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
NR631 Nurse Executive Concluding Graduate Experience – I Responsible, Accountable, Consulted, Informed, (RACI) Chart Project Tasks – Major Team Member (RAC or I) Team Member (RAC or I) Team Member (RAC or I) Team Member (RAC or I) Project Tasks – Subtasks Explain terms in professional paper: R = Responsible A = Accountable C = Consulted I = Informed. Add more rows as needed to include ALL team members and tasks.
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
Chamberlain College of Nursing NR631 Nurse Executive Concluding Graduate Experience 1 Risk Management and Human Resource Management Plans Guidelines and Rubric Purpose The process of project management has five phases: (1) design and initiation, which you just completed; (2) finalizing your plan before implementation, which you will do now; (3) implementation; (4) monitor and control; and finally, (5) evaluation and lessons learned (as well as knowledge transfer). During Phase 2 (finalizing the project plan), you will continue to create the tools and documents you will need when you implement your project as the project manager in Phase 3. Week 4: Communications Plan Week 5: Deliverables and Critical Success Factors (CSFs) Week 6: Work Breakdown Structure (WBS) and Gantt Chart Week 7: Risk Management and Human Resource Management Plans In this assignment, students document, track, and manage a project’s risks and use of human resources. The risk management will be accomplished by using a risk register chart. Using the risk register is a way to identify, document, and manage all the risks associated with a project. The chart details provide an easy way to scan for level of risk, status, potential responses, who is responsible for the risk in addition to the project manager, or other details needed to manage the risk. This is a great way to keep everyone informed when this document is presented at the weekly team meetings and in communication with all stakeholders. Another key tool is called the RACI chart, which helps you identify who is responsible, accountable, consulted, or informed for each major project task. The RACI chart will help manage and track use of human resources; this facilitates monitoring and control and provides one means of communication. It documents and makes clear who is responsible for bringing the task to completion, on time and on budget. Due Date: Sunday at 11:59 p.m. MT at the end of Week 7 Total Points Possible: 50 Requirements Complete the Risk Register and RACI documents for your project. Attach as appendices to a professional, scholarly paper. Grammar, spelling, punctuation, references, and citations are consistent with formal academic writing and APA format as expressed in the current edition. Preparing the paper All project risks must be identified and added to your risk register following the example. Attach them as appendices to a professional, scholarly paper. The RACI chart must provide the responsibility, accountability, consulted, or informed status for each member of the team for all major project tasks following the RACI example. Attach as appendices to a professional, scholarly paper. Ideas and information from professional sources must be cited correctly using the current edition of the APA manual. Grammar, spelling, punctuation, references, and citations are consistent with formal academic writing. Assignment Criteria Category Points % Description All the project risks are identified, and the details are entered into the risk register appropriately, following the example format. Documents are attached as an appendix to a professional paper. 20 40 All the project risks are identified, and the details are entered into the risk register appropriately, following the example format. Documents are attached as an appendix to a professional paper. The RACI chart shows all major project tasks with the responsibility, accountability, consulted, or informed status for each member of the team, following the example provided. Documents are attached as an appendix to a professional paper. 20 40 The RACI chart shows all major project tasks with the responsibility, accountability, consulted, or informed status for each member of the team, following the example provided. Documents are attached as an appendix to a professional paper. Grammar, spelling, punctuation, references, and citations are consistent with formal academic writing and APA format as expressed in the current edition of the manual. Professional paper follows guidelines found in Writing a Professional Paper. 10 20 Grammar, spelling, punctuation, references, and citations are consistent with formal academic writing and APA format as expressed in the current edition of the manual. Professional paper follows guidelines found in Writing a Professional Paper. Total 50 100 A quality assignment will meet or exceed all of the above requirements. Grading Rubric Assignment Criteria Exceptional (100%) Outstanding or highest level of performance Exceeds (88%) Very good or high level of performance Meets (80%) Competent or satisfactory level of performance Needs Improvement (38%) Poor or failing level of performance Developing (0) Unsatisfactory level of performance Content Possible Points = 40 All the project risks are identified, and the details are entered into the risk register appropriately, following the example format. Documents are attached as an appendix to a professional paper. 20 Points 18 Points 16 Points 8 Points 0 Points All project risks identified and details entered into risk register appropriately, following example format. Documents attached as an appendix to a professional paper. Most project risks identified and details entered into the risk register appropriately, following example format. Documents attached as an appendix to a professional paper. Only some project risks identified or details not entered into risk register appropriately, or entries do not follow example format. No professional paper included. Few project risks identified or details are not entered into risk register appropriately Entries do not follow example format The RACI chart shows all major project tasks with the responsibility, accountability, consulted, or informed status for each member of the team, following the example provided. Documents are attached as an appendix to a professional paper. 20 Points 18 Points 16 Points 8 Points 0 Points RACI chart shows all major project tasks with responsibility, accountability, consulted, or informed status for each member of team, following example provided. Documents attached as an appendix to a professional paper. RACI chart shows most major project tasks with responsibility, accountability, consulted, or informed status for each member of the team, following example provided. Documents attached as an appendix to a professional paper. RACI chart shows some major project tasks without responsibility, accountability, consulted, or informed status for each member team, or entries do not follow example provided. Professional paper not included. RACI chart shows few of the major project tasks without responsibility, accountability, consulted, or informed status for each member of team Entries do not follow example provided Content Subtotal _____ of 40 Points Format Possible Points = 10 Grammar, spelling, punctuation, references, and citations are consistent with formal academic writing and APA format as expressed in the current edition of the manual. Professional paper follows guidelines found in Writing a Professional Paper. 10 Points 9 Points 8 Points 4 Points 0 Points No grammar, spelling, punctuation, reference, citation, or APA errors. Professional paper follows guidelines found in Writing a Professional Paper. One grammar, spelling, punctuation, reference, citation, or APA error. Professional paper follows guidelines found in Writing a Professional Paper. Two grammar, spelling, punctuation, reference, citation, or APA errors Professional paper does not follows guidelines found in Writing a Professional Paper. Three grammar, spelling, punctuation, reference, citation, or APA errors. No professional paper. Four or more grammar, spelling, punctuation, reference, citation, or APA errors Format Subtotal _____ of 10 Points Total Points _____ of 50
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
NR631 Nurse Executive Concluding Graduate Experience – I Risk Register Project _____________Risk Register (name) Version: Date: No. Rank Category Risk Description Triggers Potential Responses Probability Impact Risk Owner Status Column Heading Clarification No. (#): This is the risk number from your Risk Analysis. Rank: Use the following risk ranks to rank each risk in relation to their risk event probability. Rank of 1 = 1–9%; Rank of 2 = 10–19%; Rank of 3 = 20–39%; Rank of 4 = 40–59% and Rank of 5 = 60–99% Rule of thumb (ROT): List the risks in order of rank from the highest probability to the lowest. This table gives you an easy way to scan your top threats while monitoring all of your potential risks. Category: Where the risk falls in relation to the project (e.g. project risk, people risk, and hardware/software) Risk: Describes what the risk is briefly; for example, whether the risk is from new technology or new partnering relationships. Description: Describes the risk event in more detail and helps clarify to the identified risk. (e.g., vendor is new /experienced, new technology) Triggers: Explain the symptoms that you identify as indicators that the risk event is occurring. (e.g., conflicts) Potential Responses: What we should do if a risk is triggered (e.g., keep to plan, intervene with xxxx) Probability: The chance of this risk event occurring rated as high, medium, or low Impact: The effect the risk could have on the project and is rated as high, medium, or low Risk Owner: This is the person who is accountable for the risk. He or she is responsible for enacting the risk-management plan for this event in conjunction with the PM. Status: This is whether or not the risk event occurs. Occurred: The actions taken and outcomes from the risk event would be stated here, along with a description of the actual impact it had on the project. Not occurred but still a potential risk: While the risk event has not happened but still has the potential to occur, it describes the primary prevention strategies that are in place and lists the team members responsible for carrying out those actions or strategies. No longer a risk: If the risk event did not occur and is no longer a potential threat, the details of this classification change would be described here. For example, once all of the hardware is obtained, the potential hardware procurement risks would be removed.
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
0 Running head: Practicum Project… Project Plan Phase 2: Week 6 Risk Management and Human Resource Management Plans Student Name Here Date Course Number Instructor 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.