1 PROJECT RISKS IMPORTANCE OF COOPERATION BETWEEN PMs AND TEAM LEADs AUGUST 5, 2015

2 Project Risks Project risk is defined by PMI as an uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives'. Good Project Risk Management depends on supporting organizational factors, clear roles and responsibilities, and technical analysis skills. * Uncertain means that there is a probability between 1-99% that the event could occur.

3 Risks vs Opportunities

4 Risk Management Process (Maria’s point of view)

5 Risk Management Process Project Risk Management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Project risk management in its entirety, includes the following: Planning risk management Risk identification Performing qualitative risk analysis Performing quantitative risk analysis Planning risk responses Monitoring and controlling risks Probability LowMediumHigh Impact Critical Substantial management required Must monitor and manage risks Extensive management crucial Moderate May accept risks but monitor them Management effort useful Management effort required Minor Accept risks Accept risks but monitor them Monitor and manage risks

6 Project Risks Samples Client related 1 Team related 2 Others 3 Scope Creep (also called requirement creep, function creep and feature creep) in project management refers to uncontrolled changes or continuous growth in a project’s scope. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful. Client Delays, e.g. is the time that the client delays before doing something. Shared Resources: resources assigned are not dedicated and have operational responsibilities during some period of time. Distributed team, a team of people using technology to work on the same stuff from different places. E.g. collaboration with 3 rd part teams (Platform team). …

7 Risk Treatment

8 Involve & collaborate with customers as early as possible. Have a clear project vision and understand customers objectives. Know client’s expectations. Document all agreements: docs, s, meeting minutes. And keep it in one place! Ongoing communication is critical. Document all communications. Agree on timelines and milestones. Client Related Risks and the way they can be mitigated Scope Creep Client Delays

9 Constant communication is critical (standups, calls and etc). Scope, decisions and changes should be documented and shared (control the source). Everything (task, issue, action) should has an OWNER. Make sure everyone knows the goal. Define calendar. Agree on the resource requirements with resource managers. Identify contingency plan for resources. Define milestones. Scope should be mapped to the milestones. Manage key metrics. Team Related Risks and the way they can be mitigated Shared Resources Distributed team

10 Risk Categories Scope 1 Estimates 2 Schedule 3 Resources 4 Communication 0 *BA Lead point of view

11 Examples of Risks *BA Lead point of view QA Effort is underestimated Assumptions are no longer valid Schedule is not adjusted with critical path No alignments in plans Project started but not fully staffed Wrong people assigned to the project Demotivation Conflict with other projects (shared resources) Customer don’t have resources for the project Customer doesn’t respond in time Customer doesn’t speak English well SMEs are not available No regular status meetings No standard project reporting Different time zones No Scope Freeze Scope Owner is not defined Uncertain requirements No process for Scope Changes Lack of requirements traceability

12 TRANSPARENT PROCESSES COMMUNICATION PLAN ACTION ITEMSESCALATION CHAIN SCOPE MANAGEMENT TEAM MANAGEMENT *BA Lead point of view

13 Risk Management IDENTIFYEVALUATEPRIORITIZE PLAN ACTION IMPLEMENT MEASURE, CONTROL & MONITOR Risk Management should be ONGOING

14 PM’S AND TEAM LEADS COLLABORATION. EFFECTIVE 2-WAY

15 Roles and Responsabilities PROJECT MANAGER Focus on the PROJECT Schedule, Budget, Resources, Client, Escalations, Risks, Alignment BA LEAD Focus on PRODUCT Specifications & Requirements DEV LEAD Focus on ARCHITECTURE and DELIVERY Tech Specifications, Development QA LEAD Focus on QUALITY Test Plan, Test Cases, Execution ENGINEER LEAD Focus on INFRASTRUCTURE and SUPPORT Configuration and Support

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17 HOW TO RUIN YOUR PROJECT? BE PRIDE PANIC RAISE RED FLAGS KEEP ONESELF TO ONESELF BE FORMAL FOCUS ON THE NEGATIVE BE AN EGOIST

TYPES OF THE CONFLICTS ONE TO ONE PM vs Lead Lead vs Lead Architect vs BA SUPER STAR Architect vs Everyone “I KNOW EVERYTHING” MANY TO MANY BA vs DEV vs QA Stream vs Stream

19 WHY COOPERATION IS IMPORTANT? DELIVER ON TIME WITH QUALITY WIN-WIN EVERYBODY LOSE IF PROJECT FAILS DON’T NEED TO ASK FOR IT – TEAM IS WORKING ON IT ALREADY YACHT IN THE STORM REMEMBER THE GOAL

20 HOW TO ESTABLISH THE CONTACT? Agree about the rules in advance 1 Don’t try to change – try to understand 2 Listen and hear 3 Respect 4 Give-and-take 5

21 DON’T OVERKILL Individuals and interactions over processes and tools

22 DELEGATE DIVE INTO DETAILS WHEN NECESSARY TRUST BUT CHECK MICROMANAGEMENT YOUR LEADS ARE EXPERTS IN THEIR AREAS BUILD TRANSPARENT PROCESSES

23 HELP EACH OTHER Don’t be silent 1 Ask for help if needed 2 Be a human 3 Don’t wait - help 4

24 FEEDBACK BE OPEN NEGATIVE EMOTIONS BE CONSTRUCTIVE KNOW YOUR TEAM MOOD MOTIVATE

25 BENEFITS Proactive team V Safe your time V Work with important V Team support V

26 COMMUNICATION CLEAR RESPONSIBILITIES FEEDBACK

27 AND ANSWERS QUESTIONS REAL CASES

28 … CONSTANT CHANGES WHAT IS WRONG?HOW IT CAN BE SOLVED? … Legacy system to be decommissioned but still up-an-running One system to be replaced with many from different vendors Customer doesn’t have limited budget or schedule Fuzzy scope SITUATION

29 … SCOPE AND SCHEDULE WHAT IS WRONG?HOW IT CAN BE SOLVED? … Previous delivery with another vendor failed Wrong people at wrong places Internal process slows down the delivery and re-cap Duplicated scope SITUATION

30 … ESCALATION DOESN’T WORK WHAT IS WRONG?HOW IT CAN BE SOLVED? … New market Customer is access point to the whole Group Wrong people at wrong places Limited schedule SITUATION

31 … NO COMMUNICATION WITH PM WHAT IS WRONG?HOW IT CAN BE SOLVED? … Junior PM South Africa Joined venture Open scope SITUATION

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