Mia WK6

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Risk Management Plan Starbucks

Maria Duplantier

University of Phoenix

Leon Baudot

PM 584

September 25, 2017

Risk Response Chart

Risk Response Chart
Risk	Responsible Person	Trigger	Snap Chat of Contingency Plan
Contractor Completed Project Not According to Plan	Contractor	Variations with plan	Institute corrections Redoing parts
Awaiting Local Authority Approval for Licenses Exceeded Time Frame	Project Manager	Time past provision allowance	Adjusting activity duration Extra resources Shift activity times
The Failure of Coffee Machines and Other Applications	Project Manager	Test failure	Repairs Replacement

Good but you committed a common mistake as you only have three and not ten risk

Contingency plan

The element of risk is virtually inevitable in every project that is undertaken. Risk is a factor in every action that has not yet occurred and is fully completed. Risk should be factored in well in all the plans. The setting up of the new outlets in the various locations has calculated the element of risk in the various activities to be undertaken and provided a score to each (Boloş, 2015). The three events with the leading risk score are; contractor completing the project not in accordance with the plan, awaiting local authority approval for licenses exceeding the time frame and test failure on coffee machines and other applications with a risk score of 4.5, 4.2 and 4.0 respectively.

There is no risk that is of big concern to the project manager as much as finishing the project but not attaining the desired results. Not completing the project in a manner that fits the foreseen way will completely make the entire thing loss its desired importance.

The contractor’s plans will be the key factor in achieving the desired results from the project. The plan of the complete project should be evaluated well before the project is started. A model of the complete project should be created physically as well as a computer simulated model is generated.

The contingency plan for the project is designed to cover particular areas, which the actual parts of the whole structure. It will be in the structural outlook, the drainage system, the power and lighting system and painting and decoration. The plan will be implemented on the part that is seen to have failed to live up to the expectations.

In a vent where the failure is small, the concerned part will be redone so as to improve its look or operations to acceptable limits. The contractor will have to engage extra funds and materials as well as manpower so as to help recoup the lost time. a limited time will be provided for the implementation of the corrections.

Massive errors such as providing insufficient space foe access, fitting of appliances or leading to poor drainage and ventilation will lead to restructuring. The affected sections will be brought down and the appropriate changes carried out. Any change which will occur as a result of plan implementation mistake will be covered by the concerned person. Changes which will affect the entire designer will be met by the contingent budget (Bartlett, 2017).

The local authority will be the sought of final say in the effort to implement the project . The tackling of delays from the local authority in the issuance of licenses and clearance to have the project undertaken will need to be handled well since it’s a matter not in our hands. The local authority will be given reasonable time to give their feedback but an extra time has been pared should the information delay.

A pro-active move has been taken to have the documentation of the entire project forwarded to the local authority in much early time. Should there be delay the project will be shifted forward in exactly the same period that it has delayed. A long delay however will lead to the acquisition of extra resources to facilitate the recoup of the lost time. Extra technicians will be employed in reasonable number. The site working hours will also be altered to accommodate the delay and thus not shifting the completion date out of the expected bracket.

The participating parties will be given the communication on delay of the project as a result of the local authority feedback. This will allow for even and all round adjustments for the project. Section managers will have to recalculate their daily work-piece to help cut the effect of the lost time.

A massive delay will however call for a fresh planning of the execution of the entire project. The times periods may not be able to be realized again and thus the only option will be to shift forward all the planned dates. The opening will thus move forward as well. This will be good to avoid rush work, which may lead to high costs and strain of personnel.

Testing of the coffee machines and other applications will occur towards the end of the project. A failure in these machines will be totally unacceptable. The functioning of the coffee machine directly affects the quality and taste of coffee, which is a major selling point of the company. The functioning of the coffee machines takes center stage in the project.

Machines, which will not function properly, will be taken through a keen check of all the parts. Machines that are cannot produce quality output will have to be replaced immediately. The suppliers of the machines will have to bring new and proper working ones and install them. The replacement will not be as procedural as the initial acquisition. The ordering and delivery will have to be made really fast. To avoid instances of to and back delivery and return of the machines, expects from the company will go and inspect the machines at the producing company’s place and certify that the ones being delivered are of high quality and expected to meet the required service delivery.

The parting ways between the companies, the contractor and coffee machine and other applications providers will be when the entire are working up to the standard. The company is expected to give warranties of their products over reasonable time. confusing

Mitigating plan

The risks associated with the project can be controlled as the implementation occurs. There are numerous action which when taken well will may not fully eliminate the risk thereto but will greatly reduce the probability of occurrence. Planning for risk is a good thing but working to avoid it as much as possible is a noble thing (Reid, 2017). It is less costly and takes no much time

The entire project duration should be divided into various parts. The parts should have all the specifications that should be meeting. The project is to be evaluated upon the completion of the specific parts and not to wait till the entire project is up. Upon the realization that a section is out of plan, the extent of deviation needs to be evaluated immediately. The person responsible with the concerned section should be immediately but in task to answer the question. The required and appropriate corrective actions should be taken immediately. Big deviations from the plan, which will be visible upon completion of the entire project, will be brought down and redone again. Those [arts that are slightly out of plan and can be accommodated are left but the mistake leading to their happening checked.

No mistake should be carried forward from an initial point to the other. Each project phase should be evaluated and the concerned parties to be brought on to answer for any anomalies. Such projects are so big and expensive and propagation of an error will make it uncorrectable with time. The plan is to have mistakes handled at each level and not carried forward. Places where the concerned parties are grossly deviating from the contractor will be required to pay for the mistake as well as compensate for the time lost.

Awaiting local authority approval for licenses exceeding the provided time frame is ranking second in terms of risk. The local authority is a parameter, which can only be influenced but not internally controlled. As such these issues needs be addressed with high concern. The project will definitely not commence until the local authority certify and approval all the plans. The working of the local authority is again way beyond the reach and manipulation of the project stakeholders.

The projector manager will have to ensure that all the requirements are submitted to the local authority in completion in advance. The contractors and all the other parties that will be involved in the project will be given communication of the time when the documents were submitted to the local authority and kept aware of the time taken to receive feedback.

Projects will be shifted within the specific duration that the local authority takes to give feedback. Project financiers will be made aware that the project will official kick off when the plans have been given a green light by the local authority. Should any correction or activity be required by the local authority, there would be some funds set aside to meet these initial costs. Upon official approval, all the projects will be rescheduling accordingly to incorporate the changes. The suppliers will have to take the changes as well.

Test failure on coffee machines and other applications is the other risk event that the project faces. A failure in the coffee machines and other applications will be a question of the manufacturing quality or the installation of the machines and gadgets in the building. This is an event that is in full control of the people contractors to deliver and set them up. As far as a failure will be their responsibility it will also affect the entire project.

In an event that the coffee machines fail, an audit on them will immediately be taken to ascertain where the problem lays. If the machines were not to the pre-requested quality or their manufacturing was poor the supplier of the same will be made to shoulder all the cost thereto. The machines will have to be repaired onsite and if the problem is far beyond repairing the contracted companies will be required to replace the machines. The replacement should be done within the shortest time possible not to delay the completion of the projection completion date. Machines and the other accompanying applications are matters that can be controlled within the project’s management.

Risks will be classified based on their cause if it’s within internal control or external control. Internal factors must be closely monitored to avoid any delay to project completion. The contingency plans will be executed immediately a risky event appears to have taken control of the project (Radujkovic, 2013).

Effect of risk mitigation on the project constraints

The efforts to ensure that the project is completed well and fit for the plan will definitely affect the budget, schedule and scope of the project. Risk itself is very costly and thus working to mitigate it will eventually bear visible impact on the three aspects.

To ensure that contractor completes the project according to the plan calls for periodically analysis of the progress so far gained and the direction in which is going on. In the event where some activities are not going right they have to be redone or some minor corrections done on them. These corrections and repairs will have a negative impact on cost as the project goes on. It is however important since if the project is not evaluated as it is being implemented and small mistakes are carried on to the completion date, such a thing may have a severe effect on the over cost to correct. It may even call for complete demolition and a fresh start.

The schedule and the scope of the project will also be affected. Evaluation activities in the project execution will cause some delays over that period due to interruption of the workforce and even the project coordinators, as they are call to respond to particular issues. Activities may take longer durations than had been provided for on the planning board. The scope will deepen to accommodate such activities, things that are being done increase. At times some activities are redone and yet at times more experienced experts may be called in to help correct or give advice some issues. New activities will have to be incorporated on the system.

Attempt to mitigate the effects of local authority project approval and provision of licenses exceeding the provided time frame will also affect the budget, schedule and scope of the project. The local authority will take its time in evaluating the project plan among other factors. The time upon which they will get back cannot be determined with certainty.

To avoid delay in the completion of the project to lateness in start occasioned by the local authority go ahead word require that the project evaluation documents be delivered early before the project starts. The local authority should be served early with the required materials about the project. This affects the staring of the projects since the project manager and other concerned parties will be actively engaged in the project. The manager should also ensure that all the documents are in order and as required.

Employing of extra workforce to catch up with time lost awaiting the approval adds on the project costs. Adjusting the working hours and engaging on overtime with the workers is another cost increment. The management of the personnel also deepens in the project. The scope of the projects widens as well.

Failure in the coffee machines and other applications will means undertaking of upgrades or the acquisition of new machines. In the business, the quality of the coffee served should not be compromised. The purchase of the new coffee machines will thus increase the over project costs. In an event where the warranty provided by the supplier covers such things will not affect the cost of the project. The removal and fixing of the machines will simply extra costs as well. There are costs which are related to ordering and delivery of the machines and related appliances thus ensuring that these costs are prevented will attract some expenses as well. Project scheduling is affected as the project managers works to avers such a thing.

I cannot follow your train of thought, as there is not logical flow of information, as it seems like you have a series of unfinished and/or obscured thoughts with no transition and / or relevance being establish. Simply I do not and/cannot follow what you are talking about, but you effort is noted. ( -12 organization, -24 content) 84/120

References

Bartlett, J. (2017). The Essentials of Managing Risk for Projects and Programmes. Taylor & Francis.

Boloş, M. I.-P. (2015). Development of a fuzzy logic system to identify the risk of projects financed from structural funds. International Journal of Computers Communications & Control, 10(4),, 480-491.

Radujkovic, M. (2013). Risk sources and drivers in construction projects. Managing Risks in Projects,, 275.

Reid, R. L. (2017). Army Corps Completing Post-Sandy Risk Reduction Projects. . Civil Engineering—ASCE, 87(3),, 32-35.

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