Case Study
Implementation Plan
for Installing
Risk Management Practice in IR-SIP
Last Modified:
Owner:
Baseline Date:
Co-owners:
Purpose:
Section 1. Sponsorship
1.1 Sponsorship Roles and Responsibilities
1.2 Reporting Requirements
1.3 Sponsorship changes
Section 2. Roles and Responsibilities
2.1 Infrastructure Roles to be Filled
2.2 Project Personnel roles
Section 3. Schedule of Activities
3.1 Detailed Transition Schedule Milestones
3.1.1 Basic Risk Management Practice Phase
3.1.2 Improvement Phase
Section 4. Allocated Budget and other Required Resources
Section 5. Evaluation Measures and Completion Criteria
Section 6. Risks and Mitigation Strategies for this Implementation Effort
Section 7. Establish Risk Baseline Method
Case Study
Implementation Plan
for Installing
Risk Management Practice in IR-SIP[1]
Baseline Date: 9/10/95
Last Modified: 2/1/96
Owner: J. Johnstone/IR-SIP Project Manager
Co-owners: R. Douglas/Manager SR & QA Office
Purpose: This plan documents how the practice of risk management will be designed and installed into the IR-SIP project. It does not specify what IR-SIP's actual risk management practice is, only the process for putting it in place .
Section 1. Sponsorship
Sponsorship for this effort is being supplied by Jerry Johnstone, as project manager for IR-SIP;, Stu Goldman, as program manager for the AA Pprogram; and R. Douglas, manager of the SR & QA office of this organization. Expansion of risk management into the rest of the AA Program is dependent upon the success of the IR-SIP implementation.
1.1 Sponsorship Roles and Responsibilities
The sponsors shall provide continual, visible support for this effort at all levels of the organization. This shall include the following:
Goldman's report of status at the
quarterly site Management Review
All three sponsors' written
endorsement and encouragement of this effort to all IR-SIP project personnel
All three sponsors' attendance at
first kick-off meeting with IR-SIP personnel and periodic attendance at IR-SIP
Monthly meetings
Monthly status meetings held with all
three sponsors and change agent P. Stone.
All sponsors shall allocate budget to
this effort as specified in Section 4.
Any further supportive announcements
or activities as recommended by P. Stone.
1.2
Reporting Requirements
The IR-SIP Project Manager shall make monthly progress reports oin the success/difficulties of implementing risk management (see also Section 6, Risks and Mitigation Strategies for this Implementation Effort), for specific measures used to monitor those - these will also be reported on monthly. Requests for assistance from SR & QA in the form of training, process definition and improvement, etc. should be made on an as- needed basis. Status reports shall include evaluation of progress measures of the implementation effort as well as a summary listing of all risks in the project. Use of the center-standard risk database is required. Roll-up of all project risk data into the center data base is required on a quarterly basis.
1.3
Sponsorship changes
In the event of personnel changes in the sponsors, this implementation plan must be re-evaluated and reapproved. Summary reports of progress to date may be required from the project manager.
Section 2. Roles and Responsibilities [updated 9/20/95]
This section identifies the roles and associated responsibilities for this transition effort. Note that one person may fulfill multiple roles. Sponsors were identified in the previous section.
2.1
Infrastructure Roles to be Filled
These roles need to be
filled in order to support the transition of risk management into the IR-SIP Pproject. The same personnel may be
required to continue these roles if risk management is later rolled out to
other parts of the AA Program.
Champion: Ssomeone from within the project,
preferably from the managerial level,
to provide motivation and leadership. This person will be responsible for
encouraging and reinforcing the proper management of risks and open
communication of risks as part of his/her routine activities, and assisting in
the periodic evaluation of this transition effort.
Assigned to R.C. Everette
Change agent: Eexpected to be provided from the local
software working group representatives (must be from outside the
project/program). This person will be responsible for coaching project
personnel in the accomplishment of risk management activities. Estimated time
requirements are 10 hours per week, on average. Will also train project
personnel in the tailored risk management practice and assist the champion and
program manager in locating tool training (as needed). This person should have
training and leadership skills.
Assigned to P. Stone (SWG member)
Facilitation team: Require two from
outside the project and two from inside the project. Facilitation skills are
needed or training must be provided. At least two members of this team should
be experienced facilitators. Facilitators will be called upon to help the
project whenever facilitation is required to handle issues or carry out
specific methods or procedures that require a facilitator. This team will also
assist in the establishment of the risk baseline. Estimated time commitment:
Baseline establishment - two person weeks each; routine assistance - one
hour/week each (on average) but expect a higher peak in early phases.
Assigned t P. Stone, J. Douglas/SWG; Blue/software
engineer, L. Jason (quality assurance). All four of these individuals are
already trained facilitators and have committed their time and effort. Everette
and M. Jones have agreed to allow the IR-SIP project individuals to fulfill
these roles. Stone's and Douglas' managers have also committed to supporting
this effort.
2.2
Project Personnel roles
These are the roles and responsibilities of the IR-SIP project personnel.
Take risk management training: When
training in tailored risk management practice for IR-SIP is made available, all
project personnel are expected to take the training. Schedule allowances will
be made by the project manager to accommodate near-term deadlines.
Conduct risk management activities:
Project personnel are expected to carry out the risk management activities that
are defined in the IR-SIP Risk Management Plan once it has been generated.
Facilitation team members (see Ssection 2.1): Two project personnel
will be assigned to this team. Work allocations will be adjusted by management
to accommodate duties.
The initial entry of baseline risk
information into the database shall be performed by G. Whitley under guidance
of a SR & QA representative and the change agent, P. Stone.
It is expected that all project
personnel will participate in the performance of risk management activities.
Data entry for the database shall be carried out by anyone identifying a new
risk or whoever is responsible for the risk.
Stone will serve as a general source
of risk management expertise during this period. The facilitation team members
will continue to provide facilitation on an as- needed basis.
Section 3. Schedule of Activities [updated 2/1/96]
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