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Running head: Practicum Project…
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PRACTICUM PROJECT…
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 | I |
| Site preparation | CI | RA | I | – |
| Device Installation | CI | RA | I | – |
| Application Construction | CI | RA | – | – |
| Implementation | RI | RA | I | I |
| 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 | I | I | I |
| Identification of resources and budget proposal
|
RA | CI | CI | CI |
| Submission of budget for approval
|
RA | – | – | – |
| Project Kick off Meeting
|
RA | I | I | I |
| Identification of targeted sites for the SurgiNet Anesthesia Project
|
RA | CI | CI | – |
| Obtaining identified worksite schedules | CI | RA | I | – |
| Evaluating rooms for needs such as: outlets, modems, routers
|
I | RA | I | – |
| Finalize schedule for site construction and device installations
|
I | RA | I | – |
| Installation of bedside monitoring equipments
|
CI | RA | I | – |
| Installation of additional Philips monitor
|
CI | RA | I | – |
| Installation of additional outlets, modems and routers
|
CI | RA | I | – |
| Installation of plug in boxes to computer on wheels
|
CI | RA | I | – |
| 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
|
R | A | I | I |
| SurgiNet Anesthesia Application pre-testing
|
I | RA | – | – |
| User application training
|
I | RA | – | I |
| SurgiNet Anesthesia Go-live
|
I | RA | I | I |
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 |
| 1 | 1 | 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 |
| 2 | 2 | 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. |
| 3 | 4 | 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. |
| 4 | 3 | 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.
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