal	RA	CI	CI	CI
Submission of budget for approval	RA
Project Kick off Meeting	RA
Identification of targeted sites for the SurgiNet Anesthesia Project	RA	CI	CI
Obtaining identified worksite schedules	CI	RA
Evaluating rooms for needs such as: outlets, modems, routers		RA
Finalize schedule for site construction and device installations		RA
Installation of bedside monitoring equipments	CI	RA
Installation of additional Philips monitor	CI	RA
Installation of additional outlets, modems and routers	CI	RA
Installation of plug in boxes to computer on wheels	CI	RA
Meeting with different stakeholders to identify current unit workflows	CI	RA
Meeting with Anesthesia team to go over unit specific macros	CI	RA
Construction of Surgi Net Anesthesia macros	CI	RA
Meeting with different stake holders to identify future unit workflows	CI	RA
Project management and status meeting
SurgiNet Anesthesia Application pre-testing		RA
User application training		RA
SurgiNet Anesthesia Go-live		RA

Project SurgiNet Anesthesia

Version: 1.0 Date: August 10, 2017

Appendix B: Risk Register

No.	Rank	Category	Risk	Description	Triggers	Potential Response	Probability	Impact	Risk owner	Status
		Project risk	Rejected project and budget proposal	Project may not be a priority considering current restructuring and monetary constraints.	Lack of interest and approval from project sponsor	Project and budget revision.	Low	High	Project Manager	No longer a risk
		Hardware risk	Delayed equipment purchase and installation	Equipment purchase and installation may be delayed due to pending approval, vendor commitment, and site schedule.	Equipment or site unavailability, vendor and project team conflict	Vendor change, department head meeting with Surgi net team to better coordinate site scheduling.	Low	Medium	SurgiNet team	Not occurred, but still a potential risk.
		Software risk	Delayed macro construction and completion	Delayed macro construction can result from issues with workflow alignment, and stakeholder approval.	Conflict of interests between different stakeholders, poor communication, and scattered goals.	Kick off meeting and Workflow meeting with stakeholders.	Medium	High	SurgiNet team	Not occurred, but still a potential risk.
		People risk	Poor Adoption and user readiness	Resistance to change and barriers in learning.	Lack of learning assessment and information regarding project and impact to current workflow.	Communicate project and progress to end-users; perform a learning assessment to plan training.	Medium	High	End Users	No longer a risk.

References

Chang Han, R., Su Yuong, L., Minsuk, S. (2016). Project Risk Management in R& D

organizations: a survey on risk register from Korean companies. Journal of Modern Project Management, 4(2), 10-23.

Tartell, R. (2017). Who does that? Use RACI to figure it out!. Training, (4), 12.

Uzulans, J. (2016). Project risk register analysis based on the theoretical analysis of

project management notion of risk. Economics & Business, 29(1), 43-48.