| Risk/Owner |
Mitigation |
Insufficient resources (employee turnover)
| Owner: |
Steering Committee,
Project Manager
HR
|
|
 |
Cross train resources.
|
|
Document decisions and processes.
|
|
Offer an incentive program.
|
|
Develop and offer career plans.
|
|
Backfill positions.
|
|
Hire consultants.
|
|
Burn-Out Lack of Team Morale
| Owner: |
Project Manager
Project Team,
HR
|
|
|
Recognize accomplishments.
|
|
Set reasonable expectations.
|
|
Hold fun events.
|
|
Present incentives and rewards.
|
|
Award time-off.
|
|
Expect reasonable and flexible hours.
|
|
Prepare an intervention plan and recognize problems early.
|
|
Devise a method for communicating and alleviating stress.
|
|
|
|
The inability on the part of senior management to make timely decisions
|
|
Practice proactive planning and communications.
|
|
Give people time to decide.
|
|
Encourage the project team to present management with alternatives, recommendations, and information on priority and impact.
|
|
Define the issues carefully.
|
|
Formalize the process for issue resolution and escalation with a fixed time frame and methods of communication.
|
|
The Brandeis community resists change
|
|
Sell the project's benefits.
|
|
Invite community members to participate in an information group.
|
|
Provide appropriate training, documentation, and communication.
|
|
Pay attention to this early and often
|
|
|
|
Miscommunication (between the sponsor the steering committee and end users)
| Owner: |
Project Manager
Change Manager
|
|
|
Build communication between project team and steering committee.
|
|
Provide a communication strategy to the community and functional users who are not a part of the project.
|
|
Build a project web site.
|
|
Lack of proper facilities
| Owner: |
Steering Committee |
|
|
\Provide dedicated project training space.
|
|
Provide dedicated team working space for the group and for individuals.
|
|
Lack of budget resources
| Owner: |
Steering Committee,
Sponsor |
|
|
Just say "No."
|
|
Refer to project plan and scope.
|
|
Manage scope creep.
|
|
|
|
Loss of sponsorship
| Owner: |
Steering Committee,
Project Manager |
|
|
Review project charter.
|
|
Project Manager and Steering Committee provide direction.
|
|
Unclear direction (tasks)
|
|
Produce a detailed and clear project plan. |
|
Plan or scope too aggressive
| Owner: |
Steering Committee,
Project Manager |
|
|
Revisit the scope.
|
|
Staff with the best people with the right skills at the right time.
|
|
Create and maintain a good project plan to deliver and manage according to that project plan.
|
|
|
|
Users have unrealistic expectations
| Owner: |
Steering Committee,
Project Manager
Sponsor |
|
|
Educate and communicate with users early and often.
|
|
Follow the communication strategy
|
|
Present the big picture and present it at the user level.
|
|
Be honest with the users, have attainable expectations.
|
|
Get cooperation from users.
|
|
Lack of skills for key users and functional end users
| Owner: |
Project Team (Define Requirements)
Departments (assess)
ITS/HR (Execute Training & Counseling) |
|
|
Assess users' skills.
|
|
Educate and train manager.
|
|
Provide documentation.
|
|
Involve key users in testing and fit/gap analysis.
|
|
Offer a certification program.
|
|
Set minimum requirements for PeopleSoft.
|
|
|
|
Lack of skills for project team
| Owner: |
Project Team,
Project Director |
|
|
Train project team.
|
|
Transfer consultants' skills and knowledge.
|
|
Wrong project participation choices
| Owner: |
Steering Committee |
|
|
Clearly define staff roles.
|
|
Staff with people who can meet project demands.
|
|
Seek expert help when needed.
|
|
Recognize the need for change and make the change early.
|
|
Empower team to make decisions.
|
|
Changes in PeopleSoft team
|
|
Plan early.
|
|
Transfer knowledge early and often to minimize dependency on consultants.
|
|
Gain commitment from PeopleSoft.
|
|
Provide the same environment for PeopleSoft consultants as for Brandeis staff. |
|
|
|
Software problems (functionality)
| Owner: |
Project Manager
Steering Committee (for escalation) |
|
|
Complain.
|
|
Hold back payment.
|
|
Establish an issue escalation process with Account Executive and Customer Executive.
|
|
Test early. Apply patches within a plan.
|
|
Lack of IT resources to support current system
| Owner: |
Steering Committee |
|
|
Freeze enhancements and modifications to the current system.
|
|
Recognize this problem and lower expectations of what needs to be done.
|
|
Outsource to get tasks done. |
|
Scope Creep
| Owner: |
Project Manager
Steering Committee |
|
|
Just say 'No.'
|
|
Don't do it.
|
|
Devise a process for escalation, which includes an assessment of value and complete costs.
|
|
Communicate this process to the project team. |
|
|
|
Lack of team cohesion and commitment
| Owner: |
Project Manager
Project Team |
|
|
Create a shared facility.
|
|
Establish ground rules for the team.
|
|
Create and present a good working environment.
|
|
Run a naming project.
|
|
Have fun events.
|
|
Stay on plan - meet deliverables. |
|
Competition for resources from other organizational projects and implementations.
| Owner: |
Project Manager,
Steering Committee |
|
|
Say 'No' to other resource requests.
|
|
Communicate the plan and priorities.
|
|
Staff the project team to the required level.
|
|
Specify what is included in the normal services (reset current expectations). |
|
Changes in external requirements resulting in scope changes
| Owner: |
Project Manager
Steering Committee (decision makers) |
|
|
Plan early.
|
|
Communicate to the Brandeis community the impact of scope changes.
|
|
Recognize as scope creep (value judgement/project plan). |
|
Not using best practices as a consideration for a decision
| Owner: |
Steering Committee,
Project Manager |
|
|
Communicate 'best practices.'
|
|
Manage change.
|
|
Implement PeopleSoft-centric process change. |
|
